TELAG AG
Zürich
Last week
Satisfaction through Responsibility
- 27 January 2026
- 100%
- Permanent position
- Zürich
Job summary
TELAG fosters employee satisfaction in a multilingual contact center. A new approach boosts autonomy and team spirit.
Tasks
- Employees manage their roles while enhancing quality monitoring in teams.
- Training in English equips staff to support clients in their native languages.
- Results show a remarkable 0.3% absence rate, far below industry averages.
Skills
- Experience in multilingual environments and contact center operations.
- Strong communication skills in multiple languages are essential.
- Ability to work collaboratively in diverse teams.
Is this helpful?
About the job
How is employee satisfaction and quality of work performance created in a contact center team of employees who speak more than 29 different languages? TELAG has developed a new approach to strengthen employees' personal responsibility and convey a new self-understanding. The results speak for themselves.
In Zurich, TELAG succeeded in covering 29 languages in a short time for an international vaccination study. Expats were carefully and comprehensively trained in the work area and then worked for the client in their native language. English was chosen as the universal language for the training because no trainer speaks 29 languages. The training is based on the latest methods and findings from psychology and includes special coaching on country-specific characteristics. This context served as a kind of playground for a new approach in the contact center world regarding employee management and quality management.
New ways
For the vaccination study, 2-person teams were formed, responsible for participant support in their language as well as for mutual quality monitoring, because a team leader who does not speak Thai cannot conduct monitoring in that language. Over three years, 300,000 calls were made worldwide in the project. The two members of such a tandem jointly supported the participants in their native language for the duration of the study. This fostered team spirit and a strong sense of importance and responsibility.
Because everyone knew: The task I am performing is something special and important, and I am both manager and executor at the same time. In addition, the employee could support patients from their old homeland, which provided additional motivation. This increased personal responsibility and thus the employees' willingness to perform. In this project, TELAG achieved a vanishingly small absence rate of 0.3%, which is tiny compared to the industry average in the German-speaking region, which ranges between 5 and 15%.
A well-rounded matter
This TELAG case shows that it is worthwhile to take new paths in employee management. When contact center employees slip into a manager role, their job satisfaction increases and some typical problems of the contact center industry disappear. Changed values and leadership principles that focus on the personal responsibility of each employee have measurably increased employees' willingness to perform and greatly reduced the absence rate. Such results are the best arguments for a new strategy.
