Ahead of the UK stock market float, staff turnover was higher than 60% in one contact centre, and customer service was suffering. It was costing millions. They’d tried everything.
Director, Dave, spoke to us. He was desperate. ‘People just don’t like working in contact centres,’ he said. Six months later, after working with us, his staff attrition rate had halved. Now, six years on, it stands at 17%.
Sandra, the HR Director, didn’t need to look at the data. She just had to go into the coffee shops. Some staff didn’t want to be there. Baristas were leaving. Customers were too.
She wanted a new approach. Our brief was to improve three key metrics: customer service, staff engagement and staff attrition. Change happened fast. Staff turnover in one group – apprentices – reduced by a third.
“You can’t teach someone to care” (journalist John Humphrys, following the Mid Staffs scandal). Katherine Fenton, Chief Nurse of UCLH already knew this. She engaged us to create a profile of Ward Sisters who did care, so they could be sure they selected the right people.
Four years on, ULCH has seen £1.05 million cost avoidance, a reduction in avoidable harm, increased compliance with care processes and improvement in staff turnover. They’ve also appointed 9% more BAME people.
Watch Lynda Greenshields, former HR Director of Saga, of the AA, and of PHS Group, talking about the business benefits of the Engaging Minds strengths approach, in our 2 minute #strengths film.
Or watch the video on YouTube.