A billion dollar company, technologically lagging, deficient in training, and tries to grow by 'defense'
Inspector/Sales/Application (Current Employee) – Dallas, TX – November 4, 2015
Terminix was bought from the Servicemaster group of companies, reorganized and sold back to Servicemaster a few years ago. Buyout 'specialists' did the easy work by closing small offices, reducing rent and overhead and consolidated by opening larger offices and call centers to handle customer contact/management. They seemingly blatantly ignored other more complex and costly issues that could have made Terminix a world class company and instead left the company with a different set of challenges.
Call center attrition rate as of March '15 is 30% and a regular source of customer complaints.
The day to day operations, reporting, etc, uses a DOS based computer system (that's right, no typo, DOS)
Routing of over 8,000 service vehicles is grossly inefficient and wastes technicians time and opportunity to earn (ever heard of Microsoft Streets and Trips?)
Initial classroom and online training is adequate and meets state requirements. In field developmental training is ad hoc
Technician compensation has a built in 'wage supressor' meaning cancels due to customer moving, dying, complaints about call center ops all contribute to reducing commission and no way for a tech to neutralize those cancels thru pro active, controllable measures on their own part.
Management has clear operational and financial goals, but has not incentivized the workforce to 'buy in' to those goals, to wit.....lack of continual training, lack of an effective employee 'feedback program' and wage suppression of their primary public contact service people.