HR Week 2007

I ran a session at the NSW AHRI week on talent retention strategies in call centres.
Callan McDonnell from Suncorp shared the stage to share a case study of what Suncorp had done to improve retention in their high volume areas.
We described the initial situation to the group of attendees and asked them to suggest ideas of what they would have done to work towards a higher retention level.
Here is a sampling of some of their suggestions:

• Introduce a rewards and incentive process toboost levels of morale
• Re-frame job titles to give a greater sense of meaning to the role and also to demonstrate that their positions are appreciated
• Introduce clear progression pathways
• Set a development program
  
• Introduce a rotation system if possible
• If possible, personalise the desks and introduce a well-being program
• Set clearer expectations of what the job is about and build the employment brand
• Conduct a culture survey of staff to determine what staff expectations are
• Look at a more structured management system that understands competencies requirements and routes for advancement
• Create more opportunities for fun at work
• Streamline recruitment processes to also allow for flexibility
• Introduce a mentoring program for team leaders
• During the recruitment interview show both the positive and negative aspects of the job
• Introduce assessment centres to look at applicability of person to the role

Transport Supervisory program

Toll’s new Transport Supervisor Program targets our unsung heroes!
Over sixty-five of Toll’s unsung heroes – its frontline supervisors and managers - have enlisted in the ‘Transport Supervisor Program’, an initiative of Toll Personnel. The program is a ten-day training workshop which leads to them to gaining the highly valued Certificate IV in Frontline Management qualification.
The course is conducted in non-consecutive days and focuses on issues which face all frontline manager; including teamwork, communication, conflict resolution OH&S and conflict management. Participants represent the whole spectrum of Toll Group’s.
Tanya Mittiga, organiser of the program sees this as an opportunity to both crystallise participants’ understanding of management issues as well as network with colleagues from Toll’s different divisions; “It’s so exciting to see our frontline managers so keen to learn and share their ideas about effective management”, “Our supervisors and front-line managers really are responsible for generating Toll’s bottom line - so it’s great to be able to offer them a chance for professional and career development”.
The training is conducted in a hands-on manner, with brief lectures punctuated by activities, discussions, role-plays as well as presentation skills workshops. Participants have also been lucky enough to have guest speakers from around the Toll group.
Upon completion of the course, participants will be eligible for their Certificate IV in Frontline Management - a highly valued, nationally recognised qualification. Ambitious participants can even continue their studies by enrolling into a Diploma in Frontline Management.
Gavin Wedell, head facilitator of Management Consultancy International, the Registered Training Organisation conducting the training says that response to the program has been overwhelmingly positive; “The frontline managers really are the unsung heroes in any organisation. These are the men and women at the coal-face of the business. All too often we see insufficient attention paid to them, so it’s great to see the Toll Group being so proactive in offering professional development for its supervisors.” “What’s also so nice is that the training is heavily focussed around people skills - it’s not unusual for our frontline managers to have never had any formal training in management, with many having worked their way up to management roles in the organisation. What we’re giving these guys is a chance to crystallise what they’ve already learned on the job about management and also a chance to learn some new ideas to bolster their effectiveness.”