You are the HR Manager of a rapidly expanding technology company that acquired a smaller tech firm
Question:
You are the HR Manager of a rapidly expanding technology company that acquired a smaller tech firm 2 years ago. Both companies had maintained low turnover rates in their respective call centers prior to the acquisition. However, after the merger, the call centers were merged into a single unit, resulting in unexpected challenges.
Current Situation: Unfortunately, the combined call center team is experiencing a significant increase in turnover, which has surged to 38%. This elevated turnover rate is accompanied by a rise in absenteeism and short-term disability claims among the call center staff. A recent employee engagement survey has unveiled that the call center employees are grappling with burnout. The primary sources of burnout seem to be the stress associated with merging processes and the constant need to devise innovative solutions for an array of ongoing problems. Additionally, the merger brought together two organizations with different work cultures. There has been a struggle to align the core principles in the daily operations of the call center. Furthermore, the breakdown in communication is intense, especially for team members from the acquired company, who often feel like outsiders. The technology sector itself is fiercely competitive, with high customer expectations that place immense pressure on the call center team to resolve complex issues quickly. Operational demands have led to rigid shift timings, contributing to burnout and absenteeism. Merging two distinct operational frameworks has also resulted in a more complex, less flexible work environment, limiting creativity and making employees feel that their hands are tied.
Leadership Concern: In light of these growing issues, the executive leadership team has requested your presence at their upcoming meeting. They expect you to provide insights into the escalating problems within the call center and suggest potential strategies to address the situation.
Discussion Question 1:
- Pick one: Action Research (AR) Model, Lewin's Three-Step Model, or Appreciative Inquiry (AI) Model. Explain how the HR Manager can use the chosen model to handle high turnover and burnout in the merged call center. Discuss how you will involve the client in the process you have selected.
Discussion Question 2:
- Use the Weisbord 6-Box Framework and the Competing Values Framework to identify issues in the merged call center. Point out "parts" (Not All) of each framework that could lead to more turnover, absenteeism, and burnout. Discuss how conflicting values might affect these problems.
Managing Human Resources
ISBN: 978-8522104291
12th Edition
Authors: Susan E Jackson, Randall S Schuler, Steve Werner