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Human Resources Management in The Banco

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They decided to centralize some of their branch activities as they faced tough competition. Banco had set tough targets and standards for their employees illustrating the importance to quality customer service in the organization. For example, no more than 2% of routine calls should be abandoned and not more than 1% of key customer calls should be abandoned. Moreover, 90% of calls should be picked up at the initial point of contact within 15 seconds and the same percentage of problems should be solved at this. Another thing was the establishment of an 80 member team of advisors to handle key account holders.

This eye for quality was what differentiated the company from its competitors and it helped to pursue aggressive sales approaches, economies of scale and providing of a wide range of services. An organization consists of a group of individuals working together at different levels, different areas, with an aim to achieve the organizational goals and objectives. So the people who work together in an organization need a defined system or structure to integrate and direct their plans to achieve the desired organizational results.

“ The organizational structure defines the organizational units and the workflows to align the behavior of the units to the higher-level goals of the system. ” (Glossar 2009). This organization had 404 staff working, among them 220 were working inside the call centre. Majority of them were full-time, and they had a greater percentage of part-timers too (35%). They have a trade union through which the managers communicate with the employees. The organization was following centralized structure for decision making. It gave emphasis on teamwork. Here in this case, the call centre is headed by a Centre Manager.

He is the person who is responsible for taking decisions. He frames policies etc. Under him a Customer Service Manager works. Below him comes the team leader,   where each team leader had to lead 15 members.

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