Hello Vedula:

>Saw some of your posts and I do agree with you -
Technical excellence does not mean man management excellence.<

Thanks, as a technical expert myself it was very disconcerting to learn that my technical expertise was not enough.

>The interesting part about motivation is that it
can not be explained by mere carrot dangling
or few fringe benefits.<

I agree. Technical experts who are not well-suited to management prefer to rely on money and its equivalents to bribe their people into improved performance.

>...if internal motivation is lacking then the external motivator may not work.<

A point lost on many managers.

>If performance is the yardstick then motivation to enhance productivity
will depend on skill levels, supervision and job interest.<

I agree. In my business I show employers how to identify the thinking styles, occupational interests and behaviors needed for each position. This process is supervisor specific..

>If we have to add a new angle to motivation let us look at Bob's way -
compile a list of probable motivators and see how many of them are
external and how many of them are internal.<

We start the process by learning the common traits of each position's top performers.

>My findings and observations are very clear-
Unless a person is motivated internally he will
not perform. External motivation does the work
of only first-aid and not a therapy.<

I agree 100%.

Hi Bob,

Thanks for agreement.

Let us explore one more area of motivation- Self- esteem- a function of perceived self and ideal self. What contributes here are the Values, Traits and Competancies.

Any Comments?
Vedula

Hi Vedula:

>Thanks for agreement. <

You're welcome and it is my pleasure. Great minds...

>Let us explore one more area of motivation-
Self- esteem- a function of perceived self
and ideal self. What contributes hereare
the Values, Traits and Competencies.

Any Comments?<

In our experience employers do a very good job of screening out incompetent job applicants therefore all new hires are competent. What employers have a hard time doing is differentiating between the competent job applicants who will become successful employees and those that won't. We can observe behaviors but we can only infer values so we stick to behaviors. Seldom do we hear a manager say about a poor performer "He has such great values, but his behavior is unacceptabe." We all too often hear, "He is well-qualified but his behavior is unacceptable."

Bob

My partner and I run an occupation health buisness specialising in call centres. We are trying to promote (lol) lifestyle assessments at the workplace- offering FREE (yes FREE) stress assessments.If you would like a stress assessment email me at advancedmedicals@aol.com.or you want any advice on any health issues in the workplace.

I've found a new book titled "Love 'Em or Lose 'Em: Getting Good People to Stay" by Beverley Kaye & Sharon Jordan-Evans. Targeted at the Manager, aimed at retaining those good people who work for you. Easy reading. Will provide a review when completed, but thought that those of you currently wanting some fresh ideas - have a read.
Lyn

Taking the time to look after staff and acting on decisions rather than theorising is one element i see going wrong in alot of Call Centres.

Stress and Lower Back Pain is among the top reasons for absenteeism in the UK. If we can help to reduce stress and increase gentle exercise (which increases cognitive thinking) then this is a sure way to tackle the some of our problems.

Our company specialises in creating on-site fitness centres for call centres, and at the moment we can actually install equipment: Bikes, Treadmills, Steppers for free in your centre.

Just gives us a spare room and we can give you a great exercise experience with qualified instructors. After a period of time you can compare your previous absenteeism/staff turnover reports with your reports of absenteeism whilst staff are exercising and we guaruntee that absenteeism will have dropped significantly.

Positive Health equals positive people.

Feel free to contact us for some help;

Jim Lawrence, Corporate Wellbeing, jim.lawrence@corporatewellbeing.co.uk
www.corporatewellbeing.co.uk

Hi All

Very interesting subject.
I have found that communication with your team direct from the manager has a tremendous effect on motivation. It makes them feel included and also updated, like there are no secrets. I hold monthly meetings with my staff to go over our teams performance compared with our KPI's. And I ask them for reasons why they think our performacne is the way it is, whether that be good or bad, not looking for excuses but instead trying to find out if there are any underlying issues that management may not be aware of.

For areas of weakness I set up focus groups within my team. This will consist of members that are my best achievers and others who are having some difficulty. We then meet and go over the problem and ask them all to leave and focus on it. I have done this on several occasions and every time the team has worked really hard and we have met our targets. This of course is something that needs to be revisited because if you take off the focus then things seem to slip again. It gives thema feeling of ownership, ask them to set themselves a target and agreee with them what they can achieve.

Develop experts within the team, for example for after call work or not ready time. Get these experts to sit with the poeple that are struggling and you will be amazed at the difference. It may be that someone is not using the system properly or as efficiently as they could. While the expert feels valued for there ability, the person they are coaching will also feel great when they see themselves meeting targets and most of the time doing there job easier.

There also has to be the personal thing going on. Never walk by a member of your team without saying hi. Make a point of asking how they have been, how there week or weeknd has been. This makes a huge difference. I have seen managers I have worked with in the past who can barely bring themselves to smile at their team, even worse with the poor peformers. No-matter how poor they are performing you still have to speka to your staff, obviously you will have to address the issues and make sure they are getting the support and coaching they require but there still has to be ongoing support on a personal level. I go on break with my staff and sit with them at lunch. Other managers stick together and huddle in the corner of the canteen. I have found spending this personal time with my team invaluable. You know what is going on in their lives , what skills thay have outside work that can be tapped into. It gives you a better understanding of them and invaluable amounts of mutual respect has been earned by both sides.

Encourage 360 degree feedback both from agents and team leaders/supervisors. Ask them how they feel you are doing your job, or what could be improved within the team/department. Ask them to be brutally honest and assure them that you want to hear their feedback.

Obvioulsy there is not one single solution and all depeds on the environment you work in but I have found that the personal touch makes it a better place to work, builds excellent working relationships and a higher sense of team spirit. By breaking down the 'them and us' barrier can help enormously with motivation.

A lengthy thread but curiously not one response from anyone with a job title from in development, surely the first port of call?
Training and development departments (as well as HR departments) are generally well equipped to advise on all aspects of motivation. they have to keep staff motivated otherwise training is unsuccessful and learning doesnt take place, frequently they have studied motivation.

One of the obvious places to start is examination of various motivational theories Maslow (Heirachy of needs), Herzberg (2 factor theory), Locke (goal setting theory), McClelland (achievement/belonging), Adams (equity) all proposed theories. Its horses for course, my personal favourite is Vrooms Expectancy Theory, he proposed that

: if one values the ulitmate rewards
: and one believed that ones efforts would enable one to get the ultimate reward
: and one continued to value the ultimate reward throughout

then motivation would be high.

I like this as it takes account of cynicism and individualises the value one places on the rewards - a factor common amongst call centre agents who have outside interest that they value more highly than the various incentives and rewards that are dangled in front of them. For my money this theory has a global perspective.

No I dont have any tips and I've seen loads of reward systmes (including cars etc etc) come and go but unless one understands what motivates humans then you might be pulling the wrong strings. Do talk to HR, training and development.

Hi All

I feel most Important issue here is to make the staff understand their value
in the organziation and their contrubution in achiveing the Vision.

Secondly management must have road map for their development.

Once the staff understand above i think others factors like hike in salary
and perks will motivate further.

Hi Folks

Motivating staff... that’s a very common term used by most of the HRD's
Now why is it most talked about is because of Retention purposes. Most of the OPS staff is concerned about production and that’s the reason to have this limited thinking for Staff motivation. I am certainly not trying to say that it’s incorrect. But what I am considering is, IS there a workable strategy which actually leads to staff motivation Except Money or Matter?

Kindly Suggest . . .

I got one. For a dialy "spiff", slap a $100 on the sales board and then yell, "Who wants it?!" Then ask for a certain amount of sales. Watch what happens.

Rob.

Hi,

I've just joined the string and have read most of the points - hope i'm not repeating anything already said. It's interesting to see lot's of different ideas about what is most important to motivating people in their jobs. I will steal an idea from way back in 1975(JCM, Hackman & Oldham) where the key motivators for employees were described as 5 job characterstics:-

- Skill variety
- Task identity
- Task significance
- Feedback from job
- Autonomy

Whilst we can easily add to these now, the point is that it's easy to try to pinpoint one aspect to motivate people through (e.g reward), however it's important to recognise that there are a variety of factors that contribute to any individual's motivation. Of course different people have different needs, one good way of finding out what they are is to ask them.

Regards

Michael

I must agree with Micheal (and my earlier posting) some of these motivational theories have been around 30 years or so and yet I still read 'tips' such as dangling money or food in front of staff.
Many of the tips lack a broader understanding of the underpinning factors surrounding motivation and support piecemeal approaches that are decried in many of the books and articles on this widely researched subject.

Doesn't this say a lot about the industry and its professionalism as a whole?

Another quick fix to should sort it..............

This more of a mind set

Work must feel like you are going to a great social club something you look forward to getting up in the morning for

Not the old victorian attidudes of it does not matter how you think or feel we are paying your salary and you will do it our way whether you like it or not like you are some sort of slave to a system clocking of for the shift.

It is also important that the person feels like a valued human being and not a dispensalbe number on a payrole they must feel their role is central to the sucess of the company they are working for

There must also be some flexibility allowed and given because working on the phone with a VDU constantly in your face can be quite mind numbing ie refresher breaks,internet breaks,playing games(keeps the mind sharp as well as acts as a tempory diversion)

Getting people away from the mentality of working on a constant treadmill and injecting some fun into work as work is something we do a hell of a lot of it needs to be something that is a pleasure and not allways a chore even to the degree of it would be something you would pay your company for the pleasure of doing(bit extreme i know but i hope you get my drift)

Anyway thats me off the soap box

Regards John

Being a new member, I thought I'd dip a trembling toe into this pool.

Looking at the most of the suggestions above, it seems as though the general opinion is that increasing morale/motivation can be done via "the carrot". I would disagree. While this may work in the short-term, in the long term any problems inherent within the centre will still have a detrimental effect upon the advisers.

For example, call volume. While fringe benefits and/or bonuses will mean that advisers will briefly be in high spirits, if there is little to no idle time between calls (time that could be used for development, "getting-to-know" sessions etc), then the adviser feels little more than a robot. This is highly demotivating, and no amount of remuneration will alter this. More staff may affect and improve the situation, but without effective "social geographic" studies of call volumes (i.e. times when customers are more prone to call), and staffing according to these patterns, this will never be truly rectified.
This staffing would improve the customer satisfaction as wait times would be reduced, and as advisers could tell you a happy customer does wonders for the soul!

And variance of work helps no end. A dull, repetitious job with no variety will soon dull the motivation of even the most energetic of advisers. Give them a chance to develop and stretch themselves. Most people like a challenge, and if they feel it will benefit them long term, their morale would improve as result.

Just a couple of thoughts.

Cheers, Leigh

Another point to ponder while trying to increase motivation.

Consider what messages you are sending to your employees, are you sending mixed signals that may be limiting the effectiveness of you current motivational systems? Many companies say they value their employees, or employees come first, or we’re one big family…etc. But do you have long-term career development in place? Do the employees have a say in the development process? Do they even know it exists?

I have seen employees fail to be motivated by otherwise rock-solid reward and recognition programs, because they do not feel the company truly cares about them. They cite a lack of employee development plans as evidence of the uncaring corporation. If your company is one that professes to value employees, you should have succession planning and development programs in place, and the employees should know about it.

Scope

This document attempts to set out some general principles of motivation for teams in a contact centre & servicing environment. The focus is on support, motivation, recognition, and reward. The document highlights the integral part motivation plays in the team leader role, and describes motivation methods that are effective without creating too much additional demand for management resource and budgets.

The document focuses on:

 The principals of motivation
 Day to day activities
 Competitions
 Motivational events
 Examples


Section 1 – General principles & considerations

 Day to day motivation is provided through direct contact between team leaders and their teams
 Recognition is more important than reward
 Motivation often requires reinforcement through performance management
 The use of competitions etc must be infrequent to avoid diluting their impact
 Competitions must be accessible to everyone involved, so that it does not become a “one horse race”
 Competitions must where possible encourage specific desired behaviours or be used to reinforce relevant points
 Ad hoc competitions can be used to promote specific behaviours, but these should be infrequent to avoid diluting their impact
 The objectives behind competitions should be clearly understood, and targets and measures put in place so that the impact of the exercise can be measured and understood
 There must me minimum disruption to operations and service
 Using existing measures such as PMS reduces the additional workload competitions generate for team leaders
 Competitions which recognise and reward achievement provide evidence towards the T&C requirements for managers and employees
 Reward costs can be minimised through use of trophies which are passed on to the next winner, awarding holidays or free hours which have no direct cost, etc.
 CSD publications and web @ work can be used to give CSD wide recognition of achievements
 Displaying interim positions during competitions allows people to self-motivate towards higher achievement
 Competitions that reward team performance encourage team co-operation and peer motivation
 Motivational events must appeal to employees from a broad spectrum of background and age
 Motivational events that involve contributions from employees (e.g. decorating an area, dressing-up, etc) must be infrequent, and where possible linked to specific events such as charity, major sporting events, etc.
 Motivational events encourage team co-operation, relationship building, etc, as well as rewarding and recognising the efforts of the employees


Section 2 – Day to day motivation

Team Representatives

What?
 An elected representative for the team, to facilitate communication between team leaders and their teams
 The role is to facilitate communication and must not be seen as a barrier to direct communication

How?
 A clearly defined set of objectives and responsibilities for the role
 The role of the representatives is consultative rather than authoritative, and the responsibility for decisions remains that of the manager
 In disciplinary matters, employees may wish to use their team representative as their representative for hearings
 Clear communication of the role to all employees so that they may realise the benefits
 A regular spot in the monthly team meeting
 A monthly meeting with the team leader to discuss any issues arising
 Representatives must manage their own time to communicate with the team without disruption to service

Costs?
 Team Representatives will require around 2 hours per month booked out to carry out their roles. This has an approximate cost of £20 per month, but as this is included within the salary there is no direct extra cost
 Team leaders meetings with the team representative form part of their role, therefore there is no direct cost associated with this

Benefits?
 Employees feel their views and concerns are represented
 There is a focus point for issues within the team, thereby reducing the disruption caused by individuals raising issues ad hoc with their manager
 Managers are able to identify team wide issues quickly, and deal with them in a focused manner
 The role is a development opportunity

Buzz meetings

What?
 Daily kick-off briefing to the team
 Recognition of the previous operating day’s achievements
 Highlighting potential issues and equipping the team with the confidence and tools to handle them effectively

How?
 Buzz meetings should be short and punchy
 Where possible, face-to-face communication is the most effective for motivating the team
 In the contact centre environment several meetings may be needed to ensure all team members benefit
 Where face-to-face is not possible, e-mail communication should be used
 In order to minimise disruption to service, agents shifts can be started 5-10 minutes prior to their “work time”, with the time given back to the agents through extended breaks

Costs?
 There is no monetary cost
 Timing of briefing sessions must take into account operational circumstances to avoid a negative impact on service levels

Benefits?
 Starting the day on the “right note”
 Ensuring the team feel equipped to deal with all foreseeable issues

Floor walking

What?
 Support and encouragement for employees whilst they are performing their daily operations
 Manager presence, in particular during periods of high activity

How?
 Minimum 1 team leader present on the floor in each area of the contact centre during “Green” periods
 Minimum 50% of all team leaders present on the floor during “Amber” periods
 All available team leaders either on the floor or taking calls during “Red” periods

Costs?
 Floor walking is an integral part of the team leaders’ role, and carries no additional costs

Benefits?
 The team feel supported and are encouraged to achieve
 Team leaders are on hand to ensure focus stays high
 Team leaders are on hand to address issues as they arise

Performance & achievement displays

What?
 Display showing team performance, including hard targets (e.g. talk time, wrap, etc), service levels, etc
 Display showing competition results, compliments, star achievers, etc

How?
 Wall display updated daily from the Aspect (Mysys) statistics
 Photos recording competition winners and other exceptional performances

Costs?
 There are no direct costs involved

Benefits?
 Recognition of achievements
 Self motivation and peer motivation

“Showing you care”

What?
 Interaction with the team to show support and encouragement
 Manager presence, in particular during periods of high activity

How?
 Utilise floor walking time to chat with agents between calls
 Drinks runs during busy times
 Occasional “treats” e.g. sweets, silly toys, breakfast, donuts, etc

Costs?
 Day to day activity such as drinks runs carry no direct cost
 “Treats” costs vary, but typically no more than 50p - £1 per person

Benefits?
 The team feel valued and supported, and are encouraged to achieve


Section 3 – Knowledge & Skills related

Friday Quiz – by section area

What?
 Work related quiz every Friday.
 20 product, technical, and industry questions and 5 fun office related questions.
 Prize of one hour off

How?
 One quiz per discipline
 One winner per section
 Quiz sent out Friday morning via e-mail
 Answers returned via e-mail and winner announced at 2.55pm to allow 4pm finishers to leave at 3pm
 A tie-breaker question to ensure only one winner per section
 If the winners shift has already finished another hour can be agreed with the manager, taking into account the resource profile
 If operational requirements mean the hour cannot be taken on the day of the quiz then another hour can be agreed with the manager


Benefits?
 The quiz tests staffs’ knowledge in a fun environment
 The questions can be used to reinforce current “hot topics”
 There is no disruption to service as the test is completed between calls for the contact centre or batched tasks in servicing.
 There is no direct monetary cost

Costs?
 Zero direct monetary cost – equivalent resource cost for one hour equals approximately £10
 Provided resource levels are sufficient to maintain service levels there should be no loss of service

Skills Contest – by discipline

What?
 Competitions based around displaying certain skills such as: great brand culture, complaint resolution, telephony skills, etc
 Focus for competitions will vary depending on the skills required in each area

How?
 Context should be set to highlight the desired behavioural change
 Time scales should be no longer than 1 week, to ensure momentum is maintained
 Where possible, there should be no limit on the number of “winners” as this will encourage continuous effort throughout the competition, therefore rewards need to be token
 Care must be taken to ensure other areas of work do not suffer from a lack of focus

Benefits?
 Focus on encouraging skills in specific areas such as telephony, complaints, etc

Costs?
 No running costs
 Token prize costs around £1 - £2 per team member

Section 4 – Performance based

Quarterly individual performance competition – by CSM area

What?
 Quarterly competition to identify the individual with the best performance against benchmark
 The winner receives a days holiday to be taken in agreement with their manager
 Winners’ details published to CSD

How?
 Benchmarks and targets set for PMS
 The winner is the individual achieving the highest PPM
 In the event of a tie, the CSM will make the final decision, based on the individuals’ managers’ recommendations
 The winners’ details are published on web @ work or similar internal publication
 Winners receive a certificate
 Holiday dates are offered in accordance with the workflow and resource profile

Benefits?
 The competition promotes, recognises, and rewards high performance standards
 As the competition is based on peoples individual performance targets and benchmarks, it is open to employees at all levels of experience
 Using the PMS criteria ensures that the competition takes into account both quality and productivity, as well as personal development and overall contribution to the business
 There are no direct costs associated with the competition

Costs?
 Certificates produced through the Document Specialist Team therefore no direct costs
 Winners displayed through web @ work and company publications therefore no direct costs
 Equivalent resource cost for one day equals approximately £70 but there is no direct cost associated with this
 Provided resource levels are sufficient to maintain service levels there should be no loss of service

Quarterly team performance competition – by area

What?
 Quarterly competition to identify the team with the best performance against benchmark
 An evening or weekend team event for the winners
 Winners’ details published to CSD

How?
 Benchmarks and targets set for PMS
 The winner is the team that collectively achieves the highest PPM
 In the event of a tie, the CSM will make the final decision, based on the teams’ business leaders’ recommendations
 The winners’ details are published on web @ work and CSD publications
 Winners receive a certificate

Benefits?
 The competition promotes, recognises, and rewards high performance standards
 As the competition is based on the performance targets and benchmarks of the individuals within the team, no team is disadvantaged by experience levels or work type
 It is the performance of the team as a whole that is measured, therefore members of the team are encouraged to motivate each other towards higher achievement
 Using the PMS criteria ensures that the competition takes into account both quality and productivity, as well as personal development and overall contribution to the business

Costs?
 £15 per head. Average team size of 10+1 = £660 per annum per CSM = £2,640 per annum
 Certificates produced through the Document Specialist Team therefore no direct costs
 Winners displayed through web @ work and CSD publications therefore no direct costs
 Reward event held outside operational running times so no impact on service levels

Monthly individual performance competition – by team

What?
 Monthly competition to identify the individual within the team who has the best performance against benchmark
 A n engraved trophy for the winner

How?
 Benchmarks and targets set for ZPMS
 The winner is the individual that achieves the highest PPM within the team
 In the event of a tie, the team leader will make the final decision based on non-measured (not part of the PPM) performance and contribution
 Winners receive a certificate, and an engraved trophy, which is passed on to the next winner each month.
 Winners’ pictures displayed in the team area on a 12-month rolling basis.

Benefits?
 The competition promotes, recognises, and rewards high performance standards
 As the competition is based on the performance targets and benchmarks of each individual, no one is disadvantaged by experience levels
 It is the performance of the team as a whole that is measured, therefore members of the team are encouraged to motivate each other towards higher achievement
 Using the ZPMS criteria ensures that the competition takes into account both quality and productivity, as well as personal development and overall contribution to the business

Costs?
 £15-25 per team trophy. £2 per month approximately for engraving = £50 max. per annum per team
 Photographs & certificates produced through the Document Specialist Team therefore no direct costs

Section 5 – Ad hoc competitions

Focus driven – by team

What?
 Ad hoc competitions designed to address a particular area for improvement e.g. Idle %, Brand behaviours, etc
 Competitions run at a local level for all teams where the behavioural change is desired

How?
 Context should be set to highlight the desired behavioural change
 Competitions should be over a short period of time, so that the momentum is maintained – typically a week
 Interim positions should be displayed throughout the competition to motivate employees to higher achievements
 Where possible, there should be no limit on the number of “winners” as this will encourage continuous effort throughout the competition, therefore rewards need to be token

Benefits?
 Focus on encouraging behaviours in specific areas such as quality or productivity

Costs?
 No running costs
 Token prize costs around £1 - £2 per team member

Fun stuff – by area

What?
 Competitions, events, inter-team challenges, etc.
 “Fun” is subjective, and competitions and events must appeal to a broad spectrum of employees

How?
 Morale boosting competitions are effective as long as they are seen to be extraordinary events
 Events must be fun, but care must be taken that they do not make employees feel they are being treated in too childish a fashion
 Competitions of this nature are most required during periods of extreme workflow , either high or low, to boost energy levels and morale
 Competitions during periods of high workload must be carefully planned to avoid a negative impact on service levels

Benefits?
 Provide morale boost during difficult periods
 Maintain energy levels during quiet periods
 Build team co-operation

Costs?
 No running costs, unless props are involved in which case costs should be kept to a minimum
 Token prize costs around £1 - £2 per team member

Section 6 – Motivational events

 Company picnic – little or no venue cost, broad appeal across age groups, food costs are low, free or low-cost entertainment e.g. ball games, “sports day” events, etc.
 Comic Relief & Children in Need etc – Inter-team themed competitions, with a fundraising focus.

I agree to:
Chris Welch Yeah more money and holidays.......
Penny Green A smile or a Good Morning would
do as well[This non monetary motiation has been brought up time n again]

But i guess most of us would like to talk about motivation which helps the CSR on a long term basis. As this motivating factor would help the individual to grow n learn more. Can someone help me with tips on motivating people in an incoming call centre, which would really make a difference in call quality,call handling time,etc.

Im working in an incoming call centre.

Thanx,
Looking forward for the reply.
Another question on "Lightup the fire- Call Centre"....If anyone wants to contribute to this as well please do.

Dear Aman Bakshi


Hi

I feel most Important issue here is to make the staff understand their value
in the organziation and their contrubution in achiveing the Vision of the
organziation.

Secondly management must have road map for their development.

Once the staff understand above i think others factors like hike in salary
and perks will motivate further

I'd like to share some of the creative things we've done at our call center, that have resulted in a more motivating (FUN!) environment for our Agents.

1) Our center was "transformed" into "Call Center City." There are street signs at each "intersection" between the cube rows and "address" boards for the cube number and Agent name plate. (Agents submitted ideas for the "street" names)
2) Team names are posted above their work area. (Again, the Agents submitted the suggestions to name their individual teams)
3) Agents have a Resource Room with PCs available to use for self-study CBTs to brush up on computer skills or learn new software products.
4) There's a "Quiet" Room where Agents can relax in a comfy chair and enjoy the "quiet" during their break, lunch, or after a particularly "stressing" call.
5) We have a Game Room with a dart board, foos-ball table, and computer loaded with games. About once a quarter we run tournaments that give Agents a chance to play against management and each other.
6) Agents receive a balloon and a "hand-signed by all the managers" card on their B-Day and Anniversary Employment Date. (It's the little things that can make a big difference)
7) Special contests are run that focus on improving stat's like: Availability, Talk Time, and Attendance. The team names are used when posting results.

Some of you may find these suggestions trivial and inappropriate for your center and/or workforce, but it's worked for us and paired with a lot of other things we are working on (new career path program, on-going training and development for team managers, etc...) the efforts have contributed to improving the overall morale and motivation of our workforce. (As evidenced by significantly lower attrition, improved customer satisfaction survey and employee satisfaction survey results).