Call Center Operators Research Articles

PREVALÊNCIA E FATORES DE RISCO DA LOMBALGIA EM OPERADORES DE CALL CENTER

This study investigates the prevalence and risk factors of low back pain among call center operators through an integrative literature review. The central problem is the identification of the main factors that contribute to the development of low back pain in this professional group and the impact of these factors on workers’ health. The objectives are to understand the relationship between working conditions and the incidence of low back pain, analyzing the risk factors and their consequences on the quality of life of call center operators. To achieve these objectives, an integrative review of the scientific literature was carried out. Data collection in the integrative review included searches in the Lilacs, Scielo, Pubmed, Medline and Pedro databases, considering studies published in the last 4 years, both in Portuguese and English. The results reveal a series of risk factors associated with low back pain, such as inadequate postures, long periods of sitting and lack of regular breaks, which significantly contribute to the high prevalence of this condition among call center operators. It is concluded that the adoption of ergonomic measures and preventive practices is crucial to reduce the incidence of low back pain and improve the quality of life of these workers.

Business process improvement in call center operations at XYZ Malaysia through the implementation of Lean Six Sigma methodologies

Purpose: This study explores the application of Lean Six Sigma methodologies to improve the business process in call center operations at XYZ Malaysia to enhance service quality and increase customer satisfaction. This study emphasizes the importance of adopting Lean Six Sigma. Research Methodology: This study employed a mixed-method approach that utilized both qualitative and quantitative data. Qualitative data explores challenges and customer satisfaction levels, while quantitative data assesses the impact of Lean Six Sigma on specific metrics used by the call center. Results: The study concludes that implementing Lean Six Sigma can significantly improve call center operations by mapping the current process, analyzing the challenges comprehensively, and generating possible root causes and solutions to help call center operations enhance efficiency, reduce AHT, and boost customer satisfaction. The findings suggest that Lean Six Sigma methodologies can provide a structured approach to problem-solving and process enhancement, enabling call centers to achieve higher performance standards. Recommendations for future research include expanding the scope to other languages supported by XYZ Malaysia and exploring the long-term impact of Lean Six Sigma on overall business performance. This study provides valuable insights for call center managers and practitioners seeking to improve their business operations. The findings underscore the potential of Lean Six Sigma to drive continuous improvement, ensuring that call center operations not only meet but also exceed customer expectations. Ultimately, this approach is expected to set new standards for customer care and call center management, particularly in the English-speaking market, contributing to XYZ Malaysia's vision of delivering outstanding customer experiences through exceptional service quality.

Is organizational intervention using Layered Voice Analysis effective in addressing operator mental health in call centers? A randomized controlled trial.

To verify the effects of organizational interventions on mental health using Layered Voice Analysis (LVA). A 12-week single-blind randomized controlled trial was conducted with call center operators. Sixty-six participants were randomly assigned to either a control group (n = 26), an LVA intervention group (n = 20), or a one-on-one intervention group (n = 20). The control group received general self-care information about preventing mental health problems from the Ministry of Health, Labour, and Welfare, Japan website. The organizational LVA intervention involved group sessions using participants' voice calls with customers, whereas the one-on-one intervention consisted of meetings or consultations with participants and their supervisors to discuss preventing mental health issues at work. To verify the effectiveness of the intervention program, the Center for Epidemiologic Studies Depression Scale (CES-D) was administered 4 times (baseline, 4, 8, and 12weeks) as the primary outcome, and the data were analyzed using a linear mixed model. The intervention of LVA was subdivided and analyzed into LVA ≥5 times and LVA ≤4 times out of the total 6 interventions. Compared with the control group, a significant CES-D reduction effect was observed at 8/12weeks for the difference of coefficients (DOC; [βint - βctrl]) for the intervention of LVA ≥5 times (DOC -1.86 and -2.36, respectively). Similarly, even intervention LVA ≤4 times also showed a significant decrease of CES-D scores at 8/12weeks (DOC -2.20 and -2.38, respectively). An organizational intervention using LVA has the potential to reduce the risk of depression among call center operators.

Leveraging Salesforce CRM as a Call Center Platform

In the realm of customer service, call centers play a crucial role in managing customer interactions and resolving issues efficiently. Salesforce CRM has emerged as a powerful platform for enhancing call center operations by offering a range of tools and features tailored to improve agent productivity, streamline processes, and deliver exceptional customer experiences. This article explores the capabilities of Salesforce CRM as a call center platform, detailing its integration capabilities, real-time analytics, and automation features. We will examine practical applications, including case studies and implementation strategies, to highlight how Salesforce CRM can transform call center operations. Graphs, figures, and code snippets are included to provide a comprehensive understanding of the platform’s functionality and impact.

Challenges and Solutions in Cross-Platform ML Systems Integration

This paper explores the complexities of cross-platform integration within the realms of Data Engineering and Machine Learning Operations (MLOps), crucial for enhancing the lifecycle management of machine learning (ML) models. It delves into the challenges and strategies associated with integrating diverse technologies and practices to improve the scalability, reliability, and maintainability of ML systems. The paper highlights the significance of addressing technical, organizational, and cultural barriers to foster a cohesive, agile environment conducive to the iterative development and operationalization of ML models. Through a detailed examination of the multifaceted nature of these challenges, including technical interoperability, organizational alignment, and fostering a collaborative culture, the paper provides insights into navigating the complexities of integrating disparate technologies and methodologies. It also underscores the importance of strategic organizational changes, technological innovation, and a commitment to data governance and collaborative culture in achieving successful cross-platform integration. A case study of a financial firm’s integration of ML within its call center operations exemplifies the transformative potential and practical implications of effectively addressing these challenges. The paper concludes by arguing that the seamless integration of platforms and tools extends beyond technical endeavors to encompass strategic, organizational, and cultural shifts, illuminating the path toward optimizing the efficiency and effectiveness of ML model lifecycles through MLOps.

Crafting professional identities at the bottom of the knowledge economy a critical analysis of managerial discourses

ABSTRACT In the context of labour arbitrage, Romania became home to an expanding nearshoring business service sector. Many graduates work in ‘call centres’: a generic term for various types of customer-oriented services associated with different employment regimes and company structures. This research examines the discursive construction of compliance to precarious work, largely centred on managerial perspectives. Based on in-depth interviews with managers, HR staff, call-centre operators and through the thematic analysis of managerial outlets and career events, the paper unpacks several mechanisms, metaphors, and symbols that maintain young people’s adherence to the demands of work. It is argued that the repertoire of neo-liberal tropes (authenticity, personal development, growth) creates legitimacy for an (arguably) precarious sector in an emerging economy, and ultimately crafts individual­ized working narratives. The paper suggests that young employees appropriate the related structures and the master narratives, whilst lacking a solid repertoire to critically engage with them.

The functioning of call-center in conditions of COVID-19 pandemic

The statistical (descriptive statistics) and descriptive methods were applied. The indicators of functioning of the call-center of the Ministry of Health Care of the Udmurt Republic in 2020-2022 were analyzed. The psychological characteristics of telephone counseling were studied. The satisfaction of medical organizations and citizens with services of call-center operators was assessed. The main principles of telephone counseling are confidentiality, maintenance of framework of working conversation, respect to personality of addressee. In 2020 the call center phone line received 34160 calls, in 2021 - 128339 calls, in 2022 - 65618 calls. In 25 months of operation the call-center operators received 228,117 calls from citizens related to issues of new coronavirus infection. The number of patient calls to the hot-line increases significantly when incidence of new coronavirus infection increases (r=0.885; p<0.05). Most frequently (25.1%) citizens contacted the call-center of the Ministry of Health Care of the Udmurt Republic due to inability to reach the polyclinic and on issues related to primary before-doctor care. The second place in terms of frequency (18.5%) took issues related to PCR-test results. The third place (14.1%) took issues related to duration of quarantine for patients and persons residing with them, possibility for children to attend preschool and educational institutions. The number of outgoing calling in 2020 was 16146, in 2021 - 89269 and in 2022 9936 calls. During 25 months of operation, call-center operators made 204,782 calls to citizens to monitor their health status and invite them to vaccinations and health screenings. More than half of outgoing calls (58.3%) were related to audio-monitoring of patients undergoing outpatient treatment with making-up of electronic protocol. During the period of increasing of COVID-19 morbidity, the call-center becomes an independent structural unit of organizing patient care. The medical organizations and citizens are satisfied with functioning of the call-center of the Ministry of Health Care of the Udmurt Republic organized in order of improving the organization of medical care of patients with COVID-19.

Analysis of Public Service Center Service Innovation in Gresik Regency as a Health and Emergency Service

In the realm of public service innovation, one significant government initiative is the establishment of Public Service Centers (PSCs). This qualitative-descriptive research is conducted at the Gresik PSC and the East Java Health Office. PSC 119 Gresik operates as an emergency service under the Health Office's jurisdiction, catering to the community's urgent needs. While the Gresik PSC has shown successful implementation, encompassing community outreach, emergency response tasks, and reporting to the Health Office, it faces challenges. Notably, the Gresik PSC receives only 70 calls, a figure deemed suboptimal compared to the local population. Hindrances include the non-readiness of call center workers during emergencies, inadequate community awareness about PSC, and reports still being directed to three different agencies. To enhance the efficiency of Gresik PSC, recommendations include training call center operators to enhance communication tools and skills, cross-sector collaboration, routine monitoring, and evaluation every 3-6 months on a unified application or report, and intensified community outreach through social and print media.

DETERMINATION OF THE OPTIMAL CONTROLLABLE KEY INDICATOR OF CALL CENTER IN ORDER TO INCREASE EFFICIENCY FOR GENERATING INCOME

This paper focuses on call centers, which have become a common means of communication with potential customers in various companies. Specifically, this paper analyzes call center data and the importance of assessing key indicators for evaluating call center performance. The questions this paper addresses are the criteria for evaluating call center quality and the methods for analyzing call center data. Previous research has shown the significance of call centers as the "face of the company," with the quality of their work reflecting how efficiently a company will serve its customers ' requests in the future. The main goal of this paper is to fill a gap in previous research by identifying the main controlled key indicator for call center quality and to suggest ways to improve efficiency. By using analytical methods to examine call center data, this paper identifies the most important criteria for call center quality and provides recommendations for enhancing service quality. The main findings of this paper show the importance of call center operator performance in determining call center performance which affects company revenue. By evaluating key indicators such as the number of operators, this paper demonstrates how call centers can reduce service costs and improve efficiency. During the analysis using call center data for two years, it turned out that the company had expenses 1/3 of the total amount of maintenance compared to the previous year, which is not effective in terms of economy. Operational planning has a direct impact on operators’ costs and the main cost component is the hourly cost of operators. If optimal planning turns out to be at least 10% better than the arrangement set in the call center, company will save a good amount. The significance of this paper lies in its potential to improve the quality of service in call centers and its contribution to the field of customer service management. By providing insight into the importance of call center efficiency, this research offers recommendations for predicting the optimal number of operators to improve the customer experience with reducing service costs.

Evaluation of Noise Exposure and Hearing Threshold Levels Among Call Centre Operators

The aim of this study was to evaluate the hearing status of call centre operators in relation to their noise exposure. Conventional pure-tone audiometry and extended high-frequency audiometry were performed in 49 workers, aged 22–47 years (mean ± SD: 32.0 ± 6.0 years), working in call centre from 1.0 to 16.5 years (mean ± SD: 4.7 ± 2.9 years). Questionnaire inquiry aimed at collecting personal data, the information on ommunication headset usage habits, self-assessment of hearing ability and identification of risk factors for noise-induced hearing loss were also carried out. Sound pressure levels generated by the communication headset were determined using the artificial ear technique specified in CSA Z107.56-13 (2013) standard. The background noise prevailing in offices was also measured according to PN-N-01307 (1994) and PN-EN ISO 9612 (2011). Personal daily noise exposure levels in call centre operators varied from 66 to 86 dB (10–90th percentile). About half of the study subjects had normal hearing in the standard frequencies (from 250 to 8000 Hz) in both ears, while only 27.1% in the extended high-frequencies (9–16 kHz). Moreover, both high-frequency and speech-frequency hearing losses were observed in less than 10% of audiograms, while the extended high-frequency threshold shift was noted in 37.1% of analysed ears. The hearing threshold levels of call centre operators in the frequency of 0.25–11.2 kHz were higher (worse) than the expected median values for equivalent (due to age and gender) highly screened population specified in ISO 7029 (2017). Furthermore, they were also higher than predicted for 500–4000 Hz according to ISO 1999 (2013) based on the results of noise exposure evaluation.

Resilience as a moderator of the relationship between organizational spirituality and burnout

This study aimed to analyze the moderating role of Resilience (R) in the relationship between Organizational Spirituality (OS) and Burnout Syndrome (BOS) in call center operators. The quantitative methodology of the research type included a sample of 512 and the data were collected and analyzed from the Structural Equation Modeling. The results showed a negative relationship between OS and BOS. It was also shown that the perception of perseverance and self-confidence (dimensions of resilience) significantly moderated the association between the two constructs, reducing their effects. The present study brings contributions to science by improving the Burnout measurement tool, including the Optimism dimension in the validated scale, in addition to reinforcing the moderating role of resilience.

Scheduling Problem for Call Center Operators

Scheduling Problem for Call Center Operators

Psychological Contracts and Organizational Commitment: The Positive Impact of Relational Contracts on Call Center Operators

With the increasing complexity and dynamism of the modern work experience, the importance of the psychological contract has become increasingly clear. Organizations and researchers alike have recognized the implications of this contract for employee performance, satisfaction and well-being. However, certain work contexts can increase psychosocial risks, making it crucial to investigate the individual and contextual characteristics that can promote well-being and mitigate risks. In this study, we examined the impact of psychological contract types and task repetitiveness on organizational commitment among call center employees. By conducting a cross-sectional study involving 201 call center employees working in-person and administering an ad hoc questionnaire, we aimed to enrich the scientific literature on the psychological contract and its implications for the call center work environment. Our findings revealed that a transactional psychological contract has a negative impact on affective and normative commitment, potentially undermining employees’ sense of obligation and responsibility towards these organizations. To promote healthy work relationships and well-being among call center employees, we suggest the importance of a relational psychological contract. By highlighting the role of psychological contract types in organizational commitment, our study offers valuable insights for both researchers and practitioners.

Voice‐based AI in call center customer service: A natural field experiment

Voice‐based artificial intelligence (AI) systems have been recently deployed to replace traditional interactive voice response (IVR) systems in call center customer service. However, there is little evidence that sheds light on how the implementation of AI systems impacts customer behavior, as well as AI systems’ effects on call center customer service performance. By leveraging the proprietary data obtained from a natural field experiment in a large telecommunication company, we examine how the introduction of a voice‐based AI system affects call length, customers’ demand for human service, and customer complaints in call center customer service. We find that the implementation of the AI system temporarily increases the duration of machine service and customers’ demand for human service; however, it persistently reduces customer complaints. Furthermore, our results reveal interesting heterogeneity in the effectiveness of the voice‐based AI system. For relatively simple service requests, the AI system reduces customer complaints for both experienced and inexperienced customers. However, for complex requests, customers appear to learn from the prior experience of interacting with the AI system, which leads to fewer complaints. Moreover, the AI‐based system has a significantly larger effect on reducing customer complaints for older and female customers as well as for customers who have had extensive experience using the IVR system. Finally, we find that speech‐recognition failures in customer‐AI interactions lead to increases in customers’ demand for human service and customer complaints. The results from this study provide implications for the implementation of an AI system in call center operations.

Features of the administrative time management organization as a way of non-standard employee motivation

This article discusses the general features of the time management organization, as well as in the context of non-standard staff motivation. It is emphasized that in the modern world, with the frantic pace of life and the development of society and technology, it is impossible to use your time effectively without first planning and organizing your schedule, in other words, without using time management. We have analyzed previous studies of the time-management effectiveness organization by leading world and domestic scientists. Their views on this process from both a theoretical and a practical point of view are briefly highlighted. The article gives its own definition of the term time management, based on the conducted analysis, synthesis and comparative characteristics. In our opinion, time management is a systematic approach to time management, which includes planning, prioritization and organization of actions in order to use time effectively and achieve set goals. It is analyzed how time management can help in effective management of labor's time, increasing productivity and achieving higher results. An example of time management for call center operators in the banking system is considered. Attention is paid to prioritization when creating a work schedule. The importance of focusing on labor resources is emphasized. The main advantages of clear time management at the enterprise are revealed: orientation to the final result; increase of the labor productivity; optimal use of working time; clarity and orderliness of work in the team; discipline of each individual employee. The results of a work schedule that is not focused on the employee are given: loss of energy and work capacity; internal burnout; decrease in work efficiency; loss of valuable labor resources by the enterprise. The article discusses the issue of time management in the context of non-standard staff motivation. Specific examples of how time management can be used to motivate staff and improve team work efficiency are considered. In particular, four areas of motivation through time management are highlighted: flexible work schedules; designation of priorities; reward and praise system; maintaining work-life balance.

The mediating role of rumination in the alexithymia- -PTSD relation among employees of emergency services – paramedics and emergency call centre operators

The mediating role of rumination in the alexithymia- -PTSD relation among employees of emergency services – paramedics and emergency call centre operators

Using institutional ethnography to analyse animal sheltering and protection I: Animal protection work.

Animal protection laws exist at federal, provincial and municipal levels in Canada, with enforcement agencies relying largely upon citizens to report concerns. Existing research about animal protection law focuses on general approaches to enforcement and how legal terms function in the courts, but the actual work processes of animal law enforcement have received little study. We used institutional ethnography to explore the everyday work of Call Centre operators and Animal Protection Officers, and we map how this work is organised by laws and institutional polices. When receiving and responding to calls staff try to identify evidence of animal 'distress' as legally defined, because various interventions (writing orders, seizing animals) then become possible. However, many cases, such as animals living in deprived or isolated situations, fall short of constituting 'distress' and the legally mandated interventions cannot be used. Officers are also constrained by privacy and property law and by the need to record attempts to secure compliance in order to justify further action including obtaining search warrants. As a result, beneficial intervention can be delayed or prevented. Officers sometimes work strategically to advocate for animals when the available legal tools cannot resolve problems. Recommendations arising from this research include expanding the legal definition of 'distress' to better fit animals' needs, developing ways for officers to intervene in a broader range of situations, and more ethnographic research on enforcement work in jurisdictions with different legal systems to better understand how animal protection work is organised and constrained by laws and policies.

Prevalence of Vertigo in Headphone Users of Call Center of Faisalabad City

In recent years, call center operations have become a global phenomenon. Call center operators reported headaches, tinnitus, and vertigo as the most common symptoms of wearing headphones for 7 to 9 hours daily. Objectives: To determine the association between vertigo in headphone users and in age, working hours and professional experience. Methods: This cross-sectional study was conducted to determine the prevalence of vertigo in headphone users in call centers of Faisalabad. This study followed pre-determined inclusion and exclusion criteria and the sample size of 450 participants were included in this study. SPSS 24 was used for data entry and analysis. Results: This study reported a significant association between working hours(p=.000), years of work experience (p=.000), and between age (p=.002) and percentage of people with vertigo in VSS. Conclusion: It can be concluded that vertigo has association with age, working hours, years of work experience. While, vertigo has no association with gender, life style, residence and smoking habits.

Measuring Behavioral Evaluation Performance Using Neural Network and Regression Analysis

Our era is characterized by information overload. Low skills are a demand in the world of work, such as salespeople in brick-and-mortar stores, customer reception, fast-food restaurant clerks, call center operators, order dispatchers, order packers, etc. The required educational background shrinks to the requirement for adaptability and few “basic skills”: text comprehension, basic communication in one or two foreign languages, some math, science and technology concepts, a good dose of familiarity with digital as well as interpersonal and social skills (OECD, 2001). Assessment in secondary education has not remained unaffected; the holistic nature, originality, and innovation are incompatible with everyday teaching practice. With the scientific tools of statistics and neural networks, the divergence between formal assessment and diagnostic and feedback assessment has been quantified. Finally, the evolution of behavioral learning at a public high school level during the academic year 2021-2022 has been studied.

Prevalence of musculoskeletal symptoms among Portuguese call center operators: associations with gender, Body Mass Index, hours of work and sitting time

According to previous studies, the prevalence of musculoskeletal symptoms among call center operators is high. However, although this is a developing occupation in Portugal, there is a lack of studies assessing this issue as well as its associations with different risk factors. Therefore, the aim of this study is to investigate the 7-day and 12-month prevalence of musculoskeletal symptoms among Portuguese call center operators and their associations with gender, body mass index, hours of work and sitting time. The study was conducted in a call center company in Portugal. One-hundred and forty-eight workers agreed to participate, and filled out questionnaires to evaluate sociodemographic, anthropometric, and occupational variables, as well as the Nordic Musculoskeletal Questionnaire (NMQ) to assess musculoskeletal symptoms in the last 7 days and 12 months of 9 body regions. NMQ revealed the 12-month prevalence of musculoskeletal symptoms, the 3 most affected body regions were the neck (56.1%), the low back (54.7%) and the shoulders (43.9%). And the 7-day prevalence, the three most affected body region were the same, but in different percentages: low back (31.8%), neck (23.6%) and shoulders (21.6%). Significant associations were found between gender and reporting symptoms in the wrist/hands (p=0.033) and the knees (p=0.031), with females reporting significantly more symptoms than males; and between body mass index and reporting symptoms in the thighs/hips, with overweight operators reporting more symptoms (p=0.010). No significant associations were found for the hours of work, neither in sitting time. Conclusion: Workplace interventions are needed to decrease the prevalence of musculoskeletal complaints among call center workers.