Topic Outline I

Topic Outline

I. Field investigation into the Roanoke branch of Phoenix Advertising to determine the source of decline in production and client disappointment.

II. Investigation Techniques

A. Observation.
1. Visited the branch from June 25 – June 29

2. Observed employee performance, client services and management operations

3. Made note of areas that deserved recognition and sections that needed correction

B. Interviews
1. Engaged with the employees during their lunch breaks

2. Spoke to clients with and without complaints, to figure out of where the issue(s) originated from

3. Looked into the company policies and procedures with the management team

C. Surveys
1. Mr. Beene received a client survey on June 18, that I authored and forwarded to him to distribute to our clients on rating work satisfaction, completion time, and interactions with account representatives, account managers and staff

2. Evaluation of the client surveys was done while I was at the Roanoke branch, clients rated the quality of work and customer service prior to the new management team, and after implementing the new management team

3. Prior to my week at the Roanoke branch, problematic areas stated in the client surveys steered me to the rectifications that needed to be made when current and future clients are being dealt with

III. Overall Findings

A. Roanoke branch observation discovery included overworked employees

1. Salaried employees have been working at least 12 more hours per week without compensation, which has resulted in less productivity and low morale

2. Branch managers have failed to attend the traditional procedure training and therefore have not been following standard procedure with staff administration

B. Employee interviews show lack of communication between employees and managers

1. Graphic designers aren’t getting feedback from art directors
2. Art directors are changing the graphic designers’ work without their knowing

C. Client showed lack of proper customer service and support

1. Account services managers have not been providing proper service and support because of lack or training on how to handle clients and their accounts
2. Account services department are accepting new clients despite the current workload employees are handling
3. The branch’s social media is not being updated regularly causing customers to give bad reviews

IV. Recommendations to fix office disposition, communication and customer satisfaction

A. Employee compensation will be arranged

1. Employees may request personal time off in accordance with their contract
2. Shift system will be implemented and new employees will be hired to ease workload tension

B. Art directors are required to communicate better with designers

1. Art directors are expected to meet with graphic designers in daily meetings to go over project outlines and updates
2. Art directors will collaborate with the graphic designers for the final project outcome to ensure timely delivery of service to the clients, which will reduce extended work hours for employees therefore improving employee morale

C. Management must complete traditional procedure and customer service training

1. Management must attend training immediately and adhere to standard procedure when addressing the staff
2. A customer service representative should be hired to handle the Roanoke branch’s social media to improve company’s ratings

Date: June 6, 2018
To: Mr. Jonah Beene
From: Asiya Khan
SUBJECT: Office Capacity and Client Services

Purpose
To investigate causes of employee and client complaints at the Roanoke branch of Phoenix Advertising.
Identity of Facility
Branch #2, Phoenix Advertising, Roanoke, Virginia.
Description of Investigation
On visiting the site over a period of 5 workdays, I observed employee performance, client services, and management operation, as well as, conducted employee interviews and client, employee surveys. Upon arrival at the Roanoke branch, observation was immediate and I took note of favorable business dealings and those, which needed correction. Analysis of client surveys completed prior to, and during my visit, along with employees interviews, have helped in my determination of root cause for the chaos at the Roanoke branch.
The 30-minute interview process was with all employees during their lunch breaks, whether they had lodged a complaint or not. I needed to hear everyone’s outlook on the standing of the Roanoke branch to gain complete insight, draw conclusions and make a plan of action. The client surveys were very informative and significant in my recommendations on adjusting the operation procedures, from this point forward.
Results
My investigation identified the following problems:
1. Compensation is not being given as dictated by salaried employee contracts. Personal day-offs aren’t getting approved under standard protocol by branch managers. Employees unqualified for personal time off days have not received extra two days compensation for longer hours worked. Lack of enthusiasm because compensation is null led to lower morale and less productivity.
2. Art directors have not been effectively communicating with the graphic designers; this has resulted in prolonged completion of projects.
3. Art directors are modifying the graphic designers work without discussion; this has upset our clients because they aren’t receiving the finished product in a timely fashion. Also employee morale is affected because collaborative efforts aren’t being made.
4. Management has not received traditional procedure and customer satisfaction training; this created unhappy clientele and dropped our customer satisfaction rating.
5. Account managers took new accounts without considering the current workload: this accrued more work than the employees were able to handle.
Conclusions
In brief branch #2 of Phoenix Advertising has fallen below the level of production and client satisfaction that is expected. The high moral and positive attitude that once prevailed has dropped and has constituted this circumstance due to lack of compensation, communication, training and work overload. The Roanoke branch was the leading advertising company in the area because of branch #2; we now trail behind our competitors both in production and customer service.
Recommendations
1. Approach with employee compensation must be controlled: Salary employees must be given PTO days as stated in their contract. Salary employees, who haven’t qualified for PTO days, will be granted meal allowance. Employees should regain some assurance once this is rectified.
2. Art directors are required to meet daily with graphic designers to discuss current project changes, updates and final outcome. This will reduce extended work hours and increase client satisfaction for product delivery.
3. Art directors will not modify work without consulting graphic designers and clients. Product achievement is a team effort and input on a whole should help employee attitude improve.
4. Management is required to attend traditional procedure and customer service training immediately. The insurance, that staff is being supervised appropriately as well as customer satisfaction returning to accustomed levels, alleviate major concerns.
5. Account managers must consult with the art directors, graphic artists and previous clients before taking on any more new accounts. Also attending the training courses given by Phoenix Advertising and learning to conduct assistance better.
6. Reassess the situation in six months. If productivity hasn’t increased, employee problems haven’t decreased, and customer service doesn’t rise, hiring another art director and account executive will be essential. Also customer satisfaction training will be mandatory for all staff a second time.
Copies:
Executive Team
Gregory S. Forest, President;
Lane Husker, Chief Executive Officer;
Edward Avery, Chief Marketing Officer;
Warren James, President of Human Resources;
Sally Murray, Managing Director;
Saniya Kapoor, Planning Director;
Troye Sullivan, Creative Director
Allan Garcia, Public Relations