Assignment Requirements: Dissertation
Attached will be the document in which the order of the dissertation should follow. I need the Chapter 2(Background of Study) before June 15th to submit to my professor for feedback. Globacom is a Nigerian Telecommunication Company and in the document I attached I would like you to follow my guidelines and build upon the dissertation that way. I would also like for you to split the 48 pages accordingly to each section/chapter. This is a Human resources dissertation although there wasn’t that option in the drop down menu so i selected business. You can take more than 30 days although i would like the first two chapters by JUNE 15th to submit for feedback. Thanks
CHAPTER 1
- INTRODUCTION
In the first part of this chapter the background of the study (Impact of retention strategy on employee turnover) alongside the problem statement as regards to Globacom Nigeria are discussed. The objective of the dissertation, as well as the research methodology applied in the study is explained. The chapter concludes with the plan of the study broken into chapters and a summary of chapter 1.
2. BACKGROUND OF STUDY
The importance of retaining skilled employees who add to the success and growth of an organisation’s strategic goal is seen to be a very difficult task in today’s human resource management world especially when it comes to turnover. The rising trend in today’s competitive business environment occasioned by globalization has presented obvious challenges to employers on how to keep their skilful, talented and competent employee. A recent research found that the top two (2) people issues facing organizations in 2014 are leadership and retention which are the result of demanding competitive pressure faced by organisations operating in a dynamic global economy place encircled with a knowledge-driven productive society (Bersin, 2013). The importance of top-performer retention is a topic that consistently leads in HR and business surveys alike. Notably, more than 1,000 CEOs were asked, “How important are the following sources of competitive advantage in sustaining your growth over the long term?” The No.1 response chosen by 97 percent was “access to, and retention of, key talent” (Oracle, 2012). Turnover on the other hand remains significantly a cost effective topic in most organisations, as employee turnover can be an inconvenient, time-intensive challenge thereby costing not only time, however having a negative impact on the finances of a company (Valenti, 2013). In a bid to sustaining a competitive advantage in the telecoms sector of Nigeria and Africa at large, it’s important to consider that in being able to retain talented employees, the company must set out to do its best in attracting, engaging and motivating its workforce.
2.1 HISTORY OF COMPANY
Globacom Limited is Africa’s fastest growing telecommunications company founded August 2003 in Nigeria. Owned privately by the Mike Adenuga Group, Globacom is the market leading mobile service provider in Nigeria. The company operates in the Republic of Benin, Ghana and recently acquired licenses to operate in the Ivory Coast. It has a reputation as one of the fastest growing mobile service providers in the world. Globacom Limited aims to be recognized as the biggest and best mobile network in Africa.
2.2 The Call Centre
The Glo mobile call centres are designed in an operational hub where a managed group of people deal with the company’s business by phone, usually working in a computer-supported environment 24hours daily. The basic ideology is that work in the call centres are highly intellectualised in terms of distributed knowledge. This means that the knowledge, skills and competence needed to carry out any transaction is or in the mind of the operator because they carry out any activity by manipulating an internal and external knowledge while handling a customer. With strength of over eight hundred (800) customer care representative (CCR) agents and a goal of recruiting a thousand CCR agents to satisfy our customers, the call centre is charged with a full responsibility to deliver first class service to our customers.
- PROBLEM STATEMENT
This research focuses on the call centre unit of the Glo customer care department which is recently faced with a challenge of retaining its best CCR’s and decrease employee turnover. The call centre which is referred to as the hub of the company’s customer care is a major form of communication and understanding between the company and it’s over twenty-five (25) million subscribers. The importance of retaining these employees and reducing turnover has been a major concern to the HR department of the company as the CCR agents are the mouth piece of the company, as such remain a major link between customers and the company. If customers are wrongly managed, the existence of the company’s business objective may tarnish which could result to a setback in the finances of the company. Mike Desmarais, President and Founder of SQM Group states that for the average call centre that SQM benchmarks, a 1% improvement in the first call resolution (FCR) performance equals $256,000 in operational savings. However, the real cost for not resolving a customer’s call on the first call is the customer stops doing business with the organization as a result of their call centre experience. This real cost is 5 to 10 times higher than the operational savings from improving FCR. The typical call centre that we benchmark has 44,000 customers who stop doing business with the organization as a result of their call centre experience. To this effect the importance of the CCR is seen as very important to the business strategy of the company. Losing talented CCR’s will not only affect the company’s finances through the cost of recruiting new agents it may however lead to the loss of customers. The call centre is faced with an increasing turnover rate especially with employees who were recruited between the years (2010 – Date). The knowledge that people are an organisations most critical asset and the understanding of the difficulty and expenses in attracting suitable replacement when employees leave, are crucial to the business objective of an organisation (Taylor, 2010).
- RESEARCH OBJECTIVES
The research will take into account the questions below in other to derive or postulate a recommendation for the retention of CCR agents in the call centre.
- What are the gaps that can be identified to improve CCR agent’s retention in the call centre?
- What key factors influence motivation among CCR agents that will help reduce redundancy
- What factors do CCR agents see necessary to improve job satisfaction?
Empirical objective will be as follows;
- Evaluate and identify CCR agents job satisfaction levels
- To identify factors that can reduce employee turnover within the call centre through motivation
- Evaluate employee expectations for job satisfaction
- Propose a retention strategy that will fit with the CCR agents Unit of the call centre in Globacom Nigeria.
5. SCOPE OF RESEARCH
The target personnel’s involved are individuals working in the call centre unit under the customer care department. Currently the CCR agent’s strength within this unit has over 800 agents. Data will be derived via different methods from current CCR agents, Team leaders and call centre floor managers.
6. RESEARCH DESIGN
6.1 Data Collection Method:
Primary data will be gathered from the respondents, where secondary data will be derived from published or existing information on retention strategies.
- Enquiry Methods
The use of questionnaires and interviews will be used to gather information from current CCR agents, team leaders and the call centre floor manager. The questionnaire will comprise of three sections. The first section (Section A) will be the personal and biographical information from the participants. Section B will focus on job satisfaction, whilst Section C focuses on the job satisfaction factors.
Data Gathering
Qualitative data from the interviews will be analysed using the ‘’thematic content analysis method’’ which will be in a descriptive presentation. Themes based on the study objectives will be developed first and then followed in the presentation data. This approach has been selected because of its different advantages including helping to get enough respondents which will allow studying the behaviours of the study objectives.
Quantitative data will be edited, coded, classified and tabulated using the statistical package for social scientists (SPSS). Categorical variables such as gender, age, nature of work and educational level will be summarised into frequencies and proportion. The data shall be presented in tables and pie charts containing frequencies and percentages on the research variables gotten.
6.2 CHAPTER CLASSIFICATION
Chapter 1: Introduction/ Background of study and History of the Organisation
The introduction of the chapter, background of the study and history of the organisation is discussed with reference to the problem statement. A research objective comprising of focus questions and empirical object was stated alongside the research method to be used.
Chapter 2. Literature Review
An outline of literature reviews conducted on motivation and motivation theories, factors influencing job satisfaction and retention of organisations employees.
Chapter 3. Research Methodology
The research design and methodology used in carrying out this study are outlined within this chapter which will include methods of data collection and data analysis.
Chapter 4. Findings and Discussion
- This chapter will focus and discuss on analysing, interpretation and evaluation of the findings derived from the research.
Chapter 5. Conclusions and Recommendation
A summary of the information and findings of study gotten during the course of research and discussions that led to the conclusion, recommendations or suggestions for the research study.
7. CONCLUSION
Employers must understand the foundation of retention through the eyes of potential employees, being that they are the customers of our jobs (Dibble, 1999). Job satisfaction, motivation and creating an attractive work culture will play a major role in retaining skilful employees. Although the things that motivate one employee to stay with a company may be different from those that attract another, several recent studies reveal that there are some universal benefits a company can provide to raise its retention levels which in turn will bring down the rate of turnover in a company. Subsequent chapters will elaborate on factors that will shape the retention strategy that will reduce turn over in the call centre
Reference
Bersin Josh. 2013. The Year of the Employee: Predictions for Talent, Leadership And HR Technology in 2014. [ONLINE] Available at: http://www.forbes.com/sites/joshbersin/2013/12/19/ten-predictions-for-talent-leadership-and-hr-technology-in-2014/. [Accessed 13 March 14]
Desmaris Mike. n.d Top 10 Call Center Best Practices For Improving FCR. [ONLINE] Available at: http://www.sqmgroup.com/top-10-call-center-best-practices. [Accessed 12 March 14].
Dibble, S, 1999. Keeping Your Valuable Employees: Retention Strategies For Your Organisations Most valuable Resource. 1st ed. Canada: John Wiley and Sons Inc.
Globacom. 2013. Glo Mobile. [ONLINE] Available at: http://www.gloworld.com/. [Accessed 08 March 14].
Taylor, S, 2010. Resourcing and Talent Management. 5th ed. London: Chartered Institute of Personnel and Development.
Valenti Chrystal. 2013. Employee retention: What Does employee Turnover Cost ?. [ONLINE] Available at:http://www.groupmgmt.com/blog/post/2013/03/11/Employee-Retention-What-Does-Employee-Turnover-Cost.aspx. [Accessed 12 March 14].
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