The management of the customer service unit decided to launch the project, as the team\u2019s job satisfaction had decreased, and employee turnover was clearly on the rise. The management recognized dysfunctional processes as one of the factors for poor job satisfaction. <\/p>\n
The team\u2019s job satisfaction had fallen, and employee turnover was clearly on the rise.<\/p>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\n\t\n\n\t
Rapid changes, that increase employee satisfaction while enabling business growth through productivity improvements.<\/p>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\n\t\n\n\t
A collectively created vision of the service process\u2019s desired state, which can be quickly implemented and utilized for orientation and training purposes. In addition to the new process, concrete proposals for changes related to measurement and data quality were identified. <\/p>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\n\t\n<\/div>\n
The project was set to be completed on a fast schedule, as job satisfaction was seen as an important theme. After defining the goals and project plan, the project was completed in only six weeks, which meant that an active approach to work was maintained throughout the project. <\/p>\n
The goal of the process walkthrough was to understand the desired handling processes for the case studies. The interviews were conducted to identify industry-specific characteristics, organizational strategic choices and challenges related to leadership. This information was further supplemented by data-analysis that evaluated, for example, variation and deviations in the processing process. Data-analysis also brought up measurement and data quality issues. Based on the entire data, the key root causes for declining employee satisfaction were summarized. <\/p>\n\t