【作者】 李露；

【导师】 张宁俊；

【作者基本信息】 西南财经大学 ， 工商管理（MBA）（专业学位）， 2021， 硕士

【摘要】 客户服务中心属于劳动力密集型行业,人力成本在运营成本中占比较大。客服工作人员作为客户服务中心的主要组成部分,其流失频率、规模会对企业运营成本等造成较大影响。随着现代社会经济的发展进步,人们对于自身权益愈加重视。在这样的环境背景之下,不同行业对于客户服务业务的投入逐渐增多,客服工作人员的工作机会也逐渐增多,相应来说,劳动力市场竞争增大。一方面,由于银行业特别是国有银行的自身薪酬制度有一定的相对固定,福利、收入水平等随市场变化的速度较慢,导致薪酬待遇水平逐渐与其他高新行业拉开差距,员工稳定性得不到保障。另一方面,由于呼叫中心工作的特殊性,如工作内容简单重复、工作成就感低、工作强度大、人员队伍年轻、员工职业发展道路相对狭窄等,导致企业员工流失率居高不下。而客户服务工作的强可替代性也使得该行业人员流动高发,导致企业运营成本增加。因此,降低客户服务中心服务工作者的流失率,以节约企业内部人员维系和重置的成本,这对客户服务中心的发展十分重要。为了找出行之有效的改善措施,企业首先需要探讨导致员工流动性强这一现象的影响因素,并在此基础上进行深入分析,进而探索出相应的解决对策。NY银行客户服务中心作为远程客户服务渠道,负责全行客户服务业务的管理与运营工作。目前中心主要业务集中于电话呼入。本文以NY银行客户服务中心为背景,以中心的员工流失现象为研究对象,主要采用文献分析、典型案例分析、问卷调查的研究方式开展研究。首先,整理并分析了国内外相关理论、模型,从员工自身因素、企业内部因素、企业外部因素三方面对企业今后在运营过程中如何控制员工流失问题进行了探讨。然后,通过问卷调查法展开研究,随机选择了部分离职、在职员工发放调查问卷,通过对问卷调查结果的分析总结出影响员工流失的因素包括:职业发展前景,与其他企业同类岗位的薪酬待遇差距,社会认可度及当前经济环境下,员工找寻新工作的难易程度,绩效考核机制,工作量安排合理程度等。其中,企业内部因素对员工流失率影响力最大。最后,论文提出了有助于改善员工流失状况的方法和建议:包括改进职业生涯管理体系,完善绩效考核、薪酬福利制度及晋升体系,强化内部管理与沟通等。本文聚焦于NY银行客户服务中心客服部员工流失情况进行研究及分析,但分析结果及研究策略对于同类企业亦有一定参考价值。更多还原

【Abstract】 Customer service centers are labor-intensive industries,in which labor costs account for a large proportion.Customer service staffs,whose loss frequency and scale will have a great impact on the operation cost of the enterprises,are the main part of the customer service center.Customer service staffs are on the front-line of contacting with the customers on behalf of the enterprises.As to customers,what they say and do stands for the enterprises behind them.Therefore,the job requires them to provide customers with high-quality,high-efficiency and comprehensive services.At the same time,employees also take on the responsibility of improving enterprise brand image and customer loyalty,thus gaining competitive advantages for the enterprises from their favorable customer services.With the development of modern society and economy,people attach closer attention on their own rights and interests.Under such severe economic environment,various industries invest more in customer service business,and the job opportunities of customer service staff are gradually increasing.For enterprises,the labor market competition is on the rise.On the one hand,enterprises fail to guarantee staff stability owing to growing income gaps between other high-tech and emerging businesses at a slower speed with market changes arising from bank sectors’ fixed salary systems especially the welfare and income levels of state-owned banking industry.On the other hand,call centers have particularity reasons,such as simple and repetitive work,low sense of achievement,high intensity of work,young staff,and relatively narrow career development paths and so on,thus leading to a high turnover rate of enterprise staff.And the strong substitution of customer service also makes the high mobility of employees in this industry,which leads to the increase of operating costs.Therefore,reducing the turnover rate of customer service workers needs to give priority to saving staff maintenance and replacement costs in the development of customer service centers.In order to find out effective improvement measures,companies are necessary to firstly explore the factors behind strong liquidity,study the reasons of its formation,then conduct in-depth analysis and finally conclude responding solutions on this basis.NY bank customer service center,as a remote customer service channel,is one of the three largest service channels.It is a one-stop integrated customer of multi-channels and all-day(7*24hours)featuring a combination of automated voice and manual service,which is responsible for the customer service management and operation of the whole business with the main business focus on inbound phones.This article is set in NY bank customer service center with its loss of human resources as the research object,mainly adopts theoretical analysis,case analysis,questionnaire survey research methods,analyzes domestic and foreign relevant theories and models,and take some discussions on how to solve the staff turnover problem in the process of operation in the future from their staff’s own factors,internal factors and external factors of the businesses.Some departed staff and on-the-job staff are chosen to give questionnaires at random through the study of questionnaire investigation.A variety of factors on affecting turnover intention,including a lack of prospects promotion in this unit,salary gaps with other similar positions,social recognition of the work,the difficulty of hunting a new job,performance appraisal system and reasonable workload arrangement.The main factors are concluded and they are inside the enterprises.Measures and suggestions on how to reduce turnover rate are put forward according to analysis of survey results,such as improving career management system,enhancing performance appraisal system,salary and welfare system and promotion system,and strengthening internal management and communication.This paper only aims at the study and analysis of the employee turnover in customer service department of NY bank customer service center,but the analysis results and research strategies have certain reference value for similar enterprises.更多还原