| It is believed that in a bad economy, employees tend | | | | phase in business, the pressure to perform increases |
| to stick to the jobs that they are holding at present. | | | | manifold. The agents are expected to hit higher profits, |
| The turnover is low and companies are spared the | | | | get better leads and boost the sales chart. There is |
| task of hiring new recruits every now and then. | | | | some tough competition among peers to be the best |
| However, this traditional approach finds no takers in | | | | agent around. Team leaders and supervisors are |
| the BPO industry. Call centers have seen a higher | | | | always coaxing them to target higher. There are |
| attrition rate during the recession than ever before! | | | | incentives and perks up for grabs, not to mention the |
| Agents dumped their secure jobs and moved ahead. | | | | chances of being promoted among hundreds of other |
| Even loyal employees fell for corporate switches and | | | | agents. The clients are asking for quicker resolution of |
| moved to greener pastures. Why did the attrition rate | | | | lead generation projects. They want better quality at |
| in the call center sector have such an anomalous | | | | the customer service desk. In a way, it's tough for the |
| expression? Does this trend teach us a thing or two | | | | BPO employees out there during the recession. That is |
| about telemarketing services and how agents work on | | | | why so many of them choose to step out and try |
| a daily basis? Let's find out. | | | | other ponds. It's not escapism; it's just looking for better |
| A job at the telemarketing desk is a high-stress one. | | | | conditions to work. |
| The agents have to pull through exceptionally tough | | | | Call centers have a role to play in controlling the |
| conditions to make sales. They have to keep | | | | attrition rate. Employees will feel a sense of belonging |
| themselves motivated so that they can keep their | | | | only if the organization makes them feel so. As they |
| place at the call centers. This sort of a job profile turns | | | | say, a guest feels as comfortable as the host makes |
| off the employees after some time. They can work at | | | | him feel! BPO units have to inculcate that sense of |
| a stretch for some months before they begin to feel | | | | belonging in them. It's not just enough to provide them |
| the heat. They feel that they are headed towards a | | | | with perks and raises, though financial reward often |
| burnout and that is not a fragment of the imagination. | | | | does the trick. There is always the lure of more |
| Several telemarketing services have agents who | | | | money from other telemarketing units in the market. |
| couldn't take the pressure anymore and succumbed to | | | | There has to be a pull stronger than money. |
| it. Some quit the business process outsourcing sector | | | | Relationships and goodwill keep employees tied to a |
| for good. Many of them were skilled agents. It's a loss | | | | firm. Contact centers should try to ensure that |
| that cannot be compensated. BPO firms are always | | | | employees have this between themselves and also |
| acting to protect burnouts. | | | | with the organization. |
| When the telemarketing sector goes through a lean | | | | |