Contact Centre Industry Compensation and Benefits Study · Compensation and Vacation Respondents stated that health benefits such as medical, dental and vision care are usually shared

Compensation and Benefits Survey 2012

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Contact Centre Industry

Compensation and Benefits Study

August 2012

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Table of Contents

Introduction

Background and Objectives 3 Data Collection and Analysis 3 Questionnaire Design 3

Executive Summary 4

Study Findings

Contact Centre Profile 7 Industry Demographics 11 Wages 13 Premiums 15 Recruitment 16 Education and Experience 21 Training / Performance Management 23 Probation Period 26 Compensation 26 Vacation / Sick Time 27 Attrition / Turnover 28

Appendix 33


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Introduction

Background and Objectives

The contact centre industry is a strong, stable sector in Manitoba’s economy. The industry is comprised of many services, ranging from in-house and outbound customer service, to sales and technical support.

The purpose of this study is to gather information from the industry, analyze and evaluate

factors relating to wages, recruitment, training and retention, and a gain a better

understanding of current industry trends. By collecting this information we can also compare

and contrast the information gathered to prior studies and conclude which areas have

improved or may need changing.

Survey respondents consisted of 24 contact centres including both members and non-members

of the Manitoba Customer Contact Association (MCCA). The respondents are relatively diverse

in terms of business type and size.

Data Collection & Analysis

This survey was developed, distributed and analyzed during the summer of 2012. A timeline

was drawn out from May- August to ensure timely completion of the report. An HR advisory

committee comprised of seven industry representatives and two MCCA staff members was

consulted to guide and steer the project through completion. The committee provided input

and feedback throughout the process to ensure quality results for the industry and MCCA.

Respondents had approximately one month to complete the survey. It should be noted that not

all respondents answered each question. Some comparisons were made on data collected

from the 2009 Compensation and Retention Study, as well as the 2007 Recruitment and

Retention Study.

Questionnaire Design

The survey was comprised of 73 questions which were broken down into 9 overall categories:

1) Contact Centre Profile; 2) Industry Demographics; 3) Employee Profile; 4) Premiums; 5)

Recruitment; 6) Education and Experience; 7) Training/Performance Management; 8)

Compensation and Vacation; and 9) Attrition/Turnover. All questions from the survey are listed

in the appendix following the report.


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Executive Summary

Contact Centre Profile

The results of the survey are based on the respondents who participated in the survey. The

majority of these are small contact centres comprised of 1-99 full-time equivalents (FTE), and

are predominantly in-house centres providing inbound customer service.

Industry Demographics

Relative to previous years, the industry is still predominately employed by women, in both non-

managerial and managerial positions. Many of the organizations who replied have a well

rounded representative workforce including: Aboriginals, persons with disabilities and

individuals of visible minority, in non-managerial roles, but only a few were reported to be in

managerial roles. Persons under the age of 25 or over the age of 55 are most frequently

employed in non-managerial positions, though some do hold managerial positions as well. Of

the organizations who participated, most stated that they do not track employment equity

status, nor do they have a specific method or strategy to attract a more diverse workforce.

Front line and managerial/leadership staff usually have a tenure between 5-10 years, although

in leadership positions it is not uncommon to work 10-15 or 20 plus years with one company.

Employee Profile and Premiums

The most common position in the industry is inbound customer service representative. Other

common positions are supervisor and manager. The lowest starting wage for a frontline

position, among the participants who responded, is $10.00 per hour (current minimum wage in

Manitoba) for inbound customer service representatives, technical support representatives,

remote agents or administrative/clerical staff. The top wage for a frontline position is $28.50

for some inbound customer service representatives. For the managerial positions, the lowest

starting wage was $11.69 for trainers, and the top wage was $59.66 for some managers.

The average language premiums ranged from 1.04 to 1.28 per hour, depending on language.

Languages that are recognized are French, Spanish, Punjab, Tagalog and Portuguese. The

average premium rate for evening, overnight and weekend shifts is $1.11, $1.31 and $1.61

respectively.


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Recruitment

Based on previous studies, the difficulty in recruiting seems to be decreasing. Sixty-eight

percent of respondents stated it was “usually not a problem” to recruit individuals compared to

the 14% of respondents in 2007 who found it “very difficult.”

On average, respondents stated that most candidates were hired from external sources. The

most common recruiting methods included corporate and other job websites (MB Jobs,

Workopolis), career fairs, referrals, the MCCA website and newspapers. The average cost for

recruitment (including initial training) was $3,865.38 per person.

The most difficult recruitment challenge was finding qualified individuals who fit the

appropriate skill set required. Finding the right job fit and finding bilingual workers was also a

common challenge.

New recruitment ideas included employee referral programs, personal networks, virtual

testing/simulations and home agent programs. Some respondents are using social media to

recruit.

Approximately 25% of respondents plan on growing their centre in the next six months to a

year, down from 50% reported in 2009.

Education and Experience

The majority of respondents stated that the minimum education and experience requirement

for front line employees is high school graduation, some experience with

keyboarding/computers, and some experience with MS Office programs. Most front-line

employees hired had graduated high school, whereas managers had typically graduated from

community or technical college.

Top competencies for front-line agents were active listening, handling difficult callers, and

problem solving. For senior front-line agents they were peer coaching and mentoring, multi-

tasking and handling difficult callers. For managers they were change management, task

management, project management and time management.

Training / Performance Management

The majority of respondents stated that new hires took part in an orientation and job

shadowing; initial training typically took about 4 weeks. After initial training the majority of

respondents offered ongoing and cross training. To assist with staff development, they also


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implemented formal performance management sessions, and monitoring. Most employers

require 3-6 months for a probationary period and stated that employees qualify for benefits as

soon as they become full time.

Compensation and Vacation

Respondents stated that health benefits such as medical, dental and vision care are usually

shared costs, and that an employee assistance program, if offered, is paid for by the employer.

Monetary benefits, such as training, education, bonus plans and additional family/personal

time are most commonly paid for by the employer. Additional training, employee feedback and

flexible hours are the top three non-monetary benefits.

For vacation, most respondents have similar allowances starting from two or three weeks in the

first year and increasing by one week every five years. For sick/personal days, 95% of

respondents offer paid bereavement and 53% offer paid time off for family illnesses.

Attrition / Turnover

Almost 75% of respondents conduct exit interviews. The top three reasons reported for

employees leaving are: a result of internal movement, furthering education, and graduation

resulting in a position in their studied field. Unionized employees, on average, leave after three

or more years of service, whereas non-unionized employees leave around six months to a year,

on average. The most common reason for leaving is job advancement/promotion, or other

opportunity. The most difficult challenges presented when dealing with attrition is attendance,

hiring the right people and seasonal fluctuations.

Engagement / Retention

To prevent work burnout, respondents have suggested implementing employee assistance

programs, offering professional development opportunities, and training. To engage

employees, respondents organize potlucks and BBQs, provide breakfast and snacks, and also

allow treat days or spirit weeks. To retain employees, respondents attempt to provide a

positive culture, continued job recognition, and flexibility with hours and scheduling.

Many respondents find attendance management a major concern but find success in

attendance management programs. These are implemented in a variety of ways that

progressively increase corrective action if absenteeism persists.


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Figure 1: Primary Function of Participating Contact Centres

Inbound Customer Service remains the primary function among contact centres in Manitoba.

Figure 2: Type of Service

Participation came from a wide variety of Manitoba service providers; the top three areas represented

are Service Industries, Government and Telecommunications.

0%

10%

20%

30%

40%

50%

60%

70%

0%

5%

10%

15%

20%

25%

30%


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Figure 3: Unionized vs. Non-Unionized Figure 4: Outsourced vs. In-House

Reflects sample size of respondents who participated in the survey.

Unionized environments represented 50% of respondents this year compared to just 20% in 2009. The

ratio of in-house (96%) versus outsourced (4%) centres remains very similar.

Figure 5: Size of Contact Centre - Full Time Equivalents (FTE)

The majority of respondents have small contact centres (less than 100 FTE),

Small centres with fewer than 20 FTE make up 25% of respondents, as do small centres with 20-

49 FTE. Small centres with 50-99 FTE comprise just 17% of respondents

Since 2009, there has been a decrease in the number of large centres, and an increase in the

number of medium centres

Contact centre size is classified by MCCA membership categories

67%

16%

17% Small Centres 1-99 FTE

Medium Centres 100-399 FTE

Large Centres 400 + FTE


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Figure 6: Full Time Equivalents each Supervisor/ Manager is Responsible for

The most common response was that supervisors are responsible for 16-20 individuals.

Note: No definition of supervisor was made available.

Figure 7: Hours of Operation

Fifty percent of respondents operate between 10 and 12 hours per day, while 29% operate 24 hours a

day.

0%

10%

20%

30%

40%

50%

60%

8 10 to 12 14 to18 24

Hours of Operation


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Figure 8: Days of Operation

50% of respondents operate 7 days a week

33% operate Monday to Friday only

Note: Many of the respondents have specific teams, who operate on separate hours (Ex. Technical Support); some

have shortened hours during weekends.

0%

10%

20%

30%

40%

50%

60%

Days of Operation


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Employment Equity Status

Approximately 20% of respondents reported that they formally track employment equity status, down

from 30% reported in 2009.

Based on the results of those who responded, the contact centre industry workforce remains

predominantly female (51%) in both managerial and non-managerial positions. There is diversity in the

workplace with a variety of employees who are part of a visible minority (less than 10%) in both non-

managerial and managerial positions. Aboriginal peoples and persons with disabilities are more

frequently in non-managerial positions. Most contact centres employ some staff under the age of 25 or

over the age of 55 primarily in non-managerial positions. Fewer of these hold management positions.

Figure 9: Years of Service for Front-Line

The majority of respondents agreed that a front-line employee’s average tenure is between five and

ten years. This supports a change in perception; that contact centres do offer the potential for long

term employment or careers.


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Figure 10: Years of Service for Leadership

The majority of respondents stated that the average tenure for an employee in a leadership position

ranges from five to ten years.

Creating a Diverse Workforce

Most respondents indicated that they did not have a specific strategy in place to establish a more

diverse workforce. The number of centres with such a strategy has remained consistent from 2009 at

30%. Respondents who have a strategy answered as follows:

Strategies to Increase Recruitment to Establish a Diverse Workplace

Collaboration with MCCA, diversity/disability partners and other learning institutions

Utilizing various recruitment organizations Direct advertising that highlights employment equity to reflect diversity

in culture and community Flexibility with home agent programs /offsite employees


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Wages

Employers were asked about starting wages and wage increases at six months and one year, by position.

This was not a forced select question and respondents only answered areas that were applicable. Due to

lack of responses for increase of wages at 6 months, it is estimated that a number of respondents do not

give increases at 6 months; also, many of the wage increases vary depending on performance.

With the exception of technical support who have seen yet another decrease in average starting wage

since 2007, and remote agents whose average starting wage remains the same as in 2009, all positions

saw increases.

Figure 11: Starting Wages and Increases

Position Statistics Starting wage

Wage increase after 6 months

Wage increase

after 1 year

Top wage

Inbound Customer Service (I/B CS)

Number of responses

21 5 18 18

Mean $15.67 4.9% 3.8% $19.87

Min $10.00 4.2% 1.0% $12.00

Max $28.50 Up to 5.5% 8.4% $30.86

Outbound Customer Service (O/B CS)

Number of responses

6 3 3 5

Mean $11.50 4.8% 9.4% $15.01

Min $10.05 1.7% 4.0% $12.00

Max $13.89 Up to 5.9% Up to 13.0% $18.23

Remote / At-Home Agents (R/A)

Number of responses

5 1 3 4

Mean $14.10 5.5% 4.9% $23.29

Min $10.00 5.5% 4.0% $12.25

Max $20.68 Up to 5.5% 6.2% $30.00

Tele-Sales Agents (Sales)

Number of responses

4 0 0 3

Mean $10.51 0% 0% $18.58

Min $10.05 0% 0% $12.00

Max $11.25 0% 0% $30.00

Technical Support (TS)

Number of responses

5 2 5 4

Mean $15.56 5.1% 4.7% $22.01

Min $10.00 4.7% 2.0% $12.25

Max $20.00 Up to 5.5% Up to 11.0% $27.00


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Figure 11: Starting Wages and Increases continued

Workforce Management/ Scheduling Team (WF)

Number of responses

9 1 5 6

Mean $20.13 Up to 7.0% 3.0% $28.95

Min $13.00 Up to 7.0% 1.0% $18.00

Max $31.42 Up to 7.0% 6.1% $44.75

Position Statistics Starting wage

Wage increase after 6 months

Wage increase

after 1 year

Top wage

Quality Assurance (QA)

Number of responses

10 2 6 7

Mean $20.14 4.8% 2.9% $25.90

Min $13.00 2.6% 1.0% $18.00

Max $27.67 Up to 7.0% 6.1% $33.00

Trainers (Trainer)

Number of responses

13 1 10 11

Mean $20.51 Up to 6.3% 3.9% $27.04

Min $11.69 Up to 6.3% 1.0% $16.12

Max $29.99 Up to 6.3% 6.0% $37.79

Supervisors / Lead Hand etc. (SPVR)

Number of responses

19 2 15 17

Mean $20.82 4.8% 4.0% $26.84

Min $13.00 2.5% 1.0% $14.00

Max $33.50 Up to 7.0% Up to 9.5% $41.20

Managers (MGR)

Number of responses

17 0 11 14

Mean $33.63 0 3.8% $42.19

Min $15.00 0 1.0% $15.50

Max $59.66 0 8.4% $70.00

Admin Support / Clerk (Admin)

Number of responses

13 2 11 13

Mean $16.61 5.5% 3.6% $20.73

Min $10.00 1.7% 1.0% $12.25

Max $27.67 7.2% 6.3% $28.70

Note: There was insufficient data available to analyze the Market Researcher Position.


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Premiums Language Premiums

Language premiums are paid by 4% of respondents as follows:

French premiums average $1.28 per hour

Spanish premiums average $1.04 per hour

Other languages such as Portuguese, Tagalog and Punjab average $1.13 per hour

Some respondents paid premiums on an annual basis rather than hourly

Fewer respondents are paying language premiums compared to 26% in 2009, and 58% in 2007.

Evening / Overnight/ Weekend Premiums

Evening, overnight or weekend premiums are paid by 63% of respondents as follows:

Evening premiums average $1.11 per hour

Overnight premiums average $1.31 per hour

Weekend premiums average $1.61 per hour

Some respondents have shift premiums ranging from $7.00-$7.50 per shift, instead of hourly

evening premiums; others give time and half for premiums on Sundays


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Recruitment

Remote / At-Home Agents

The majority of respondents (75%) stated that they do not yet have remote/at home agents, compared

to 85% in 2009. Of those who do, in-house centres most frequently hire their agents internally, while

hiring from external sources is more common for outsourcers. Of those who do not have remote/at

home agents, 20% are in discussions with plans to implement an at home program. One third plan

implementation within the immediate three to five months, an additional third for the next one to two

years, and the remaining third are unsure. These figures indicate a strong trend towards at-home agents

compared to 2009 when 63% of respondents without at-home agents did not have plans to recruit them

in future.

Difficulty in Recruiting

Recruitment is considered much easier today compared to 5 years ago, when, for our 2007 study, 22%

stated that recruiting was “very difficult”, compared to 4% in 2009, and none currently. The majority of

respondents (68%) state that recruiting front line employees today is “usually not a problem”.

Difficulty Recruiting Front-Line Employees

68% of respondents stated that it is “Usually not a Problem” to recruit front-line employees 21% of respondents stated that it is “Somewhat Difficult” to recruit front-line employees 11% of respondents stated that it is “Extremely Easy” to recruit front-line employees No respondents stated that it is “Very Difficult” to recruit front-line employees

Figure 12: Respondents with Remote/At Home Agents


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Figure 13: Providing References

The majority of respondents (74%) stated that they provide

references.

Corporate Policy on References

Most employers offer employment verification or length of employment for references, when asked.

Figure 14: Plans for Growth

Twenty-seven percent of respondents plan to increase their number of employees in the next six

months to a year, down from 48% in 2009. Respondents indicating that they have no plan to change

their employee numbers dropped from 52% in 2009 to 42% today. Only 5% reported a plan to reduce

staff. The remainder reported that plans were unknown.

Most Frequent Responses - Employment verification - Length of employment - References given upon request - Conducted by HR department

- Must be referred to direct supervisor


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Recruitment and Initial Training Costs

Most recruitment is conducted externally (63%), as opposed to internally (37%).

Most of respondents (63%) track recruitment and initial training costs; the average cost per employee is $3,865. Some stated that that costs were as low as $1,000 or less, while others were as high as $6,000 or more.

Outsource respondents stated an average of $1,200 in recruitment and initial training costs

In-house respondents stated an average of $4,108 in recruitment and initial training costs

Average Rate of Turnover in Past Year

Responses when asked the rate of turnover for various positions in the past year :

Average % Turnover Inbound Customer Service 18 Outbound Customer Service 15 Remote At-Home Agents 12 Tele Sales Agents 18 Technical Support 17 Workforce Management /Scheduling Team

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Quality Assurance 10 Trainers 20 Supervisors / Lead Hands 3 Managers 9 Admin Support/Clerks 4


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Figure 16: Recruitment Methods

Since 2009, corporate websites and job websites continue to be the top two recruiting methods stated;

both referrals and newspaper methods have decreased, while career fairs/open house events have

increased.

Top Recruitment Methods 2012

1) Corporate Websites (90%)

2) Job Websites (MBJobs, Workopolis, etc.) (63%)

3) Career Fairs / Open House Events (58%)

4) Referrals (53%)

5) MCCA Website and Newspaper (Both at 48% )


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Recruitment Challenges

The most significant recruitment challenge reported continues to be finding qualified individuals who

have the appropriate skill set.

New Recruitment Ideas

When asked what innovative ideas are used today for recruitment, the top responses were:

Changes in Recruitment Methods

When asked on changes in recruitment methods, the most common responses were:

There appears to be a general consensus that social media is emerging as a common valuable

recruitment method for respondents. There also seems to be a trend toward more active engagement

with external recruitment agencies, associations, and community organizations.

Top 3 Recruitment Challenges

1) Finding Qualified Individuals who have the Appropriate Skill Set required (63%)

2) Finding the Right Job Fit (42%)

3) Finding Bilingual Workers (26%)

Top Innovative Ideas for Recruirment - Employee Referral Programs/ Networks - Virtual Testing / Simulations - Home Agent Program - Open House / Wine and Cheese Events - Use of Recruitment Software

- Awareness of Industry Employee Movement (Transfers, Layoffs etc.)

Most Common Recruitment Methods

- Social media platforms and specialists - Changes in testing methods - Utilizing recruitment agencies and networking with associations - Internal postings - Industry movement


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Education and Experience Required for Front-Line Staff

The majority of respondents seek new employees who are high school graduates, and prefer at least

one year of customer service experience, in addition to technical skills in keyboarding and MS Office

programs.

Education Typical of New Front-Line Hires

The highest level of education typical for new hires is graduation from high school and some university

or college.

Most Common Educational Requirement for New Hires

1) Graduated High School / CEGEP 2) Some University or College

3) Graduated Community or Technical College

Education Typically of Leaders/Managers

The majority of leaders and managers have college or university education. Most leaders, who graduate

with post secondary education, are usually community or technical college graduates.

Top 3 Responses

1) High School Graduate (79%) 2) Some Experience with Keyboarding/Computers (58%) 3) Some Experience with MS Office Programs (Word, Excel, PowerPoint) (42%)

Most Common educational Requirement for Leaders/Managers

1) Graduated Community College/ Technical College 2) Some University or College 3) Graduated High School/ CEGEP 4) Graduated University ( Undergraduate)


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Anticipated competencies required now, and in the next two to three years:

Front-Line Agents

For front-line agents, the top competencies are active listening and handling difficult callers,

followed closely by problem solving and decision making. Other key competencies included

building customer relations, reading comprehension and teamwork.

Senior Front-Line Agents

As senior front-line agents, priorities change. The top competencies here are peer coaching and

mentoring, along with multitasking with multiple communication channels. Handling difficult

callers, problem solving /decision making and teamwork are also key skills.

Leaders/Managers

For Leaders/Managers, respondents replied that top competencies needed are change

management skills, along with task, project and time management skills.

Top 6 Competencies for Front-line Agents

1) Active Listening (90%) 2) Handling Difficult Callers (90%) 3) Problem Solving / Decision Making (84%) 4) Building Customer Relations (74%) 5) Reading Comprehension (74%) 6) Teamwork (74%)

Top 5 Competencies for Senior Front-line Agents

1) Peer Coaching and Mentoring (84%) 2) Multitasking with Multiple Communication Channels, such as

Email, Local Area Networks and Teleconferencing (80%) 3) Handling Difficult Callers (74%) 4) Problem Solving / Decision Making (74%) 5) Teamwork (74%)

Top 4 Competencies for Senior Front-line Agents

1) Change Management (84%) 2) Task Management and Organizational Skills (84%) 3) Project Management Skills (79%) 4) Time Management / Scheduling Skills (79%)


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Training / Performance Management

Figure 17: New Hire Training

Notable differences in new hire training since 2009 are the increases in frequency of job shadowing

(22% to 90%) and in online training (30% to 53%).

Initial Training

Length of initial training varies between a few days to several weeks but is frequently four weeks. For

some, the hours of training vary with the skill level of the individual.

Figure 18: Dedicated Trainer or Training Resource

Though fewer than in the past, the majority of respondents

have a dedicated trainer/training resource.


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Figure 19: Types of Training Offered

All areas of training have increased since 2009:

Initial Training has increase from 96% to 100%

Ongoing Training has increase from 93% to 95%

Upgrading has increase from 56% to 74%

Cross Training has increase from 78% to 84%


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Figure 20: Development Training Methods

Most common methods used for developing employees are formal performance management practices

or coaching and monitoring calls. Ongoing training remains very common while mentoring has become

less common.

Figure 21: Formal Performance Management

The majority of respondents (90%) have formal performance

management practices.

Figure 22: Frequency of Formal Performance Management

The most common frequency of formal performance management was on a quarterly basis.


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Probation Period

The most common probation period for an employee was 3 Months (47%) and 6 Months (36%).

The majority of respondents’ state that full time employees qualified for benefits less than three months

into full time status, many of them qualified as soon as they become full time.

Compensation

Health Benefits

Pertaining to health benefits, the top employer paid benefit was the employee assistance program.

While areas such as medical, dental and vision care were often shared costs. If costs were shared, the

majority was split 50/50, although some respondents have cafeteria style benefits where employees

choose a variety of benefits that fit the needs of the individual.

Monetary Benefits

The most common employer paid monetary benefits were training, education, bonus plans and

additional family/ personal time. The most common shared benefit is organizational pension plans.

Health Benefits

Top Employer Paid Benefits

Employee assistance program is usually paid by the employer (79%) Top Shared

Medical and dental insurance are a shared cost benefit by 53% of the respondents

Vision care is a shared cost benefit by 43% of respondents

Monetary Benefits

Most Common Employer Paid Benefit

Training is the most common employer paid benefit at 84%

Education is also offered as an employer paid benefit with a 58% response rate

As well, 53% of respondents’ state bonus plans and additional family/personal time as an employer paid benefit

Most Common Shared Benefit

Many respondents state organizational pension plan as a shared benefit at 58% response rate


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Non-Monetary Benefits

The most common non-monetary benefits offered continue to be additional training and employee

feedback. While also, flexible hours, mentoring, providing career progression opportunities and

conducting team assignments / special projects were also frequently offered.

Most Commonly Offered Non-Monetary Benefits - Additional Training (79%) - Employee Feedback (79%) - Flexible Hours (68%) - Conducting Team Assignments/Special Projects (68%) - Mentoring (68%) - Providing Career Progression Opportunities (68%)

Vacation / Sick Time

Vacation Time

Most common increments of vacation are:

First year: 2-3 weeks

Year 5: 3-4 weeks

Year 10: 4-5 weeks

Year 15: 4-5 weeks

Year 20: 5-6 weeks

Other variations include increments of 3 years, at years 10, 18 and 25 years, or at years 4, 11, and 21

years. Vacation time also varies depending when it is taken (peak or non-peak season). Others give

bonus vacation time or the option to purchase vacation time.

Employee’s Sick / Personal Days

Pertaining to an employee’s sick/personal time off, the majority of respondents offer paid bereavement

(95%), and over half of respondents offer paid time off for family related illness (53%). Most

respondents grant paid time off for educational purposes sponsored by the employer, if not sponsored,

many will grant unpaid time off. Some respondents work on a case by case basis because of fluctuations

in each situation while others allocate only a certain amount of days off for these specific issues.


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Exit Interviews

Nearly 75% of respondents conduct exit interviews, but only in certain circumstances, such as for a

specific position, or if an employee requests one or resignations; some respondents’ exit interviews are

completed by the national HR department.

Where Employees Go When Leaving

Top 5 Responses

1) Internal movement within the company 2) Furthering education

3) Graduation resulting in position in studied field 4) Positions in other industry sectors 5) Retirement

Why Employees Leave

Majority of respondents state that Job Advancement / Promotions are the most common reason

why individuals leave

Over half of respondent’s state that 6-20% of employees have left their contact centre in the

past year

Of those that have left, majority of employees leave voluntarily

On average, 50% or more of those who left, moved internally

Most Frequent Reasons Employees Leave

1) Job Advancement / Promotion / Opportunity 2) Job Fit

3) Personal/Family Reasons 4) Wages 5) Hours


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Figure 23: Approximate Point in Time When Employees Leave

Majority of respondents state that in a unionized environment most employees do not leave until after three years. In non-unionized environments, the majority stated employees left much earlier, usually around six months to a year. Both environments have seen an increase in length of time employed before leaving.

Challenge in Attrition and Turnover

Challenges and concerns in attrition, as reported by respondents, remain the same as in 2009, and

highlighted attendance as the top concern.

Top 5 Attrition & Turnover Concerns

1) Attendance (74%) 2) Hiring the Right People the First Time (53%) 3) Season Fluctuations (42%) 4) Management of Stress (32%) 5) Inability to Provide Full Time Hours (32%)


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Methods Used to Prevent Work Burnout

Top 5 Methods

1) Employee Assisted Program (95%) 2) Professional Development and Training (84%) 3) Change in Responsibilities (58%)

4) Flexible work arrangements and health (53%) 5) Wellness education and activity (53%)

Most respondents stated that an Employee Assisted Program is used to address work burnout (95%)

Methods Used to Engage Employees

The majority of respondents most commonly stated professional development or training as a means for

employee engagement, followed by a variety of social activities such as BBQs, lunches, and treat days.

Top 6 Methods Named for Engagement

1) Professional Development /Training (95%) 2) Potlucks/BBQ (90%) 3) Provide Breakfast/Lunch/Snack for the Department (79%) 4) Spirit Weeks/ Treat Days (74%) 5) Outings/Cooperate Team Events/ Volunteering (68%)

6) Change in Responsibilities (63%)


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Attendance Management

Majority of respondents have a well formed Attendance Management Program that encourages

employees to improve on absenteeism.

1) Examples of attendance management programs:

Attendance is assessed on a quarterly based and compared to company average. If

employee absenteeism is above average there is a follow-up process. We also have a

perfect attendance program that recognizes and rewards employees.

After 6 occurrences a formal meeting is held, documented, then employee goes onto a

line where they have to bring in a paid medical certificate. Reviewed monthly, and

reassessed at 6 months...ongoing occurrences can lead to termination.

Depending on how high your rate of absenteeism will depend on the step of the

program you are in.

Employees are provided warnings after being late 3 times. If an employee misses work

for an unknown reason and no notification, they receive warnings if not termination.

Involves primary identification by the front line manager and assistance from the HR

department.

Verbal warning after missing 6 days in a calendar year, 2 more misses moves to a first

written, 2 more to a second written, 3 more to a third written and 2 more, termination.

Handled differently with culpable vs. non culpable absences. Punctuality follows the

same format.

A standard requirement of 96% attendance is monitored on a daily basis. Those who fall

below attendance standards go through the following corrective action:

- Verbal discussion- verbal warning- written warning- final written warning- dismissal.

2) Team Leaders record absences and reasons for absences in tracking file. Attendance

issues/patterns are addressed in coaching sessions. As absences accumulate we would bring

our Human Resource Coordinator into the loop and when absences reach an unacceptable level

a formal letter is issued indicating that doctor’s notes are required for all future sick days, sick

days can be unpaid and continued absences could result in termination. There is no defined

number of sick days allowed per year so each case is reviewed and handled independently.

3) We set expectations and meet with employees that do not meet expectations. If required we

involve our Health and Wellness specialist, we document meetings and discussions, follow up,

request sick notes, apply discipline if required if there is no change.

4) Staff is expected to arrange appointments outside of their scheduled hours where possible. If

unable to do so, they have the opportunity to make up the time, utilize a vacation day or to take

as unpaid. Unpaid time is discouraged & we try to have staff make up the time.


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5) Coach employees first prior to discipline, try to be flexible with shifts, allow an employee to

trade shifts, and have part time work.

6) Make-up time, Flex hours, EAP Meetings (supervisory meetings to identify areas for

improvement).

7) Talk to them; see what the problem is and what can be done. Issue discipline letters.

8) Speak to workers if it becomes an issue.

9) On Individual basis.

10) Thorough coaching sessions.

Retaining the Best Employees

Most Common Responses 1) Positive Culture / Environment 2) Job Recognition 3) Flexibility with hours and scheduling 4) Additional Projects / Responsibility 5) Opportunity to advance growth and learning 6) Employee Satisfaction and Motivation 7) Opportunities for Advancement 8) Competitive Salary and Benefits

9) Unionized Environment

The majority of respondents try to retain their best employees by building a positive environment,

providing job recognition and schedule flexibility.


33

Appendix: Survey Questions and Responses

Results are based on the responses of 24 contact centres in Manitoba. Not all respondents answered every question.

1. Are you a member of the Manitoba Customer Contact Association (MCCA)?

Yes 79%

No 21%

2. Contact Information


3. What is the primary function of your contact centre?

Inbound Customer Service 62.5%

Inbound Sales 16.7 %

Outbound Customer Service/Collections/Complaint Resolution

8.3%

Outbound Sales or Lead Generating 0.0%

Technical Support 4.2%

Market Research 0.0%

Combination of Above 8.3%

Other / Explain 0.0%

4. What type of business best describes the service your company provides?

Service industries (i.e. Hospitality, Retail etc.) 25.0%

Health 8.3%

Utilities 8.3%

Outsourcing 4.2%

Transportation 8.3%

Finance 8.3%

Telecommunication 12.5%

Security 4.2%

Public Insurance 4.2%

Government 16.7%


5. Please indicate if your company is unionized or non-unionized…

Unionized 50.0%

Non-Unionized 50.0%

6. Would your operations be described as …

In-House 95.8%

Outsourced 4.2%


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7. How many full time equivalent employees are employed in your Manitoba based contact centre operations?

1-19 25.0%

20-49 25.0%

50-99 16.7%

100-399 16.7%

400+ 16.7%

8. How many full time equivalent workers in each of the following areas? (Including department Supervisors etc.) Customer

Service Technical Support

Sales Market Research

1-99 71% 33% 17% 4%

100-399 13% 4% 4% 0%

400+ 8% 0% 4% 0%


11. Do you have a method which allows you to obtain and track Employment Equity Status of staff, such as a request for self-identification on a job application form?

Yes 20.8%

No 37.5%

Unknown / Not tracked 41.7%

9. How many front-line employees, on average, are your managers/supervisors responsible for?

1-5 12.5%

6-10 8.3%

11-15 25.0%

16-20 33.3%

21-25 12.5%

25+ 4.2%

Varies 4.2%


10. What are your typical hours of operation?

Days of Operation Monday - Friday 33.3%

Monday-Saturday 16.7%

7 Days 50.0%

Hours of Operation

8 hours 8.3%

10 to 12 hours 50.0%

14 to18 hours 12.5%

24 hours 29.2%


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12. What percentage of your Front-line staff, and Leadership team meets employment equity guidelines?

Women

Average

Non-Managerial 68%

Managerial 51%

Aboriginal Peoples

Average

Non-Managerial 4%

Managerial 0%

14. What is the average number of years of service for Front-Line staff in your contact centre?

Less than 6 Months 0.0%

6 – 12 Months 0.0%

1 Year 8.3%

2 Years 25.0%

3 – 5 Years 29.2%

5 -10 Years 33.3%

10 -15 Years 4.2%

20+ Years 0.0%


15. What is the average number of years of service for Leadership staff in your contact centre?


6 – 12 Months 4.2%

1 Year 0.0%

2 Years 0.0%

3 – 5 Years 20.8%

5 -10 Years 33.3%

10 -15 Years 29.2%

20+ Years 12.5%


Persons with Disabilities

Average

Non-Managerial 2%

Managerial 0%

Members of Visible Minorities

Average

Non-Managerial 7%

Managerial 4%

Under the age of 25

Average

Non-Managerial 17%

Managerial 2%

Over the age of 55

Average

Non-Managerial 6%

Managerial 8%

16. Does your contact centre currently have a strategy to increase recruitment to establish a diverse workforce?

Yes 29.2%

No 58.3%

Unknown 12.5%


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Premiums

17. Do you pay an hourly premium for bilingual workers?

Yes 37.5%

No 62.5%

18. Please specify the wage premium for each language your contact centre recognizes.

French Spanish Other

less than $1.00 29% 25% 0%

1.00-1.49 14% 50% 100%

1.50-1.99 14% 25% 0%

2.00+ 14% 0% 0%

19. Do you pay a premium for overnight / evening / weekend shift work?

Yes 62.5%

No 37.5%

20. If your contact centre does pay an evening / overnight / weekend premium, please indicate how much for each.

Evening premium Overnight Premium Weekend Premium

Less than $1.00 18% 13% 0%

$1.00-$1.49 45% 63% 56%

$1.50-$1.99 18% 0% 11%

$2.00+ 18% 25% 33%

Employee Profile

22. Starting Wage / range based on hourly wage

Dollars per hour 10-11.99 12-14.99 15-19.99 20-24.99 25-29.99 30-39.99 40+

Inbound Customer Service Agents 24% 33% 19% 19% 5% 0% 0%

Outbound Customer Service Agents 67% 33% 0% 0% 0% 0% 0%

Remote/ At-Home Agents 60% 0% 20% 20% 0% 0% 0%

Market Research 0% 0% 0% 0% 0% 0% 0%

Tele-Sales Agents 100% 0% 0% 0% 0% 0% 0%

Technical Support 40% 0% 40% 20% 0% 0% 0%

Workforce Management (Scheduling Team) 0% 33% 33% 11% 11% 11% 0%

Quality Assurance 0% 20% 20% 30% 20% 0% 0%

Trainers 8% 15% 23% 23% 31% 0% 0%

Supervisors / Team Leaders/ Charge Hand/ Lead Hand 0% 16% 16% 37% 21% 5% 0%

Managers 0% 0% 6% 12% 18% 41% 24%

Admin Support / Clerk 15% 23% 38% 15% 8% 0% 0%


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25. Top wage/range based on hourly wage

10-11.99 12-14.99 15-19.99 20-24.99 25-29.99 30-39.99 40+

Inbound Customer Service Agents 0% 28% 28% 28% 22% 6% 0%

Outbound Customer Service Agents 0% 40% 60% 0% 0% 0% 0%

Remote/ At-Home Agents 0% 25% 0% 25% 25% 25% 0%

Market Research 0% 0% 0% 0% 0% 0% 0%

Tele-Sales Agents 0% 67% 0% 0% 0% 33% 0%

Technical Support 0% 25% 0% 25% 50% 0% 0%

Workforce Management (Scheduling Team) 0% 0% 17% 17% 33% 17% 17%

Quality Assurance 0% 0% 14% 14% 57% 14% 0%

Trainers 0% 0% 27% 9% 18% 45% 0%

Supervisors / Team Leaders/ Charge Hand/ Lead Hand 0% 6% 18% 12% 29% 29% 6%

Managers 0% 0% 7% 0% 14% 29% 50%

Admin Support / Clerk 0% 15% 31% 31% 23% 0% 0%

23. Wage / range increase after 6 months (hourly or %)

Less than 4% 4-4.9% 5-5.9% 6%+

Inbound Customer Service Agents 0 0.6 0.4 0

Outbound Customer Service Agents 33% 33% 33% 0%

Remote/ At-Home Agents 0% 0% 100% 0%

Market Research 0% 0% 0% 0%

Tele-Sales Agents 0% 0% 0% 0%

Technical Support 0% 50% 50% 0%

Workforce Management (Scheduling Team) 0% 0% 0% 100%

Quality Assurance 50% 0% 0% 50%

Trainers 0% 0% 0% 100%

Supervisors / Team Leaders/ Charge Hand/ Lead Hand 50% 0% 0% 50%

Managers 0% 0% 0% 0%

Admin Support / Clerk 50% 0% 50% 0%

24. Wage / range increase after 1 year (hourly or %)

Less than 4% 4-4.9% 5-5.9% 6%+

Inbound Customer Service Agents 50% 21% 14% 14%

Outbound Customer Service Agents 0% 33%

67%

Remote/ At-Home Agents 0% 33% 33% 33%

Market Research 0% 0% 0% 0%

Tele-Sales Agents 0% 0% 0% 0%

Technical Support 60% 0% 0% 40%

Workforce Management (Scheduling Team) 60% 20% 0% 20%

Quality Assurance 67% 17% 0% 17%

Trainers 33% 22% 33% 11%

Supervisors / Team Leaders/ Charge Hand/ Lead Hand 47% 24% 6% 18%

Managers 36% 27% 27% 9%

Admin Support / Clerk 40% 40% 20% 20%


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Remote / At-Home Agents

28. When hiring remote/at-home Agents, what percentage are hired…internally?...externally?

29. Based on your answer that you do not currently have remote or at-home agents, do you have any plans to do so in the future?

Yes 0.0%

In Discussion 20.0%

No 80.0%

30. If ‘yes’, or ‘in discussion’, within what period of time do you see your company implementing remote/at-home agents?


3 - 5 Months 33.3%

6 -11 Months 0.0%

1-2 Years 33.3%

2+ Years 0.0%

Unknown 33.3%

26. % Turnover in the past year

Average % Turnover # Survey Responses

Inbound Customer Service 18 21

Outbound Customer Service 15 6

Remote At-Home Agents 12 5

Tele Sales Agents 18 4

Technical Support 17 5

Workforce Management /Scheduling Team

4 9

Quality Assurance 10 10

Trainers 20 13

Supervisors / Lead Hands 3 19

Managers 9 17

Admin Support/Clerks 4 13

27. Does your organization have Remote / At-Home Agents?

Yes 25.0%

No 75.0%

Internal External

0% or Unknown 15.8% 15.8%

1-25% 42.1% 5.3%

26-50% 5.3% 21.1%

51-75% 21.1% 15.8%

76-100% 15.8% 42.1%


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Recruitment

33. Describe your corporate policy on giving references.

34. What percentage of hiring is external and internal?

36. On average, how much does your centre spend on recruitment including initial training, per person?

Under 2000 33.3%

2000 - 5000 4.0%

6000+ 25.0%

37. Regarding recruitment methods, please indicate which of the following procedures your contact centre uses to recruit potential candidates? (check all that apply)

MCCA Website 47.4%

Career Fairs / Open House Events 57.9%

Corporate Websites 89.5%

Job Websites (MBjobs, Workopolis, etc.)

63.2%

Educational Institutions / Seminars 31.6%

Facebook/ Twitter/ LinkedIn 21.1%

Flyers/ Brochures/ Newsletters 0.0%

Newspaper 47.4%

Outsource 5.3%

Radio / TV 10.5%

Referrals 52.6%

Signs / Billboards/Transit Ads etc. 10.5%

Government Agencies 5.3%


31. In the past year, how easy or difficult was it to recruit Front-Line contact centre employees?

Very Difficult 0.0%

Somewhat Difficult 21.1%

Usually not a Problem

68.4%

Extremely Easy 10.5%

Unknown 0.0%

32. Does your company provide references?

Yes 73.7%

No 26.3%

35. In the next 6 months-1 year, what are your plans for growth in your contact centre? (Beyond normal changes in staffing levels)

Increase Number of Employees 26.3%

Reduce Number of Employees 5.3%

No Changes in Number of Employees 42.1%

Unknown 26.3%



40

38. What is your most significant recruitment challenge? (check all that apply)

Finding Bilingual Workers 26.3%

Finding the Right Job Fit 42.1%

Finding Qualified Individuals who have the Appropriate Skill Set Required 63.2%

Meeting Salary Expectations 15.8%

Finding Individuals with Previous Contact Centre Experience 21.1%

Individuals with Strong Sales Skills 15.8%


39. Are there any other creative or innovative recruiting practices that your contact centre implements? What are they?

40. In the past year, have your recruiting methods changed?

Yes 42.1%

No 57.9%


41. What is the minimum education and experience you require for Front-Line positions? (check all that apply)

Some High School 10.5%

High School Graduate 78.9%

Some Post Secondary 5.3%

Post-Secondary Graduate 0.0%

Less than 1 Year of Customer Service Experience 15.8%

1 Year of Customer Service Experience 36.8%

2+ Years of Customer Service Experience 26.3%

Less than 1 Year of Contact Centre Experience 15.8%

1 Year of Contact Centre Experience 21.1%

2+ Years of Contact Centre Experience 15.8%

Sales Experience 15.8%

Some Experience with Keyboarding/ Computers 57.9%

Some Experience with MS Office Programs (Word, Excel, PowerPoint etc.)

42.1%

Specific Experience with Industry or Company Product or Service (Financial, Utility, Health etc.)

0.0%


42. When thinking about Front-Line positions in your contact centre, what is the highest level of education typically completed by the new hires? (Please rank 1st, 2nd, 3rd)

1st 2nd 3rd

Less than High School 0.0% 0.0% 10.5%

Graduated High School / CEGEP 63.2% 10.5% 21.1%

Graduated Community / Technical College 5.3% 47.4% 21.1%

Some University or College 15.8% 42.1% 26.3%

Graduated University (Undergraduate) 15.8% 0.0% 15.8%

Graduated University (Masters/Doctoral/Professional) 0.0% 0.0% 0.0%

43. When thinking about Leader / Manager positions in your contact centre, what is the highest level of education typically completed? (Please rank 1st, 2nd, 3rd)


41

45. What competencies or abilities do you anticipate your Senior Front-Line Agents will most likely need in the next 2 years?

Facilitation and Presentation Skills 63.2%

Peer Coaching and Mentoring 84.2%

Data Entry or Keyboarding Skills 42.1%

Active Listening 63.2%

Call Control 36.8%

Handling Difficult Callers 73.7%

Building Customer Relations 63.2%

Task Management and Organizational Skills 57.9%

Problem Solving / Decision Making 73.7%

Reading Comprehension 57.9%

Writing Skills 63.2%

Numeracy 36.8%

Social Networking Skills 47.4%

Multitasking with Multiple Communication Channels such as; Email, Local Area Networks, and Teleconferencing

78.9%

Teamwork 73.7%

Resource Management 68.4%

Alternative Language Skills 21.1%

1st 2nd 3rd

Less than High School 0.0% 0.0% 0.0%

Graduated High School / CEGEP 26.3% 5.3% 21.1%

Graduated Community / Technical College 26.3% 36.8% 21.1%

Some University or College 26.3% 31.6% 21.1%

Graduated University (Undergraduate) 21.1% 21.1% 15.8%

Graduated University (Masters/Doctoral/Professional) 0.0% 0.0% 5.3%

44. What competencies or abilities do you anticipate your Front-Line Agents will most likely need in the next 2 years?

Data Entry or Keyboarding Skills 63.2%

Active Listening 89.5%

Call Control 68.4%

Handling Difficult Callers 89.5%

Building Customer Relations 73.7%


Problem Solving / Decision Making 84.2%

Reading Comprehension 73.7%


Numeracy 52.6%

Social Networking Skills 36.8%

Multitasking with Multiple Communication Channels such as; Email, Local Area Networks, and Teleconferencing

68.4%

Teamwork 73.7%

Resource Management 31.6%


Continuous Learning 42.1%

IT or Database Skills 15.8%

No Change Anticipated 10.5%



42

Continuous Learning 68.4%




Training/Performance Management

47. What types of new hire training does your contact centre offer? (check all that apply)

New Hire Orientation 100.0%

Job Shadow 89.5%

Classroom 78.9%

Online 52.6%

None 0.0%


46. What competences or abilities do you anticipate your Leaders/Managers will most likely need within the next 2 years?

Ability to identify CSR Coaching Opportunities 68.4%

Coaching, Counseling, or Training to Improve CSR Quality 73.7%

Coaching, Counseling, or Training to Improve CSR Productivity 68.4%

Change management 84.2%

Facilitation and Presentation Skills 73.7%


Project Management Skills 78.9%

Time Management / Scheduling Skills 78.9%

Strategic Planning Skills 68.4%



Multimedia Technology 42.1%

Multitasking with Multiple Communication Channels such as Email, Local Area Networks, and Teleconferencing

63.2%


Problem Solving Skills 68.4%

Analytical Decision Making Skills 68.4%

Proficiency With MS Office (Word, Excel, PowerPoint etc.) 63.2%



48. Upon hiring, what is the average length of you initial entry level training program? (In hours)

Less than a week 5.3%

1 week 15.8%

2-3 Weeks 26.3%

4 Weeks 31.6%

Over 4 weeks 15.8%

49. Do you have a dedicated trainer/training resource?

Yes 78.9%

No 21.1%


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54. What is the probation period for an employee?

1 Month 5%

3 Months 36%

4 Months 5%

6 Months 47%

1 Year 5%

55. When do employees typically qualify for benefits?


3-5 Months 21.1%

6-8 Months 31.6%

9 -11 Months 0.0%

1+ Years 5.3%

Not Offered 0.0%


50. Please indicate which various types of training your contact centre provides employees with. (check all that apply)

Initial 100.0%

Ongoing/Remedial 94.7%

Upgrading 73.7%

Cross Training 84.2%

Unknown 5.3%

51. Of the following, which developmental methods of training are utilized throughout an employee's employment? (check all that apply)

Formal Performance Management / Coaching / Meetings 94.7%

Mentoring 63.2%

Monitoring 94.7%

Ongoing Training 89.5%


52. Do you have a formal performance management practice?

Yes 89.5%

No 10.5%

53. How frequent are your formal performance management / coaching sessions?

Daily 0.0%

Weekly 15.8%

Biweekly 10.5%

Monthly 15.8%

Quarterly 31.6%

Biannually 10.5%

Annually 10.5%

Unknown 5.3%



44

Compensation

56. Which of the following health benefits does your contact centre offer to employees?

Employer Paid Employee Paid Shared Not Applicable

Extended Medical Insurance 31.6% 15.8% 52.6% 0.0%

Dental Insurance 47.4% 0.0% 52.6% 0.0%

Vision Care 36.8% 5.3% 47.4% 10.5%

Long Term Disability 36.8% 26.3% 26.3% 10.5%

Short Term Disability 42.1% 21.1% 10.5% 26.3%

Life and ADD 36.8% 21.1% 36.8% 5.3%

Employee Assistance Program 78.9% 0.0% 15.8% 5.3%

Health Spending Account 3.6% 5.3% 0.0% 57.9%

57. If cost is shared, please indicate what percentage is paid by the employer: (% of those who answered)

Extended medical

Insurance

Dental Insurance

Vision Care Long Term Disability

Short-term Disability

Life and ADD Employee Assistance Program

Health Spending Account

Below 50% 20.00% 0.00% 25.00% 0.00% 0.00% 0.00% 0.00% 0.00%

50% 80.00% 80.00% 75.00% 100.00% 100.00% 83.33% 40.00% 0.00%

Above 50% 0.00% 20.00% 0.00% 0.00% 0.00% 16.67% 60.00% 0.00%

58. Which of the following monetary benefits does your contact centre offer to employees?

Employer Paid Employee Paid Shared Not Applicable

Stock Options 0% 0% 21% 79%

RRSP 5% 16% 26% 53%

Bonus Plans/ Incentives 53% 0% 5% 42%

Organizational Pension Plan 16% 5% 58% 21%

Training 84% 0% 5% 11%

Education / Scholarships 58% 0% 21% 21%

Day Care 0% 5% 0% 95%

Additional Family / Personal Time 53% 11% 0% 37%

Fitness Subsidy 32% 11% 0% 58%

Parking 32% 21% 11% 42%

Food / Drink ( ex. Free/ Discounted Coffee) 42% 5% 5% 47%

Transportation ( ex. Transit Passes, Taxi Slips) 21% 0% 26% 53%

Opportunity to Purchase Vacation Days 16% 11% 0% 74%

59. Which of the following non-monetary employee benefits does your contact centre offer to employees?

Flexible Hours 68.4%

Additional Training 78.9%

Conducting Team Assignments / Special Projects

68.4%

Change in Responsibilities 57.9%

Mentoring 68.4%

Frequent Employee Feedback 78.9%

Performance Rewards 57.9%

Providing Career Progression Opportunities 68.4%

Internal/ Public Recognition/ Milestones 47.4%


45

None of the Above 0.0%


60. What is the vacation allowance?

At 1 Year 100.0%

At 5 Years 89.5%

At 10 Years 89.5%

At 15 Years 84.2%

At 20 Years 89.5%



62. Do you conduct exit interviews?

Yes 73.7%

No 26.3%


63. Thinking of staff turnover in your contact centre in the past year, which of the following are the top 3 places your staff go when they leave? (please rank 1st, 2nd, 3rd) 1st 2nd 3rd

Internal Movement Within the Company 57.9% 5.3% 5.3%

Promotion / Equivalent Positions Within the Industry 0.0% 15.8% 0.0%

Positions Completely in Other Industry Sectors 21.1% 0.0% 10.5%

Furthering Education 5.3% 26.3% 15.8%

Graduation Resulting in Position in Studied Career Field 0.0% 10.5% 26.3%

Leaving City/Province 0.0% 0.0% 10.5%

Retirement 0.0% 15.8% 10.5%

Unknown 15.8% 5.3% 0.0%

61. When thinking about your employee's sick / personal days, select the option below that best describes how each situation is handled.

Granted Paid Time Off

Given Time Off Without Pay

A Change / Switch in Shift is Required

Not Applicable

Bereavement 94.74% 5.26% 0.00% 0.00%

Medical / Dental Appointments - Employee 57.89% 26.32% 15.79% 0.00%

Medical / Dental Appointments - Immediate Family (ex. Children)

47.37% 42.11% 10.53% 0.00%

Family Illness 52.63% 47.37% 0.00% 0.00%

Exam / Studying 15.79% 31.58% 31.58% 21.05%

Courses - Employer Sponsored 68.42% 10.53% 10.53% 10.53%

Courses - Employee Initiated 10.53% 47.37% 15.79% 26.32%


46

66. In the last year, what percentages of your overall staff have left your contact centre?

0-5% 15.8%

6-10% 21.1%

11-20% 31.6%

21-30% 15.8%

31-40% 5.3%

Over 41% 5.3%

Unknown 5.3%

64. Regarding turnover in the past year, at which point in time did employees leave? As participants responded to each category a value was assigned to each percent range as the legend indicates. The higher the average rate the higher the average turnover rate for that category.

Average rate for union Average rate for Non-union Legend Value

During Training 1.13 2.00

Within 90 Days from Training 1.20 2.83 0-5 % 1

6 - 9 Months 1.71 2.50 6-10 % 2

6 Months - 1 Year 1.00 3.00 11-25 % 3

1-2 Years 2.50 2.75 26-50 % 4

3-4 Years 3.40 2.25 51+ % 5

5 + Years 3.40 2.00

65. Please rank in order the 3 MOST COMMON reasons that your employees leave your contact centre (1st, 2nd, 3rd).

1st 2nd 3rd

Job Advancement / Promotion / Opportunity 74% 11% 5%

Personal / Family 0% 26% 21%

Work Life Balance 0% 0% 11%

Location 0% 0% 0%

Job Fit 16% 32% 11%

Hours 5% 0% 11%

Management / Manager 0% 0% 0%

Work Environment 0% 0% 0%

Dissatisfaction of Tasks 0% 5% 5%

Lack of Benefits Offered 0% 0% 0%

Lack of Opportunity for Advancement 0% 5% 0%

Wages 0% 5% 16%

Unknown 5% 5% 5%

67. Please check the percentage range that best describes those who have left.

0-5% 6-10% 11-20% 21-30% 31-40% Over 41% Unknown

Voluntary/ Promotion/ Transfer 5% 11% 5% 5% 5% 53% 16%

Dismissed / Non-Voluntary 21% 11% 16% 0% 5% 5% 42%


47

68. What percentages, of those who have left, are moving internally or externally?

Average Internally 51.9%

Average Externally 42.7%

72. Briefly describe the way you manage attendance.

73. What are you doing to retain your best employees?

69. Does your contact centre face any of the following challenges in attrition / turnover? (check all that apply)

Inability to Provide Full-time Hours 31.6%

Management of Stress Levels 31.6%

Work Life Balance 26.3%

Seasonal Fluctuations 42.1%

Balancing Client and Employee Needs 10.5%

Low Employee Morale / Motivation 26.3%

Wage Freezes / Economic Conditions 10.5%

No Advancement Opportunities 15.8%

Obtaining Quality information from Exit Interviews 5.3%

Attendance 73.7%

Hiring the Right People the First Time 52.6%

Making the Work Challenging / Interesting 26.3%


70. What methods do you use to address and prevent "work burnout"? (check all that apply)

Employee Assisted Program 94.7%

Professional Development / Training 84.2%

Changes in Responsibilities 57.9%

Focus Groups/ Open Discussions with Staff 36.8%

Flexible Work Arrangements 52.6%

Health and Wellness Education / Activity 52.6%

Special/ Additional Projects 47.4%

Offer Overtime to Keep Caught up on Assigned Work 36.8%


71. What methods do you use to engage your employees? (check all that apply)

Professional Development / Training 94.7%

Changes in Responsibilities 63.2%

Focus Groups/ Open Discussions with Staff 47.4%

Outings / Corporate Team Events / Volunteering 68.4%

Potlucks/ BBQ 89.5%

Provide Breakfast / Lunch / Snacks for the Department 78.9%

Spirit Weeks/ Treat Days 73.7%

Special/ Additional Projects 36.8%



48

Participants

Manitoba Customer Contact Association extends their thanks to the companies who participated, and to the individuals who provided their feedback and expertise on the survey advisory committee.

AAA Alarms Systems Ltd.

CAA Manitoba

CanadaDrugs.com

City of Winnipeg 311 Contact Centre

City of Winnipeg Handi-Transit Contact Centre

City of Winnipeg Water Billing Contact Centre

Comark Inc.

Inspyre Solutions

Investors Group

Magellan Vacations

Manitoba Blue Cross

Manitoba Government and General Employees’ Union

Manitoba Hydro

Manitoba Public Insurance

MTS Allstream

Murray Chevrolet

RBC Royal Bank Western Canada Contact Centre

Richlu Manufacturing

Scootaround

Skybridge Marketing Group

Ticketmaster Canada

Tribal Wi-Chi-Way-Win Capital Corporation

Veterans Affairs Canada

Viterra

Documents

Contact Centre Industry Compensation and Benefits Study · Compensation and Vacation Respondents stated that health benefits such as medical, dental and vision care are usually shared