I worked on the Lloyds Banking Group campaign at Teleperformance and, while the training was thorough and the systems themselves were clear, the reality of the job was very different from what was initially promised. The most difficult aspect of the role was the lack of empathy and support from team leaders. Instead of focusing on coaching or helping agents improve, issues were often escalated to disciplinaries. This created a culture where people were more afraid of making mistakes than motivated to improve. Feedback rarely felt constructive; it was delivered harshly and without much consideration for how stressful the role already was.The wider culture prioritised metrics over people. Advisors were treated as replaceable, and morale across teams reflected that. Monitoring was constant, and the fear of disciplinaries overshadowed any sense of teamwork or recognition. Even when colleagues tried to support one another, the overarching atmosphere was negative and demoralising.The job could have been sustainable if the culture had been more supportive. Unfortunately, the lack of empathy from leadership, the reliance on punitive measures, and the disregard for work-life balance made the role extremely difficult. Many talented and hardworking colleagues left quickly, which only highlights how unsustainable the environment was.Working on the Lloyds Banking Group campaign at Teleperformance was an unhealthy experience. While the initial training and some colleagues were positives, the environment itself was high-pressure, unsupportive, and draining. This is not a role I would recommend to anyone who values a respectful, people-focused workplace.
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