There is a career in RP call centers

MANILA, Philippines – Although a boon to the economy, the call center industry has its share of difficulties.

With its 24/7 operations, the call center industry has higher turnover rates compared to most other industries in the Philippines.

Beyond this, the industry has difficulty attracting the kind of talent it needs to take advantage of the boom in business.

The Ateneo Center for Organization Research and Development with the Institute of Philippine Culture conducted a study to examine the factors that affect the well-being and retention of call center workers in the Philippines.

A total of 940 call center agents representing 10 call centers participated in the study.

Revolving door

Results show that 1 of 2 call center representatives is thinking of leaving within the year.

Turnover intent is associated with age, career commitment, burnout, satisfaction with pay, boss, promotions, job responsibilities, firm management and promotions.

Given the results of the study, here are some suggestions on how organizations can better care for and keep their workers:

Ensure Effective Rewards Management. It is still important that call centers constantly evaluate the extent to which rewards are not only competitive but are also relevant to the needs of employees.

It is also important that rewards are efficiently communicated and administered.

Provide Fun Atmosphere and Employee Wellbeing Programs. Particularly because burnout is predictive of turnover and call center workforce are generally very young, organizations can create a fun and supportive work atmosphere to help alleviate the stressfulness and tediousness of work.

Some organizations even provide massages, stress management training, stress debriefing and family activities to their customer service representatives (CSRs).

In addition, professional help such as counselors may also be warranted for agents experiencing serious burnout problems.

Find the Right Fit. An important factor in ensuring wellbeing of call center workers is making sure there is a fit between the person and the job. The high turnover in CSRs suggests that not everyone is cut-out for the job.

Call centers have traditionally tapped young workers and new graduates.

However, because this group is generally mobile and restless, perhaps there is a need to tap less traditional sources of applicants including older workers, parents, career shifters, etc.

Rethink Job Designs. Nature of job responsibilities is a predictor of turnover.

In order to motivate CSRs, call centers need to look at improving the design of CSR work including—providing a greater variety of opportunities to move into different accounts and use different skills and reviewing discretion levels.

Ensure Continuous Growth. Although the desire to move on to a different career is normal for young adults, the call center industry can also change such perception through career development programs that will provide agents with information on their career paths and opportunities in the organization.

There is also a need for effective and well-communicated policies on promotion in order to avoid perceptions of favoritism and politics in promotions.

Ensure quality leadership. Because Filipino CSRs value good relationships between their bosses and peers, call centers need to ensure that their leaders are able to manage subordinates and teams effectively.

A common challenge of call centers is the fast turnover and rapid expansion makes it difficult to prepare enough leaders. Because of this, it is not uncommon to see very young and fairly inexperienced agents who are promoted to team leader positions.

Thus the challenge for organizations is to ensure proper selection and development of team leaders and managers who will not only motivate agents but also coach and support their career development.

Development

Beyond these specific areas, the results point to the importance of organization development. In general, it seems that agents are looking for organizations that are clear in its goals and processes, manifests good planning and communication, is fair, open to employee opinions and shows concern for the wellbeing of employees.

As commented by some respondents, “Take care of your employees, treat them well and they will stay.” –Gina Hechanova, Philippine Daily Inquirer

(Hechanova is the Executive Director of Ateneo CORD. This article is an abridged version of a study featured in the Ateneo CORD’s book, Leading Philippine Organizations in a Changing World [Ateneo de Manila University Press, 2008]. For feedback, e-mail ateneocord@admu.edu.ph)