University of the East

Manila Campus

CASELET ON ORGANIZATIONAL CULTURE

BHB 111 - BAM

Submitted by:

GROUP 1

ALLAGO, Anna Kate A. - Call Center Manager

ATIENZA, Von Lester L. - Contact Center Executive

REBAO, Montesa Joy R. - Back Office Operations Manager

SAN ANDRES, Trishia D. - Quality and Compliance Manager

VALENCIA, Regine D. - Learning and Development Manager:

VALENTINO, Bi-en B. - Workforce Planning Manager

Submitted to:

Prof. Marissa Lanuza

 CASELET

COMPANY BACKGROUND

CMM Global Solutions is a global professional service provider and an expert in the field of
customer experience management, which turns it into one of the leading global professional
service companies in the world.

CMM Global Solutions provides a broad range of services and solutions in strategy, consulting,
digital, technology and operations. The company works at the intersection of business and
technology to help clients improve their performance and create sustainable value for their
stakeholders by combining the unmatched experience and skills across various industries from
120 countries in its delivery network.

Each wing of the company is headed by an industry veteran with deep knowledge about the
market and provides support for upcoming trends in the ever-changing business scenario
across the world. With 477,000 people serving clients, CMM Global Solutions drives innovation
to improve the way the world works and lives.

EMPLOYEE ISSUES/DILEMMA

In every business, especially in service-oriented companies such as Business Process

Outsourcing (BPO) service providers, employees serve as the lifeline and foundation of its daily
operations. It is never a good idea to take for granted how essential the roles of employees are
when climbing the ladder of success. Given the tight competition BPO companies are currently
facing, it will be detrimental to the company's growth if their employees often become
dissatisfied and are eventually replaced. One of the major problems that CMM Global Solutions
is facing right now is the increasing rate of its employee turnover. As years passed by, the BPO
industry has reached about 80% attrition rate and the company itself is experiencing the
industry dilemma in retaining its top employees. Moreover, employees serve as a driving factor
towards customers’ satisfaction, and since employees are no longer happy with their work, their
interaction with the company’s customers also suffers.

As one of the top BPO service providers in the country, CMM Global Solutions makes sure that
it gives its clients the best ever quality of services they could possibly offer. In order to live up to
their core values of excellence, integrity and accountability, the company recruits and screens
their employees rigorously in the hiring process, thus increasing customer satisfaction.
However, due to the stressful and tiring work in this field, CMM Global Solutions is now
experiencing an increase in employee turnover rate which resulted to a decrease in customer
satisfaction. From 12% attrition rate in 2015, the company has now recorded an attrition rate of
65% which led some of its major clients to terminate their contracts and have the services they
needed be rendered by CMM Global Solutions competitors.
GROUP’S RESPONSE (SCRIPT)

Employee retention is one of the pressing concerns of the BPO industry nowadays. Due to
increasing employee turnover that adversely affect the companies’ sustainability and growth, the
board of directors believe that there is a need to modify the organization’s culture in order to
increase job satisfaction, thereby to decrease the employee turnover and consequently increase
customer’s satisfaction and company’s profitability. As the high employee turnover affects the
services CMM Global Solutions provides to its clients, the contact center executive called for a
meeting to address the root causes of the increasing attrition rate and to come up with an
immediate solution to prevent more possible losses in the future.

Setting: Conference Room

Contact Center Executive (Atienza): A pleasant morning to all of you. I presume all of you
have already read the email I sent. Also, I hope you all had your breakfast because this meeting
will definitely take longer than usual and I need your full cooperation and attention. So, here’s
our agenda for today: *shows the agenda on the screen*

First, as we all know, job dissatisfaction is the main cause of high turnover rate in our company.
Therefore, in an effort to reduce the high turnover rate, we have to deal with the causes of job
dissatisfaction among our employees. Later, we will know more about the root causes based on
the evaluation forms we regularly provide to our employees. Second, we have to come up with
concrete solutions to address the root causes.

To start with, I’d like to hear the feedback of our employees from the Call Center Manager, Ms.
Allago.

Call Center Manager (Allago): Good morning, everyone. So, for the past years we provided
printed evaluation forms to our employees which I think has become ineffective in obtaining
honest feedback from our employees. For this reason, we provided online evaluation forms last
month to maintain anonymity among our employees and to obtain a more sincere feedback.

Among others, here are the common causes: *shows causes of job dissatisfaction on the
screen*

To start with, we have “limited or no opportunities to grow” as the number one in the list. Almost
60% of the employees gave this feedback. One of the employees even mentioned that our
company has a flat organizational structure where career prospects of the employees are
usually limited which hinders productivity and growth.

Next on the list is health problems. This is common to the night shift workers or “graveyard shift”
workers as they’ve coined. Furthermore, we have unreasonable workloads/unfair quotas, and
low employee morale.

Contact Center Executive (Atienza): Thank you, Ms. Allago. Now that we’ve already listed
down the common causes of job dissatisfaction in our company, I’d like to hear your thoughts on
how we’re going to address them.
Since the feedback “limited or no opportunities to grow” is on the top of the list, I’d like to hear
the ideas of our Learning and Development Manager, Ms. Valencia.

Learning and Development Manager (Valencia): First of all, I’d like to ask something from
Ms. Allago (Call Center Manager). You mentioned earlier that 60% of the employees provided
this feedback. From which specific jobs did this feedback mostly come from?

Call Center Manager (Allago): According to the data we’ve gathered, the feedback “limited or
no opportunities to grow” mostly came from those performing voice process.

Learning and Development Manager (Valencia): Alright, thank you for that information. In my
opinion, I think we can address this problem through different means according to the work our
employees perform.

As we all know, the voice process function can either be inbound or outbound. In inbound
processes our employees handle calls that our client’s customers or prospects make. On the
other hand, in outbound processes, our clients outsource BPO services to make calls to
prospect customers in order to generate sales. To promote growth in our voice process function,
we can send our employees to seminars on the current trends in our client’s industry so they
can learn something new aside from the skills they acquire from customer handling training we
provide regularly.

Contact Center Executive (Atienza): Do you think the benefits of sending our employees to
more seminars outweigh the cost? As we all know, we cannot risk our company’s resources on
something with a very uncertain return.

Learning and Development Manager (Valencia): Surely, this solution will be costly but I
believe the benefits of having satisfied employees will outweigh the cost. If growth, among
others, is the top concern of our employees, then we have to give this a shot.

Contact Center Executive (Atienza): Alright, thank you for your ideas, Ms. Valencia. Any
further suggestions on this matter? Mr. Valentino?

Workforce Planning Manager (Valentino): In addition to that, I think we can implement an

internal job rotation so we can develop flexibility among our employees.

Contact Center Executive (Atienza): Alright, we’ll take that into consideration. Since we’ve
been training them based on the jobs they perform, we can push for more inclusivity in these
trainings so internal job rotation can be smoothly implemented.

So, next on the list is the feedback “health problems”. It is our company’s policy to provide
health insurance to our employees but I think this is not enough to make our employees stay.
Any suggestions? Ms. San Andres, you’re raising your hand?

Quality and Compliance Manager (San Andres): According to the data shared with us earlier,
health problems are the main concern of our employees in the night shift. True enough, night
shifts can be detrimental to the health of our employees but the associated health problems can
be avoided with healthy eating habits. In line with this, I propose that we improve health literacy
among our employees by inviting health experts regularly to give a talk about the healthy habits
they can indulge into.

Workforce Planning Manager (Valentino): I agree with Ms. San Andres. This proposal can be
costly but we have to develop a culture wherein the employees’ health is one of the company’s
priorities.

Contact Center Executive (Atienza): Very well said. Thank you for your ideas Mr. Valentino
and Ms. San Andres. Now, moving onto the next cause, we have the feedback “unreasonable
workloads/unfair quotas.” Ms. Rebao? Any suggestions?

Back Office Operations Manager (Rebao): Our employees may feel like workloads are
unreasonable perhaps because they want the compensation to equal their efforts. Since they
feel undercompensated, low employee morale comes in the picture. Therefore, I propose that
we improve our employee compensation schemes.

Contact Center Executive (Atienza): How sure are you that increasing the compensation of
our employees will not affect the earning potential of the company?

Back Office Operations Manager (Rebao): I am proposing a performance based increase in

the salaries of our employees. Hence, bonuses will only be given if they perform well during a
time period. Aside from this, we can offer stock options to those employees who will stay in the
company for a certain number of years.

Contact Center Executive (Atienza): Point made. Thank you Ms. Rebao for the great
suggestion. So that ends our meeting for today. Thank you everyone for attending. You all
exceeded my expectations. Please check your email regularly for further announcements.
Dismissed.

CONCLUSION

Business Process Outsourcing (BPO) industry remains to provide job opportunities to over
millions of Filipino people, thus improving the country’s economy as a whole. Moreover, BPO is
known for having one of the toughest work environments given its employees’ graveyard shifts.
In return, different challenges such as employee turnover and health issues may result and this
will somehow adversely affect customer service quality and satisfaction. Furthermore,
companies have the responsibility to address and solve these challenges and make sure to
maintain a happy workforce.

Employees are companies’ competitive advantage. When a company takes care of its people,
its people take care of its customers. When customer satisfaction is of utmost importance for a
company, it is a must to make sure that employees are well-compensated and rewarded for
every effort they exerted for the company to achieve its goals. Things always go with the saying
that having committed and empowered employees drives the business towards its success.