Tags |
|
|
Links |
|
|
Casual Articles - Telemarketing Turnover: Game Over!
In the past few decades, there has been a great revolution in the way the management deals with and treats its employees and staff. Gone are the days when corporate houses considered it a favor to the employees to have them work with their company. In present times, there has been a paradigm shift in favor of the employees. Every corporate house tries its best to make its working environment rew
There is a simple solution to the turnover problem: double the pay of the telemarketers.
That’s what six million dollars could do, overnight. People will not willingly leave a much better paying job.
Yet, this is the last thing
A while ago we got our brand new company domain up from PageRank of 0 to a very healthy PageRank of 5 in under two months?Yes, we know PageRank doesn’t mean much, except in terms of branding. But it does give some indication of how effective your link-building techniques are. So what was so remarkable about the way we achieved a decent PR in a short time?It was more the fact that w
Every 90 days, on average, it turns over every one of those seats. Its annual telemarketer turnover rate is 400%, costing an estimated six million dollars. Twelve hundred new people have to be recruited, trained, and terminated to enable this behemoth to simply keep going.
Internally, a large infrastructure of trainers and call monitors must be maintained, simply to service the demand for telephone-ready personnel. It is not in the interest of these people to tame the telemarketing turnover problem. It is this very problem that gives them ongoing employment and job security.
In fact, it serves their purpose to be incompetent, because if recruits are never sufficiently trained, they’ll be more likely to come and go, feeding this lumbering labor machine again, and again. The remainder of the human resources staff also benefits from the incessant recruiting, interviewing, and related start-up tasks involved in bringing new people aboard, purging them, and replacing them.
There is a simple solution to the turnover problem: double the pay of the telemarketers.
That’s what six million dollars could do, overnight. People will not willingly leave a much better paying job.
Yet, this is the last thing t
Cross Cultural Communication Consultants Cross cultural communication consultants have come a long way in the short period of time such specialists have been in demand. No longer are they expatriates with a few years overseas experience and the capability to impart their knowledge onto others. Cross cultural consultants now bring expertise that is founded upon a number o
Internally, a large infrastructure of trainers and call monitors must be maintained, simply to service the demand for telephone-ready personnel. It is not in the interest of these people to tame the telemarketing turnover problem. It is this very problem that gives them ongoing employment and job security.
In fact, it serves their purpose to be incompetent, because if recruits are never sufficiently trained, they’ll be more likely to come and go, feeding this lumbering labor machine again, and again. The remainder of the human resources staff also benefits from the incessant recruiting, interviewing, and related start-up tasks involved in bringing new people aboard, purging them, and replacing them.
There is a simple solution to the turnover problem: double the pay of the telemarketers.
That’s what six million dollars could do, overnight. People will not willingly leave a much better paying job.
Yet, this is the last thing
There is a small, yet palpable inherent risk in accepting credit cards. Aside from chargebacks, there always exists a possibility that a given credit card is stolen or presented without any authorization to use from the card holder. Even veteran merchants, processing for decades, can recount incidents where they have sent out product, subsequently learning that they have been victimized by credi
In fact, it serves their purpose to be incompetent, because if recruits are never sufficiently trained, they’ll be more likely to come and go, feeding this lumbering labor machine again, and again. The remainder of the human resources staff also benefits from the incessant recruiting, interviewing, and related start-up tasks involved in bringing new people aboard, purging them, and replacing them.
There is a simple solution to the turnover problem: double the pay of the telemarketers.
That’s what six million dollars could do, overnight. People will not willingly leave a much better paying job.
Yet, this is the last thing
Here’s a little exercise that will help you find your unique selling proposition.1. First, you need to size up your competition. Who are they? What are they selling?2. Now, let’s move on to your business. What are the features and the benefits of your product or service? List every last one you can think of. Remember, you are looking for benefits, not just features. A benefit
There is a simple solution to the turnover problem: double the pay of the telemarketers.
That’s what six million dollars could do, overnight. People will not willingly leave a much better paying job.
Yet, this is the last thing
If your customers utilize the classifieds to connect with you, do they use Craigslist? More importantly, do you? Since the service is free to almost everyone, you probably should use this form of Internet advertising even if you turn up your nose at conventional news ads.What is Craigslist? For the uninformed, Craigslist is a very simplified form of classified ads in dozens of topics, spl
There is a simple solution to the turnover problem: double the pay of the telemarketers.
That’s what six million dollars could do, overnight. People will not willingly leave a much better paying job.
Yet, this is the last thing that a company of this kind would consider.
Why?
(1) It wouldn’t look good on the balance sheets. It is easier to justify large recruiting expenses, which appear temporary, than to have a higher, apparently permanent payroll. For a similar reason, outsourcing appears to the bean counters to be cheaper, though in reality it can be pricier than maintaining employees on your own books.
(2) There is a fundamental bias against paying telemarketers more money. Because many of them are young, old, students, single parents, handicapped, they seem marginal, and so they’re underpaid, under-rewarded. If you think I’m wrong, compare the pay of outside versus inside salespeople, and then try to logically justify the striking differences.
(3) There is the generalization in place that turnover and telemarketing simply go together: you can’t have one without the other. Yet when you ask, as I did the other day, a manager how long the average rep stays aboard, he’ll say one month. In the next breath, he’ll tell you that his
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.casualarticles.com/article/39157/casualarticles-Telemarketing-Turnover-Game-Over.html">Telemarketing Turnover: Game Over!</a>
BB link (for phorums):
[url=http://www.casualarticles.com/article/39157/casualarticles-Telemarketing-Turnover-Game-Over.html]Telemarketing Turnover: Game Over![/url]
Related Articles:
Finding Staff Who Fit Your Business
8 Steps to Achieve Business Success in 2007
Bookmark it:
|