Gene Deszca, Noah Deszca
published: 2006 | Case Study | Organizational Behaviour
Subject Area: Organizational Behaviour; Human Resource Management
Key Issues: Turbulence & ambiguity in a call center; Managing change; Performance management & communication
Case Description: The case describes 16 months at Travelink, a travel-related call center, dealing with inbound calls. William joins the firm with high expectations, following a rigorous selection and training process. Things begin well, but a failure to win new corporate accounts leaves the center with excess operators and the firm fails to effectively handle the situation.
William's personal concerns are eased when assigned to an IT project. Unfortunately this project also stumbles and the organization's response is silence and avoidance.
By the tenth month William is 3/4 through his portion of the troubled IT project, and has not received his 6 month review and salary increase. The firm experiences a surge in call volumes at this time, due to two new accounts, and William and others are unceremoniously reassigned to the phones. A variety of ineffective coping mechanisms to handle increased call volumes are employed.
By month 15, performance is continuing to deteriorate and customer pressure is mounting. William decides to exit and Robert, his friend and marketing manager, is left to consider what he should do to address the situation.
# Case Pages: 10
Case Number: 030082-W
Teaching Note: Yes
revised Jul 6/06