Reference no: EM133180573
Salut! is an established call centre that provides customer support for telecommunications companies within South-East Asia. The company employs close to 400 agents across its four call centres in the Philippines. Due to intense competition, profits have declined over the last four quarters. In a bid to enhance its competitiveness, Salut! recently brought in an automated call dispatch system and reconfigured its work processes to increase its productivity. The main change is the centralized dispatch of calls to agents across the four centres to optimise resources. This new workflow contrasted greatly with the previous practice where each call centre serviced a fixed portfolio of clients.
However, shortly after the reorganization, Salut! received complaints of poor product knowledge. The CEO, James, is keen to employ human capital measurement to understand what is driving and how to address the complaints. He tasked you, the HR manager, to put up a proposal at the next management meeting.
(a) Analyse the case and identify a possible cause of the complaints using the Integrated Framework of Talent Development, discuss how human capital measurement can help gather the information required and guide the decisions to address the issue.
(b) Propose TWO (2) metrics that will address Salut!'s information needs and help support the development decisions. Describe what the metric measures, its construction and how it will be used to address the issue.
You presented the above proposal at the management meeting. The Chief Finance Officer, Matt, disagreed and remarked 'Analytics will provide more information than just a few metrics. It is better to use analytics to address the complaints.'
(c) State if you agree or disagree with Matt's remarks. Explain your reasons with illustration.
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