[ CHAPTER FOUR ]
Untangling the Drivers of Workforce Performance
“I love this company, but it is frustrating. I just want to succeed. I want the opportunity to show what I can do. I just need to know what to do: be given the tools to succeed and be told whether I am doing OK and how to improve.”
—A customer service representative talking about the difficulties of her work
In 2008, Sprint seemingly hit rock bottom, reporting a $29.7 billion write-down on goodwill, cutting four thousand jobs, and seeing a 50 percent reduction in its stock price. Once a champion of customer service, Sprint had seen a steady decline in its customer satisfaction ratings; by 2008, Sprint was ranked well below its competitors. Sprint customers called for assistance ...
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