Satisfaction through Responsibility
TELAG AG
Zürich
Key information
- Publication date:27 January 2026
- Workload:100%
- Contract type:Permanent position
- Place of work:Zürich
Job summary
TELAG's innovative approach boosts employee satisfaction and performance. Their unique strategy fosters responsibility and transforms self-perception.
Tasks
- Teams of multilingual staff enhance quality monitoring effectively.
- Training in English ensures comprehensive support across 29 languages.
- TELAG's model significantly reduces absence rates to an impressive 0.3%.
Skills
- Experience in contact center management and team leadership is essential.
- Strong communication skills in multiple languages are crucial.
- Ability to foster team spirit and individual accountability is key.
Is this helpful?
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.
