The operation team is the main crux of the project and I would say I am utterly disappointed in how the agents were being managed after they pass out onboarding. There are many red flags that I felt contributed to the failure of the project. - Lack of Succession planning – when a new batch of agents joins the project, Subject Matter Experts (SMEs) are crucial to the foundation of these agents. SMEs are slowly leaving the project and there is only 2 SMEs working on the project. Management is unable/slow to identify the senior agents for SME roles and only listens to the advice of a selected few bootlickers. - Micromanagement – Our RRs result for EN market is always a disappointment to the Client. Instead of thinking of ways to encourage the agents by using incentives, they micromanage agents' AUX codes down to the very seconds. What’s worse was that they failed to notify the agents of any changes to the incentives in time and agents were often under the impression that they are getting the incentives when in fact they don’t. Changes to the incentives are communicated to the agents at the 11th hour. - Fail to communicate effectively – many times, the management thinks that they are loyalty and talked down to agents in a condescending manner, treating them like slaves. One typical example was sending a message way after midnight and expecting them to react quickly in the morning at 8am. Even during the appreciation party, all you see are photos of the Management ROYALTY AND THE SELECTED FEW. All the rest of us are invisible. - Bootlickers get their way – whoops, I’m sorry. The selected seniors can make mistakes with no consequences and the new agent is penalized heavily like getting a warning letter for the slightest mistakes. When seniors advise wrongly, it’s the fault of the new agents who failed to listen properly - Implementation of unreasonable floor practices – There are many confusing, illogical floor practices imposed on the agents, and are penalized heavily when they default from the floor practices. Mind you, some of these floor practices are not even required by the Client. - Does not listen to what’s happening on the floor – there are many proposals on how to make the agents feel more positive towards the job and more cohesion but such advice falls on deaf ears. - Team leaders are always busy and yet they are allowed to form clusters and chatted and laughed loudly on the floor without any care and concern for their agents and send warning letters to agents who do the same. - Differentiated treatment of having handphones on the floor - ONLY the MANAGEMENT and the SELECTED FEW BOOTLICKERS can bring MOBILE phones in but all the rest of us cannot. There are many more red flags in the management. Whoever had promoted the current batch of Operation Managers is as blind as the consultant who had advised TDCX to be listed in the stock exchange. The reason why I highlighted all these is that the agents that we painstakingly train always leave within 6 to 12 months. This is already a red flag but management is blind to see it. Anyway, the project died already. Such a pity.
