This was a three-fold effort to close the Regional Operations Center and consolidate operations in Roanoke, VA from Hudson, OH; migrate a small portion of the Operations Center to the Data Center and completely re-engineer the migrated operations process and integrate it into the Data Center Technical Services.
Individual interviews were conducted to determine interests in relocating, company separation or deployment to other departments. Assessments were also made at this time on individual performance to ensure that high performers were assured employment, should they choose to stay. Performers not meeting the minimum requirements were not afforded an offer to stay. However, the lower performers and those choosing to leave were provided training on how to interview for jobs outside of the company.
Once the players were established, the logistics were set in motion. A compliance area was formed to gauge the quality of the work being performed on both an individual and department level. A timeline for completion was established. Budgets were requested and approved. Individuals wishing to relocate to Virginia were given ample time and info rmation to review the requirements of the position, to discuss the cultural climate with the management team and to cover any aspects of logistically relocating to the remaining center.
From a technology standpoint, the hardware/software specifications were included in the budget. Teams of individuals worked with data center technicians to fulfill installation requests. Furthermore, other systems, such as telephone equipment, software and monitoring, were also installed to control quality of communication.
Scores of individuals were trained and cross-trained, so as to prepare for any lapses in personnel, either short or long term. The idea was to keep production going, regardless of absences of any kind.
From a cultural perspective, frontline employees were mind bent to develop a business acumen, constantly watching how they spend money, as most were stockholders and had a vested interest in quality and production overall as a company. They were trained on how their job influenced the entire business picture.
Finally, the idea behind the cultural shifting was to turn them into High Performance Teams (HPT), so they could work with little to no supervision. This was amply displayed during times of employee departure. They would meet to discuss a co-worker's departure and decide if they needed to replace the individual, utilizing the techniques they learned during the "cultural shifting" training, as described in the previous paragraph. Their learned business acumen oftentimes saved thousands of dollars per year in salaries, other compensation, benefits and training.
The entire installation was completed within eight months. It took approximately one year for the new Customer Care Units (CCU) to be completely independent and operational without any changes and/or interruptions. Results:
- Fusion of two different working cultures
- Goal was to serve as a "one stop shop"
- Repair to damaged areas from lack of leadership
- Compliance integrity re-addressed, manipulated, then instituted
- Budgetary controls for human resources, equipment, training, etc.
- Logistical alignment of individuals and resources
- Ensure that all phone systems, computer systems, software and peripherals were in place
- Testing prior to total installation and formal announcement
- General HR issues addressed - performance management, requirements, expectations
- Daily and monthly monitoring of phones, requests, etc.
- Monthly reports from compliance area on phone activity and request processing
- Satisfaction reports from external customers and employees proved union to be successful
|
