Description
In a business setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talent and organisational knowledge.
Increasing Employee Retention V. Introduction This chapter will describe the methodology used to collect outcome data for the objectives related to the intervention. The evaluation design, collection methods, and Evaluation Plan
1
associated questionnaire used will be provided in detail. In addition, the manner in which the data will be analyzed, as well as any possible limitations of the evaluation will be discussed. Evaluation Design Objective one. The first objective in the intervention is that by July 1, 2005 there will be a 30% decrease in employee turnover in the call center at ICT Group, Inc. in Parkersburg, WV. The outcome of this objective will be measured by a composite of average monthly turnover reports between January 2004 and July 2004 versus January 2005 and July 2005. These reports will include exact figures of new employees hired versus the number of employees who have voluntarily left the company during each month of the intervention. The collection of this data will come from monthly reports compiled by the Recruiter at ICT Group’s Parkersburg, WV call center that are submitted to corporate headquarters. Each newly hired employee, as well as any employee leaving ICT Group is accounted for within these reports on a weekly basis. Employees who are terminated by the company will be excluded from this report, as they do not have a bearing on the voluntary turnover within ICT Group. These statistics will provide factual evidence as to whether or not the objective has been met.
Objective two. The second objective in this intervention is that employee satisfaction among Telephone Service Representatives at ICT Group’s Parkersburg call center will increase at least 15% between January 1, 2005 and July 1, 2005. The outcome of this objective will be measured through an Employee Satisfaction Survey taken by 30 random employees at the outset of the intervention in January 2005 versus the same survey retaken by those same 30 employees at the end of the intervention in July 2005. The answers to the questions will be combined for an overall satisfaction score comparison. This Employee Satisfaction Survey will be returned anonymously, so as to encourage honest feedback. The employees involved in this survey will selected randomly, with ages ranging from 21-50 years and length of employment with ICT Group ranging from 2 months to 9 years. This wide range in employee demographics will be used to generate an accurate reflection of the general employee population. The Employee Satisfaction Survey will provide measurable trends in overall employee morale by addressing several areas of employee satisfaction, with a ranking system that will be measurable in percentages. Objective three. The final objective in the intervention is that by July 1, 2005, there will be a 20% increase in productivity in the call center at ICT Group, Inc. in Parkersburg, WV. The measurement of this objective will be made through monthly statistics of average sales per hour, conversion rate, and productive hours met. These three separate components will be combined statistically to represent an average of overall productivity results. These statistics are directly related to the overall productivity of ICT Group’s
Parkersburg call center. These figures will also be represented through monthly figures for the purposes of intervention measurement. Sales per hour, conversion rate, and productive hours met are figures obtained by the Operations department and reported by the Recruiter in monthly reports to ICT Group’s corporate headquarters. Data Analysis The various statistics and methods of data collection highlighted in this chapter are critical to the evaluation of the intervention. Monthly turnover reports and company turnover rates are used in measurement of the first objective. The analysis of these reports includes an exact count of new employees hired versus employees voluntarily leaving the company each month. After subtracting involuntary terminations from the equation, a percentage of employee turnovers will be obtained for each month during the intervention. These monthly percentages will provide an accurate measurement of exact employee turnover rates at the outset of the intervention in comparison with its completion. This will determine the effectiveness of the intervention in achieving the expected outcomes. The Employee Satisfaction Survey is the chosen method for measurement of the second objective. As employee morale can be difficult to gauge, this survey will provide an objective means for measurement. As stated previously, the survey used will provide a random sample of employee attitudes toward ICT Group’s working environment. The Employee Satisfaction Survey covers a variety of issues closely related to employee job satisfaction ranging from pay scale to feelings of recognition. As a diverse group, in both age and length of employment, was selected, a better representation of overall employee satisfaction through the call center will be well reflected. The Employee Satisfaction
Survey requires the selection of one of our possible responses to each question: Poor, Fair, Good, and Excellent. Each of these responses will be given a numerical rating of 14 to calculate percentages in the responses given in January 2005, as compared to those in July 2005. In this way, the overall measurement of employee morale can be determined through a calculation of percentages. The third and final objective in the intervention is that by July 1, 2005, there will be a 20% increase in productivity in the call center at ICT Group, Inc. in Parkersburg, WV. The outcome of this objective will be measured by sales per hour, conversion rate, and number of productive hours reached per day. Sales per hour are measured daily as the number of sales made by the call center during every hour of active calling. Conversion rate is the difference between the number of calls made and sales obtained from each lead. Finally, productive hours met are a measurement of company set goals versus the actual number of calling hours reached by the Parkersburg office on a daily basis. These figures are calculated on a daily basis and recorded by the Operations department. They are then communicated to the Recruitment department for weekly and monthly reports to corporate headquarters. For the purposes of this research project, the calculations of sales per hour, conversion rate, and productivity will be represented in monthly figures during the intervention period of January 2005 through July 2005. The measurement of these figures is critical to the analysis of the intervention. Elevated employee turnover rates directly affect the performance of ICT Group’s Parkersburg, WV call center. The time involved in training new employees, and the subsequent learning curve associate decreases these numbers. New employees take time to become effective in their job performance. In addition, a smaller work force will limit the amount of
calling hours that the Parkersburg center can achieve, leading to a poor overall performance and missing of corporate set goals. Limitations of the Data Collection Plan There are however, several variables that may have an adverse affect upon the observed outcomes of this research project. One of such factors is the inability to determine the precise reasons, for all employees voluntarily resigning from employment with ICT Group. There may be reasons such as relocation or illness in an employee’s family that have not direct bearing upon ICT Group itself. These would include any personal reasons that an individual would need to resign from employment. Another such variable in the intervention is the difficulty in assessing employee morale. The Employee Satisfaction Survey used is limited to a small test group of 30 employees. Although randomly selected, these 30 employees are representing a group of employees four times that size. As such, it can only represent a statistical average of the employee population’s attitude as a whole. A third possible variable is the existence of unforeseen circumstances affecting productivity. This would include computer system and phone line issues that could produce downtime, resulting in a failure to achieve productivity goals. Summary This chapter was meant to serve as a description of the methodology that will be used collect outcome data for the objectives related to intervention. The methods of data collection and analysis have been described in detail. The following chapter will graphically summarize the results obtained from implementing the evaluation plan described in this chapter.
doc_858538875.pdf
In a business setting, the goal of employers is usually to decrease employee turnover, thereby decreasing training costs, recruitment costs and loss of talent and organisational knowledge.
Increasing Employee Retention V. Introduction This chapter will describe the methodology used to collect outcome data for the objectives related to the intervention. The evaluation design, collection methods, and Evaluation Plan
1
associated questionnaire used will be provided in detail. In addition, the manner in which the data will be analyzed, as well as any possible limitations of the evaluation will be discussed. Evaluation Design Objective one. The first objective in the intervention is that by July 1, 2005 there will be a 30% decrease in employee turnover in the call center at ICT Group, Inc. in Parkersburg, WV. The outcome of this objective will be measured by a composite of average monthly turnover reports between January 2004 and July 2004 versus January 2005 and July 2005. These reports will include exact figures of new employees hired versus the number of employees who have voluntarily left the company during each month of the intervention. The collection of this data will come from monthly reports compiled by the Recruiter at ICT Group’s Parkersburg, WV call center that are submitted to corporate headquarters. Each newly hired employee, as well as any employee leaving ICT Group is accounted for within these reports on a weekly basis. Employees who are terminated by the company will be excluded from this report, as they do not have a bearing on the voluntary turnover within ICT Group. These statistics will provide factual evidence as to whether or not the objective has been met.
Objective two. The second objective in this intervention is that employee satisfaction among Telephone Service Representatives at ICT Group’s Parkersburg call center will increase at least 15% between January 1, 2005 and July 1, 2005. The outcome of this objective will be measured through an Employee Satisfaction Survey taken by 30 random employees at the outset of the intervention in January 2005 versus the same survey retaken by those same 30 employees at the end of the intervention in July 2005. The answers to the questions will be combined for an overall satisfaction score comparison. This Employee Satisfaction Survey will be returned anonymously, so as to encourage honest feedback. The employees involved in this survey will selected randomly, with ages ranging from 21-50 years and length of employment with ICT Group ranging from 2 months to 9 years. This wide range in employee demographics will be used to generate an accurate reflection of the general employee population. The Employee Satisfaction Survey will provide measurable trends in overall employee morale by addressing several areas of employee satisfaction, with a ranking system that will be measurable in percentages. Objective three. The final objective in the intervention is that by July 1, 2005, there will be a 20% increase in productivity in the call center at ICT Group, Inc. in Parkersburg, WV. The measurement of this objective will be made through monthly statistics of average sales per hour, conversion rate, and productive hours met. These three separate components will be combined statistically to represent an average of overall productivity results. These statistics are directly related to the overall productivity of ICT Group’s
Parkersburg call center. These figures will also be represented through monthly figures for the purposes of intervention measurement. Sales per hour, conversion rate, and productive hours met are figures obtained by the Operations department and reported by the Recruiter in monthly reports to ICT Group’s corporate headquarters. Data Analysis The various statistics and methods of data collection highlighted in this chapter are critical to the evaluation of the intervention. Monthly turnover reports and company turnover rates are used in measurement of the first objective. The analysis of these reports includes an exact count of new employees hired versus employees voluntarily leaving the company each month. After subtracting involuntary terminations from the equation, a percentage of employee turnovers will be obtained for each month during the intervention. These monthly percentages will provide an accurate measurement of exact employee turnover rates at the outset of the intervention in comparison with its completion. This will determine the effectiveness of the intervention in achieving the expected outcomes. The Employee Satisfaction Survey is the chosen method for measurement of the second objective. As employee morale can be difficult to gauge, this survey will provide an objective means for measurement. As stated previously, the survey used will provide a random sample of employee attitudes toward ICT Group’s working environment. The Employee Satisfaction Survey covers a variety of issues closely related to employee job satisfaction ranging from pay scale to feelings of recognition. As a diverse group, in both age and length of employment, was selected, a better representation of overall employee satisfaction through the call center will be well reflected. The Employee Satisfaction
Survey requires the selection of one of our possible responses to each question: Poor, Fair, Good, and Excellent. Each of these responses will be given a numerical rating of 14 to calculate percentages in the responses given in January 2005, as compared to those in July 2005. In this way, the overall measurement of employee morale can be determined through a calculation of percentages. The third and final objective in the intervention is that by July 1, 2005, there will be a 20% increase in productivity in the call center at ICT Group, Inc. in Parkersburg, WV. The outcome of this objective will be measured by sales per hour, conversion rate, and number of productive hours reached per day. Sales per hour are measured daily as the number of sales made by the call center during every hour of active calling. Conversion rate is the difference between the number of calls made and sales obtained from each lead. Finally, productive hours met are a measurement of company set goals versus the actual number of calling hours reached by the Parkersburg office on a daily basis. These figures are calculated on a daily basis and recorded by the Operations department. They are then communicated to the Recruitment department for weekly and monthly reports to corporate headquarters. For the purposes of this research project, the calculations of sales per hour, conversion rate, and productivity will be represented in monthly figures during the intervention period of January 2005 through July 2005. The measurement of these figures is critical to the analysis of the intervention. Elevated employee turnover rates directly affect the performance of ICT Group’s Parkersburg, WV call center. The time involved in training new employees, and the subsequent learning curve associate decreases these numbers. New employees take time to become effective in their job performance. In addition, a smaller work force will limit the amount of
calling hours that the Parkersburg center can achieve, leading to a poor overall performance and missing of corporate set goals. Limitations of the Data Collection Plan There are however, several variables that may have an adverse affect upon the observed outcomes of this research project. One of such factors is the inability to determine the precise reasons, for all employees voluntarily resigning from employment with ICT Group. There may be reasons such as relocation or illness in an employee’s family that have not direct bearing upon ICT Group itself. These would include any personal reasons that an individual would need to resign from employment. Another such variable in the intervention is the difficulty in assessing employee morale. The Employee Satisfaction Survey used is limited to a small test group of 30 employees. Although randomly selected, these 30 employees are representing a group of employees four times that size. As such, it can only represent a statistical average of the employee population’s attitude as a whole. A third possible variable is the existence of unforeseen circumstances affecting productivity. This would include computer system and phone line issues that could produce downtime, resulting in a failure to achieve productivity goals. Summary This chapter was meant to serve as a description of the methodology that will be used collect outcome data for the objectives related to intervention. The methods of data collection and analysis have been described in detail. The following chapter will graphically summarize the results obtained from implementing the evaluation plan described in this chapter.
doc_858538875.pdf