Commission Structure
The commission structure has changed significantly over time. Previously, earnings were based on a combination of resolved accounts, retention (save rate), and a separate credit KPI. The revised model now focuses on a capped commission structure based on save rate combined with credit issued per pound of retained revenue. While intended to align performance measures, the practical outcome has been a noticeable reduction in achievable on-target earnings compared to previous years.
Annual Leave and Performance Metrics
A previous pro-rata system protected performance metrics when employees took annual leave by adjusting results to reflect their average performance across the month. This ensured that taking holiday did not negatively impact commission or KPIs. The removal of this process means annual leave now has a direct impact on performance, as customer accounts continue to churn while employees are away with no mechanism to offset this. As a result, taking earned annual leave can adversely affect both KPIs and commission.
Salary Progression
Although a salary increase was introduced, it was effectively offset by a reduction in available on-target earnings, meaning overall earning potential remained unchanged. There is currently no structured salary review process or annual increase to reflect inflation or recognise long-term service and performance.
Increasing Workload and Administrative Burden
Operational changes have significantly increased administrative workload without a corresponding adjustment to performance expectations. The business continues to rely on an outdated CRM system that requires extensive manual logging for almost every customer interaction, despite ongoing discussions over several years regarding its replacement.
In addition, task-based workload management has been introduced. While initially presented as a tool to improve organisation and efficiency, it has increasingly become a performance monitoring mechanism, with regular reminders and follow-up from management regarding outstanding tasks. Combined with existing reporting requirements and the expectation to contact every customer at least every seven days, this has added considerable administrative pressure while reducing time available for customer engagement.
Job Security and Communication
The ongoing trial of allowing Account Managers to manage their own retention cases has understandably created uncertainty for the specialist retention team. Employees have raised concerns about the long-term future of their roles, but there has been little communication or reassurance regarding the direction of the department. Despite this uncertainty, the team continues to deliver consistently strong results.
Operational Changes Affecting Performance
Changes to operational processes have made performance targets increasingly difficult to achieve. The working period for each account has reduced from 90 days to 60 days, with the possibility of a further reduction to 45 days. Alongside increased manual account reviews and changes to how churn is managed, these adjustments have resulted in significantly higher churn rates and reduced opportunities to meet commission thresholds. While expectations have remained high, employees have less control over many of the factors that now influence their performance.
