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Call Center Industry Statistics Related to HUMAN RESOURCES
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Call Center Industry Statistics Related to HUMAN RESOURCES < Go Back

Any information related to personnel in call centers: Training, coaching, feedback, skill levels, turnover, attrition, retention, employee satisfaction, career paths, agent development, supervisor statistics, span of control, manager statistics, executive statistics, compensation, incentives, hiring, layoffs, recruiting, outsourcing, part-time, full-time. Respondents to a survey conducted by ICMI revealed the following as the top reasons for agent turnover in call centers:
Better opportunities outside the organization (21% - very frequent; 46% - sometimes) Better opportunities inside the organization (18% - very frequent; 44% - sometimes) Lack of career/development opportunities (10% - very frequent; 44% - sometimes) Repetitive work (11% - very frequent; 40% - sometimes) Daily physical confinement (11% - very frequent; 34% - sometimes)

ICMI, 3-1-05

Despite the evolving role of call center staff in a service-oriented economy, the majority of call centers still do not offer a formal skill path to develop frontline agents and allow them to earn more pay, according to a survey report by Incoming Calls Management Institute (ICMI) Inc. Only 38.3 percent of call centers have a formal skill path in place for agents, and just over half (51.2 percent) offer a formal career path that enables agents to advance within the center or to other positions within the organization. ICMI, 2-17-05 The seventh Merchants Global Contact Center Benchmarking Report reveals that attrition rates in contact centers across the world are continuing to rise, with annual staff turnover now standing at 23%, compared to 19% in 2003. Staff within contact centers also feel isolated from the rest of the business 〞 only 26% feel that they share the same culture as their organizations. Dimension Data, 2-17-05 The lowest turnover rates exist when the agents have minimal customer interaction or when they possess full control over the interaction, according to a study by MetLife. Among three call center types with the lowest agent attrition rates are credit/collections centers (33% annual agent attrition), Internet centers (31%) and full account management centers (25%). MetLife, 2-2-05 Although call center employees may represent only 20-25% of a company's full-time employees, they account for over 60% of its total short-term disability claims and family and medical leave absences. MetLife, 2-2-05 See Also: Costs/Budgets There are currently upwards of 100,000 home-based phone representatives in the United States. Compared with traditional outsourcing and offshore, companies utilizing home-based agents can access highly skilled representatives that are closely attuned to the U.S. market at very reasonable cost. Additionally, accessing high-quality agents is not limited to those within commuting distance and agents can be contacted when needed, instead of occupying call centers during periods of very little call activity. IDC, 1-6-05 See Also: Demographics/Market Size Key findings (for the U.S.) from the most recent salary survey conducted by HDI 每 the world's largest membership association for IT service and support professionals 每 include:
Entry level salaries average $28,519; managers average $62,641. 47% of Level 2 workers, who have greater technical skills, earn from $36,000 to $45,000. 65% of senior support managers earn from $61,000 to $90,000. Customer service skills continue to be the driver for salary increases for call screeners and Level 1 employees.

HDI, 1-3-05 Spending on recruiting and staffing services will increase to $94 billion worldwide by 2008, with a compound five-year annual growth rate (CAGR) of 8.7%. The U.S. market will continue to lead in this area, and will increase to $40 billion in 2008. IDC, 11-24-04 See Also: Predictions More than half of surveyed companies expect 80%-100% of customer service reps to assume some cross-selling role and responsibility, according to a study by Best Practices, LLC. Key findings include:
60% of companies found that most service reps are willing but not ready to sell, and those companies have implemented communication and training programs to prepare reps for cross-selling. Most top-performing service/sales reps - in 86% of benchmarked companies - actively listen and probe for unmet needs to convert a service call into a sale. In addition to hiring and training, more than 50% of benchmarked companies designate sales quotas and require cross-sell products to convert customer service staff into high-performing service/sales reps.

Best Practices, LLC., 10-15-04 IT staff salaries will increase by as much as 10%-15% over the next three years, according to META Group, a leading provider of information technology research, advisory services, and strategic consulting. This salary inflation will drive up labor costs through 2007, when they will represent upwards of 55% of an organization's IT budget. To prevent a mass exodus of highly valued employees, CIOs will need to pay closer attention to their human capital management programs, including management development, employee welfare/morale programs, recruiting/retention programs, and perhaps most important, compensatory strategies such as performance-based incentives.

META Group, 10-13-04

See Also: Predictions Voice-based contact center agents in Argentina and India make just 12 percent and 10 percent of what American and U.K. voice-based agents are paid per hour. Datamonitor, 11-1-04 See Also: ,

Rapid e-learning -- Web-based training programs that can be created in a few weeks -- is growing at an annual compound rate of 80 percent, and will comprise approximately 50 percent of the $816 million projected to be spent on e-learning in 2006. Bersin & Associates, 8-19-2004 See Also: , The contingency workforce (contract and temporary workers) will grow at three to four times the rate of the traditional workforce over the next decade, mainly due to employer demand but also owing to the preferences of young, skilled workers. Organizations that fail to expertly manage and leverage this resource will fall behind their competitors. Human Capital Institute, 7-22-2004 See Also: Predictions Companies spend an average of $15,000 for every new call center agent they add to their staff. Cutting Edge Information, 7-1-2004 In a recent report, research and consulting firm Strategy Analytics predicts an imminent employment threat involving the replacement of first-level jobs in customer contact/call centers with increasingly intelligent systems. Strategy Analytics, 6-28-2004 See Also: Predictions, Technology More than 50 percent of office computer workers feel that one of the best ways that employers can show their commitment to employees' success is to provide them with the latest technologies so they can do their jobs more efficiently. Synovate, 6-28-2004 See Also: Technology According to a study by call center research/consulting firm Prosci, the three primary qualities or competencies to look for when hiring agents as cited by study participants are: Exceptional communication skills 每 including both verbal and written capabilities. A professional attitude. Ideally suited candidates are ambitious and driven to succeed in a team environment focused on the customer experience. Knowledgeable and experienced 每 in customer service as well as computer systems, with added credit given for existing knowledge on the company's products and services . Call Center Learning Center: 2004 Call Center Best Practices Report, 5-01-2004http://www.call-center.net/ccstudy-practices.htm In the Prosci study, over 75% of participants indicated that they monitor their agents less than 10 times per month, with most of them monitoring agents only one or two times per month. Call Center Learning Center: 2004 Call Center Best Practices Report, 5-1-2004 See Also: The average agent base wage in the U.S. is $14.16 per hour. Call Center Learning Center: 2004 Call Center Best Practices Report, 5-1-2004 See Also: A Cornell University survey of 350 call centers across the United States revealed that those focusing on quality -- giving operators more training and time per call -- had half the number of employees quit and twice the sales growth of centers that focused more on cost containment including speed of call processing. Cornell University 's School of Industrial and Labor Relations (cited by the Indianapolis Star), 5-04-2004 In a survey conducted by BenchmarkPortal -- a leading source of CRM information and practices for call centers 每 61.8% of respondents indicated that most of their agents appreciate the feedback and value of the center's monitoring and coaching process; 31.2% said that most agents are neutral about the feedback and value; and 7% reported that most agents dislike the process and do not value the feedback. BenchmarkPortal, 4-15-2004 According to Mercer's 2003 CallCenter Compensation Survey , the average turnover rate within call centers in 2003 was 33 percent, with turnover most often occurring within the first year of employment. Above-average turnover was not isolated to frontline staff, but was an issue at all levels of the call center. Mercer Human Resource Consulting (cited in Call Center Management Review), 3-1-2004 Call centers in the financial services industry spend an average of $15,000 to add a new agent. Cutting Edge Information (cited in ), 2-1-2004 See Also: A study by research and consulting firm Best Practices, LLC. revealed several key practices of leading organizations that have transformed their call centers into high-performing sales channels. The most significant findings include:
Over half of companies expect 80%-100% of their call center reps to assume some cross-selling role and responsibility. Sixty percent of companies found that most service reps are willing but not ready to sell and have implemented communication and training programs to prepare them for cross-selling. More than 50% of benchmarked companies designate sales quotas and require cross-sell products to convert call center staff into high-performing service/sales reps.

Best Practices, LLC., 1-15-04 Sixty-five percent of call centers ensure consistency in their monitoring/coaching programs by conducting calibration sessions. Other methods used include: analyzing monitoring data for inconsistencies (61%); assigning various individuals to cross-monitor each agent (47%); and monitoring coaches (35%). , 4-1-2003 Here are some of the key findings of the 2004 SOCAP Salary and Job Characteristics Study , which focuses on salaries for customer care executives:
The median salary for all respondents was $70,000 and the mean was $81,312. Men are still paid more than women in the field, but the gap is closing considerably. In 2002, the mean salary for men was $102,789, and the mean for women was $76,487; In 2004, the mean was $87,113 for men and $79,704 for women. The highest median salaries reported were in publishing ($85,000), healthcare/insurance ($80,000) and retail/mail order ($80,000).

SOCAP, 4-1-2004 See Also: TeleManagement Search's 18 th Annual Call Center, Telesales and Customer Service Salary Guide includes average salaries for various call center management positions:
VP, Inbound (consumer ) $116,400 VP, Inbound (B-to-B) $102,100 Director, Inbound (consumer) $95,400 Director, Inbound (B-to-B) $86,900 Manager, Inbound (consumer) $65,800 Manager, Inbound (B-to-B) $63,000 Scheduling and Forecasting Manager $62,100

TeleManagement Search, 5-1-2003 See Also: Costs/Budgets

Turnover rates in 2002 among Australian call centers are 16%, according to the 2002 Australian Call Cantre Industry Benchmarking Study by callcentres.net. Asia Pacific Call Centre News, 6-20-2002 See Also: TeleManagement Search's 2002 compensation statistics include the following average annual management salaries for inbound consumer call centers:
Director, $94,200 Manager, $65,300 Supervisor, $30,300 Scheduling/Forecasting Manager, $60,500

(Cited in Call Center Management Review, May 2002, ) TeleManagement Search, 5-1-2002 See Also: The market for e-learning in the U.S. call center industry is expected to grow at a compound annual growth rate of 110% over the next four years, according to a report by Saddletree Research. (Cited in Call Center Management Review, May 2002, ) Saddletree Research, 5-1-2002 See Also: , IDC estimates revenue in the contact center training industry will grow from $415 million in 2001 to nearly $1 billion in 2006. ICCM Weekly, 4-3-2002 See Also: , The Hallis 2001/2002 turnover survey found Australian call center turnover decreased to 22.77% from 28.5% a year earlier. Asia Pacific Call Centre News, 3-6-2002 See Also: Demographics Almost all call centers (93%) report monitoring calls, according to ICMI's . The study also found that four out of 10 call centers monitor email responses, one in six monitor fax correspondence and one in 14 monitor Web text-chat sessions. (Cited in Call Center Management Review, March 2002, ) Incoming Calls Management Institute (ICMI), 2-1-2002 See Also: ICMI's found that 62% of respondents feel they have enough time to provide effective monitoring/ feedback. That figure has improved since 1999, when just over 50% felt that way. (Cited in Call Center Management Review, February 2002, ) Incoming Calls Management Institute (ICMI), 2-1-2002 The Australian Services Union conducted a survey of 658 union and nonunion call center workers. Key findings revealed:
88% of respondents find their job and workplace stressful Stress caused almost a third of workers to take time off work; the median length was five days Just over a third believed they received insufficient communication and encouragement from managers.

(Cited in Call Center Management Review, December 2001, ) Australian Services Union, 12-1-2001 See Also: Demographics, Miscellaneous International Customer Service Association (ICSA) reports CSR salaries average $31,818 in 2001, up from $28,876 in 1999. Technical support representatives' pay increased to $39,700 from $34,850 two years ago, and customer service managers' compensation rose to $69,010 from $59,207. However, bonuses for all levels fell as much as one-half or more over the same period. (Cited in Call Center Management Review, September 2001, ) ICSA, 9-1-2001 Outsourcing basic customer service support functions from the U. S. to foreign contact centers can save up to 30% compared to inhouse costs. Jupiter Media Metrix, 7-31-2001 A survey of 550 executives by supportindustry .com and Help Desk 2000 reports that 45.7% of companies enjoy a staff turnover rate between 0 - 9%, 27.7% run between 10 - 19%, and 17% struggle with attrition rates of 20 - 29%. (Cited in Call Center Management Review, April 2001, ) supportindustry.com, 4-1-2001 A survey of 550 executives by supportindustry .com and Help Desk 2000 reports that 45.7% pay Level 1 staff from $30,000 to $39,999, and 54.3% pay Level 2 agents between $40,000 to $54,999. For support managers, 37% pay in the range of $50,000 to $64,999, while another 31.3% pay between $65,000 to $79,999. (Cited in Call Center Management Review, April 2001, ) supportindustry.com, 4-1-2001 An incentive plan which pays an average of 3% provides a net return of 134%, according to a study conducted for the American Compensation Association. Higher- paying plans tended to provide higher returns for the company. The top-quartile firms in the study had a net return of 378%. (Cited in Call Center Management Review, April 2001, ) Incoming Calls Management Institute (ICMI), 4-1-2001 According to a survey by CallCenterCareers.com, the top ways to motivate call center staff who are looking for new jobs to remain at their current jobs, instead, would be better pay (32%), receiving recognition for hard work (29%), more in-house opportunities for promotion, and a better working environment (12%). (Cited in Call Center Management Review, March 2001, ) CallCenterCareers.com, 3-1-2001 According to TeleManagement Search (TMS), average salaries for inbound call center supervisors are about $30,000, while managers earn, on average, in the low $60,000 range. Call center directors in consumer operations earn an average of $92,700 and those in business-to-business operations earn $83,100. (Cited in Call Center Management Review, February 2001, ) TeleManagement Search, 2-1-2001 According to The Association of Support Professionals, average salaries for CSRs were $27,000 in 1999 and $26,130 in 1998 in software support organizations. (Cited in Call Center Management Review, January 2001, ) The Association of Support Professionals, 1-1-2001 According to a survey by supportindustry .com and Help Desk 2000, 40.3% of organizations have not established a formal training program for their support staff, and 57% do not have a formal career plan for their support professionals. (Cited in Call Center Management Review, November 2000, ) supportindustry.com, 11-1-2000 Dr. Jon Anton reports in the Purdue Research Foundation's benchmarking study that the average salary of call center supervisors is $36,163, while the average for managers is $56,156, and the average cost per new agent hired is $6,279. Purdue Research Foundation Benchmark Performance Report, 10-6-2000 According to Customer Interface's annual survey, the majority of agents earn less than $50,000, and 25% - 33% earn less than $25,000. Customer Interface, 10-1-2000 According to a study by Hackett Benchmarking & Research, leading call centers significantly out-perform others not only on customer service measures, but in cost per contact. Agents at leading centers are far more productive, handling 2.5 calls to every one call by an FTE at an average company. Cost per contact in first- quartile call centers averaged $4.73, compared to $14.73 at average centers. Leading centers' wage costs are 14% less than those at average centers, and 80% of the staff are hourly in the top centers, vs. 59% at average centers. (Cited in Call Center Management Review, October 2000, ) Hackett Benchmarking & Research, 10-1-2000 Compared to average call centers, leading call centers spend twice as much of the annual budget on inititial training, and almost one-third more in ongoing training, according to a study by Hackett Benchmarking & Research. CSRs at first-quartile centers receive formal feedback nearly twice as often throughout the year, and are 1.5 times more likely to receive informal feedback at least once a week. (Cited in Call Center Management Review, October 2000, ) Hackett Benchmarking & Research, 10-1-2000 According to Customer Interface's annual survey,32% of call center managers receive $10,000 to $50,000 above their base pay from bonuses or commissions, while another 21% receive $5,000 - $9,999, and 28% receive less than $5,000. Customer Interface, 10-1-2000 According to Customer Interface's annual survey,more than 36% of call center managers earn between $50,000 - $75,000, while another 28% earn between $25,000 - $50,000. 20% earn from $75,000 - $100,000, and 15% earn more than $100,000. Customer Interface, 10-1-2000 More than half (52%) of call center managers participating in a recent ICMI Web-based seminar said their agents are monitored up to five times each month, while another 42% conduct six to ten observations each month. 31% said their centers calibrate their monitoring forms weekly, 24% do so monthly, while another 24% never calibrate monitoring forms. (Cited in Call Center Management Review, June 2000, ) Incoming Calls Management Institute (ICMI), 6-1-2000 Call Center Management Review's 2000 Agent Staffing and Retention Survey of 218 call centers found that 83% offer incentives to their agents, although only 42% offer pay incentives. Only 38% pay agents according to the individual agent's skill set or experience (skill- based compensation). 61% report they encountered organizational obstacles in developing career or skill paths for their call centers. (Cited in Call Center Management Review, Special Issue: Agent Development and Retention, Spring 2000, ) Incoming Calls Management Institute (ICMI), 5-1-2000 <


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