As the topic of workforce analytics and planning continues to gain traction in C-level suites, many organizations are struggling to understand how workforce analytics can drive business performance. Too many organizations maintain human capital measurement teams that are too reactive in nature and do not provide the strategic insight that line managers are demanding. Some organizations, however, have evolved their workforce analysis and planning functions to truly get to measures that impact the financial performance of their respective organizations. One such organization is ING Financial Services, a leading global financial services organization that has recognized the value of solving business problems through the creative use of workforce data.
A key business challenge facing ING was the performance of its call center operations. ING was faced with increasing turnover among call center workers, including some of its best performing staff, and as a result customer satisfaction was decreasing. This challenge is not unique to ING as call center turnover is a problem facing just about every business with such operations. However ING developed a unique approach to address the issue. ING developed advanced workforce analytic models to disaggregate workforce data to truly understand the turnover within its operations and more carefully “manage” the turnover of its staff. By linking performance data, employee engagement data, compensation data, and tenure data, ING was able to identify those high performing employees that it could not afford to lose. Correspondingly, the organization was able to more accurately predict future turnover and adopt recruiting practices that would allow for staffing and performance levels to be maintained on a consistent basis within the call center.
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