Category: Jobs

Source: http://www.tmcnet.com/usubmit/2008/02/19/3276781.htm

People who work nights are keener to a dangerous heart condition - possibly because of the chronic stress caused by their work patterns. A research suggests that employees who worked in day shifts are more safe then the night shift employees.

The chances of heart attack are very high for the night shift employees few more reasons are lack of sleep, continue stressing etc, chronic stress is cited as the main reason. The researchers say an irregular heartbeat can be an indicator a person will go on to develop more serious heart problems.
Mostly it happens because human body�s natural circadian rhythms tell that the concerned person should not be working when he or she should take sleep. Many of our physical and chemical roles keep fluctuating during different times of the day. Take for example; let me tell you something about cortisol concentration which changes daily.

Cortisol is the most potent glucocorticoid produced by the human adrenal.
This peaks during the morning hours when glucose is needed for activity and reaches its low point late in the evening. So the chances of heart attacks are very high in the morning time.

It is important to take a proper rest while working in the night shift at call centers and we can avoid the heart attacks.

By John Ambrose
[Talent Management Magazine January 2008]

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By Stefani Yorges, Ph.D
[About Human Resources: Vol. 8 No. 114 - ISSN: 1533-3698 September 23, 2007]According to the most recent CCH Unscheduled Absence Survey1, employers are losing ground when it comes to keeping workers on the job. Unscheduled absenteeism rates have risen to their highest level since 1999. What continues to be of most concern is that almost two out of three employees who don’t show up for work aren’t physically ill.

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It happens more than we’d like: a leader with fabulous potential, an impressive track record and the foundational skills to take him or her straight to the top derails at a critical career juncture. Why?

Sometimes the very things that make someone great can cause problems when it counts the most. Take Alan. Alan is an exceptional leader in numerous ways, and he has been viewed as one of the most talented, highest potential people in his $2 billion pharmaceutical organization for many years.

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TeleResources (News - Alert), Inc. recently published the white paper, “Understanding Telemarketing: A Quick Start Guide to Telemarketing Success.” In this report, the company provides key basics that are important for every call center that performs outbound or telemarketing services.

One of the first things to consider when designing a call center that will perform telemarketing services is the design. This is not to say the design of the building, but the design of the center.

Will it be a traditional brick and mortar building or will it be a virtual center supporting home-based agents? Will it be onshore, nearshore or offshore? And, will it only conduct outbound calls? Clearly defining the design of the call center helps to determine the correct approach to other elements within the center.

Next, the center must consider its most important asset – its agents. The center must be able to clearly define the type of individual they are looking for to fill the role of the agent; the duties that will be assigned to the agent; and what tools the call center will provide to ensure that the agent is able to perform his or her job well.

The call center also needs to consider technology. Whether it is viewed as a blessing or a curse, technology is now essential for the call center. It can help to reduce time and costs, while improving productivity and customer service.

Metrics are very important in the call center arena. A complete understanding of practical metrics and how they are effective is essential to success. The center must also be able to explain the practicality of the offer and the demographics of the market that it is being marketed to in order to be effective.

Costs are also an important consideration in the call center. The organization must be able to figure its return on investment, which is easily the most important aspect. It must also know its telemarketing costs, quality assurance practices, and effective reporting.

Without clear and close attention to these aspects, the telemarketing practices could easily get out of control and cost the organization more than the benefits they are established to provide. Such a contradiction can also lead to unhappy customers that eventually lead to the loss of business.

Susan J. Campbell is a contributing editor for TMC (News - Alert) and has also written for eastbiz.com. To see more of her articles, please visit Susan J. Campbell’s columnist page