I am sure some of you have experienced the same difficulties I am currently experiencing, any advice would be greatly appreciated.

Large outsourcer secures large Telesales campaign, existing preconceptions in local comunity are that the company has no interest in development of staff, only in figures attained. True or false this organisation is working hard to rectify current perception, and conditions, however in the meantime require a vast number of staff to achieve projected build plan, and satisfy client.

Given full responsibility of recruitment strategies are there any ingenious ways to achieve recruitment targets?

Ah yes, I've come across this one.

Slowly the company is waking up to what it got wrong and why it lost/continues to lose so many staff, but tis too late the damage is done. In steps in Mr Outsourcer to pick up the pieces and repair the damaged vehicle. Has the client convinced other road users that he wont flog his vehicle into the ground again and more interestingly has he convinced the outsourcer that the culture wont 'slip back' and damage the fragile transmission again?

Its a very tricky one and I do have experience. I suggest that its only satisfactorily solved by the client themselves spending money. I've got some specific solutions to deal with the image issue however like you they are also how I make my living - so cant share them unless you make me an offer.

As regards volume recruitment outsource it to a volume recruiter, quick delivery, maximum expertise, minimum resources. Please contact me via this site's 'voicemail' and I can supply leads.

Jason,

Whilst I am not in HR or even remotely related to that side to the industry...

I have (In a previous life) seen this happen. The company in question were initially quite
happy to accept a 5% per month churn rate on staffing. Meaning an entire staff change (200+ staff)
was acceptable over a 20 month period.

This smacks of lunacy.

What eventually happened was they acquired a reputation for being somewhere that didn't care about staff
as new staff were seeing the 'old hands' leave on a daily basis.

Friday nights were 'leaving do' night as someone you knew always was.

As it happens I stayed 3 1/2 years by benefit of getting off the phones and into the analysis side
which lead me to what I'm doing now.

Perversely staff leaving had a reputation for being some of the best trained sales and customer care staff on the market :-)

At one point we were using recruitment agencies 20+ miles aw ay as the local market had been bled dry,
potential applicants were already aware of the reputation and this caused the knock on drop in applicant levels.

The attitude was it was somewhere you worked while you found a 'real job'.

At this point the damage was done.

All I can suggest is you find some way of improving the public perception of the company, any positive
press coverage you can get will start to repair the damage.

Without knowing how long the sales campaign is and knowing how hard it is to get good OB sales staff all
I can suggest is use a slightly remote agency and laying on transport (using it as a benefit rather than
a negative). A decent comission structure etc...

HTH

DaveA




Oh and I'll leave that suspiciously close to but almost not quite an advert in :-)

Thanks Dave,

I was concerned he's looking for a solution and there is a fine line about recommendations - I aint remotely interested in recommending myself by the way.

I'm glad you let it go 'cos then I wont have to comment about this one ;-)

http://www.callcentrevoice.com/topic.asp?forumid=1&threadid=4754&page=1&jump#15090

(smile, wink - joke, no malice intended)

Err...

We've done a tie in with them

LINK

See John's post here

HtH

DaveA

Thanks for the pointers,

This was my first post and amazed at speed of response, I am sure I'll be pleading for help at a later date howver for now I have a few ideas.

I may bump into come of you @ CCE2004 Should be attending Thursday too.

Thanks Again