Investigating career pathing and retention of agents at WNS Global Services

Abstract

This research was carried out to investigate the existence of career pathing linked to staff retention at WNS Global Services. Furthermore, the study aimed to highlight any shortfalls in the current career pathing and staff retention policies and procedures at WNS and subsequently provide recommendations for improvement. The research design adopted a quantitative paradigm. A pre-coded closed-ended questionnaire using a 5-point Likert scale was sent to the sample (234) identified from the target population of 586 call centre staff across the Durban and Port Elizabeth WNS Global sites. Two hundred and four of the 234 sample respondents returned the questionnaire. However, it was discovered that certain respondents failed to answer all of the questions and were therefore omitted from the analysis. In total 198 completed questionnaires were returned which provided a response rate of 85%. The SPSS version 27 of Windows was used to test the variables that formulated the study. There were a number of noteworthy findings as a result of the empirical analysis of data. The descriptive analysis of the quantitative methods was presented using tables and graphs. Factor analysis, correlation analysis and Pearson’s chi-square were utilised to calculate the statistical analysis. Additionally, Kaiser-Meyer-Olkin and Bartlett’s test of sphericity were used to determine the factorability of an inter-correlation matrix. The correlation analysis of the two variables indicated that the correlation between employees taking steps in the near future to look for another job, and the perception that career pathing processes at WNS are effective, was -0.171 (Correlation Analysis 5). This is indicative that ineffective career pathing processes are highly likely to influence an employee’s decision to seek alternate work opportunities. The findings of the study show that some elements of staff retention are practised at WNS Global Services. However, one could conclude that it is not fully implemented in a manner that has maximum impact on staff. Furthermore, career pathing as a concept is not fully established at WNS Global Services. One of the recommendations arising from this study is that career pathing strategies and policies to improve staff retention should be implemented.