Staffing Plan Paper

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Staffing Plan Paper
Giselle Walton
October 12, 2010
Lori Gardner

Staffing Plan Paper
Appropriate staffing can be the key to success for many organizations therefore, the human resources (HR) department must develop a staffing plan. In this paper I will develop a staffing plan for a new division at T-Mobile called Loyalty. Loyalty will consist of marketing, customer service, distribution, and accounting. Specific strategies to recruit the appropriate applicants including the legal compliance of said strategies will be developed in this paper. Initially HR has to understand the need for the division called Loyalty. The loyalty division will meet the needs of customers who have been with the company for more than two years. The emphasis on these customers is necessary because customers typically join a cell phone provider with a two-year contract, for one of three things, coverage, rate plan pricing, or handset (phone). Customers remain with a cell phone provider after the initial two years because of satisfaction with their current provider. The Loyalty division will be responsible for implementing specific initiatives to maintain customer satisfaction. T-Mobile has 33.6 million customers (T-Mobile USA, 2010). The number of people needed for the loyalty division is determined by the average number of customer losses during the year. In the first and second quarter of 2010, T-Mobile lost 170,000 customers to other cell phone providers (T-Mobile USA, 2010). By constructing and applying models that predict demand for labor using these statistics, T-Mobile will have conducted a trend analysis using the loss of customers as a leading indicator to determine future labor demand (Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, 2007).

T-Mobile will require three people in support of the Loyalty division. The marketing team has to have a marketing specialist, who will design, generate and deliver programs in support of the services and products the Loyalty Division delivers. The specialist will report to a marketing manager already in place covering a different role. The Loyalty division programs will be added to the marketing manager’s list of responsibilities. A marketing coordinator will also be added to the marketing team to interact with customer service, sales and product development to ensure communications reflect the same branded company message. The marketing coordinator will also assist the specialist in creating sales presentations, report production and analysis of market trends, new products, pricing, and competition.

Customer Service
The Customer Service positions will be the most critical positions to fill because these employees directly interact with customers daily. This segment of hiring would begin with managers, supervisors and seniors then move to the customer service representatives. As a T-Mobile employee, I am aware that customer service representatives work in teams of 15 representatives to one senior representative and one supervisor. Each manager has six supervisors reporting to him or her therefore, HR would need to hire one manager, six supervisors and senior representatives and 90 customer service representatives. The T-mobile customer service representative standard for calls works out to a minimum of six calls per hour to receive 48 calls per eight hour shift. With 90 customer service representatives working daily that works out to an average of 4,320 calls per day for the customer loyalty division. At a rate of 10% of customers lost who call in to customer service on a weekly basis, 17,000 customers would call in during a seven day period (T-Mobile USA, 2010). 90 customer service representatives working different schedules that cover the entire customer service day of six am to mid-night would take an average of 21,600 calls in a five-day work week; more than enough to handle the call flow. The customer service representatives would receive...
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