Putting customers and employees at the TOP
A telecommunications company needed to improve retention among 19,000 U.S.-based call‑center customer service reps. These employees weren’t measured on sales, so the company sought a year‑long performance goal centered on delivering outstanding service and meeting key KPIs.
RESULTS
Because of the updated learning program and new hub for employees, the client has seen increased loyalty enrollments and decreased employee turnover.
Industry
Telecommunications
Problem space
Employee engagement
Challenge
A telecommunications company needed to improve retention among 19,000 U.S.-based call‑center customer service reps. These employees weren’t measured on sales, so the company sought a year‑long performance goal centered on delivering outstanding service and meeting key KPIs.
Solution
We introduced an aspirational group‑travel award supported by a manager nomination system tied to KPIs such as first‑call resolution, customer satisfaction and overall service quality. Year‑round communications kept the program top‑of‑mind, and the trip itself included learning, CSR activities and shared experiences that reinforced connection and recognition.
Results
The program generated more than 5,000 nominations, with the top 400 employees earning the trip. It became so successful that five annual trips were executed, and call center reps who earned the trip showed higher retention than their peers.
