Call centres - This report will recommend improvements to help overcome these issues through concepts, practices and policies.

---

---

---

---

---

Appendix 1

(Courtesy of Hannagan 1995pp44)

*Skill variety - the extent of different activities and range of different skills and talents used

*Task identity - completion of work with visible outcomes

*Task significance- meaningful impact and value

(Courtesy of Mullins 2002)

---

Appendix 3

Appendix 4

Disciplinary action should not be taken until the employee has had the opportunity of stating their version of facts, this right will continue through every stage of the disciplinary action.  Any mitigating circumstances and any outstanding effective disciplinary action will be taken in account.  Throughout the procedure the employee has the right to be accompanied or represented by an agreeable colleague or representative of their choice1.

If the severity of the allegation warrants, disciplinary action may be entered at a higher level of te procedure.  [ORGANISATION NAME] hold the right to suspend the employee on full contractual pay while allegations are completely investigated1.

Witnesses may be called upon and questioned to support the allegations or the employee’’ case.  In some cases witnesses making a statement may not make the statement in front of the employee facing allegations1.

Allegations should be fully investigated before disciplinary action is taken.  The employee has the righ to appeal against the decision of disciplinary action1

Informal Warnings

The informal warning should not be conducted publicly or in front of other employees2

Where possible problems should be resolved informally and given appropriate timescales, for example where standards of behaviour, attendance and performance are not being met.  If the informal warning does not solve the problem or required improvements are not made in the given timescale the formal disciplinary procedure will be invoked.

[EXAMPLES SHOULD BE GIVEN HERE ABOUT INCLUSIONS OF GENERAL MISCONDUCT, BESPOKE TO THE ORGANISATION]

The list is to give a guide to what general offences are.  The variation of offences may be too many to list and any legitimate offence may be subject to disciplinary action.

The extremity of the offence may warrant a disciplinary action to be taken at a higher level.  The relevant appointed person will decide the level of disciplinary action

Disciplinary Actions

Formal Oral Warning

If improvements have not been made from the informal warning or if the extremity of the allegation warrants it, then the formal oral warning will be invoked.

• The reasons why the warning has been made1

• The improvements that need to be made and a specified timescale that the improvements need to be made in
• The formal warning will be confirmed in writing

The formal warning will be effective for [GIVEN TIMESCALE]

First Written Warning

If the employee has not made specified improvements from the Formal Oral Warning or if the allegation warrants it, then the Final Written Warning will be invoked.

The employee will have an informal interview with one of the relevant specified managers.  The interview will;

• Inform the employee of the reason for the warning 1
• The improvements that need to be made and a specified timescale given

• If evidence warrants further investigation the interview will be adjourned and the reconvened at a later date2.
• The formal warning will be confirmed in writing

The first written warning will be effective for [GIVEN TIMESCALE]

Final Written Warning

If the employee has not made specified improvements from the First Written Warning or if the allegation warrants it, then the First Written Warning will be invoked.

The employee will have a formal interview with one of the relevant specified managers.  The employee will be notified in writing of

• The reasons why the warning has been made1
• The date, time and location of the interview
• The names and roles of the people who will be present
• The names of any witnesses to be called upon

The employee will be notified in the interview of

• The reasons for the warning1
• The improvements that need to be mead in a specified timescale

If evidence warrants further investigation the interview will be adjourned and reconvened at a later date2

The final written warning will be effective for [GIVEN TIMESCALE]

Dismissal

If the employee has not made specified improvements from the Final Written Warning or if the allegation warrants it, then the First Written Warning will be invoked.

The employee will have a formal interview with one or two of the relevant specified managers.  The employee will be notified in writing of

• The reasons why the dismissal has been made1
• The date, time and location of the interview
• The names and roles of the people who will be present
• The names of any witnesses to be called upon

The employee will be notified in the interview of

• The reasons why the dismissal has been made
• The stated timescale of ‘notice period’ (if notice period is applicable)
• The date that employment ceases

If evidence warrants further investigation the interview will be adjourned and reconvened at a later date2

Gross Misconduct

Gross misconduct can result in an employee facing a final written warning or dismissal.  

[EXAMPLES SHOULD BE GIVEN HERE ABOUT INCLUSIONS OF GENERAL MISCONDUCT, BESPOKE TO THE ORGANISATION]

The list is to give a guide for gross misconduct.  The variations of offence are too many to list and a legitimate offence may be subject to disciplinary action.  Depending on the severity of the offence, action may warrant a disciplinary action to be taken at a lower level.  The level of disciplinary action to be taken will be decided by the appointed person/s.

Appeals

If the employee feels that the decision of the disciplinary action was unreasonable and has just reasoning then the employee may make an appeal against the decision of any disciplinary action2

A formal interview will be set with the guidelines of the dismissal interview (see details under Dismissal)

If evidence warrants further investigation the interview will be adjourned and reconvened at a later date2

The decision will then be confirmed in writing within a specified timescale.  The decision will then be absolute with exception to new evidence that may arise.

---

Appendix 4a

Grievances should be fully investigated before a decision is made.  The employee has the right to appeal against the decision of the grievance1

Informal Grievances

Depending on the severity of the grievance, initially it is advised that the employee should try to resolve the grievance informally with the specified person/s.  This should be made either verbally or in writing.

If the issue is unresolved or the severity of the grievance warrants further action then the grievance should be put in writing to the specified person.

Formal Grievance procedure

The employee will have a formal interview with one or two of the relevant specified managers within a specified timescale from receiving the grievance  The employee will be notified in writing of

• Outlining the grievance that has been made
• The date, time and location of the interview
• The names and roles of the people who will be present
• The names of any witnesses to be called upon

The employee will be notified in about the decision of the grienvance within a specified timescale of the interview.

Appeals

If the employee feels that the decision of the grievance procedure was unreasonable and has just reasoning then the employee may make an appeal against the decision.

A formal interview will be set with the guidelines of the formal grievance interview

If evidence warrants further investigation the interview will be adjourned and reconvened at a later date2

The decision will then be confirmed in writing within a specified timescale.  The decision will then be absolute with exception to new evidence that may arise.

---

Appendix 5

---

 Monitoring can take many forms, typical monitoring can include

• Calls per hour
• Length of calls
• Time transferring calls
• Amount of rework
• Adherence to start and finish times
• Adherence to standard/set phrases
• Number of sales
• Value of sales
• Tone of voice
• Quality of call
• Compliance with company policies
• Team performance
• The worker as a team member
• Shareholder satisfaction
• Sick leave
• Toilet breaks
• Who the worker calls
• Who the worker emails
• How the worker uses company assets
• Customer information

 (Williamson, 2002)

---