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CASE STUDY 2

Organisational Diagnostic to Reduce Burnout in High-Stress Call Centre Teams

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Organisational diagnostic framework to reduce burnout in call centre teams

How a European financial services organisation reduced burnout indicators by up to 20%, improved manager effectiveness, and maintained full regulatory and social dialogue compliance — through a combined organisational and psychological diagnostic.

Service category: Organisational Diagnostic & Design

Transformation scenario: Departmental diagnostic and restructuring to improve performance and well-being

Sector: Financial Services (Customer Operations / Call Centre)

Geography: Europe (anonymised)

Context High-stress customer operations in a regulated financial services environment

Organisation: Large international financial services company (~3,200 employees in Europe), including a customer operations / call center division handling high-volume client interactions.

Strategic intent: Understand and mitigate employee burnout, improve operational efficiency, and support future organisational redesign while maintaining service levels.

Business challenge Burnout, role overload, and decision bottlenecks

  • High employee stress and burnout affecting performance and retention.
  • Unclear role boundaries and duplicated responsibilities slowing down decision-making.
  • Middle managers are overloaded with operational and administrative tasks.
  • Requirement to maintain compliance with European labour laws and social dialogue practices.
  • Organisation needed data-driven insights to inform redesign and improve employee experience.

Role Organisational diagnostic & design for high-pressure teams

Conducted a deep diagnostic combining organisational mapping, workload assessment, and psychological evaluation. Delivered actionable insights for HR leadership, informed role redesign, and structured stress-management interventions.

Goal: identify structural inefficiencies, role overload, and stress drivers to support HR-led restructuring and employee well-being programs.

Diagnostic approach and organisational design activities

01: Rapid organisational and psychological diagnostic (6 weeks)

  • Role mapping and span-of-control analysis.
  • Process and workflow value-stream mapping.
  • Structured interviews with each employee in the division, line managers, and stakeholders.
  • Psychodiagnostic assessment using validated tools to measure emotional exhaustion, engagement, and stress factors.

02: Design principles for sustainable performance and wellbeing

  • Principle 1: Protect operational continuity.
  • Principle 2: Reduce manager overload and clarify decision rights.
  • Principle 3: Maintain employee engagement and wellbeing.

03: Target operating model and role redesign

  • Streamlined reporting lines and clarified roles.
  • Redistribution of non-critical tasks to support functions.
  • Defined career paths and leader profiles aligned with division needs.

04: Transition, employee support, and stress-management interventions

  • Individual feedback reports to employees with coaching recommendations.
  • 3 workshops on stress management and resilience.
  • Recommendations for voluntary mobility and retraining where applicable.

05: Well-being analytics and action-planning

  • Developed a suite of KPIs to monitor employee well-being, role clarity, workload distribution, and operational performance across the division.
  • Provided guidance on interpreting metrics and linking insights to potential role adjustments, training needs, or workflow improvements.

06: Continuous organisational monitoring

  • Designed internal dashboards and reporting tools enabling HR and management to track trends, identify stress points, and flag performance bottlenecks in real time.
  • Established recurring review cadence to support ongoing organisational diagnostics and proactive interventions.

Results and business impact Reduced burnout, improved performance, zero compliance issues

  • Reduction of burnout indicators by 18–20% (validated by psychometric measures).
  • Middle-manager workload: reduced by 20%, with clearer role boundaries.
  • Operational improvements: faster response times and better coordination.
  • Employee engagement: measured increase in satisfaction scores (equivalent of eNPS +8 points).
  • Zero legal or union complaints during implementation.
HR and management dashboard captured:
  • Stress and burnout levels before/after intervention.
  • Workload redistribution impact on managers.
  • Employee engagement and feedback metrics.

Board-level report summarised diagnostic methodology, findings, and structured recommendations for sustainable change.

Why does this matter for organisations in France?

  • This case highlights the value of combining organisational diagnostics with psychological assessment for high-pressure teams.
  • This approach ensures employee well-being and performance are aligned, even in regulated or unionised environments.
  • Applicable to organisations undergoing departmental restructures, market-focused realignment, or burnout mitigation programs.

FEELING THE IMPACT OF ORGANISATIONAL STRESS OR ROLE CONFUSION?

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Organisational Diagnostic to Reduce Burnout in High-Stress Call Centre Teams

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