I thought this was a very interesting podcast that relates directly to how people in general feel about their jobs. People...
I thought this was a very interesting podcast that relates directly to how people in general feel about their jobs. People feel better and are more productive when they know the tasks that they perform are significant in helping others. I call it the "human touch״. For example, Adam Grany talked about the Microsoft engineers and their pure reluctance to revise a program even though 6 out of 10 users did not know how to operate the program. Microsoft decided to build a center to have ordinary people come in and try the software. The engineers cold clearly see that the people who used their program were intelligent but had an extremely difficult time navigating the software. The engineers were finally able to put a face and a voice to the horrible product feedback they received and made the necessary revision to make the program more user friendly. I think this is the "human touch" or human effect; meaning people are more likely to help someone in need and feel satisfied for helping if the person in need is right in front of them. It is easy to brush someone off on the phone but in person problems are much harder to ignore.I was personally able to identify with one of the examples Mr. Grant brought up about the call center that worked to raised funding. This call center had a 350% turnover rate (every 2 months each employee quit). They had call scripts and got turned down 99 percent of the time when calling alumni to raise funds for students in need of scholarships. I have worked at a call center before, and it is very impersonal. In fact, we had to be told time and time again that customers are people and not account numbers. Although customers had to call us for inquiries on checking and savings accounts, the majority of us still felt as though we did not help customers. Our turnover rate was about 68 percent.In Adams case, the call center was able to improve its productivity, fund raising, and decrease staff turnover. The call enter was able to do this by personalizing contributions made. They allowed alumni who made the contributions the opportunity to meet the students that they helped earn scholarships. Alumni were able to see how much their contributions truly made a difference for all the students by enabling them to escape financial hardship and attend school full time and in some cases even participate in extra curricular activities. Again, having the human interaction and being able to see how much they helped others directly positively impacted employees, alumni, and students.I hope that more companies (especially banks) could see the value in teaching employees that how they treat customers does matter and that they do make a difference in their lives. This would decrease the high turnover call rate that call centers are notorious for and produce higher customer satisfaction rates.