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QUEST DIAGNOSTIC A CASE STUDY
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QUEST DIAGNOSTIC A CASE STUDY
Summary of the Case
The following paper elucidates the complications of a laboratory named Quest Diagnostic. Quest Diagnostic was established in 1967 and emerged as the Metropolitan Pathology Laboratory it is situated in New York City. Between the years of 1996 and 2012, the laboratory declared itself as a public entity and expanded through acquisitions stratagem all across the United States. In due course, the laboratory acquired several labs and operate autonomously it purchases all of the apparatus and pieces of equipment and pursues its own operational and professional practices. In 2013, all the call centers of Quest Diagnostic aimed for consolidation from twenty regional customer service centers. Such customer service centered had been sharing locations with laboratories of Quest Diagnostic in Lenexa, Kansas, and Tampa, Florida.
In the meanwhile, it became evident that the NCS is not operating in an effective and desired manner and therefore incurring a high labor cost. Several reasons held responsible for the fallacies, but the most eminent one was the lower productivity and minimum yield of numerous representatives because of a lack of professional experience. In due course, more than sixty percent of representatives quitted the job in their first year that exacerbated turn over rate and cost Quest Diagnostic a fortune. According to the estimation, it was approximately 10.5 million dollars on an annual basis. Moreover, the sales team used to call management regarding the loss of a client because of ineffective customer handling of call center workforce, and in the worst situation, nobody at NCS entertained the calls at all. On the other hand, most of the call center representatives were unaware of the necessary information, and therefore, in the shadow of fear, they kept transferring calls from one rep to another that worsen the scenario. In the hullabaloo, when clients requested to talk to the supervisor, they could speak none because the NCS had no supervisor, and the center was operating without a leader for more than six months. In order to resolve the chaos, the organization recruited Camacho, who was obliged to attend calls on the first day of her job.
The Underlying Issues at Quest Diagnostic
The following are the prevalent operational intricacies and problems that are confronted by Quest Diagnostics call center NCS and required to be sorted out through adequate strategic implications.
Employees repeated turn over
Inexperienced call centre representatives
Lack of immediate and professional customer support
Absence of leadership
Cost of losing employees
To determine from where to start
Proposed Steps to Tackle the Issue At Hand
The facilitated dialogues between management and team enumerated a few initiatives that could be effective in eradicating the issues from NCS. Chief steps in this regard are enlisted below.
Implementation of appropriately designed compensation and pay structures so that expertise and the experiences of employees could be recognized in a precise and rewarding manner. After a thorough observation, it is highlighted that most of the call center representatives quit the job because of incompetent payment methods.
Emphasizing on the imperativeness of career-path strategic framework. Such implications are indispensable in elevating employees motivation to get invested in work and evoke them to polish their knowledge and skills.
Establishing the designation of the supervisor so that the workforce will have someone superior to concern when the situation goes sore.
Developing a strategy for planning the placement and balance of the workforce. It is examined that a few regions are over-staffed. Meanwhile, some of the regions are deprived of even principal employees.
Performance or Balance Scorecard to Enhance the Employees Performance
The mtier of management attributes a myriad of tools and techniques to deal with low employees performances, excessive turnovers, and other operational problems performance/balanced scorecard is one of them (Lawrie Cabbold, 2014). The device is a graphical representation that encapsulates the notion of progress of specified tenure and can be used to evaluate the performance of an organization, business wing, or an employee. The performance of such entities is assessed in the context of some preset objectives and their perceived accomplishment. The universality of performance cards enhances its prevalence in both the public and private sectors, and that is why it will be a perfect option for NCS as well. The technique comprises of Key Performance Indicators (KPIs) and such metrics then further utilized to examine the critical faade of an organization that could play a part in its thriving (Georgiev, 2017). As a matter of fact, KPIs vary from organization to organization and comply with their unique needs and problem at hand. In this context, Quest Diagnostics call center NCS could employ these KPIs in investigating the following aspects.
The number of calls attended and entertained properly
The number of calls reps failed to respond professionally and helpfully.
The frequency of employees turnover
The frequency of clients turnover
Number of complaints made by clients
Methods and Approaches That Can Be Utilized To Improve Employees Performance
According to Baraka (2016), different managerial models such as Delone and McLean Information system models can be successfully applied to evaluate and enhance the performance of call center personnel. On the other hand, it is advocated to take the help of some digital inventions to monitor and subsequently control the errors and blunders from employees performance in the workplace. For instance, security cameras and other similar activities tracking devices allow organizations to accumulate, store, assesses, and report the work behaviors and other intertwined traits of employees. The real-time data and information are hugely pragmatic in elaborating the underlying attributes, attitudes, and reasons for particular employee behavior that could be amended through cautious planning (Tomczak, 2018). Likewise, various job performance models that elaborate the interconnectivity between contextual and task performances, as well as counter-productivity and organizational behaviors, are significant in their context. Through in-depth securitization, deviations in these spheres are critical to be identified and resolved promptly (Viswesvaran Ones, 2002). Moreover, it is most important to explore the models that enwrap the concept of human and employee-related dimensions that are integral in shaping the values and customer satisfaction in call center work environment (Chicu et al., 2019)
Recommended Action Plan for Quest Diagnostic
The current situation of Quest Diagnostic call center NCS refers to problematic multi-level circumstances that have gradually brought the issues at the brim of mayhem. In due course, some recommendations can be deemed that include primary managerial concepts and perceptions. Phenomenally, employees workplace efficiency and performance explicitly connected with job satisfaction. In this regard, the theory of Abraham Maslow holds prominent significance. Without getting gratification and satisfaction from the job or workplace, no employee will ever get engaged in productive and prosper business activities, and in due course, they will even overlook their allocated obligations. Job contentment cannot be attained without developing and implementing a competitive and reasonable payment and other incentive plans employees work for financial reasons, and of course, in the absence of desired results, they will never heed to their responsibilities. Quest Diagnostic is encountering severe issues with the stability of the call center, and call center features diverse, experienced employees. In order to diminish the intensity of employees lack of interest and turnover, the organization needs to revise its pay plans. It is not advised to pay everyone on an equal basis rather, it is highly suggested to divide the payroll according to experiences, objectives, and other job-based traits and targets. Hawthorne studies also revolved around a similar proposition and asserted that productivity is a reaction of employees satisfaction (Timothy et al. 2001). A detailed exploration of the correlation between job performance and organizational performance revealed that job satisfaction plays an integral role in determining organizational performance levels (Bakotic, 2016).
Furthermore, the contemporary era admits the magnitude of the workforce in attaining and retaining competitive advantages for the betterment of the organization. In due course, a thesis is famous that relays, a happy worker is a productive worker (Neilson, 2016). Therefore it is imperative to supervise operations and effective utilization of workforce on all organizational levels, including individual, group, and leader echelon.
Conclusion
In conclusion, the fundamental points of the issues and their prospect solutions are inscribed reciprocally.
Quest Diagnostics call center NCS is facing an operational disorder and is unable to meet the requirements and other queries of valuable clients. As a solution, it is suggested to train the inexperienced call centers representatives so that they will improve their communicational skills and knowledge bank regarding professional information. In this way, representatives will deal with the clients expediently and smartly.
NCS is worried about the frequent turnover of the employees because it necessitates a great deal of amount and time to follow the entire process of recruitment from screening to job placement. As a solution, it is advocated to pay additional attention to devising and revising payment and incentive plans. Associate some tangible or intrinsic rewards on the fulfilling of performance objectives. The compensation structure should comply with employees hierarchy and their experienced partaking in doing the stuff right.
Employees at Quest Diagnostic lack a sense of integrity and dedication that is a side-effect of deficiency of motivation. Employees motivation is highly dependable on different external and internal factors such as self-esteem, psychological or financial needs completion. As a solution, it is recommended to implicate the most effective managerial strategies to elevate the employees spirits and bring them back on the track. In this context, the organization can decide some rewards incorporated with excellent performance within a predetermined period, such as monthly or weekly.
Quest Diagnostic is incurring a substantial cost in the hiring of employees, and the cost depicts a sizeable amount for no good reason. The matter can be solved by considering the advice given above for the tactics of retaining and motivating the employees along with well-devised salaries and payment structures. Such strategies will be sufficient enough to halt the persistent turning over rate.
The team of call center representatives managed a considerable time of 6 months without proper leadership and supervision that is not a very hopeful sign for the organization. However, as a solution, the management should ensure the availability of a head in the call center throughput the working hours no matter what.
In a nutshell, Quest Diagnostic requires time and consistent endeavors to mend the adversaries caused in the absence of adequately implemented workplace strategies. Nevertheless, management and performance devices and tools can accelerate the pace of improvement, and soon the outcomes will be apparent. Work performance, employee compensation and training, satisfactory recruitment and placement, and effective appraisals are the fundamental forces that can establish the operational perfection of the organization.
Reference
Baraka, H. A., Baraka, H. A., El-Gamily, I. H. (2013). Assessing call centers success A validation of the DeLone and Mclean model for information system. Egyptian Informatics Journal, 14(2), 99108. doi 10.1016/j.eij.2013.03.001
Bakoti, D. (2016). Relationship between job satisfaction and organisational performance. Economic Research-Ekonomska Istraivanja, 29(1), 118 130. doi 10.1080/1331677x.2016.1163946
Chicu, D., Pmies, M. D. M., Ryan, G., Cross, C. (2019). Exploring the influence of the human factor on customer satisfaction in call centres. BRQ Business Research Quarterly, 22(2), 8395. doi 10.1016/j.brq.2018.08.004
Georgiev, Marin. (2017). The Role of the Balanced Scorecard as a Tool of Strategic Management and Control. Journal of innovations and sustainability. 3. 31-63.
Lawrie, Gavin Cobbold, Ian. (2014). Evolution of the Balanced Scorecard into an effective strategic performance management tool.
Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Knsl, M., Saari, E., Isaksson, K. (2017). Workplace resources to improve both employee well-being and performance A systematic review and meta-analysis. Work Stress, 31(2), 101 120. doi 10.1080/02678373.2017.1304463
Quest Diagnostics (A) Improving Performance at the Call Centers // . (2018). HYPERLINK https//mitsloan.mit.edu/LearningEdge/operations- management/QuestDiagnostics(A)/Pages/default.aspx https//mitsloan.mit.edu/LearningEdge/operations- management/QuestDiagnostics(A)/Pages/default.aspx.
Quest Diagmostic . (2019). https//www.questdiagnostics.com/home.html.
Tomczak, D. L., Lanzo, L. A., Aguinis, H. (2018). Evidence-based recommendations for employee performance monitoring. Business Horizons, 61(2), 251259. doi 10.1016/j.bushor.2017.11.006
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