After a year as a Client Care Director, the biggest issue has been a lack of transparency and consistency from senior management. There is a constant feeling of uncertainty around the direction of the department, with changes being introduced without sufficient explanation or consultation.
The KPI structure often feels disconnected from the realities of the role, creating pressure to achieve metrics that don't always reflect the quality of work or customer outcomes. Despite consistently giving 100%, it can feel as though expectations continue to increase while recognition decreases.
Communication around organisational changes has often been unclear, leaving employees feeling uncertain about job security and future plans. Rather than providing confidence, decisions can appear reactive, making it difficult for teams to feel valued or invested in the company's long-term vision.
In my opinion, much of the decline in engagement within Retentions can be traced back to decisions made by senior management. These decisions created widespread uncertainty and dissatisfaction across multiple territories, with many employees expressing concerns about communication, transparency, and the overall direction of the department. The result was a noticeable drop in morale and trust in senior leadership.
Morale within Client Care and Retentions has suffered significantly as a result. Many talented people work incredibly hard but don't always feel that their efforts are recognised by those making strategic decisions. Instead of feeling empowered, many employees feel undervalued, pressured by KPIs that don't accurately reflect the realities of the role, and left in the dark about the future of their department. The uncertainty surrounding organisational changes has damaged trust and engagement across the wider Retentions function
