U.S. Call Center Industry Report 2004 National Benchmarking Report Strategy, HR Practices & Performance

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Cornell University ILR School
DigitalCommons@ILR
CAHRS Working Paper Series Center for Advanced Human Resource Studies
(CAHRS)
6-1-2005
U.S. Call Center Industry Report 2004 National
Benchmarking Report Strategy, HR Practices &
Performance
Rosemary Batt
Cornell University
Virginia Doellgast
Cornell University
Hyunji Kwon
Cornell University
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Strategy, HR Practices & Performance" (2005). CAHRS Working Paper Series. Paper 6.
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WORKING PAPER SERIES
U.S. Call Center Industry Report 2004
National Benchmarking Report
Strategy, HR Practices & Performance
Rosemary Batt
Virginia Doellgast
Hyunji Kwon
Working Paper 05 – 06

i
Highlights:
U.S. Call Center Industry Report 2004
We would like to thank the Alfred P. Sloan Foundation, especially Gail Pesyna, for generous funding
and support for this study. The survey was ably administered by the Survey Research Institute at
the Industrial and Labor Relations School, Cornell University. The executive director, Yasamin
Miller, along with Erik Nisbet and Jose Delgado gave countless hours to ensure the accuracy of
the data. Thanks to Call Center Magazine for its support and to Eileen Parzek of SOHO It Goes!
(turtle@sohoitgoes.com) for graphic design and report publication. Thanks also to the managers in
the industry who gave generously of their time to complete the survey. To obtain copies of this report,
contact Rosemary Batt, rb41@cornell.edu.
This national benchmarking report represents the first large scale survey of management
practices and outcomes in the U.S. call center industry. This industry has grown
dramatically over the last decade, employing an estimated 3 percent of the country’s
workforce. This U.S. study is part of a larger global call center industry project. It is the
first in a series of national reports on the call center industry in over 15 countries worldwide.
In this analysis, we present important benchmarking data for managers in the over 50,000 call centers
in the United States. We analyze data for centers in a wide range of industries -- financial services,
telecommunications, retail, IT and technical support services, hospitality, manufacturing, print and media,
and public and non-profit sectors. In addition, we compare management and employment practices in centers
serving different customer segments – from those in the mass market to those serving large business clients.
We also discuss similarities and differences between ‘in-house’ centers – those that serve a company’s own
customers – and subcontractors or ‘outsourced’ centers – those serving the customers of other companies.
In-house centers comprise 86 percent of the call centers in this study, while outsourced centers comprise
14 percent. While off-shoring of service work has received considerable media attention and public
debate, overseas call centers currently represent only a fraction of the worksites serving U.S. customers.
In this study we examine such questions as:
How do call center management practices differ across industries and sectors?
What employment practices contribute to lower turnover and absenteeism?
What types of new technologies and innovative work practices are being adopted?
What are the pay levels and compensation strategies for employees and managers?
To what extent do economic development agencies, employer networks, and training institutions
provide support for call centers?
We also present findings on what management practices lead to better performance. Achieving
competitive success in call centers is a difficult task. Managers attempt to achieve quality and customer
service while also keeping costs under control. While call center technologies create efficient methods
for handling service interactions, customers often become frustrated by overly standardized menus and
procedures. Similarly, many employees find call center jobs to be routinized and boring, leading to high
levels of employee dissatisfaction, absenteeism, and turnover. Employee dissatisfaction, in turn, can
lead to lower service quality and customer dissatisfaction. With turnover rates at 30 to 50 percent a year,
managers find themselves in a vicious circle – just as employees become proficient in the job, they quit.
Managing the workforce is a constant cycle of recruitment, selection, training, and retention strategies.
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In addition, while call center jobs are often portrayed as ‘low-skilled’ or ‘clerical’ in nature, they in fact
require considerable knowledge and skills. Frontline employees confront on-going changes in product
and service offerings, pricing and packaging, legal regulations, work methods, and technical processes.
Thus, they need to regularly upgrade their knowledge and skills in order to serve customers well.
This report addresses these and other issues of concern to managers and employees in the call center industry.
It grows out of a multi-year study of organizational change in the industry, and is based on extensive field
study, site visits, interviews, and surveys conducted by the research team at Cornell University. Managers
at 472 worksites across the country gave generously of their time during a lengthy telephone survey.
While this report is based on data collected among workplaces in the U.S., it has implications for the global
call center industry. The U.S. has been a leader in the development and diffusion of call center technologies
and management models. Thus, at least some of the patterns we find here are likely to be found in other
countries that are shifting service and sales operations into remote, technology-mediated centers.

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What’s in this report?
In this rapidly growing industry, managers
have experimented with a wide range of
practices. In this report, we examine:
Selection and staffing strategies
The skills of the workforce and investments in
training
Adoption of new technologies
Adoption of “high involvement work practices”
such as quality improvement and self-directed
work teams
Use of performance-based pay
Wages, benefits, and total compensation
Institutional supports, such as local
government and training programs, and
employer networks
Union and non-union work practices
We compare call centers in:
Different industries
Different customer segments
In-house and out-sourced locations
Distinct work functions, from telemarketing to
IT help desks.
What we found…
Industry & organizational characteristics
In-house and outsourced centers: In-house
call centers constitute 86% of the market while
outsourced centers comprise 14%.
Scope of call center markets: The typical call
center in this study serves the national market,
rather than a local, regional, or international one.
The exception is the telecommunications industry,
where centers remain primarily local or regional in
scope.
Business strategy: The most popular business
strategy reported by managers is service
differentiation, followed by one-stop shopping,
and customer loyalty.
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Management hierarchy: Call centers are flat
organizations, with management averaging only
16% of the workforce.
Customer segmentation: Segmentation strategies
have continued to grow as the predominant
approach to organizing call center distribution
channels. Eighty percent of call centers in this
study target a particular customer segment. The
remainder takes a universal approach of serving
multiple segments through the same channel.
Organizational size: Call centers have been
consolidating in recent years into larger and
larger operations. The average size of call centers
in this study is 289 employees. However, the size
of the typical center in this study (that is, half are
larger and half are smaller) is much smaller – 120
employees.
Management strategies & practices…
Selection: Call center jobs are often viewed
as low skilled and clerical, and the workforce is
portrayed as young and unattached to the labor
force. According to our survey, however, the age
and education profile of call center workers is
considerably higher. The typical call center worker
in this survey is 30 years old and has one and a half
years of college education.
Training: Call centers provide an average of
4.2 weeks of training for new hires, with a range
of 6 weeks in financial services and 2.4 weeks in
outsourced and retail centers. In addition, call
centers provide about 2 weeks of on-going training
for experienced employees each year.
New technologies: Call centers are moving from
voice-only channels to multi-channel centers.
Eighty-five percent of centers in this study use
fax and email; 56% use web-enablement; 50%
use computer-telephony integration; 37% use
electronic customer relationship management;
and 21% use voice over IP.
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Customers per employee per day: Call center
workers average about 75 customers per day, with a
call handling time of 6.1 minutes per customer. The
call load is higher than this average in outsourced
and retail centers, and lower than this average in
large business and IT service centers.
Work organization and teams: Call center
employees have quite low levels of discretion
over daily tasks and the pace of work. The use
of problem-solving groups and teams is also
infrequent. On average, 36 percent of employees
have some involvement in off-line problem-solving
groups; 17 percent participate in self-direct work
groups.
Pay levels: The annual pay of the typical call
center worker averages $33,794, with a high
of $45,075 in centers serving large business
customers and a low of $25,529 in outsourced
centers and $25,021 in retail centers. Total
compensation, including overtime pay and the
cost of benefits, averages $44,529, with a high
of $61,339 in large business centers and a low of
$30,447 in outsourced centers.
Pay for performance: Individual commissions
account for 10% of call center workers’ pay, on
average. Total variable pay, including individual
and group incentives and profit sharing, makes up
an average of 16% of annual pay – with a range of
zero to 100%.
Investment in human resources: Providing quality
professional service can be accomplished through
the adoption of ‘high involvement’ work practices
in call centers. These practices include investing
in skills and training, designing work that provides
employees with discretion to meet customer
needs, using problem-solving groups and self-
directed teams, and adopting incentives such as
high relative pay and employment security through
permanent full-time staffing strategies.
We found that in-house centers targeting higher
value added business customers and those
providing business and IT services are most likely
to take this high involvement approach. Outsourced
centers and those in the retail industry are the
least likely to take a high involvement approach.
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What affects turnover & absenteeism?
Turnover rates: Total annual turnover (including
quits, layoffs, dismissals, and retirements)
averages 33% among call centers in this study.
Outsourced call centers have the highest turnover
rates (averaging 51%), followed by retail call centers
(47%). Call centers serving large business or the
telecommunications industry have the lowest total
turnover, with 28% and 26% respectively.
Quit rates: Annual employee quit rates average
14.3% among centers in this study, with the highest
rates found in outsourced centers (27.8%) and
retail centers (23.5%), and the lowest found in
telecommunications centers (10.4%) and large
business centers (12.1%).
Absenteeism rates: Call centers average 6%
absenteeism on a typical day, with the highest in
outsourced (10%) and retail centers (9.3%) and the
lowest in telecommunications call centers (4.8%).
Teams and quit rates: Call centers with at least
30 percent of the workforce in problem-solving
groups have about 50% lower quit rates than those
with less than 30 percent of workers in these teams
(quit rates of 16.3% vs. 11.1%).
Centers with at least 30 percent of employees in
self-directed work groups have 38% lower quit rates
than those with less than 30 percent of workers
in these teams (quit rates of 15.1% vs. 10.9%).
High involvement practices and turnover: Those
centers that use high involvement practices have
significantly lower turnover, employee quit rates,
and absenteeism than centers that take a more
standardized, production line approach to services.
Total annual turnover averages 45 percent in
centers that use a production line approach to
service compared to 25 percent in centers taking a
high involvement approach. Employee quit rates
average 23 percent in the production-line centers
versus 9 percent in the high involvement centers.
The comparable figures for daily absenteeism
are 9 percent and 5 percent respectively.
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Thus, despite the fact that high involvement
practices are more likely to be adopted in
centers serving business or high valued
customers, we found that these practices
lead to better organizational performance
in centers serving the mass market as well.
These findings suggest that the production line
approach to customer service doesn’t fit the
complexities of today’s markets – with constantly
changing products, features, pricing, and service
options. Firms that compete on the basis of mass
customization or service bundling appear to need
a skilled and trained workforce with the discretion
and motivation to provide quality service.
Unions, turnover, & absenteeism: Non-union
call centers have twice the turnover rates of union
centers in comparable markets: 33% compared to
17%. Non-union centers have over 2.5 times the
quit rates of union centers: 16 % compared to 5.9%.
There are no significant differences in absenteeism
between union and non-union centers.
Factors predicting wage levels in call centers: We
analyzed factors associated with higher median
annual pay for call center employees, taking into
account the industry and customer segment served,
the education level of the workforce, and human
resource practices used.
After taking all of these factors into account, we
found that employees in large business centers
earned an average of 23% more than those in
residential service centers, and 17.8% more than
those in small business centers. Small business
center service agents enjoyed a 5.5% premium
over those working in mass market service centers.
Union workers earned 17.8% more than their
non-union counterparts. In telecommunications
services, workers in the wireline industry
segment earned 14.6% more than their
counterparts in the cable TV industry segment.
Turning to human resource practices, we found that
every additional year of education was associated
with 6 percent higher wages. Call centers with a
higher percent of women in the workforce paid
significantly lower wages. Those centers that made
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greater use of self-directed work teams and hired
permanent full-time workers (rather than part-time
and contingent) also paid higher annual wages.
Regarding managerial employees…
Supervisor’s pay: Supervisors average $48,462
in annual pay, including performance based
pay. Their salary ranges from a low of $36,159 in
outsourced centers to a high of $58,849 in centers
serving large business.
Managerial pay: The typical call center manager
receives an average salary of $61,763 per year, with
a low of $49,884 in outsourced centers and a high
of $69,543 in centers serving large business.
Unions and managerial pay: Supervisors and
managers in union call centers make considerably
more than their non-union counterparts in
comparable centers. For supervisors, the union
wage premium is 30% ($57,688 versus $44,271),
while for managers, the wage premium is 15%
($67,769 versus $58,893).
Regarding the institutional environment…
Local economic development agencies: Call centers
make an important contribution to the economies
of the cities or towns where they are located. Local
and state governments often offer incentives to
firms seeking to locate call center operations.
These incentives include site location assistance,
tax incentives, loans, and incentives for locating in
targeted zones. Forty-two percent of call centers
in our study have received at least one of these
incentives, and 18 percent have received two or
more.
Recruitment and training support: Call centers
often find support for their staffing and training
needs from public and non-profit organizations
in the regions where they are located. Economic
development organizations coordinate placement and
recruitment services. Local training providers and
community colleges are also sources of new recruits,
screening and training residents for call center jobs.
On average, 68% of managers in our survey reported
that they use public job recruitment and placement
services. Similarly, 63% of managers report that they
use public training resources or programs.
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Across the industries included in our survey,
45 percent of managers cited the skills of
the local workforce as the most important
reason for choosing their current site, while
27 percent cited low labor or real estate costs.
Employer associations and networks: Local
call center networking organizations are also
active in most cities. These groups range from
advisory committees to informal groups that allow
managers to exchange best practices and pool
training resources. Among managers surveyed,
33% participate in a local networking group, 93%
of whom report that the primary benefit of these
groups is the opportunity to exchange business
experience and advice with other firms.
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Table of Contents
1.0 Call Center Industry Overview ...................................................................... 1
Introduction .........................................................................................................................................1
Markets and Industry Segments ...........................................................................................................1
Figure 1.1: Call Centers by Industry ...................................................................................................................................1
Figure 1.2: Number of Call Centers by Work Function .....................................................................................................2
Figure 1.3: Number of Call Centers by Customer Segment Served ................................................................................... 2
Figure 1.4: Call Center Categories in this Report ..............................................................................................................3
Figure 1.5: National Scope of Call Center Market ............................................................................................................4
Organizational Characteristics of Call Centers .................................................................................... 4
Figure 1.6: Average Size of Call Centers ............................................................................................................................ 4
Figure 1.7: Call Centers as Part of Larger Corporations ................................................................................................... 5
Figure 1.8: Percent of the Workforce in Management ...................................................................................................... 5
Figure 1.9: Percent of Centers with Human Resource Departments ............................................................................... 6
Business Strategy ................................................................................................................................. 6
Figure 1.10: Relative Importance of Business Strategies .................................................................................................. 6
Figure 1.11: Percent of Centersthat Compete on Customer Loyalty .................................................................................. 6
2.0 Call Center Operations:
Technology, Work Organization & Human Resource Practices ..................... 7
Customer Segmentation & Human Resource Systems .........................................................................7
Figure 2.1: Use of Dedicated Service Reps, by Customer Segment ................................................................................... 8
Figure 2.2: Customers Per Employee Per Day, by Customer Segment ............................................................................ 8
Figure 2.3: Percent of Calls Completed on Line, by Customer Segment ...........................................................................8
Figure 2.4: Percent of Employees inProblem-solving Groups, by Customer Segment ....................................................8
Figure 2.5: Average Annual Pay, by Customer Segment .................................................................................................. 9
Selection and Staffing Strategies ......................................................................................................... 9
Figure 2.6: Age of the Typical Call Center Worker .......................................................................................................... 10
Figure 2.7: Years of Education of the Typical Call Center Worker ................................................................................. 10
Figure 2.8: Percent of Centers That Hire Primarily High School Educated Workers .................................................... 10
Figure 2.9: Percent of the Workforce That is Female ....................................................................................................... 11
Figure 2.10: Average Weekly Work Hours of Typical Full-time Employees ...................................................................11
Figure 2.11: Average Use of Part-time and Temporary Workers .................................................................................... 11
Figure 2.12: Percent of Call Center Workforce That is Permanent and Full-time ...........................................................12
Figure 2.13: Percent of Centers Defining Work as Exempt from Wage and Hour Laws .................................................12
Figure 2.14: Select Rate: Percent of Job Applicants Hired ...............................................................................................12

Skills, Training, and Technology ........................................................................................................13
Figure 2.15: Weeks of Initial Training ..............................................................................................................................13
Figure 2.16: Weeks of On-Going Training .......................................................................................................................14
Figure 2.17: Weeks to Become Proficient on the Job .........................................................................................................14
Figure 2.18: Adoption of Technologies .............................................................................................................................15
Figure 2.19: Percent of Centers Using Web-Enablement .................................................................................................15
Figure 2.20: Percent of Centers Using Voice over IP ........................................................................................................15
Figure 2.21: Percent of Work Time on the Telephone and On-line ...................................................................................16
Figure 2.22: Percent of Calls Completed While On-line ...................................................................................................16
Figure 2.23: Percent of TimeElectronically Monitored ...................................................................................................16
The Organization of Work: Discretion, Participation, Teamwork ......................................................16
Figure 2.24: Customers Per Employee Per Day ...............................................................................................................17
Figure 2.25: Average Call Handling Time Per Customer ................................................................................................17
Figure 2.26: Use of Scripted Texts ....................................................................................................................................17
Figure 2.27: Percent of Employees With Discretion Over Daily Tasks ...........................................................................18
Figure 2.28: Percent of Employees With Discretion Over Pace of Work .........................................................................18
Figure 2.29: Percent of Employees with Discretion to Handle Unexpected Requests ....................................................18
Figure 2.30: Percent of Employees in Problem Solving Groups ......................................................................................19
Figure 2.31: Percent of Employees in Self-directed Teams ..............................................................................................19
Pay Levels and Total Compensation ..................................................................................................20
Figure 2.32: Percent of Pay that is Performance-based .................................................................................................20
Figure 2.33: Average Annual Pay of the Typical Call Center Employee ........................................................................20
Figure 2.34: Total Annual Compensation of the Typical Call Center Employee .............................................................21
Figure 2.35: Percent of Centers that Offer Pensions to Employees ..................................................................................21
Turnover and Absenteeism .................................................................................................................21
Figure 2.36: Percent of Call Center Employees Promoted to Higher Positions .............................................................. 22
Figure 2.37: Employee Quit Rates ...................................................................................................................................22
Figure 2.38: Percent of Employees Absent on a Typical Day ......................................................................................... 22
Figure 2.39: Percent of Employees Dismissed or Laid-off .............................................................................................. 22
Figure 2.40: Total Annual Turnover ..............................................................................................................................23
Figure 2.41: Percent of Employees with less than 1 Year of Tenure ................................................................................ 23
How Management Practices Affect Turnover and Absenteeism ....................................................... 23
Figure 2.42: Months to Become Proficient at Call Center Work ..................................................................................... 24
Figure 2.43: Turnover, Quit Rates, and Absenteeism, by Type of HR System ...............................................................25
Managers and Supervisors ................................................................................................................. 25
Fig 2.44: Average Annual Pay of Supervisors ................................................................................................................25
Fig 2.45: Average Annual Pay of Managers ...................................................................................................................26
Fig 2.46: Percent of Managerial Pay That is Performance-Based ................................................................................. 26

3.0 The Institutional Environment:
Public Support, Employer Networks, and Union Effects .............................. 27
Public Sector Support for Call Centers ................................................................................................27
Figure 3.1: Percent of Centers Using Local Government Incentives & Subsidies ........................................................... 27
Figure 3.2: Use of Public Job Recruitment and Placement Services ............................................................................... 27
Figure 3.3: Use of Public Training Resources or Programs ............................................................................................28
Employer Networks: Recruitment, Selection, and Training ............................................................. 28
Figure 3.4: Percent of Employees Who Have Worked at Another Call Center ............................................................... 28
Figure 3.5: Turnover & the Effects of Other Call Centers on Recruitment & Retention .................................................. 29
Figure 3.6: Percent of Managers Who Participate in a Networking Group ................................................................... 29
Union Effects on Call Center Practices and Outcomes ....................................................................... 29
Figure 3.7: Percent of Unionized Establishments by Industry .......................................................................................30
Figure 3.8: Annual Pay and Total Compensation in Union and Non-union Establishments ........................................ 30
Figure 3.9: Turnover, Quit Rates, and Absenteeism, by Union Status ............................................................................31
Figure 3.10: Employee Tenure by Union Status ...............................................................................................................31
References .......................................................................................................33
Appendices ......................................................................................................35
Appendix A: Dimensions of Work: In-house Centers & Sub-contractors Compared ........................ 35
Appendix B: Dimensions of Work, by Job Function .......................................................................... 39
Appendix C: Dimensions of Work in Telecommunications: Detailed Market Segments .................. 43
Appendix D: Dimensions of Work in Financial Services: Detailed Market Segments ....................... 47
Appendix E: Technical Notes ............................................................................................................. 50

1
1.0 Call Center Industry Overview
Introduction
This study is the first large-scale national
benchmarking survey of work and human resource
practices in the US call center industry. It is based
on a survey of general managers in a nationally
representative sample of 470 establishments.
General managers at each workplace provided
information on the types of customers and
industries they serve and the competitive
conditions they face. They also provided detailed
information on such management practices
as the type of call center technology used, skill
requirements of jobs, organization of work,
training and development policies, staffing
and compensation strategies, pay levels, and
performance outcomes such as turnover and sales
growth. (See Appendix E, Technical Notes, for
details on the sampling and survey methods used).
The call centers in this report have a total workforce
of 206,725. As call centers often serve multiple
customer segments or industries, most questions
were directed to a center’s “core employees” -
- defined as the largest group of employees who
carry out the primary work activity for the center’s
customers. The centers in this study include 110,241
core employees. The overwhelming majority of
centers (86 percent) are in-house centers – that is,
call centers that serve the customers of the parent
company. Fourteen percent of centers are
outsourced – that is, operated by subcontractors
to serve the customers of one or several companies.
Markets and Industry Segments
Our survey includes call centers in a wide range of
industries. As shown in Figure 1.1, the industries
with the largest representation in this study are
wireline telecommunications services (116 centers
or 25 percent of the total) and financial services
(90 centers or 19 percent). Financial services
includes retail banking, insurance, and other
financial services (such as financial advising and
brokerages); and these sub-segments are about
equally represented in the survey. Industries
with about 40 centers each (9 percent of the
sample) include business and IT services, cellular
telecommunications, retail outlets, and cable TV.
Another four industries have between 15 and
25 centers in the study, each representing 3
to 5 percent of the sample. These include the
public and non-profit sector, print and media,
manufacturing, and hospitality. Another 5
percent of the sample includes centers that serve
multiple industries. Telecommunications services
is overrepresented in the sample because this
survey was conducted in tandem with a broader
survey of telecommunications establishments.
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15
17
20
22
41
42
42
42
90
116
0 20 40 60 80 100 120
Multiple industries
Hospitality
Manufacturing
Print & media
Public & non-profit
Cable TV
Retail
Cellular telecoms
Business & IT services
Financial services
Wireline telecoms
Figure 1.1: Call Centers by Industry

2
In this report, we also cover call centers providing
a range of different types of services. These
differences have important implications for the
types of business and human resource strategies
adopted. The centers range from outbound
telemarketing to in-bound service, or sales, and
technical support. As reported in Figure 1.2, 189
centers (43 percent of the total) provide both
in-bound service and sales. This means that
service agents handle billing or service inquiries
as well as process orders for new purchases
or upgrades of existing services. Service and
sales centers have unique skill requirements.
Employees need good listening and social
interaction skills so that they can handle customer
inquiries effectively. They also need sales skills
and the ability to close a sale without resorting
to hard selling that may alienate customers.
The second largest group of centers in this
study offers service activities alone – providing
information and answers to inquiries, but
not handling sales (37 percent of the centers).
Service centers are cost centers rather than
revenue generators, and have a focus entirely on
providing customer service. Other centers in this
study are more specialized, including outbound
telemarketing (9 percent of the total), sales and
marketing centers (6 percent), and technical
support or IT help desks (5 percent). Throughout
this report, we will note how these distinct types
of centers utilize different management and
employment strategies. For a detailed listing of
these differences, see Appendix B of this report.
Figure 1.2: Number of Call Centers
by Work Function
Another basis for differentiating call centers is
by the customer segment served. Historically,
companies served all customers in a given
geographic area, providing ‘universal’ service.
Local banks, or insurance, utility, and telephone
companies located offices to serve customers in
particular geographic areas across the country.
Once service operations move to remote
locations, however, companies can segment their
service delivery by particular customer groups,
rather than geographic location. Customer
segments are typically defined by the value of
their accounts. In the telecommunications
industry, for example, customer segmentation
strategies are well-developed, and each call
center is designed to serve a particular group
– for example, residential consumers (the mass
market), small business customers, or large
business customers. Some have developed more
refined approaches to segmentation as well.
In this study, we found that over 80 percent
of call centers target a particular customer
segment: 35 percent of centers target the mass
market, 27 percent target small businesses, 22
percent target large businesses, and 17 percent
serve all customer segments. These distinctions
are important, as we show below, because
companies create unique business and human
resource strategies to fit the targeted market.
Figure 1.3: Number of Call Centers by
Customer Segment Served
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27
40
165
189
0 50 100 150 200
IT & tech s upport
Marketing & sales
Telem arketing
Service only
Service & sales
160
122
100
77
0 20 40 60 80 100 120 140 160
Mass Market
Smal l Busi nes s
Large bu sin ess
All markets

3
In order to capture this variation in call centers,
we report the findings of this study using the most
salient categories, as shown in Figure 1.4. Our
analyses show that in-house centers serving large
business have much in common, even if they are
located in different industry sectors. Thus we
report the findings for large business centers as a
group, and they represent 22 percent of all centers
in this study. We then analyze in-house call
centers that serve mass market and small business
consumers in our largest industry categories.
These include telecommunications services (36
percent), financial services (14 percent), retail (5
percent), and business and IT services (3 percent).
Finally, we analyze subcontractors who serve
these industries (10 percent of the total). Note
that the percentages in this chart differ somewhat
from those in Figure 1.1 because we have created
separate categories for in-house large business
centers and outsourced (subcontracting centers)
across all industries. For more detailed analyses
of the survey data, please refer to the appendices.
Figure 1.4: Call Center Categories in this
Report
These different types of centers show consistent
differences in management and employment
practices, as the charts in section 2 of this report
demonstrate. On a general level, the centers
serving large business or providing business
and IT services may be classified as ‘high end’
centers. They serve business customers, compete
on service quality and customization, are smaller
in size, hire more educated employees, organize
work in a professional manner, and offer higher
pay and benefits. At the other end of the scale,
subcontractors appear to be the most cost-driven,
with centers that are relatively large in size, have
high levels of standardization, scripting, and
electronic monitoring, and low levels of pay.
Management strategies and practices for in-
house retail call centers resemble those found in
subcontracted or outsourced centers. In between
these two extremes, are in-house centers in
telecommunications and financial services. These
industries offer relatively complex products and
services, with opportunities for value-added
sales based on customization. Centers are likely
to see a performance pay-off if they rely less
on standardized work practices and offer their
employees more opportunities and incentives
to use their discretion to meet customer needs.
The majority of these call centers have a geographic
market that is national in scope. That is, their
customer base is defined as national, rather
than local, regional, or international. This is
particularly true for the financial services, retail,
and subcontractor segments, as shown in Figure
1.5. For centers serving large business and
the IT sectors, slightly more than half of their
market is national and the remainder is regional.
The exception to the pattern of national
market orientation is the telecommunications
services industry, which remains primarily
local and regional in scope. This difference
probably reflects that fact that the former Bell
telecommunications companies, which continue
to have the largest market share in the industry,
continue to be regionally-based, even though they
are slowly expanding beyond their regions. If
the telecommunications industry is excluded,
then we find that 60 percent of the call centers in
our study serve a national market. Less than 5
percent serve an international market; and 35
percent serve a local or regional market. This
pattern of national reach in scope reflects the fact
that the industry is in the process of on-going
consolidation into larger centers with capabilities
of serving broader geographic constituencies.
36%
5%
3%
10%
10%
14%
22%
Large business Telecommunications
Financial services Retail
Business & IT services Subcontractors
Others

4
Figure 1.5: National Scope of Call Center
Market
Organizational Characteristics of Call
Centers
Our survey includes a wide range of call
centers in terms of their size, structure,
age, and market scope. While call centers
are often assumed to be large, factory-like
operations, we found that most are relatively
small organizations. In this study, 44 percent
of call centers have fewer than 100 employees;
33 percent have between 100 and 300
employees; and 23 percent have over 300.
Figure 1.6, however, shows that the size of
call centers varies substantially by industry,
customer segment, and whether they are in-
house our subcontracted. ‘High end’ centers
serving large business or offering business
and IT services are the smallest in size,
averaging under 100 employees at a worksite.
This small office environment allows for
close relationships among employees and
managers and limits the extent to which scale
economies offered by call center technologies
can be realized. In-house centers serving
telecommunications and financial services
have just under 200 employees, while those
in retail average 230. Centers of this size
can realize some economies of scale in the
allocation of labor, while retaining some
level of interpersonal relationships between
and among managers and employees.
Subcontractors, by contrast, average almost
400 employees per center, or twice the level
of in-house centers. This difference in size
suggests that outsourced centers, on average,
can make greater use of standardized call
center technologies. These patterns are
more evident in Section 2 of this report,
when we turn to the adoption of technology,
work design, and human resource practices.
Figure 1.6: Average Size of Call Centers
The size of call centers is not a reflection of the
age of the establishment. The older centers
are typically found in the telecommunications
and retail sectors, and this pattern reflects the
early development of advanced engineering
systems in telecommunications and catalogue
sales in the retail sector. While the average
center in this study is about 15 years old, those
in telecommunications and retail sectors are
20 years old, on average. Subcontractors
96
110
192198
230
396
0
100
200
300
400
Average size
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
55%
54%
19%
64%
74%
76%
0%
15%
30%
45%
60%
75%
90%
Large business Business & IT services
Telecommnications Financial services
Retail Subcontractors

5
that call centers in all sectors have a very lean
organizational structure. We also asked managers
how many managerial layers exist between the first
line supervisor and the general manager. Managers
reported an average of 2.2 layers between the
supervisor and the top manager, with little
variation across industries or market segments.
Figure 1.8: Percent of the Workforce
in Management
Despite the fact that call centers are relatively small
organizations with flat managerial hierarchies, it
is somewhat surprising that almost three-quarters
of managers reported having a human resource
department on site. This pattern does not vary
substantially across the distinct customer and
industry segments, as shown in Figure 1.9. This
pattern is somewhat at odds with the idea that
call centers are lean organizations that are able
to minimize managerial bureaucracy. However,
it is in keeping with other evidence, which we
provide later in this report, that call centers
and call centers in banking and IT services
are much younger, with an average age of
10 years; and this pattern also reflects the
dramatic growth in the 1990s of call centers
in new sectors, as well as the emergence of
subcontractors serving multiple clients.
Most call centers are also part of larger
corporations -- on average 80 percent of the
call centers in this study. As shown in Figure
1.7, the percentages are higher for in-house
centers than for subcontractors. However,
almost three-quarters of subcontractors are
also part of larger corporations, suggesting
that independent operators of call centers
are a relatively small part of the industry.
Figure 1.7: Call Centers as Part
of Larger Corporations
Most call centers are relatively lean organizations,
with a low ratio of managers to workers. The
worksites in this study are representative of this
general pattern. As shown in Figure 1.8, the
percent of the workforce in management ranges
from 16 and 17 percent in centers serving business
clients or providing IT services to 14 percent in
all of the other segments. These figures suggest
81%
73%
65%
70%
75%
80%
85%
In-hous e center Subcontractor
16% 17%
14%
14%
14%
14%
10%
12%
14%
16%
18%
20%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

6
have unusually high rates of absenteeism and
turnover. As a result, call centers need a human
resource department on site to handle the on-going
demands of recruitment, screening, and training of
new employees. The high rates of HR departments
on site may reflect the challenges that centers face
in maintaining a stable and motivated workforce.
Figure 1.9: Percent of Centers with Human
Resource Departments
Business Strategy
There are a variety of ways that firms can
position themselves to compete in the context
of volatile markets and the proliferation of
service offerings. While some may choose to
emphasize quality, variety, or service, others
may compete through price leadership. We
asked respondents to select their most important
competitive strategy. As shown in Figure 1.10,
the largest group of respondents (45%) gave the
highest priority to service differentiation. By
designing call centers dedicated to a particular
customer base or a particular service, managers
believe they can provide a unique or customized
service to that market. Another 21% focus on
one-stop shopping or service bundling, whereby
customers are able to get all of their services met
through one point of contact. A surprisingly
small percentage of managers – 16 percent – say
they compete by building customer loyalty, even
though there is a large management literature
6%
12%
16%
21%
45%
0% 10% 20% 30% 40% 50%
Price leaders hip
Brand identification
Cus tomer loyalty
Service bundling
Service differentiation
suggesting that loyal customers are more
profitable (Heskett et al. 1997). Finally, price
leadership was the least popular strategy, with
only 7% of managers reporting it as their main
business strategy. This finding is also surprising,
given that the call center industry more generally
is under on-going pressure to minimize costs.
Figure 1.10: Relative Importance of Business
Strategies
When these results are compared by industry,
similar patterns can be found. However, there are
some differences by sector. Service bundling is
relatively more important in telecommunications
services and IT services. Brand strategies are
more important in retail services, with 40
percent of centers citing this as their primary
strategy. Sixty percent of call centers in financial
services and among subcontractors cite service
differentiation as their most important strategy,
suggesting that specialized services in these
sectors are particularly important. Finally,
managers of the business and IT services centers
pay more attention to customer loyalty than do
those in other sectors, as shown in Figure 1.11.
Figure 1.11: Percent of Centers
that Compete on Customer Loyalty
11%
31%
20%
11%16%
7%
10%
20%
30%
40%
Large business Business & IT services
Telec ommunications Financial services
Retail Subcontractors
67%
81%62%89%88%
76%
0%
20%
40%
60%
80%
100%
Large business Business & IT services
Telecommunications Financial s ervices
Retail Subcontractors

7
2.0 Call Center Operations:
Technology, Work Organization &
Human Resource Practices
Customer Segmentation & Human
Resource Systems
The use of call centers dedicated to unique
market segments allows managers to design
human resource systems to match the demands
of customers. The service management literature
identifies two broad approaches to managing the
frontline service workforce. The first is referred to
as the “production line” approach, and draws on
principles of industrial engineering to standardize
and automate work processes in a manner parallel
to that found in mass production manufacturing.
This approach seeks to solve the problem of
low productivity growth in services. Better
performance is measured by labor efficiency:
for example, maximizing the number of calls
handled per employee per day and minimizing
the length of each call, or ‘call handling time.’
Automation helps eliminate low skilled work, and
standardization of job tasks allows the organization
to recruit relatively less skilled workers who
require limited training. This approach usually
entails high levels of electronic monitoring
and little use of commitment-enhancing
incentives such as performance-based pay,
promotional job ladders, or employment security.
While the benefits of this approach are heightened
productivity, call centers run the risk of
irritating customers, who often react negatively
to impersonal automated voice systems, self-
service standardized menus, limited options,
and lower service quality. Estimates of customer
satisfaction in call centers hover at roughly 50
percent (Purdue University 1999). An alternative
approach is to compete on quality service and
customer loyalty by adopting a professional model
of service management. Often referred to as a ‘high
involvement’ model, this approach includes hiring
higher skilled employees, providing them with
the tools and discretion to respond to customer
demands, and creating incentives that reward good
service. Information technology is used less for
electronic monitoring, and more as a rich resource
of information that helps employees in their
service and sales interactions with customers. This
strategy views good service as a “bridge to sales.”
Research by the Harvard Service Management
group has shown that loyal customers buy more,
so that profitability per customer is multiplicative
(Reichheld, 1996; Heskett et. al., 1997).
Clearly, most call centers attempt to reach some
balance between costs and quality. However,
our survey shows that the production line
approach is more typical of centers serving
mass market consumers, while the professional
approach characterizes centers serving
large business. Small business centers take
an intermediate approach between the two.
In the charts below, we show how human resource
practices vary systematically across the centers
serving these different customer segments. We
provide a more detailed analysis in the appendices.
In call centers serving mass market consumers,
service agents typically handle inquiries that
include taking new orders, upgrading existing
services, handling billing issues and providing
other kinds of information. The level of complexity
of transactions may vary from quite simple
to relatively complex. Customer-provider
relationships, however, are still quite transactional
in this segment. Small business agents have
more opportunity to develop relationships with
their customers and customize or ‘bundle’ service
offerings. Large business agents, however, are
much more likely to engage in what is referred
to as ‘customer relationship management’
– the strategy of building personalized
and long term relations with customers.
One indicator that demonstrates the differences
in approach across the three customer segments
is whether call centers use ‘dedicated service

8
representatives’ – that is, agents who are
dedicated or personally responsible for a given
set of customers. As shown in Figure 2.1, 55
percent of large business centers in our survey
relied on dedicated reps, compared to 29 percent
of small business centers, and only 16 percent
of centers serving mass market customers.
Figure 2.1: Use of Dedicated Service Reps,
by Customer Segment
These differences in human resource management
systems are evident in other indicators of work
practices. As shown in Figure 2.2, employees serving
the mass market handle an average of 120 calls per
day, over 30 percent more than those serving large
and small business customers. Nonetheless, service
representatives serving business markets average 91
customers per day – a sizeable workload given that
business customers demand high levels of customization.
Figure 2.2: Customers Per Employee
Per Day, by Customer Segment
Similarly, employees serving the mass market
are much more likely than those serving business
customers to complete their transactions while
the customer is on-line. As shown in Figure 2.3,
in mass market centers, 80 percent of transactions
were completed while the customer is on-line,
in comparison with 68 percent in small business
centers, and 58 percent in large business centers.
Figure 2.3: Percent of Calls Completed
on Line, by Customer Segment
Call centers serving business customers are also much
more likely to engage in innovative work practices such
as the use of problem-solving groups or self-directed
work teams. These innovations provide opportunities
for employees to solve problems and learn from each
other on the job. In this study, 46 percent of large
business agents were involved in problem-solving
groups at work, while only 31 percent of employees in
mass market centers were participants (see Figure 2.4).
Figure 2.4: Percent of Employees in
Problem-solving Groups, by
Customer Segment
55%
29%
16%
5%
15%
25%
35%
45%
55%
65%
Large business Small business Mass market
91 91
122
0
20
40
60
80
100
120
140
Large business Small business Mass market
58%
68%
80%
0%
15%
30%
45%
60%
75%
90%
Large business Small business Mass market
46%
35%31%
0%
10%
20%
30%
40%
50%
60%
Large business Small business Mass market

9
These differences in the nature of work and job
requirements are reflected in the levels of pay that
service agents receive. Employees serving large
business customers average $45,075 in annual
pay, almost 60 percent more than employees
serving mass market customers, who receive
$28,068, on average. Small business agents
earn $34,199 annually (see Figure 2.5). When
the costs of benefits are included, total yearly
compensation averages $61,400 for agents
serving large business customers, $44,345 for
those serving small business customers, and
$35,599 for those serving the mass market.
Figure 2.5: Average Annual Pay,
by Customer Segment
Selection and Staffing Strategies
In this section we examine the selection and
staffing practices of call centers. We examine
these practices among in-house centers serving
large business clients, among those serving
different industries, and among subcontractors
or outsourced centers. There are several general
patterns that emerge. Centers serving large
business customers and those providing business
and IT services tend to hire people with more
formal education. Their workforce has a larger
proportion of male workers, more full-time as
opposed to part-time or contingent employees, and
they are more selective than others in their hiring
practices. At the opposite end of the spectrum are
outsourced and retail centers, which hire fewer
college educated workers, use more part-time and
contingent staffing, and hire higher proportions
of women to staff their centers. In between
these two extremes are in-house centers in
telecommunications and financial services.
Selection and staffing practices reflect the
explicit strategies and locational decisions
of managers, but are also influenced by local
labor market conditions and the demographic
characteristics of the local labor force. Here,
we review such demographic characteristics as
age, education, and gender of the workforce, as
well as the use of alternative patterns for use of
full-time, part-time, and temporary workers.
Our findings show that the workforce is
more varied than expected, with higher age
and education profiles, and higher levels
of male workforce participation, than is
commonly assumed for call center workers.
The characteristics of the workforce in call
centers also exhibit considerable variation
across the distinct sectors in our study.
The average age of the typical worker across all
sectors is 30 years old. The range is from 22 to
50 years old. Sub-contractors report having
the youngest workforce, with an average of
27 years old, while financial service centers
report an average age of 28. Centers serving the
telecommunications industry and large business,
by contrast, report an average age of 31 years
old, while retail centers also report an average
age of 30 (see Figure 2.6). Subcontractors and
call centers in financial services are relatively
new entrants into the industry, while those in retail
and telecommunications have much longer tenure.
This age distribution of the workforce is consistent
with the relative age of the establishments
in these sectors, as reported in Figure 2.6.
$45,075
$34,199
$28,068
$15,000
$30,000
$45,000
$60,000
Large business Small business Mass market

10
Figure 2.6: Age of the Typical Call
Center Worker
While call center jobs are often viewed as
low skilled or ‘clerical’ jobs, in fact they
typically require employees to be able
to absorb changing product knowledge,
manipulate databases, and have good
communication skills. Thus, the education
level of call center workers is higher than
is often portrayed in the popular press.
In this study, we asked managers to provide
the education level of the ‘typical’ call center
employee, defined as ‘half the workforce
has a higher level and half has a lower level’.
Managers reported that the typical worker
had about one and a-half years of college
education beyond a high school degree. The
lowest educational profiles are found among
outsourced and retail centers (an average
of 12.7 and 12.8 years of education), while
the highest levels of education are found
in centers serving the financial services
industry, business and IT clients, and large
business customers (14 years on average,
or two years of college beyond high school).
Figure 2.7: Years of Education of
the Typical Call Center Worker
These patterns become clearer when we examine
the percent of managers who say they hire primarily
high school educated workers. Sixty-four percent of
subcontractors and 56 percent of retail centers rely
primarily on high school educated workers. By contrast,
the percentages are less than half that amount for
centers in financial services, business and IT services,
and large business markets (see Figure 2.8). The
telecommunications industry represents an intermediate
case. While the level of complexity of work is considerable,
the former Bell companies have a long history of hiring
high school educated workers and training them
through internal job ladders. Relatively high rates
of unionization also reinforce this pattern of upward
mobility for high school educated workers in this industry.
Figure 2.8: Percent of Centers That Hire
Primarily High School Educated Workers
31
29
31
28
30
27
20
22
24
26
28
30
32
34
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
14.0 13.9 13.0 14.1
12.8 12.7
11.5
12.0
12.5
13.0
13.5
14.0
14.5
15.0
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
26%
31%
43%21%
56%64%
0%
10%
20%
30%
40%
50%
60%
70%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

11
Women constitute 66 percent of the workforce
in the call centers in this study, while men make
up 34 percent. As might be anticipated, the
gender composition varies with the type of work
performed, with women making up a lower
percentage of workers in centers serving large
business and business and IT services (58 percent
and 56 percent respectively). Thus, men represent
over 40 percent of the workforce in these higher
end call centers. By contrast, women make up a
disproportionate percentage of workers in the
lower-paying jobs in the other industry sectors and
in outsourced centers (between 67 percent and 73
percent of the workforce). Women constitute the
highest proportion of the workforce in retail centers.
Figure 2.9: Percent of the Workforce
That is Female
The work schedules of call center employees also
vary across these different sectors. On average,
call center employees work 40 hours per week,
with a range of 35 hours per week in retail and
outsourced centers and over 40 hours in large
business and IT service centers. In-house centers
in telecommunications and financial services
average 39 hours per week (see Figure 2.10).
Figure 2.10: Average Weekly Work
Hours of Typical Full-time Employees
The use of part-time and temporary workers has
expanded considerably in the last decade. On
average, part-time workers comprise 16 percent
of the call center workforce in this study and
temporary workers comprise 7.1 percent. In-
house telecommunications centers and Business
and IT providers make the least use of part-time
and contingent workers (11 percent in total),
while subcontractors and retail centers make
the greatest use (54 percent and 58 percent
of the total respectively). In large business
centers, 23 percent of the workforce is part-
time or temporary, while in financial services
centers, 28 percent is part-time or contingent.
Figure 2.11: Average Use of Part-time
and Temporary Workers
58% 56%
69%66%
73%
67%
20%
40%
60%
80%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
42
39
41
39
35 35
32
34
36
38
40
42
44
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
39% 15%
43% 15%
21% 7%
7% 4%
5% 6%
11% 7%
0 10% 20% 30% 40% 50% 60% 70%
Subcontractors
Retail
Financial services
Telecommunications
Business & IT services
Large business
% part-time % temporary

12
Another way to view staffing practices is to focus
on the percent of the workforce that is permanent
and full-time. This represents the more traditional
approach to staffing, and provides a stronger
indicator to employees that their employment
is secure. On average, 77 percent of call center
workers in this study hold permanent full-time
jobs. Figure 2.12 shows that the majority of
employees hold permanent, full-time positions,
except for those in retail and outsourced centers.
Figure 2.12: Percent of Call Center
Workforce That is Permanent and Full-time
The range of variation in these staffing practices,
however, is large. On the one hand, a third of
centers make no use of part-time employees at all,
and 70 percent make no use of temporary workers.
On the other hand, those centers that do use part-
time and contingent workers often have them
comprise over 50 percent of the workforce. Thus,
the averages reflect this wide variation in practices.
Another decision with respect to staffing is whether
to define work as professional, and therefore
exempt from US wage and hour laws, or to define
it as non-professional, in which case employees are
eligible for overtime pay. On average, 23 percent
of centers in this study define call center jobs as
exempt from overtime provisions of labor law. As
might be expected, a higher percentage of centers
serving large business (45 percent) or providing
IT services (25 percent) define their work as
professional, compared to centers in other sectors.
Figure 2.13: Percent of Centers Defining
Work as Exempt from Wage and Hour Laws
How selective employers are in their hiring
practices may be one indicator of whether they
are attempting to compete on the basis of quality
service. The ‘select rate’ is the percentage of
employees who are actually hired compared to the
total pool of applicants. The lower the select rate,
the more selective the employer is in hiring new
applicants. In this study, we found that the average
select rate for call centers is 28 percent, about 1
worker for every 3.5 applicants. Surprisingly,
telecommunications centers have the lowest select
rates (23 percent), followed by large business
centers (26 percent), and financial services
centers (27 percent). By contrast, subcontractors
hire about 1 in every 2 workers and retail centers
hire 1 in every 3 workers (see Figure 2.14).
Figure 2.14: Select Rate: Percent of Job
Applicants Hired
42%
25%
21%
13%
4%
18%
0%
10%
20%
30%
40%
50%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
26%
31%
23%
27%
35%
45%
10%
20%
30%
40%
50%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
83% 88%90%
72%
43%46%
0%
20%
40%
60%
80%
100%
Large business Business & IT serv ices Telecommunications
Financial services Retail Subcontractors

13
Skills, Training, and Technology
As indicated above, the majority of call center
workers in this study have at least some
college education. However, beyond a general
education, call center workers need to develop
specific knowledge of the firm’s products,
customers, and work processes – what is often
referred to as ‘firm-specific human capital.’
Firm-specific human capital is important
because call center employees manage the
boundary between the firm and the customer,
and they shape the customer’s buying behavior.
In order to persuade customers to buy a firm’s
products and services, employees need a clear
understanding of specific product features,
service agreements, pricing, packaging,
promotions for particular customer segments,
and legal regulations. They need customer-
specific knowledge regarding the demand
characteristics of particular individuals or
segments and how to use that knowledge to
negotiate customized offerings. Employees
also require specific knowledge of the structure
and content of the firm’s information systems,
the work flow from point of sales to delivery,
and how the company’s processing capabilities
affect each customer and product offering.
We asked managers to report the number of
weeks of initial training the typical new hire
receives. On average, call centers provide 4.2
weeks of initial training to new employees.
Financial service organizations make the
largest investments in initial training, at
six weeks. Insurance, in particular, has
very high training rates (7.5 weeks), while
banking is similar in training levels to
telecommunications centers at 3.9 weeks.
This pattern may be due to the high hurdle
of learning different products and legal
regulations, particularly insurance plans.
At the other end of the spectrum, retail and
outsourced centers provide only two and one-
half weeks of initial training (see Figure 2.15).
Figure 2.15: Weeks of Initial Training
We expected that on-going training would be
an important part of call center management
practices because the products, technologies, and
services that employees handle are often changing
at a rapid pace. With on-going deregulation across
industries, for example, legal regulations are an
ever moving target. Advances in information
systems require employees to continually learn
new software programs and databases. New
technologies have also reduced product life cycles
so that the features, packaging, and marketing of
products and services are constantly changing.
Thus, employees who provide service and sell
these products should need continuous learning
and upgrading of their knowledge and skills.
Our survey shows that on-going training is
an important part of workplace practices. On
average, call centers provide about 2 weeks
of on-going training each year (Figure 2.16).
That represents 3.8% of an employee’s annual
work time – a considerable investment.
However, it is not clear whether this level of
investment is sufficient, given the high demand
for new skills and information-processing
entailed in these knowledge-intensive jobs.
4.6
3.2
4.1
6.0
2.42.4
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

14
This provision of on-going training does not vary
dramatically across the industries and sectors in
the study. In contrast to the range of variation
in education levels across sectors, we did not
find higher rates of initial or on-going training
in centers serving large business or providing IT
services. This suggests that formal training outside
of the workplace is a more important differentiating
factor for the “human capital” of employees
in these segments than training on the job.
Figure 2.16: Weeks of On-Going Training
How long does it take a newly hired employee
to become proficient on the job? Here, also, we
find that large business and IT service centers
are similar to those in telecommunications
and financial services. Managers estimate
that it takes about 20 weeks to become
proficient in these jobs. However, among
retail and outsourced centers, the estimates
are only 13 and 11 weeks respectively.
This issue is important in call centers
because they typically have high turnover
rates. The longer it takes for employees to
become proficient, the greater the cost of lost
productivity associated with high turnover. We
return to these issues in later sections of this report.
Figure 2.17: Weeks to Become Proficient
on the Job
An important reason for call center workers to
continually learn on the job is that information
technology is constantly changing. Recent
advances in call center technologies
are creating opportunities for customer
interactions to move from voice-only channels
(telephones) to multiple channels – email, fax,
internet, and voice over internet protocols.
These technologies are complements to the
skills of the workforce in that they allow
employees to serve customers through a
variety of means. They enhance the jobs of
employees by demanding a broader range
of skills. They similarly enhance customer
service by providing a variety of options for
service and sales. We found that 85 percent
of the centers in this study used email and fax
as well as voice for customer communications.
In addition, 56 percent used web-enablement,
37 percent used electronic customer
relationship management and 37 percent
interactive voice recognition, and 21 percent
used voice over internet protocol (VoIP) (see
Figure 2.18). As call centers adopt multiple
channels, the demand for a wider range of
skills and technical proficiencies increases,
and hence the need for additional training.
2.1
1.6
2.2
1.6
1.8
2.2
0.0
0.5
1.0
1.5
2.0
2.5
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
21
17
21 21
13
11
0
5
10
15
20
25
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

15
Figure 2.18: Adoption of Technologies
Investments in new technologies tend to
follow the pattern we have described above,
with investments higher in centers serving
large business and providing IT services,
compared to those serving small business and
mass market customers in other industries.
The difference here is that subcontractors
appear to be investing more in technologies
such as web-enablement, perhaps because
they are newer centers (see Figure 2.19). Thus,
while over 65 percent of centers serving large
business and providing IT services have web-
enablement capacity, the comparable figure
is 61 percent among subcontractors, but less
than 55 percent for in-house centers in retail
financial services, and telecommunications.
Figure 2.19: Percent of Centers Using
Web-Enablement
Only a minority of call centers have invested in
Voice over IP technology. Centers more likely
to adopt VoIP are those serving large business,
providing IT services, or those serving the
telecommunications industry (see Figure 2.20)
Figure 2.20: Percent of Centers
Using Voice over IP
While these advances in technology tend to
enhance the skills of workers and the variety in their
jobs, other call center technologies do the opposite.
Automatic call distribution systems create
unrelenting demands for employees to answer
telephone calls and simultaneously manipulate
databases on the computer without a break.
In this study, managers reported that workers
spend an average of 75 percent of their day
simultaneously on the telephone and on the
computer. As shown in Figure 2.21, this indicator
of work intensity is lower in centers serving large
businesses or providing IT services (66 percent)
and considerably higher in financial services, retail,
and outsourced centers (hovering at 80 percent).
65%
69%
54%
45%
52%
61%
25%
35%
45%
55%
65%
75%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
22%
31%
26%
13%
12%
20%
0%
5%
10%
15%
20%
25%
30%
35%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
21%
37%
37%
50%
56%
85%
85%
0% 20% 40% 60% 80% 100%
Voice over IP
Interactive voice recog.
Elect. cust. rel. mngt.
Com puter-tel. integration
Web-enablement
Fax
Email

16
Figure 2.21: Percent of Work Time on the
Telephone and On-line
Advances in software systems also make more
information available to employees while they are
on the phone with customers, allowing them to
complete more transactions. These efficiencies
often improve customer service, but they also
intensify the work of employees because as soon as
one call is finished another one enters the workers’
earphone. Managers in this study reported that
72 percent of calls, on average, are completed
while the customer is on-line. These completion
rates are substantially higher in retail centers (85
percent) and substantially lower in centers serving
business clients (58 percent) (see Figure 2.22).
Figure 2.22: Percent of Calls Completed
While On-line
Finally, electronic monitoring of employees at
work is a common feature of call center operations.
Used for quality control, it often elicits strong
negative reactions from employees because they
feel they are not trusted by management. They
feel they are continually exposed at work and
lack any privacy normally found in work settings.
A substantial body of research has shown that
continuous electronic monitoring increases job-
related stress (Carayon 1993). Use of electronic
monitoring varies widely across centers serving
distinct customer segments and industries
– from a high of 73 percent of the workday in
outsourced centers to a low of 36 percent in centers
serving large business customers (Figure 2.23).
Figure 2.23: Percent of Time
Electronically Monitored
The Organization of Work:
Discretion, Participation, Teamwork
The organization of work in call centers typically
focuses on the individual employee as the unit
of analysis. Efficiency is measured by individual
call handling time or the number of customers
served per employee per day. The common use of
these metrics is designed to maximize individual
efficiency, and by doing so, revenues per call.
The call centers in this study reported serving
an average of 75 customers per employee per
day. The average call handling time was 6.1
67% 66%
77%
82%83%79%
30%
45%
60%
75%
90%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
58%
73%74%
76%85%
75%
30%
45%
60%
75%
90%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
36%
54%51%45%
37%
73%
40%
60%
80%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

17
minutes. However, as noted throughout this
report, these metrics were quite different across
centers serving distinct customers and industries.
The number of customers per employee per
day ranged from 56 in IT service centers and
66 in business centers to 83 in outsourced
centers and 99 in retail centers (see Figure 2.24)
Figure 2.24: Customers Per Employee
Per Day
The average call handling time for customers
showed a similar pattern. It averaged almost 9
minutes in call centers serving large business or
providing IT services. It averaged 4.7 minutes in
retail and financial services centers (Figure 2.25).
Figure 2.25: Average Call Handling Time
Per Customer
With new technologies such as electronic customer
relationship management and web-enablement,
employees have greater need for discretion – to
utilize the information in databases and to react
quickly to customer preferences. However, our
survey suggests that most call centers continue to
place substantial limits on employees’ ability to
use their discretion or solve problems on-the-job.
One indicator of discretion at work is the extent
to which employees are required to use scripted
texts. Software systems may be designed so that
a scripted text appears on the computer screen
when the employee is talking to a customer. Some
companies rely heavily on scripted texts while
others allow employees to use their own words to
answer customer inquiries. The decision to use
predetermined scripts in call center operations is
based on a number of considerations, including how
easy it is to standardize a certain kind of call and
the ability to rely on other forms of performance
management. In our study, only 15 percent of call
centers made substantial use of scripted texts.
However, there were substantial differences across
centers, with 20 percent of retail centers relying
on them and 46 percent of outsourced centers
relying heavily on these scripts (Figure 2.26).
Figure 2.26: Use of Scripted Texts
Relatively low use of scripts, however, does not
necessarily translate into high levels of discretion
for employees. We asked managers a series of
questions about how much discretion employees
have over particular aspects of their work,
including their daily tasks, work methods, and
66
56
67
72
99
83
40
60
80
100
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
8.7 8.8
5.44.74.7
6.0
0.0
2.0
4.0
6.0
8.0
10.0
Large business Business & IT services
Telecom m unications Financial s ervices
Retail Subcontractors
11% 6% 11%8%
20%
46%
0%
10%
20%
30%
40%
50%
Large business Business & IT services
Telecom m unications Financial s ervices
Retail Subcontractors

18
interactions with customers. We asked them to
rate the discretion of their employees on a scale of
1 to 5, where 1 is very low and 5 is complete. We
then took the average of managers who responded 4
or 5 on the scale. We found that call center workers
generally had very low levels of discretion at work.
For example, on average, only 25 percent of managers
said that their employees had discretion over the daily
tasks they do; only 18 percent said they had discretion
over the tools they use; only 23 percent had discretion
over when they can take their lunch breaks; and only
29 percent said they had discretion over the pace of
their work. These metrics are suggestive of the overall
high levels of standardization in call centers – even in
those serving large businesses and high end clients.
As evident in Figure 2.27, call centers serving
business clients create jobs with the highest level of
discretion, but even here, only 35 percent of managers
said that their employees had discretion over daily
tasks. By contrast, only 13 percent of outsourced
centers and 6 percent of those providing IT services
reported jobs with relative discretion over daily tasks.
Figure 2.27: Percent of Employees With
Discretion Over Daily Tasks
We found a similar pattern in considering the amount
of discretion that employees have over their pace of
work. Thirty-eight percent of centers serving business
customers or providing IT services said employees
had some or a lot of control over their pace of work.
The comparable figure for outsourced centers was 20
percent, and for retail centers, 8 percent (Figure 2.28).
Figure 2.28: Percent of Employees With
Discretion Over Pace of Work
Considerably higher percentages of managers
report that they provide employees with discretion
to handle unexpected requests from customers
– on average 58 percent. This pattern is similar
for in-house centers providing services to large
businesses, and in IT, telecommunications,
and financial services industries. By contrast,
only 39 percent of subcontractors reported
providing discretion to employees to handle
unexpected customer requests (Figure 2.29).
Figure 2.29: Percent of Employees with
Discretion to Handle Unexpected Requests
35%
6%
28%
18%24%
13%
0%
10%
20%
30%
40%
Large business Business & IT services
Telecom m unications Financial s ervices
Retail Subcontractors
38% 38%
30%31%
8%
20%
0%
10%
20%
30%
40%
Large business Business & IT services
Telecom m unications Financial services
Retail Subcontractors
66%
56%58%65%
48%
39%
0%
15%
30%
45%
60%
75%
Large business Business & IT services
Telecom m unications Financial services
Retail Subcontractors

19
Employee participation in management decisions
and problem-solving groups has long been viewed
as important to improving employee morale and
performance. Offline problem-solving teams
– such as quality improvement teams that meet on
a regular basis to solve problems – have become
widespread in American industry. Consistent
with this widespread pattern, over 90 percent of
the managers in our survey said that they made
some use of problem-solving groups. However, the
extent of employee participation in these groups
was relatively low, with less than 40 percent of
employees actually participating. The penetration
rate of problem-solving teams – that is, the actual
percentage of the workforce that participates in
these meetings – varies across worksites from
1% to 100%. As shown in Figure 2.30, the largest
proportion of employees participating in these
teams is in IT services (62 percent), followed by
large business, at 46%. The centers least likely to
use problem-solving groups are subcontractors (23
percent) or centers in the retail sector (16 percent).
Figure 2.30: Percent of Employees in
Problem Solving Groups
These meetings provide employees with the
opportunity to solve specific problems as well
as to discuss and learn about the on-going
changes in products, technologies, procedures,
regulations, and customers they serve. They
also provide employees with some relief from
the tedium of continuous phone work. Recent
research has shown that the use of teams in call
centers is associated with lower quit rates and
higher sales growth (Batt 2003). Analysis of our
data similarly indicates that these investments
help to reduce turnover, directly affecting the
bottom line. In workplaces where more than
30% of workers are involved in problem solving
teams, the average quit rate is 11% compared
to 16% in workplaces without these teams.
The adoption of self-directed work teams in call centers
is even less than the use of offline problem-solving
groups. Self-directed work groups assume responsibility
of solving problems as they arise in the course of their
daily work. Substantial research has shown that they
allow employees to share knowledge, learn from one
another, and achieve higher levels of performance. For
example, in a study of matched pairs of self-directed
and traditionally-supervised groups of workers in
call centers, one study found that the self-directed
groups had 9 percent higher monthly sales than the
traditionally supervised groups. The self-directed teams
also learned how to use new technology faster, resulting
in an additional 17 percent higher sales (Batt 1999).
Nonetheless, only a minority (30%) of the
managers in this survey reported making any use
of self-directed work teams. The penetration
rate for employee participation in these teams
was even lower, at 17 percent. As shown in
Figure 2.31, centers providing IT services were
the most likely to use self-directed work groups
(34 percent) while subcontractors and centers
in financial services were least likely (9 percent).
Figure 2.31: Percent of Employees in
Self-directed Teams
46%
62%
39%
26%
16%23%
10%
30%
50%
70%
Large business Business & IT services
Telecom m unications Financial s ervices
Retail Subcontractors
20%
34%
19%
9%
19%
9%
0%
10%
20%
30%
40%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

20
Our analysis of the current survey data shows that
in call centers in which at least 30 percent of the
workforce is in self-directed work teams, the quit
rate is 11 percent. In centers in which less than 30
percent of the workforce is in self-directed teams,
the quit rates is 15 percent, or 38 percent higher.
Pay Levels and Total Compensation
The differences in patterns of skill and work
organization across centers serving different
industries and customer segments are also reflected
in compensation strategies and pay differentials.
Consistent with the patterns we have discussed
above, we found that there was greater use of
performance-based pay in centers serving large
business clients than in those serving small business
or mass market customers, regardless of industry.
While twenty percent of pay is performance-based
in large business centers, the comparable figure is
about 15 percent in all other centers (Figure 2.32)
Figure 2.32: Percent of Pay that is
Performance-based
To measure pay levels, we asked managers to
report the annual pay of the ‘typical’ or median
employee in the call center – meaning that
about half were paid more and about half were
paid less. Annual pay was defined to include
base pay plus all pay for performance, such as
individual commissions, group bonuses, and
profit sharing, but excluded any overtime pay.
On average, managers reported that the
typical service rep earned $33, 400 in 2003.
Pay levels varied considerably, however,
by customer and industry segment, and in-
house versus outsourced center. As shown in
Figure 2.33, employees serving large business
customers averaged $45, 075, while those
providing IT services averaged $42,000. By
contrast, those in outsourced or retail call
centers earned only $25,000, or 80 percent
less. In-house centers in telecommunications
and financial services paid an average
of $31,000 or 15 percent more than
outsourced or retail centers (Figure 2.33).
Figure 2.33: Average Annual Pay of the
Typical Call Center Employee
We also calculated the total compensation for the
typical worker by adding median pay, overtime
pay, and the cost of benefits. Total compensation
averaged $44,529 in 2003. The differences in
total compensation are higher than those found
in Figure 2.33 for average pay. At the low end, the
typical employee in outsourced centers received
total compensation of $30,447, while the typical
employee serving large business received twice
that amount -- a total of $61,399 (Figure 2.34).
20%
16% 16%
14%
16%
14%
10%
12%
14%
16%
18%
20%
22%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
$25,519
$25,021
$30,754
$31,779
$42,000
$45,075
$5,000 $15,000 $25,000 $35,000 $45,000 $55,000
Subcontractors
Retail
Financial services
Telecommunications
Business & IT ser vices
Large business

21
Figure 2.34: Total Annual Compensation of
the Typical Call Center Employee
In addition to these differences in total
compensation, there are also differences among
call centers in the probability of offering pensions
to their employees. Only 30 percent of retail
centers and 32 percent of outsourced centers
offer any pension coverage to their employees.
By contrast, over 50 percent of centers in
telecommunications, financial services, and large
business services offer pensions to their workers.
Figure 2.35: Percent of Centers that Offer
Pensions to Employees
Turnover and Absenteeism
Turnover is a major problem for call center
managers. Industry analysts estimate that
turnover averages between 30 and 50 percent
per year in the typical call center, although it can
be higher. This level of turnover imposes high
costs of recruitment, screening, and training on
call centers; and managers find themselves in a
perpetual search for additional workers. In this
study, managers estimated that the costs to recruit,
screen, and train each new employee averaged
$4,300. It ranged from $3,000 in outsourced
and retail call centers to $6,000 in IT and large
business centers. These costs do not take into
account the lost productivity of new employees.
One way to improve employment stability and
benefit from the skills of experienced employees is
to offer promotional opportunities to employees.
Because call centers are flat organizations with
few levels of management, opportunities for better
jobs are often limited. However, some call centers
have found creative ways of keeping experienced
employees and using their skills more effectively.
One approach is to have them handle more
complex calls or complaints from irate customers.
Another is to designate them as coaches or on-the-
job trainers, pairing them with new employees. A
third is to use skill-based routing systems to create
tiers of jobs, with increasing levels of complexity. A
fourth is to offer them opportunities for promotions
outside of the center but inside the larger
organization – in exchange for serving a minimum
period of time as a frontline customer service rep.
Managers in our survey report that they promote
about 8 percent of their employees to higher
positions in the organization and 3.6 percent of
employees to higher positions in other parts of the
company. Business and IT services centers have the
highest rates of internal promotion (20 percent),
and this probably reflects the fact that there are
more levels of complexity in technical services
that can be translated into job ladders. In-house
financial services centers also promote higher
percentages of employees (16 percent) compared
to the average in this study (see Figure 2.36).
$30,447
$33,788
$39,573
$42,153
$56,034
$61,339
$15,000 $30,000 $45,000 $60,000 $75,000
Subcontractors
Retail
Financial services
Telecommunications
Business & IT s ervices
Large business
56%
40%
51%
67%
30%32%
0%
15%
30%
45%
60%
75%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

22
Figure 2.36: Percent of Call Center
Employees Promoted to Higher Positions
When workers become bored or dissatisfied with
their jobs, they often choose to quit, particularly
when they don’t see prospects for better
opportunities in their current organizations. The
average annual quit rate reported by managers
in this survey was 15 percent annually. Similar
to the other patterns we have found in this study,
outsourced centers experienced the highest quit
rates (26 percent), followed by retail call centers
(23 percent) (see Figure 2.37). At the low end, 12
percent of workers large business centers quit,
while only 10 percent in the telecommunications
industry quit. The latter figure is influenced by
the relatively high rates of unionization in the
telecommunication industry, as union workers
are significantly less likely to quit than non-
union workers (see Section 3 for more detail).
Figure 2.37: Employee Quit Rates
Another indicator of worker dissatisfaction is
absenteeism rates. In this survey, we asked
managers to report the percent of the workforce absent
on a ‘typical work day’. Again, we found that the rates for
retail and outsourced call centers were twice as high as
those for in-house centers serving the other segments and
industries in the study. Retail and outsourced centers
reported a daily absence rate of over 9 percent, while
centers in the other sectors averaged 5 percent or less.
Figure 2.38: Percent of Employees Absent
on a Typical Day
Outsourced and retail call centers also had
almost two times as many dismissals and
layoffs as did in-house centers serving other
markets or industries. As shown in Figure 2.38,
subcontractors dismissed or laid-off 23 percent
of their workers in 2003, and retail centers
dismissed or laid-off 20 percent. The average
for all call centers in the study was 11.6 percent.
Figure 2.39: Percent of Employees
Dismissed or Laid-off
12%
17%
10%
16%
23%26%
0%
10%
20%
30%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
5% 5% 5%
5.5%
9.3% 9.9%
0%
2%
4%
6%
8%
10%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
8% 3%
16% 4%
7% 3%
10% 6%
11% 3%
8% 2%
0% 5% 10% 15% 20% 25%
Large business
Business & IT services
Telecommunications
Financial services
Retail
Subcontractors
% promoted within location % promoted outside location
8% 4%
9% 2%
9% 2%
6% 1%
16% 4%
17% 5%
0% 5% 10% 15% 20% 25%
Large business
Business & IT ser vices
Telecommunications
Financial services
Retail
Subcontractors
% dismissed % laid-off

23
Total turnover, as measured in this study,
includes employees that quit, left for
better jobs in other parts of the company,
were dismissed, laid-off, or retired. This
captures the level of ‘churn’ that the call
center must deal with – the percentage of
the workforce that must be replaced for
whatever reason. Total turnover in this
study averaged 31 percent, with a low of 26
percent in the telecommunications industry
and highs of 47 percent in retail centers
and 51 percent among outsourced centers
(see Figure 2.39). Said differently, retail
and outsourced centers must replace about
50 percent of their workforce every year.
Figure 2.40: Total Annual Turnover
Figure 2.41: Percent of Employees with less
than 1 Year of Tenure
How Management Practices Affect
Turnover and Absenteeism
The high rates of turnover and absenteeism in
the call center industry not only increase the
costs of recruitment, screening, and training,
but also reduce productivity. Managers in
this study estimated that it took between
three and six months for call center workers
to become proficient in their jobs. As shown
in Figure 2.42, it takes about 3 months for
call center workers in retail and outsourced
centers to become proficient in their jobs. In
centers with more complex services, managers
estimate that it takes almost five months
to become proficient. Thus, with turnover
rates of 30 to 50 percent, call centers find
that they lose employees almost as quickly
as they become proficient in their work.
28%
32%
26%
30%
47%
51%
20%
30%
40%
50%
60%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
Turnover and quit rates translate directly
into tenure rates. Those centers with high
rates of churn have low rates of tenure. In
this survey, almost 40 percent of the workers
in retail and outsourced call centers had
less than 1 year of experience on the job. By
contrast, centers in telecommunications
and those serving large business had half
that rate, or about 20 percent of employees
with less than 1 year of tenure (Figure 2.41).
20%
29%
21%
25%
38%39%
0%
10%
20%
30%
40%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

24
Figure 2.42: Months to Become Proficient at
Call Center Work
There are a number of ways that management
can improve the quality of jobs and reduce
turnover and absenteeism in call centers.
One way is to create jobs with greater discretion
and less scripting so that employees can engage
with customers and respond more directly to their
requests. Another way is to make creative use
of problem-solving groups or self-directed work
groups. In our analysis of this national survey
data, we found that call centers with at least 30
percent of the workforce in problem-solving
groups had about 50% lower quit rates than those
with less than 30 percent of workers in these
teams (quit rates of 16.3% vs. 11.1%). Centers
with at least 30 percent of employees in self-
directed work groups have 38% lower quit rates
than those with less than 30 percent of workers
in these teams (quit rates of 15.1% vs. 10.9%).
These strategies not only reduce boredom and
turnover at work, but also provide opportunities
for learning – employees share strategies for
improving service quality, handling difficult
customers, or achieving higher sales rates.
A more systematic approach to reducing
turnover and absenteeism is to adopt a
series of coherent work and human resource
practices that, taken together, create a high
involvement work system that improves the
quality of jobs as well as the quality of service.
To estimate how much centers invested in the
skills and abilities of the workforce, we measured
call center investment in the following areas:
Skills and training: the education level of the
workforce and weeks of initial training provided
by the call center.
Work design: the amount of discretion provided
to employees and the percent of the workforce
in problem-solving groups and in self-directed
work teams.
Incentives: the pay level and the percent of
employees in full-time permanent jobs.
We created an additive index of 0-to-100,
where ‘0’ represents a very low investment
in the human resource system – a production
line approach to service – and ‘100’
represents high investment – or a high
involvement approach. We then divided
call centers into 4 groups: those scoring 0-
to-25, 25-to-50, 50-to-75, and 75-to-100.
We found that those centers with high
involvement systems have significantly
lower turnover, employee quit rates, and
absenteeism than centers that take a more
standardized, production line approach.
For example, we compared centers with
HR index scores in the lowest quartile
(those taking a production line approach)
with those in the highest quartile (those
taking a high involvement approach).
Total annual turnover averaged 45 percent
in the production line centers versus 25
percent in the high involvement centers.
Employee quit rates averaged 23 percent
in the production-line centers versus 9
percent in the high involvement centers. The
comparable figures for daily absenteeism
were 9 percent and 5 percent respectively.



4.9
3.9
4.84.8
3.0
2.7
0.0
1.0
2.0
3.0
4.0
5.0
6.0
Large business Business & IT services
Telecommunications Financial s ervices
Retail Subcontractors

25
Figure 2.43: Turnover, Quit Rates, and
Absenteeism, by Type of HR System
Moreover, the positive effects of the high
involvement approach were more significant in the
mass market centers than in those serving business
or high valued customers. Presumably this is
because the use of high involvement practices in
the mass market is valuable, but rare, and therefore
provides a unique competitive advantage.
One important question is whether the benefits of
investing in high involvement systems outweigh
the costs. A number of empirical studies of call
centers have shown that they do. One study
examined the performance effects of organizing
work in self-directed groups in call centers. It
found that sales productivity was 25 percent
higher in the self-directed groups compared to
traditionally-supervised groups (Batt 1999).
A more recent study examined 64 call centers
serving the mass market in one company. Those
centers with higher investments in training,
more discretion at work, and greater use of sales
incentives had significantly higher service quality,
and in turn, substantially higher net revenues
(Batt and Moynihan 2004). Both of these
studies controlled for all labor and operational
costs, so that the findings of positive effects of
the human resource system were net of costs.
Overall, these findings suggest that the production
line approach to customer service doesn’t fit the
complexities of today’s markets – with constantly
changing products, features, pricing, and service
options. Firms that compete on the basis of mass
customization or service bundling appear to need
a skilled and trained workforce with the discretion
and motivation to provide quality service.
Managers and Supervisors
The performance of call centers depends
importantly on the skills, abilities, and motivation
not only of the frontline workforce, but also of
supervisors and managers. The typical supervisor
in this study averaged $48,462 in annual pay
in 2003. This pay level includes base pay plus
performance-based pay. Supervisors in centers
serving large businesses earned $58,849 and
those in IT services centers earned $54,133. Those
in retail centers earned $39,604 and those in
outsourced centers, $36,159 (See Figure 2.44).
Fig 2.44: Average Annual Pay of Supervisors
The managers of call centers in this study – those
in positions above firstline supervisors -- have
relatively high levels of formal education and
experience in the industry. Over two-thirds of the
managers in this study reported having a post-
graduate college degree. Almost one-third of
the managers have more than ten years of tenure
with the same company, while another 62 percent
have between one and ten years of service. Only
six of managers have less than one year of tenure.
45%
25%
23%
9% 9%
5%
0%
10%
20%
30%
40%
50%
Production line approach High involvement approach
Turnover Quit Rates % Absent
$58,849 $54,133
$47,221
$47,000
$39,604
$36,159
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
Large busines s Busines s & IT services
Financial services Telecom m unications
Retail Subcontractors

26
Turning to managerial pay, we found that call
center managers earned an average of $61,763
in 2003. The pay ranged from a high of $69,453
in centers serving large business customers and
$64,643 in those providing IT services, to a low
of $49,884 in outsourced centers. Managers
in telecommunications and financial services
centers averaged $47,000 (See Figure 2.45).
Fig 2.45: Average Annual Pay of Managers
$69,453 $64,643
$62,768
$60,865 $60,739
$49,884
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
Large busines s Busines s & IT services
Financial services Telecom m unications
Retail Subcontractors
14% 4%
10% 3%
12% 6%
12% 5%
15% 3%
17% 9%
0% 10% 20% 30%
Subcontractors
Retail
Financial services
Telec ommunications
Business & IT services
Large business
% Pay Individual Incentive
% Pay Group Incentive
As part of their annual pay, managers received on
average 19 percent of their pay as performance
based pay. This included an average of 13.2
percent of pay based on individual incentives and
5.7% of pay based on group incentives, such as
group bonuses or profit-sharing (See Figure 2.46).
Fig 2.46: Percent of Managerial Pay That is
Performance-Based

27
3.0 The Institutional Environment:
Public Support, Employer Networks,
and Union Effects
Public Sector Support for Call
Centers
Advances in call center technology and dramatic
declines in transmission costs have allowed call
centers to have considerable latitude in where
they choose to locate their operations. As location
options become more varied, decisions concerning
where to establish new operations have grown
more complex. Surprisingly, however, call centers
continue to cluster in certain regions, apparently
because they can meet their infrastructure and labor
force needs at a reasonable cost. A study by Deloitte
and Touche (2001) found that while firms are
increasingly opting for smaller non-metropolitan
cities or suburban areas, major metropolitan areas
still account for most new call center investments.
The majority of centers in our study are
located in large or medium-sized cities, with
a median population of 684,900. Forty
percent are in cities with a population of
greater than one million, and only 2 percent
are in cities with fewer than 50,000 residents.
Call centers make an important contribution to
the economies of the cities or towns where they
are located. Local and state governments often
offer incentives to firms seeking to locate call
center operations. These include site location
assistance, tax incentives, loans, and incentives
for locating in targeted zones. Forty-two percent
of establishments in our study have received
at least one of these incentives, and 18 percent
have received two or more. Large business and
financial services centers are more likely to receive
assistance than those in retail, IT and business
services, or outsourced centers (see Figure 3.1).
However, the averages are similar, indicating that
these forms of support are broadly available and
typically not targeted to one industry segment.
Figure 3.1: Percent of Centers Using Local
Government Incentives & Subsidies
Call centers often find support for their staffing and
training needs from public and non-profit organizations
in the regions where they are located. Economic
development organizations coordinate placement and
recruitment services. Local training providers and
community colleges are also sources of new recruits,
screening and training residents for call center jobs.
Call center managers often help to establish these
programs and continue to serve on advisory boards,
assisting with curriculum development and job
fairs. Temporary agencies, local non-profit training
organizations, welfare to work programs, and other
smaller community-based workforce development
organizations partner with individual call centers to
train and screen potential recruits. Training grants
are also provided directly to employers, and can be
used to support additional in-house instruction.
While these resources are available in most communities,
there is variation in the extent of their use. On average,
68 percent of managers in our survey reported that
they use public job recruitment and placement
services. Call centers in the financial services industry
and those serving large business customers are
most likely to receive recruitment and placement
assistance, while telecommunications centers are
least likely to use these services (see Figure 3.2).
46%
30%
43%50%
32%34%
0%
10%
20%
30%
40%
50%
60%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

28
Figure 3.2: Use of Public Job Recruitment
and Placement Services
Similarly, 63 percent of managers report that
they use public training resources or programs.
However, only 16 percent report that their
employees have participated in a public training
program, suggesting that training support
comes primarily in the form of grants to the
call center itself. This allows call centers to
supplement their budget or offer special training
to help agents move into supervisor positions.
Many of these funds are targeted towards
skill upgrading and employee development.
Call centers in telecommunications are
most likely to use public training resources,
while subcontractors and retail centers are
least likely to use them (see Figure 3.3).
Figure 3.3: Use of Public Training Resources
or Programs
Employer Networks: Recruitment,
Selection, and Training
The availability of a qualified workforce is an
important consideration in location decisions,
particularly in labor-intensive call center
operations. Across the industries included in our
survey, 45 percent of managers cited the skills of
the local workforce as the most important reason
for choosing their current site, while 27 percent
cited low labor or real estate costs. Turnover and
labor scarcity often contribute to these costs. The
labor market in popular locations can become
“tapped out” or “saturated” as centers compete
for a shrinking pool of potential employees.
Managers report that on average, 31 percent
of their employees have worked in another
call center in their region. This percentage is
positively correlated with both the population
of the metropolitan area and turnover rates,
suggesting that centers in larger urban regions
draw on a more mobile workforce that moves
between different call center jobs (Figure 3.4).
Figure 3.4: Percent of Employees Who Have
Worked at Another Call Center
Managers hold differing views on the benefits
and costs of locating close to their competitors.
Thirty-five percent of respondents report that
the presence of other call centers in their region
is a valuable resource for recruiting qualified
employees, while 18 percent report that it makes
it more difficult for them to recruit and retain
75%
55%43%
75%
70%
56%
0%
20%
40%
60%
80%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
66% 64%
75%
63%
57%
49%
15%
30%
45%
60%
75%
90%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
31%
37% 39%
31%
24%
29%
0%
10%
20%
30%
40%
50%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors

29
employees. As shown in Figure 3.5, those with
this more negative view have a higher average
turnover rate (47 percent) than those reporting
a positive recruitment effect (36 percent) and
those experiencing no effect (29 percent).
Figure 3.5: Turnover & the Effects of Other
Call Centers on Recruitment & Retention
Local call center networking organizations are
also active in most cities. These groups range from
advisory committees to informal groups that allow
managers to exchange best practices and pool
training resources. Among managers surveyed,
33 percent participate in a local networking
group, 93 percent of whom report that the primary
benefit of these groups is the opportunity to
exchange business experience and advice with
other firms. Participation is positively correlated
with the size of the establishment, and 90 percent
of those centers that participate are branch
locations of larger organizations. Therefore,
these local networks are not primarily serving
small establishments with few relationships
outside of the region. They appear to be important
resources for establishments with a broader
organizational base, helping local managers to
develop strategies that draw on the strengths of
a local labor market. Telecommunications has
the largest proportion of centers participating in
these groups at 50 percent, while only 14 percent
of retail centers participate (see Figure 3.6).
Figure 3.6: Percent of Managers Who
Participate in a Networking Group
In summary, we find that call centers across
industry settings draw on a variety of institutional
relationships and resources. Many of these
occur within the regions where call centers
are concentrated, including participation in
networking groups and support from economic
development, training, and placement
organizations. The broad use of these forms of
external support indicate that call center managers
are actively engaged in their communities, seeking
jointly to develop a skilled local workforce and
exchange best practices across establishments.
Such joint efforts will be valuable resources as
the industry continues to develop in the future.
Union Effects on Call Center
Practices and Outcomes
Collective bargaining agreements in US call centers
primarily cover workers in the formerly regulated
telecommunications industry, where unions
retained employee support and institutional
influence following divestiture of AT&T. Union
density among service and sales workers in
telecommunications services has declined
substantially over the last few decades, falling
from an estimated 63 percent in 1983 to 26 percent
in 2001 (Current Population Survey 2002). In
this study, 14 percent of establishments and 32
percent of workers in the telecommunications
sample are unionized. The percentage of workers
who are unionized is higher than the percent of
36%
47%
29%
0%
10%
20%
30%
40%
50%
60%
Turnover
Positive effects Negativ e eff ects No eff ects
Large business Business & IT services
Telec ommunications Financial services
Retail Subcontractors
37% 27%
50%
36%
14%34%
0%
10%
20%
30%
40%
50%
60%
Large business Business & IT services
Telec ommunications Financial services
Retail Subcontractors

30
establishments because union call centers are,
on average, considerably larger than non-union
centers. In the call center sample as a whole, 9
percent of establishments are unionized, and
these cover 15 percent of the employees in the
study. There is no union representation among
subcontractors or retail centers (see Figure 3.7).
Figure 3.7: Percent of Unionized
Establishments by Industry
Unions influence a number of management
practices in call centers. For this analysis, we
compared union and non-union centers serving
the same customer markets: small business and
mass market centers. We examined the pay
levels and benefits, as well as outcomes such as
turnover and absenteeism in these worksites.
On average, median annual pay in centers with
a union contract is 34 percent higher than that in
non-union centers ($38,420 versus $29,605).
Total compensation is 47 percent higher in
union than non-union centers (Figure 3.8).
These simple comparisons, however, fail to take into
account the complexity of jobs across industries. If
union and non-union centers in the same industry
segment are compared, we find that the union wage
premium is considerably lower because the level of
complexity of the jobs is similar. Thus, for example,
in the wireline segment of the telecommunications
industry, annual pay is 20 percent higher in
union compared to non-union worksites.
In further analyses, we considered other factors
that might affect wage levels, including the local
unemployment rate, the industry and work
function performed, the customer segment served,
the human capital of the workforce, and the use of
innovative management practices that may affect
employee productivity. Taking these factors into
account, we found that the union pay differential is
15 percent over comparable non-union worksites
across all industries. The union pay differential is
16 percent in the telecommunications industry only.
Figure 3.8: Annual Pay and Total Compensa-
tion in Union and Non-union Establishments
These union-non-union pay differences may be
offset by the lower turnover and more experienced
workforce found in union call centers, which
contribute to substantial savings in selection,
recruitment, and training. Overall turnover is
twice as high in non-union compared to union
worksites; and quit rates are over two-and-a-half
times higher in non-union centers. Absenteeism
rates are not higher in union sites, contrary to
the common perception that union workers are
able to be absent more often because they are
protected by union contracts (see Figure 3.9).
7% 6%
14%
2%
0% 0%
5%
10%
15%
Large business Business & IT services
Telecommunications Financial services
Retail Subcontractors
0%
$29,605
$38,420 $39,597
$56,555
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Non-union Union
Annual pay
Total compensation

31
Figure 3.10: Employee Tenure by
Union Status
In sum, union call centers differ from non-union
centers along a number of expected dimensions,
including their level of pay and benefits, quit
rates, total turnover, and tenure of the workforce.
Figure 3.9: Turnover, Quit Rates, and
Absenteeism, by Union Status
These lower turnover rates translate into a
more stable workforce in union workplaces.
The percent of the workforce with less than
1 year of experience is two-and-a-half time
higher in non-union call centers compared to
union centers -- 28 percent versus 11 percent.
33%
17%16%
6% 6% 6%
0%
10%
20%
30%
40%
Turnover Quit rate Percent absent
Non-union Union
28%
61%
11%
11%
52%
37%
0%
20%
40%
60%
80%
100%
Non-union Union
< 1 year 1-10 years > 10 years

32

33
References
Appelbaum, Eileen, and Rosemary Batt. 1994. The New American Workplace: Transforming Work
Systems in the United States. Ithaca, NY: Cornell ILR Press.
Appelbaum, Eileen, Thomas Bailey, Peter Berg, and Arne Kalleberg. 2000. Manufacturing Advantage.
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Baker, Ted. 1999. Doing Well by Doing Good: The Bottom Line in Workplace Practices. Washington, D.C.:
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Batt, Rosemary. 1999. Work Organization, Technology, and Performance in Customer Services and Sales.
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Batt, Rosemary. 2001. “Explaining Intra-Occupational Wage Inequality in Telecommunications
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Batt, Rosemary, Larry Hunter, and Steffanie Wilk. 2003. “How and When Does Management Matter?
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Colvin, Alex, Rosemary Batt, and Harry Katz. 2002. “How High Performance Human Resource Practices
and Workforce Unionization Affect Managerial Pay.” Personnel Psychology 54(4): 903-35.

34
Datamonitor. 1999. Opportunities in US and Canadian call center markets. New York: Datamonitor.
Datamonitor. 2003. Opportunities in North American Call Center Markets to 2007. New York:
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Deloitte & Touche. 2001. Deloitte & Touche Study Shows Call Centers Locating in Unlikely Places. New
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Heskett, J., Sasser, W. E., Jr., and Schlesinger, L. (1997). The Service Profit Chain: How Leading
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Reichheld, F. F. 1996. The Loyalty Effect. Boston: Harvard Business School Press.

35
Appendices
Dimensions of Work Inhouse Sub-contractors
Mass Market
& Sm.
Business
Large
Business
Mass Market
& Sm.
Business
Large
Business
Customer-Employee Interaction
Customers per employee per day 75.2 64.0 83.0 75.9
Avg. length of call per customer 5.4 9.7 6.0 5.0
% completed transactions on-line 75.4 55.0 75.3 71.7
% dedicated service reps 22.4 53.1 19.6 61.1
Technology Use
% calls completed by VRU 11.1 7.2 10.8 12.4
% time electronically monitored 48.3 32.8 72.8 49.6
% time on computer & phone 77.0 64.1 79.9 79.0
# of computer systems learned by em-
ployee 3.6 4.4 2.7 2.7
% call centers using fax 90.4 95.1 82.6 100.0
% call centers using e-mail 85.6 92.7 65.2 88.9
% call centers using web-enablement 52.4 69.5 60.9 44.4
% call centers using computer-telephony
integration 46.8 48.1 69.6 61.1
% call centers using Elect. Cust. Rel.
Mgmt. 34.7 40.5 44.4 37.5
% call center using interactive voice
recognition 37.4 32.9 39.1 44.4
% call centers using voice over IP 20.3 23.2 19.6 18.8
Customer Characteristics
Customer base 1,374,139 437,608 1,360,811 181,351
# of customers per employee 9,989 7,829 10,603 770
% whose market is national 36.9 52.0 75.9 69.4
% whose market is international 3.5 8.8 2.1 6.7
Appendix A:
Dimensions of Work: In-house Centers & Sub-contractors Compared

36
Dimensions of Work Inhouse Sub-contractors
Mass Market
& Sm.
Business
Large
Business
Mass Market
& Sm.
Business
Large
Business
Selection and Staffing
% that use systematic selection 40.5 34.2 52.6 52.2
% of applicants who are hired 26.2 23.4 44.5 33.8
% of workforce: female 68.0 54.1 67.5 75.8
% of centers with ‘exempt staffing’ 17.7 50.0 17.8 5.6
% of workforce: 4 yr. degree 17.9 42.0 11.1 5.6
% of workforce: some college 42.9 33.3 24.4 61.1
% of workforce: high school diploma 39.1 24.7 64.4 33.3
% of workforce: part-time 17.2 10.3 39.9 26.9
% of workforce: temporary 6.6 8.4 15.8 15.7
% of workforce: permanent & fulltime 76.4 81.8 45.0 58.4
Training
Weeks of initial training 4.4 4.8 2.4 3.4
Weeks to become qualified 20.2 23.0 11.5 12.7
Weeks of on-going training/year 2.0 1.8 2.2 3.3
Work Design
% with flex working arrangements 30.9 42.2 38.5 21.8
% with flex job descriptions 14.9 10.0 10.7 18.4
Discretion Over Work Methods (%)
Daily tasks & assignments* 24.6 36.6 13.0 27.8
Tools & procedures* 18.9 23.2 8.7 22.2
Pace & speed at work* 28.2 42.7 19.6 16.7
Setting lunch & rest breaks* 21.5 41.5 15.2 0
Discretion in Handling Customers (%)
Handling additional requests* 58.8 70.7 39.1 44.4
Settling customer complaints* 59.3 59.3 50.0 33.3
How many customers to serve* 26.3 37.5 8.7 22.2
Use of scripts to answer calls 11.8 7.4 45.7 27.8

37
Dimensions of Work Inhouse Sub-contractors
Mass Market
& Sm.
Business
Large
Business
Mass Market
& Sm.
Business
Large
Business
Participation in Teams
% who use “offline” problem-solving 91.8 96.3 89.1 100.0
% penetration in offline teams 33.9 50.0 23.4 26.8
% who use self-managed teams 27.8 34.1 28.3 38.9
% penetration of self-managed teams 17.1 20.9 9.0 15.8
Average Compensation of Typical (Median) Worker**
Annual pay $31,240 $48,748 $25,519 $28,750
Annual overtime pay 1,520 1,129 968 2,399
Benefits as a % of annual pay 26.8 30.1 19.6 20.1
Total Compensation (pay & benefits) $41,141 $64,539 $31,477 $36,919
% of pay that is commission 10.5 13.2 6.1 12.9
% of pay that is performance-based 15.2 21.3 14.1 16.7
% who receive a pension plan 52.9 59.8 32.6 35.3
Ratio of pay: 90th/10th percentile 1.6 1.9 1.6 1.8
Promotion, Tenure, and Turnover
% absent in a typical day 5.5 5.2 9.9 4.8
% promoted from within 8.3 8.4 8.1 5.1
% with < 1 year of tenure 24.4 16.6 38.6 32.8
% with 1-10 years of tenure 60.8 60.5 55.0 59.2
% with > 10 years of tenure 14.8 22.9 6.4 8.0
% annual quits 13.4 12.1 25.8 12.3
% promoted outside location 4.0 3.1 2.3 3.9
% dismissed 8.6 7.4 17.0 9.6
% retired/ voluntary buy-out 0.9 1.0 1.0 1.0
% laid-off 1.9 3.6 4.8 5.8
% total turnover 28.8 27.1 50.5 32.4

38
Dimensions of Work Inhouse Sub-contractors
Mass Market
& Sm.
Business
Large
Business
Mass Market
& Sm.
Business
Large
Business
Managers of call centers
Managers as % of workforce 13.8 16.9 13.6 13.2
Managers annual pay $61,133 $73,243 $49,884 $54,294
% manager pay that is performance-
based 16.8 24.3 17.6 34.8
Frontline supervisors annual pay $46,855 $63,160 $36,159 $40,889
Sample 313 82 46 18
* % of workers with discretion: 4 or 5 on 5-point scale
** Compensation definitions: Annual pay is the average for all workplaces of the gross annual pay for
the typical, or median, worker. By typical or median worker, we mean that 50% of workers at a work-
site are paid more and 50% are paid less. Annual pay excludes overtime pay but includes commissions
and bonuses. Total compensation includes median pay, overtime pay, and the costs of benefits.

39
Dimensions of Work Inbound Outbound
Service &
Sales
Service
Only
IT Help,
Tech
support
Tele-
marketing,
Research,
Collections
Marketing &
Sales
Customer-Employee Interaction
Customers per employee per day 60.7 72.7 41.6 119.5 25.3
Avg. length of call per customer 5.3 5.7 13.6 6.7 12.0
% completed transactions on-line 75.2 74.1 70.2 71.6 27.8
% dedicated service reps 31.9 18.9 30.0 30.0 74.1
Technology Use
% calls completed by VRU 9.4 12.9 12.3 7.2 2.3
% time electronically monitored 44.7 50.5 32.5 59.9 43.2
% time on computer & phone 77.3 76.9 76.7 82.1 33.7
# of computer systems learned
by employee 3.4 3.9 5.6 2.8 4.3
% call centers using fax 92.6 91.5 85.0 82.5 96.3
% call centers using e-mail 85.7 88.5 95.0 50.0 96.3
% call centers using web-enable-
ment 52.4 58.8 70.0 35.0 70.4
% call centers using computer-
telephony Integration 45.7 53.7 50.0 59.0 48.1
% call centers using Elect. Cust.
Rel. Mgmt. 36.0 35.2 35.0 35.0 60.0
% call center using interactive
voice recognition 34.4 42.4 50.0 25.0 25.9
% call centers using voice over
IP 18.0 17.4 35.0 17.5 48.1
Customer Characteristics
Customer base 1,173,142 1,285,410 458,228 995,226 43,763
# of customers per employee 10,209 11,188 1,552 6,235 1,168
% whose market is national 38.5 48.7 68.6 62.0 24.2
% whose market is international 3.0 4.4 9.9 2.8 8.5
Appendix B:
Dimensions of Work, by Job Function

40
Dimensions of Work Inbound Outbound
Service &
Sales
Service
Only
IT Help,
Tech
support
Tele-
marketing,
Research,
Collections
Marketing&
Sales
Selection and Staffing
% that use systematic selection 39.6 44.2 25.0 50.6 36.5
% of applicants who are hired 25.3 28.8 25.9 37.3 21.9
% of workforce: female 68.4 69.0 30.3 67.8 38.8
% of centers with ‘exempt staff-
ing’ 18.7 21.3 38.9 18.4 66.7
% of workforce: 4 yr. degree 15.0 22.6 45.0 12.5 59.3
% of workforce: some college 40.1 40.2 55.0 37.5 33.3
% of workforce: high school
diploma 44.9 37.2 0 50.0 7.4
% of workforce: part-time 15.0 20.6 13.5 36.4 11.2
% of workforce: temporary 7.6 9.2 9.1 14.9 1.9
% of workforce: permanent &
fulltime 77.7 70.5 77.4 50.6 86.8
Training
Weeks of initial training 3.9 5.0 4.2 2.6 5.1
Weeks to become qualified 19.5 19.4 20.4 13.6 32.6
Weeks of on-going training/year 2.2 1.8 1.8 2.8 1.8
Work Design
% with flex working arrange-
ments 29.1 32.2 52.4 27.8 55.7
% with flex job descriptions 13.8 15.3 6.8 8.4 21.8
Discretion Over Work Methods (%)
Daily tasks & assignments* 24.3 23.0 25.0 17.5 66.7
Tools & procedures* 16.9 17.6 35.0 10.0 40.7
Pace & speed at work* 30.7 23.0 45.0 22.5 66.7
Setting lunch & rest breaks* 21.3 15.2 25.0 30.0 85.2

41
Dimensions of Work Inbound Outbound
Service &
Sales
Service
Only
IT Help,
Tech
support
Tele-
marketing,
Research,
Collections
Marketing&
Sales
Discretion in Handling Customers (%)
Handling additional requests* 58.2 58.2 75.0 47.5 74.1
Settling customer complaints* 59.6 63.4 55.0 35.9 61.5
How many customers to serve* 23.5 22.7 40.0 22.5 73.1
Use of scripts to answer calls 14.8 11.5 5.0 32.5 7.7
Participation in Teams
% who use “offline” problem-
solving 91.0 95.8 90.0 90.0 88.9
% penetration in offline teams 34.7 33.3 58.1 27.1 43.8
% who use self-managed teams 29.3 24.8 30.0 25.0 63.0
% penetration of self-managed
teams 16.1 12.4 21.8 19.0 44.1
Average Compensation of Typical (Median) Worker**
Annual pay $32,332 $30,156 $51,574 $26,274 $72,600
Annual overtime pay 1,611 1,413 2,110 1,323 202
Benefits as a % of annual pay 26.7 28.7 18.9 21.5 20.7
Total Compensation (pay & ben-
efits) $42,584 $40,209 $63,443 $33,258 $87,796
% of pay that is commission 12.1 2.9 7.0 14.0 46.3
% of pay that is performance-
based 18.0 8.0 17.0 20.4 49.8
% who receive a pension plan 50.3 54.7 65.0 38.5 59.3
Ratio of pay: 90th/10th percen-
tile 1.7 1.5 1.8 1.9 2.5
Promotion, Tenure, and Turnover
% absent in a typical day 5.2 5.7 6.7 10.3 4.5
% promoted from within 8.5 8.9 6.9 7.1 5.9
% with < 1 year of tenure 21.8 24.3 21.2 41.7 25.6
% with 1-10 years of tenure 61.7 62.0 57.3 49.9 53.9
% with > 10 years of tenure 16.6 13.7 21.6 8.2 20.5
% annual quits 12.7 14.0 5.2 23.4 16.4

42
Dimensions of Work Inbound Outbound
Service &
Sales
Service
Only
IT Help,
Tech
support
Tele-
marketing,
Research,
Collections
Marketing&
Sales
Promotion, Tenure, and Turnover
% promoted outside location 3.2 5.0 3.9 2.3 1.0
% dismissed 9.2 8.2 5.1 15.8 9.7
% retired/ voluntary buy-out 1.2 0.6 0.4 0.9 1.3
% laid-off 2.5 2.5 2.6 5.1 1.8
% total turnover 28.7 30.0 17.0 48.5 30.2
Managers of call centers
Managers as % of workforce 14.0 14.0 13.4 15.1 21.7
Managers annual pay $62,450 $59,224 $78,875 $51,455 $86,136
% manager pay that is perfor-
mance-based 19.4 16.4 19.7 19.4 38.3
Frontline supervisors annual pay $46,138 $44,452 $70,088 $45,429 $90,292
Sample 189 165 20 40 27
* % of workers with discretion: 4 or 5 on 5-point scale
** Compensation definitions: Annual pay is the average for all workplaces of the gross annual pay for
the typical, or median, worker. By typical or median worker, we mean that 50% of workers at a work-
site are paid more and 50% are paid less. Annual pay excludes overtime pay but includes commissions
and bonuses. Total compensation includes median pay, overtime pay, and the costs of benefits.

43
Dimensions of Work Large
Business Small Business & Mass Market
Union Wireline Wireless Cable
Customer-Employee Interaction
Customers per employee per day 71.5 70.5 68.1 67.5 74.9
Avg. length of call per customer 9.5 7.9 5.8 3.7 4.4
% completed transactions on-line 30.3 73.0 67.0 72.8 85.5
% dedicated service reps 80.0 17.4 25.4 47.4 2.5
Technology Use
% calls completed by VRU 9.0 10.9 8.9 11.0 8.6
% time electronically monitored 34.0 54.8 48.9 45.0 55.9
% time on computer & phone 51.4 78.1 74.2 73.5 84.1
# of computer systems learned by
employee 4.6 4.3 3.5 4.0 2.6
% call centers using fax 100.0 87.0 88.1 94.9 85.0
% call centers using e-mail 93.3 69.6 85.1 87.2 80.0
% call centers using web-enable-
ment 63.3 42.9 49.3 53.8 65.0
% call centers using computer-te-
lephony integration 43.3 54.5 43.3 43.2 56.4
% call centers using Elect. Cust.
Rel. Mgmt. 50.0 13.6 38.1 47.4 42.1
% call center using interactive
voice recognition 20.0 34.8 26.9 25.6 5.0
% call centers using voice over IP 46.7 21.7 34.3 24.3 12.5
Customer Characteristics
Customer base 15,664 1,958,488 550,913 1,315,598 640,475
# of customers per employee 525 10,404 3,309 8,071 2,852
% whose market is national 38.0 10.8 24.6 24.1 13.0
% whose market is international 4.7 1.1 4.5 0.8 0.5
Appendix C:
Dimensions of Work in Telecommunications: Detailed Market Segments

44
Dimensions of Work Large
Business Small Business & Mass Market
Union Wireline Wireless Cable
Selection and Staffing
% that use systematic selection 37.8 79.3 30.6 31.8 40.5
% of applicants who are hired 20.5 30.3 24.9 23.0 18.0
% of workforce: female 50.7 79.7 67.2 62.2 74.9
% of centers with ‘exempt staff-
ing’ 62.1 28.6 25.0 22.9 12.8
% of workforce: 4 yr. degree 66.7 8.7 11.9 17.9 5.0
% of workforce: some college 20.0 47.8 46.3 51.3 32.5
% of workforce: high school di-
ploma 13.3 43.5 41.8 30.8 62.5
% of workforce: part-time 3.2 3.3 8.3 9.4 7.5
% of workforce: temporary 0.5 0.8 5.1 3.5 3.1
% of workforce: permanent &
fulltime 96.2 95.8 86.5 86.9 89.3
Training
Weeks of initial training 4.1 6.7 3.1 3.4 4.6
Weeks to become qualified 24.5 34.5 19.5 14.9 18.3
Weeks of on-going training/year 1.9 1.7 1.7 2.7 2.7
Work Design
% with flex working arrangements 46.3 22.6 31.0 37.4 23.5
% with flex job descriptions 11.7 6.0 24.0 22.8 8.6
Discretion Over Work Methods (%)
Daily tasks & assignments* 46.7 21.7 29.9 35.9 20.0
Tools & procedures* 26.7 4.3 28.4 35.9 17.5
Pace & speed at work* 60.0 17.4 29.9 36.8 30.0
Setting lunch & rest breaks* 60.0 4.3 35.8 34.2 12.5
Discretion in Handling Customers (%)
Handling additional requests* 73.3 52.2 52.2 59.0 65.0
Settling customer complaints* 60.0 52.2 58.2 65.8 80.0
How many customers to serve* 56.7 22.7 28.4 31.6 25.6
Use of scripts to answer calls 10.0 17.4 11.9 12.8 10.0

45
Dimensions of Work Large
Business Small Business & Mass Market
Union Wireline Wireless Cable
Participation in Teams
% who use “offline” problem-solv-
ing 96.7 91.3 89.6 89.7 95.0
% penetration in offline teams 48.8 34.0 40.2 48.4 33.6
% who use self-managed teams 43.3 13.0 32.8 38.5 25.6
% penetration of self-managed
teams 25.7 9.1 20.9 27.7 15.9
Average Compensation of Typical (Median) Worker**
Annual pay $65,482 $40,000 $33,111 $30,186 $25,300
Annual overtime pay 966 2,287 1,278 2,084 2,176
Benefits as a % of annual pay 27.4 35.6 27.6 23.5 30.8
Total Compensation (pay & ben-
efits) $84,380 $56,546 $43,539 $39,360 $35,261
% of pay that is commission 30.2 8.5 8.8 18.5 10.4
% of pay that is performance-
based 34.9 10.7 14.6 23.1 11.9
% who receive a pension plan 73.3 91.3 36.4 35.1 61.5
Ratio of pay: 90th/10th percentile 2.2 1.4 1.7 1.7 1.6
Promotion, Tenure, and Turnover
% absent in a typical day 6.2 7.2 4.4 4.3 5.0
% promoted from within 5.1 2.4 4.6 8.7 11.9
% with < 1 year of tenure 19.9 6.6 23.7 23.3 24.3
% with 1-10 years of tenure 55.5 59.4 61.1 67.3 58.7
% with > 10 years of tenure 24.6 34.0 15.0 9.6 17.0
% annual quits 15.7 5.1 9.4 14.8 12.4
% promoted outside location 3.1 1.5 3.4 5.1 2.8
% dismissed 12.4 5.3 9.1 8.9 10.0
% retired/ voluntary buy-out 2.2 3.4 1.0 1.2 0.3
% laid-off 3.7 1.7 2.8 2.6 1.6
% total turnover 37.0 17.1 25.9 32.5 27.2

46
Dimensions of Work Large
Business Small Business & Mass Market
Union Wireline Wireless Cable
Managers of call centers
Managers as % of workforce 20.0 12.7 16.0 11.4 13.9
Managers annual pay $81,619 $73,632 $62,318 $54,919 $54,839
% of manager pay that is perfor-
mance-based 23.6 20.1 15.3 22.5 16.6
Frontline supervisors annual pay $78,080 $55,696 $48,540 $46,347 $39,882
Sample 30 23 67 39 40
* % of workers with discretion: 4 or 5 on 5-point scale
** Compensation definitions: Annual pay is the average for all workplaces of the gross annual pay for
the typical, or median, worker. By typical or median worker, we mean that 50% of workers at a work-
site are paid more and 50% are paid less. Annual pay excludes overtime pay but includes commissions
and bonuses. Total compensation includes median pay, overtime pay, and the costs of benefits.

47
Appendix D:
Dimensions of Work in Financial Services: Detailed Market Segments
Dimensions of Work Banking Insurance Other Fin. Services
Customer-Employee Interaction
Customers per employee per day 78.6 60.9 76.6
Avg. length of call per customer 4.5 5.0 5.6
% completed transactions on-line 78.6 78.3 75.9
% dedicated service reps 13.8 21.9 24.1
Technology Use
% calls completed by VRU 37.9 7.9 18.6
% time electronically monitored 45.6 53.9 46.0
% time on computer & phone 85.3 78.5 77.4
# of computer systems learned by em-
ployee 4.6 5.6 4.2
% call centers using fax 96.6 96.9 96.6
% call centers using e-mail 82.8 90.6 86.2
% call centers using web-enablement 51.7 56.3 41.4
% call centers using computer-telephony
integration 72.4 62.5 44.8
% call centers using Elect. Cust. Rel.
Mgmt. 50.0 26.7 27.6
% call center using interactive voice
recognition 41.4 62.5 27.6
% call centers using voice over IP 14.3 16.1 13.8
Customer Characteristics
Customer base 2,413,545 2,121,192 806,344
# of customers per employee 21,136 10,485 9,894
% whose market is national 63.0 60.5 69.0
% whose market is international 3.0 4.1 4.0
Selection and Staffing
% that use systematic selection 33.4 52.1 32.3
% of applicants who are hired 22.7 32.4 24.4
% of workforce: female 61.0 72.9 62.1

48
Dimensions of Work Banking Insurance Other Fin. Services
% of centers with ‘exempt staffing’ 17.2 12.9 21.4
% of workforce: 4 yr. degree 35.7 21.9 35.7
% of workforce: some college 39.3 50.0 32.1
% of workforce: high school diploma 25.0 28.1 32.1
% of workforce: part-time 43.5 21.5 25.4
% of workforce: temporary 8.8 24.0 10.6
% of workforce: permanent & fulltime 49.5 56.5 64.5
Training
Weeks of initial training 4.8 9.0 4.7
Weeks to become qualified 18.3 28.0 18.0
Weeks of on-going training/year 1.3 2.4 1.5
Work Design
% with flex working arrangements 33.9 30.9 22.6
% with flex job descriptions 13.2 9.7 11.4
Discretion Over Work Methods (%)
Daily tasks & assignments* 17.2 12.5 20.7
Tools & procedures* 13.8 6.3 3.4
Pace & speed at work* 27.6 21.9 27.6
Setting lunch & rest breaks* 6.9 3.1 17.2
Discretion in Handling Customers (%)
Handling additional requests* 58.6 53.1 62.1
Settling customer complaints* 44.8 56.3 62.1
How many customers to serve* 24.1 22.6 27.6
Use scripts often 17.2 3.1 10.3
Participation in Teams
% who use “offline” problem-solving 96.6 96.9 100.0
% penetration in offline teams 29.3 25.2 35.3
% who use self-managed teams 6.9 6.3 44.8
% penetration of self-managed teams 3.8 5.5 25.4

49
Dimensions of Work Banking Insurance Other Fin. Services
Average Compensation of Typical (Median) Worker**
Annual pay $30,232 $30,591 $33,395
Annual overtime pay 839 1,066 1,455
Benefits as a % of annual pay 23.9 25.9 28.8
Total Compensation (pay & benefits) $38,293 $39,565 $44,458
% of pay that is commission 4.3 7.1 10.9
% of pay that is performance-based 13.7 12.3 19.5
% who receive a pension plan 65.5 61.3 46.4
Ratio of pay: 90th/10th percentile 1.4 1.6 1.5
Promotion, Tenure, and Turnover
% absent in a typical day 4.9 6.6 6.1
% promoted from within 9.9 9.3 11.2
% with < 1 year of tenure 22.1 32.1 31.5
% with 1-10 years of tenure 70.1 57.5 58.1
% with > 10 years of tenure 8.2 10.4 10.4
% annual quits 16.6 19.4 17.0
% promoted outside location 7.9 3.7 5.4
% dismissed 6.0 7.0 10.5
% retired/ voluntary buy-out 0.2 0.2 0.9
% laid-off 1.3 0.6 3.3
% total turnover 32.8 30.9 36.2
Managers of call centers
Managers as % of workforce 11.3 15.2 14.5
Managers annual pay $63,357 $62,862 $64,423
% manager pay that is performance-
based 17.5 18.9 26.7
Frontline supervisors annual pay $44,607 $46,100 $49,852
Sample 29 32 29
* % of workers with discretion: 4 or 5 on 5-point scale
** Compensation definitions: Annual pay is the average for all workplaces of the gross annual pay for
the typical, or median, worker. By typical or median worker, we mean that 50% of workers at a work-
site are paid more and 50% are paid less. Annual pay excludes overtime pay but includes commissions
and bonuses. Total compensation includes median pay, overtime pay, and the costs of benefits.

50
Appendix E:
Technical Notes
The sample of 472 call centers is a stratified random sample drawn from two sources: the
subscriber lists of Call Center Magazine and the Dun and Bradstreet listing of establishments
in the telecommunications industry. Roughly 60 percent of the call centers came from the
Call Center Magazine list, which allowed us to identify call centers across a wide range of
industries and sectors. The remainder of the sample came from the Dun and Bradstreet listing.
The telephone survey was administered in mid-2003 by the Survey Research Institute at the
Industrial and Labor Relations School, Cornell University. The telephone interview averaged
40 minutes, and yielded a 62% response rate. Respondents were asked to answer questions as
they pertain to the “core” workforce in their establishment -- the largest group of employees
who carry out the primary work activity at that location. In call centers, the customer contact
employees typically have job titles such as customer service rep, sales agent, or sales rep.
To identify customer segmentation strategies, respondents were asked whether they targeted a particular
customer segment or not. Establishments were then categorized into four groups: mass market target,
small business target, large business target, or universal centers (those serving multiple segments).
To obtain copies of this report, contact
Rosemary Batt
Alice H. Cook Professor of Women and Work
Human Resource Studies
Industrial and Labor Relations School
Cornell University
387 Ives Hall
Ithaca, NY 14853
607-254-4437
rb41@cornell.edu