TURNOVER PROBLEM

Overview
The chapter discusses the importance of using data for and the expansion of a Miami paper into the metropolitan
better human resource planning and recruitment. The area. The strategic goal of the paper is to expand the cus-
employee “matching†model is described. This exercise tomer base in Palm Beach, Broward and Dode County.
presents data from a newspaper that document the problems The advertisement the Herald has used in the past for
the company is having recruiting and retaining personnel. Customer Service Representatives states the following:
Your fob is to use the dam an_d the research discussed The job specifications and major responsibilities are:
in Chapter 5 as a basis for making recommendations for
action difected at [hay p1~Qb1e.m5_ ° knowledge of MS Word and some Excel expertise;
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Objectives . fl.
t 1 ing,
After completing this exercise, you should be able to _ experience in Customer Contact and answermg
l. Know how to calculate and use yield ratios for planning. t31ePhon‘33?
2. Know how an HR problem (e.g., turnover) can be - referring customer calls to supervisor;
solved most efficiently and effectively using various - Some gelimg of additional gewicgg; and
approaches to HR planning, recruitment, and related . Cans for nonpayment of bum
HR actions.
3. Evaluate HR problems in the context of the The Stmiflg Salary fo? CU3‘oH1€T S“3‘1'V’i‘33 R6133 i3 $9-25
organization’s strategic objectives. an hour for a 30-hour workweek. Customer Service Reps
work six days per week in 5-hour shifts. The reps do not re-
PI'oCEdllI'e ceive any fringe benefits.
Customer Service Reps spend a majority of the work-
PWT A-' Individual A’3al}’5i5 day talking on the telephone with subscribers or potential
Prior to Class, read the baCl<g1"ouI1d data OH U16 Fo?!‘ LCIMd- subscribers regarding new accounts and account problems,
erdafe Herczld below. Using Chapter 5 material and the renewing and expanding subscriptions, plus delivery and
information that is provided on the newspaper and its prob- other problems with the newgpapep
l€1'I1S alld lSSLI€S, COI1SiCl€I‘ Cl'laI1g€S to HR SySteI11S that Billing gfiofg co113un1e appfoxjniately 30 percent of
CO1llCl lH]p1†OV6 the Sltllatloll that ls d€SC1‘tb6d. Then, aI1SWBI‘ the 1′ep’s [jmg Pfgblems with new3pape,r delivery and
the questiolls OI1 FOIH1 5.1.1 Citing Specific infefmatiefl billing errors are up in the past six months and, because of
from the case or the chapter that supports your aI1sWe1′S that, the voluine of calls has spiked in recent months. The
(:pI‘OVide Chapter 5 page I1t1H1t3€I‘S Where 3pp1tC3bl€)- reps spend the remainder of their time responding to cus-
tomer complaints, such as late, unaccetptable (e.g., wet
Part B‘. Gmup Analysis papers), or nondelivery of the paper, and soliciting new busi-
111 8IoUl35= H1‘3mbe1’3 3hoU1d “View Bach Otherfis WSPOHSCS ness through cold calls or calling subscribers for up-selling
and then attempt to reach consensus on the recomrnendations pul-Po563 The most Cogmmon Complaints Camel. on delivery
to go forward to the director. Analyze those recomrnenda- or non_de1′w6ry of the paper Such as; “the newspaper was
tions in the context of the problems, the data presented, re- Supposed [O be de1iVe1-e,d at 7300 AM but did Hm am,-e UH-
5€31″Ch regarding Plannillga recruitment and P33011331 retell‘ til 9:00†; “the paper was thrown in a puddle and can’t be
tion, the potential effects on other HR programs, and the cost read†; “the paper was thrown in my neighbors yard”; and
Of lmPtt3m5“t3tton- Justify any Spficific TBCoH1m€Hd3tioT15 so forth. Most of the subscribers who call are not friendly
with relevant research- A stout spokesperson will then be when registering their complaints. A 2oos study detail
d€5i.%H3~t€d [0 Present the Steep eefleeflsue YeeommeHdetio1’13- mined that automating the complaint process related to the
delivery of the paper was likely to foster nonpayrnent of
Scenario
subscription service and more cancellations.
The Fort‘ Lczttciercttrfie Herald is located in southern Whflg the newgpaper hag Sucgegsfulty rgcmjtgd new
Florida, one of the fastest-growing regions in the United Customer Service Reps, tumover in the position is very
States. Because of the increased migration and despite the high, The Director of Hum-gm Resgumes has prgpamd the
gellerally terrible state of the newspaper industry, sub- recruitment data shown in Exhibit 5.1.1. The data show
Serlptiene Ko the Hetfttd h3Ve been heldlfig Steed? in 501T1e that the company screened 633 applicants to produce 78
areas and increasing in others. This increased circulation peoptg who accgptgd ajoh offal-_ tmthm Sh; months, 51 per-
has created a need for more customer service. In addition, gem Of haw hires I-gsigned fmm the newspaper‘
Cempetitien in the efee hee mefeeeed With We new Papers Exit interviews with departing Customer Service Reps
revealed many reasons why they were dissatisfied with the
Contributed by Renee Bartlett and Joan E. Pynes. job (S66 Exhibit 5. l .2).
631
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