Target Recovery Case Study

The Recovery Operations team at Target had spent years working together without clear direction regarding expectations and quality standards. Recovery Operations is made up of 13 Recovery Specialists, 6 Sr. Recovery specialist’s, 6 Agency Relationship Coordinators, and 2 team leads. The recovery specialists handle the day to day communication and vendor billing for 22 agencies and law firms who collect balances owed on Target’s behalf. The agency relationship coordinators oversee the agencies and law firms to monitor adherence to Target Brand, federal and state guidelines and market share of collection dollars placed. Each relationship manager and recovery specialist is assigned to a number of firms to work with on an on-going basis. The leadership
When team members don’t have a clear idea of what is expected of them the probability of mistakes taking place increases. When clear expectations are provided the team knows what to expect when they walk into the workplace, the team understands how they are all working together to accomplish the business goals. Even though the team was completing daily work tasks without direction, team members need clear expectations because many mistakes were being made and the team was not aware of how these mistakes were impacting the Recovery Operations workflow.
As part of the review of the leadership styles needed to accomplish the goal of introducing a quality program to the Recovery Operations department at Target three styles of leadership were examined. The largest style used was the Transformative style. By transforming the team from individuals completing daily tasks to a team that works