Questions and Answers about Teleperformance

Here's what people have asked and answered about working for and interviewing at Teleperformance.

View all 467 questions about Teleperformance

What would you suggest Teleperformance management do to prevent others from leaving?

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35 answers

To the management to treat the new hires and existing employees with dignity and respect and train them in diversity.

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1
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Stop showing so much favoritism and hire some less lazy supervisors. Just to start.

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Make it more "Team Oriented" as far as performance stats are based on. The instructors at Teleperformance have all started from the bottom. Everyone there has. Come together in leadership rolls and brainstorm ways to inform new hire that there are two different sets of performance stats that will determine the length of their employment. It's not about how awesome you are in a customer service position if you don't follow rules regulations and keep extremely high stats. Let the new hire know that they are going to scrutinized so they don't take it so personal and quit when they are coached. Make it all about a we thing and not a you thing.

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Work place structure is very harsh in comparison to other major B2B and outsourced environments. There is frequently a complaint of non flexible schedules. Total F grade for quality of work life balance. Work life balance is very possible without negative impact to huge corporation. Mandatory shift scheduling instead of rotational shift scheduling. Work days off scattered instead of adjoining days. Pay scale very low for jobs requiring significant background checks and licensing. Health care is $70 week with a 3500 deductible. Health care is a disgrace at this monster corporation because unlike everything else negotiated, the health care is substandard and management could care less. Turn over is very high in jobs requiring advanced levels of background check and educational, or skill set and licensing. Turn over in retail customer service jobs would be norm. This is not the norm. Benefits, bonuses,non existent or very low incentives. Shift differential basically does not exist. My advice to management is that it is not always the pay scale that drives employees away. Shop what benefit and compensation packages are offered by other top tier contractor jobs in other major call centers. Turnover at the present rate is not positive for call center or for clients. Ongoing turnover should be addressed.

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The best thing I can suggest for the Marion va office is to do an undercover boss type thing.. Not just for a day or 2 but for a couple weeks to months... I worked 113 hours in a bimonthly check and only got overtime for 13 of those hours. 10,000 to 13,000 a head per hire from Fedex is the only reason they find fault in anything and everything employees do... Don't understand why Fedex hasn't realized it yet....

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Teleperformance should hire secret shoppers kind of like undercover boss and have them assigned to Tp for 6 months them they'll truly understand what need to be done. Tp responds to some of the reviews and says they will investigate but it never really happens. When auditors come security calls the accounts ccm and warns them. Then like joe clark they get on walkies and start "code blue" meaning get into "character" because the "Client" is herw. This place needs to have outside management come in. New outaide supervisors

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4
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Reevaluate the Sales Builder week training. There should be leniency based on the customer and based on the call.

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1
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Stop with the favoritism and try being a lot more strict in regards to 2nd interviews. Many of the issues going on can be eliminated by simply choosing good people. Have better rules and remove employees who are causing problems if they are the ones who did whatever wrong thing first.

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4
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Stop telling employees that if you don't appreciate that they change their SOP's daily, "there's the door."

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3
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Treat your employees the way you want to be treated. Realize that you are management in the eyes of agents not the supervisors. When someone tells you they are ready move how, train them, teach them, help them. Instead you find reasons to get them to either quit or term them out

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