This is the approach that the company has adopted. Collecting a list of probable customers from the Kwik-Fit Auto centre was happening every day and more than 10000 probable customer was collected every day1.
The call centre contacted the highly probable people in the list and sold the insurance policies and other financial services to these people. This model was successful initially and continued to improve until the time when the company was take over by Ford. Though the value of the company went up when this was again subsequently taken over by another venture capital group, there was no change in the downward trend that has started. This has arisen primarily because, the call centres are human centric and a dissatisfied and unhappy staff does not augur well for the company. The number of people who work in the company for a longer stint slowly comes down as the company started to lose ground.
The company was on the verge of growth. As a matter of fact, the company was one of the call centres established in the region and had about 850 employees on its rolls. The employees found themselves de-motivated due to a number of take-overs that has been happening in the company and a number of grievances that were not given a hearing. The annual staff turnover in the company was at around 52% and a vacancy rate that was well over 21%. Naturally, with such large turnover and vacancy rates the company had started doing badly and the company was financially falling down2. The business model of the company was simple. The probable leads list come from their own company Kwik-Fit Auto centre from which the best of the probable are picked up and they are followed up from the call centre.
The large scale vacancy and the large turnover of the staff both compounded the problem at the call centre and started to bring the company down to the red. The human resource turn over in the company happens because of large scale unhappiness over the working of the company and the people do not fancy working in the company any more. Of course the pay does matter. But it is more often the working methods and the environment that compounds the issue and accelerates human turnovers in the company. This is also one of the reasons, why vacancies in the company keep increasing. When the friends discuss during the week ends about their companies and they do not spread good news about it, then slowly the number of people who would like to work in it starts dwindling.
3. Main Features
Kerin Edwards wanted to identify the changes that are needed in the company to make sure that the company would be again a fantastic place to work. In order to bring this to the fore, she took the step of involving the employees in the idea and organised a series of one day workshops that would highlight and bring out all the ideas that the people had. This brought out more than 6550 ideas in 32 workshops that were held on a single day. Since the employees joined the company no body had asked for their opinions. Now their ideas counted3. Out of these ideas, all those that could be implemented easily and immediately were carried out. This again showed to the staff the commitment of the management and they could bring themselves out again if they had an idea4. The company therefore could bring out all these ideas