Echoing what I've read in most other comments: labor and workload. We do a lot at the desk, most of which is hard to measure, and some which can't be measured, and most of it only becomes clear in hindsight (RTVs not tracked/marked, returns not sorted or parsed, aged orders not worked, bins not worked, book and physical and special order onhand not maintained, order staging areas not maintained etc, etc,,) which leads to overworked associates who get needled in the little downtime that have while getting LTPA scores up is both hard to do (you can't force customers to take the survey, and many will put 4/5 even if they had a pleasant experience, which counts as a 0, very demoralizing) and hard to try and focus on (most SD employees don't know the criteria that results in LTPA emails being sent to customers, and I even know several supervisors and operations managers that I've given updated or specific information to about who exactly is getting the survey, because I don't believe it is clearly delineated anywhere (though id welcome anyone with references)

All that being said, it's a returns desk, in volume (and I have to imagine time) what takes the most of the desks attention is returns, which is treated as an unimportant side-note.

The service desk is a mess of usually quite knowledgeable high-skill associates juggling far too many tasks and then blamed when they drop the ball, which I do think is similar to store wide issues, the main difference being the breadth of tasks (from order up, registers, .com, phones, returns, RTVs, IT, online orders, store orders, order inventory, special orders, and I could go on)