A large metropolitan newspaper has a 300 seat call center.

Every 90 days, on average, it turns over every one of those seats. Its annual telemarketer turnover rate is 400%, costing an estimated six million dollars. Twelve hundred new people have to be recruited, trained, and terminated to enable this behemoth to simply keep going.

Internally, a large infrastructure of trainers and call monitors must be maintained, simply to service the demand for telephone-ready personnel. It is not in the interest of these people to tame the telemarketing turnover problem. It is this very problem that gives them ongoing employment and job security.

In fact, it serves their purpose to be incompetent, because if recruits are never sufficiently trained, they