A

Research Project Report

ON
ANALYSIS OF JOB SATISFACTION OF EMPLOYEES
ATTELECOM INDUSTRY IN NCR REGION
SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

from
Dr. A.P.J.Abdul Kalam Technical University, Meerut 2014-2016

Submitted to:
Mr. Bharat Sir
(Project Guide)

Submitted By:
Manisha Chauhan
MBA 4th Sem
Roll.No-1460970046

J.P.School of Business (Meerut)

DECLARATION
I, Manisha Chauhan hereby declare that the research work presented in this project report
entitled Analysis of Job Satisfaction of employees atTelecom Industry in NCR Regionfor
the fulfillment of the award of MBA from JPSB, Meerut is based on my work during the research
report in the NCR Region. The project represents the result of original work and studies carried
out by me and the contents of the project do not form the basis for the award of any other degree
to me or to anybody else.

Date
Place

Manisha Chauhan

ACKNOWLEDGEMENT

Under his brilliant untiring guidance I could complete the research being undertaken on the topic
Analysis

of

Job

Satisfaction

of

employees

atTelecom

Industry

in

NCR

Regionsuccessfully in time. His meticulous attention and invaluable suggestions have helped
me in simplifying the problem involved in the work.
I would also like to thank the overwhelming support of all the people who gave me an
opportunity to learn and gain knowledge about the various aspects of the industry.
I would like to thanks Mr. Imran Khan (HOD) of JPSB, Meerut for their constant enthusiastic
encouragement and valuable suggestions without which this project would not been successfully
completed.
At last I would like to thank Mr. Bharat sir (Supervisor) JPSB, Meerut and all my friends for
their support and help.

PREFACE

This research provides me with an opportunity to explore in the field of Human Resources. This
research also provides the feedback of people involved in the job satisfaction, challenges and
opportunities in call center. Apart from that it would provide me a great deal of exposure to
interact with the high profile managers of the call center companies.
As job satisfaction is rather complex, this section will start by defining it. This is followed by a
discussion of job satisfaction relating to previous research and theories. Following this, a review
of job satisfaction in call centers will be given but since this is a relatively new topic, there is
only limited information about it.
Given that job satisfaction has been assessed by means of various instruments for example, the
Job Descriptive Index, the researcher will provide some insight into the various methods of
assessing it including the advantages and disadvantages of using an existing scale.

EXECUTIVE SUMMARY
Job satisfaction plays a vital role in life of man, because it affects positively on the personal and
social adjustment of the individual. On the contrary job dissatisfaction adversely affects on the
physical and mental health of the individual. The relationship between job satisfaction and
employee's performance has always been discussed in organizational behavior and human
resource management literature. A highly satisfied employee need not necessarily be a profound
performer. However, an employee, who is dissatisfied, can cause irreparable damage to the
organizational effectiveness. Performance management system should be based on ideological
underpinnings and a holistic context by strengthening the linkages among the key components
such as performance planning, performance execution, performance appraisal, recognition and
reward, and performance improvement on a continuous basis. The paper discusses performance
management and job satisfaction of call center employees in Indore. Present study is based on
the primary data collected from 188 call center employees through a pre-tested, structured,
comprehensive questionnaire. The key issues were identification and definition of key
performance areas, role clarity and direction, performance feedback and potential appraisal, and
job rotation as a powerful tool to develop and unleash employee's potential. Factor analysis
highlighted the significance of three sub-systems of performance management system, i.e.,
performance planning and development, employee involvement and empowerment, and
organization-employee rapport. The paper concludes that the conducive and congenial physical,
social, and psychological conditions present in the workplace have potential to enhance the job
satisfaction of the call center employees.

Contents
Particular

Page No.

Declaration

Acknowledgement

Preface

Executive Summary

Chapter 1
o Introduction of Topic

o Job Satisfaction- Definition

o Call Centers in India

21

o List Of Call Centre in NCR Region

55

Chapter 2

Objective

Research Methodology

62
63

Chapter 3
o Data Analysis And Interpretation

65

o Findings

79

o Recommendations

80

o Limitation

81

o Conclusion

82

Bibliography

83

Chapter

INTRODUCTION
A call Centre or call center is a centralized office used for the purpose of receiving and
transmitting a large volume of requests by telephone. A call centre is operated by a company to
administer incoming product support or information inquiries from consumers. Outgoing calls
for telemarketing, clientele, product services, and debt collection are also made. In addition to a
call centre, collective handling of letters, faxes, live chat, and e-mails at one location is known as
a contact centre.
A call centre is often operated through an extensive open workspace for call centre
agents,

with

work

stations

that

include

computer

for

each

agent,

a telephone set/headset connected to a telecom switch, and one or more supervisor stations. It
can be independently operated or networked with additional centers, often linked to a
corporate computer network,
Including mainframes, microcomputers and LANs. Increasingly, the voice and data
pathways into the centre are linked through a set of new technologies called computer telephony
integration (CTI).
Most major businesses use call centers to interact with their customers. Examples include utility
companies, mail order catalogue retailers, and customer support for computer hardware and

software. Some businesses even service internal functions through call centre. Examples of this
include help desks, retail financial support, and sales support.
Job satisfaction, challenges and opportunities is a complex phenomenon, because it is
related to various casual factors like personal, social, cultural, environmental and financial. The
nature of the job is an important factor in deciding the level of job satisfaction of employees.
More important is the long-term prospect of employment in the organization that, which creates a
sense of involvement and commitment to the job among employees.
Job satisfaction, challenges and opportunities leads to various problems. Some of these are
absenteeism, turnover and negative publicity. Absenteeism is inversely related to the level of job
satisfaction. Job dissatisfaction produces a lack of will to work and forces the employee to go
away from work as far as possible. It is also found that dissatisfied worker quit the job over time
and seeks satisfaction elsewhere.
Job satisfaction, challenges and opportunities is intrinsic as well as extrinsic in nature. A
satisfied employee derives his level of satisfaction from various sources. It is a feeling of
affiliation that he drives out of his job context and the context in which he operates the job.

Job Satisfaction - Definition

Job Satisfaction Definition: One way to define satisfaction may be to say that it is the end
state of feeling. The word 'end' emphasizes the fact that the feeling is experienced after a task is
accomplished or an activity has taken place whether it is highly individualistic effort of writing a
book or a collective endeavor of constructing a building. These activities may be minute or large.
But in all cases, they satisfy a certain need. The feeling could be positive or negative depending
upon whether need is satisfied or not & could be a function of the effort of the individual on one
hand & on the other the situational opportunities available to him. This can be better understood
by taking example of a foreman in an engineering industry. He has been assigned the task to
complete a special order by a certain, deadline. Person may experience positive job satisfaction
because he has been chosen to complete the task. It gives him a special status & feeling that he
has been trusted and given a special task, he likes such kind of rush job and it may get him extra
wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no
need for extra wages.
Job Satisfaction of Employees Definition:Sinha (1974) defines employees job
satisfaction as 'a reintegration of affect produced by individual's perception of fulfillment of his
needs in relation to his work & the situations surrounding it'.

10

Major Theories of Job Satisfaction

There are 3 major theories of job satisfaction.
(i) Herzberg's Motivation - Hygiene Theory.
(ii) Need Fulfillment Theory.
(iii) Social Reference-Group Theory.

Employees Motivation - Herzberg's Hygiene Theory:

Employees Motivation theory was proposed by Herzberg & his assistants in 1969. On the basis
of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established
that there are two separate sets of conditions (and not one) which are responsible for the
motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is
present in the organization, workers feel motivated but its absence does not dissatisfy them.
Similarly, when another set of conditions (called hygiene factors) is absent in the organization,
the workers feel dissatisfied but its presence does not motivate them. The two sets are
unidirectional, that is, their effect can be seen in one direction only.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Workitself,
Possibilityofgrowth,&
Responsibility.
Hygien factors are:
Company policy & administration,
Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
11

 Working Conditions, &

Status.
Herzberg used semi-structured interviews (the method is called critical incident method). In this
technique subjects were asked to describe those events on the job which had made them
extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme
satisfaction were generally characterized by 'motivators' & those which led people to extreme
dissatisfaction were generally characterized by a totally different set of factors which were called
'hygiene factors'.
Hygiene factors are those factors which remove pain from the environment. Hence, they are also
known as job - environment or job - context factors. Motivators are factors which result in
psychological growth. They are mostly job - centered. Hence they are also known as job content factors.
The theory postulated that motivators and hygiene factors are independent & absence of one does
not mean presence of the other. In pleasant situations motivators appear more frequently than
hygiene factors while their predominance is reversed in unpleasant situations.

Need Fulfillment Theory:

Under the need-fulfillment theory, it is believed that a person is satisfied if he gets what he wants
& the more he wants something or the more important it is to him, the more satisfied he is when
he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.

a) Career Development Need:

Desires for career development, improvement in one's own life standards, better education &
prospects for children & desire for improving one's own work performance.

12

b) Social Achievement Need:

A drive for some kind of collective success is relation to some standards of excellence. It is
indexed in terms of desires to increase overall productivity, increased national prosperity, better
life community & safety for everyone.

c) Need for influence:

A desire to influence other people & surroundings environment. In the works situation, it means
to have power status & being important as reflected in initiative taking and participation in
decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related to the
degree to which one's personal & social needs are fulfilled in the job situation.
Social References - Group Theory:
It takes into account the point of view & opinions of the group to whom the individual looks for
the guidance. Such groups are defined as the 'reference-group' for the individual in that they
define the way in which he should look at the world and evaluate various phenomena in the
environment (including him). It would be predicted, according to this theory that if a job meets
the interest, desires and requirements of a person's reference group, he will like it & if it does
not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the effects of
community characteristics on job satisfaction of female clerical workers employed in 300
different catalogue order offices. He found that with job conditions held constant job satisfaction
was less among persons living in a well-to-do neighborhood than among those whose
neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for
13

evaluation may be provided by one's social groups and general social environment.
To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to
which the characteristics of the job meet with approved & the desires of the group to which the
individual looks for guidance in evaluating the world & defining social reality.
Employees Motivation, Attitude and Job satisfaction Relationship : Employees Motivation
implies the willingness to work or produce. A person may be talented and equipped with all
kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a
positive emotional state which may be totally unrelated to productivity. Similarly in the literature
the terms job attitude and job satisfaction are used interchangeably. However a closer analysis
may reveal that perhaps, they measure two different anchor points. They are precursors to
behavior & determine its intensity and direction. Job satisfaction, on the other hand is an end
state of feeling which may influence subsequent behavior. In this respect, job attitude and job
satisfaction may have something in common. But if we freeze behavior, attitude would initiate it
which job satisfaction would result from it.
Employees Morale & Job Satisfaction - Relationship : According to Seashore (1959),
Employees Morale is a condition which exists in a context where people are :
a) motivated towards high productivity.
b) want to remain with organization.
c) act effectively in crisis.
d) accept necessary changes without resentment or resistance.
e) actually promote the interest of the organization and
f) are satisfied with their job.

14

According to this description of morale, job satisfaction is an important dimension of morale

itself.
Morale is a general attitude of the worker and relates to group while job satisfaction is an
individual feeling which could be caused by a variety of factors including group. This point has
been summarized by Sinha (1974) when he suggests that industrial morale is a collective
phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a
general attitude towards work by an individual works. On the other hand, morale is group
phenomenon which emerges as a result of adherence to group goals and confidence in the
desirability of these goals.
Job Satisfaction and Work Behaviour Relationship : Generally, the level of job satisfaction
seems to have some relation with various aspects of work behavior like absenteeism,
adjustments, accidents, productivity and union recognition. Although several studies have shown
varying degrees of relationship between them and job satisfaction, it is not quite clear whether
these relationships are correlative or casual. In other words, whether work behavior make him
more positively inclined to his job and there would be a lesser probability of getting to an
unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object
or person may result in personal injury.
Job satisfaction and Productivity : Experiments have shown that there is very little positive
relationship between the job satisfaction & job performance of an individual. This is because the
two are caused by quite different factors. Job satisfaction is closely affected by the amount of
rewards that an individual(VSP) derives from his job, while his level of performance is closely
affected by the basis for attainment of rewards. An individual is satisfied with his job to the

15

extent that his job provides him with what he desires, and he performs effectively in his job to
the extent that effective performance leads to the attainment of what he desires. This means that
instead of maximizing satisfaction generally an organization should be more concerned about
maximizing the positive relationship between performance and reward. It should be ensured that
the poor performers do not get more rewards than the good performers. Thus, when a better
performer gets more rewards he will naturally feel more satisfied.
Job Satisfaction and Absenteeism : One can find a consistent negative relationship between
satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it
certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors
have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that
provide liberal sick leave benefits are encouraging all their Sales Persons, including those who
are highly satisfied, to take days off. So, outside factors can act to reduce the correlation.
Job Satisfaction and Turnover : Job Satisfaction is also negatively related to turnover, but the
correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labor
market conditions, expectations about alternative job opportunities, and length of tenure with the
organization

are

important

constraints.

Evidence indicates that an important moderator of the satisfaction-turnover relationship is the

Sales Person's level of performance. Specifically, level of satisfaction is less important in
predicting turnover for superior performers because the organization typically makes
considerable efforts to keep these people. Just the opposite tends to apply to poor performers.
Few attempts are made by the organization to retain them. So one could expect, therefore, that

16

job satisfaction is more important in influencing poor performers to stay than superior
performers.
Job Satisfaction and Adjustment : It the Sales Person is facing problems in general adjustment,
it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists
and organizationalbehaviorists have been able to narrow it down to what they call neuroticism
and anxiety.
Generally deviation from socially expected behavior has come to be identified as neurotic
behavior. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know
what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any
such sources could be a source of neuroticism.
Anxiety, on the other hand, has a little clearer base. It is generally seen as a mental state of vague
fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in
such mental state as depression, impulsiveness, excessive worry and nervousness. While
everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is
almost necessary for an individual to be effective because it provides the necessary push for
efforts to achieve excellence.
Adjustment problems usually show themselves in the level of job satisfaction. For long, both
theorists and practitioners have been concerned with Sales Persons' adjustment and have
provided vocational guidance and training to them to minimize it's impact on work behavior.
Most literature, in this area, generally suggests a positive relationship between adjustment and
job satisfaction. People with lower level of anxiety and low neuroticism have been found to be
more satisfied with their jobs.

17

Determinants of Job Satisfaction:

According to Abraham A. Korman, there are two types of variables which determine the job
satisfaction of an individual.
These are:
1) Organizational variables
2) Personal Variables.

Organizational Variable:
1) Occupational Level :
The higher the level of the job, the greater is the satisfaction of the individual. This is because
higher level jobs carry greater prestige and self control.
2) Job Content:
Greater the variation in job content and the less repetitiveness with which the tasks must be
performed, the greater is the satisfaction of the individual involved.
3) Considerate Leadership:
People like to be treated with consideration. Hence considerate leadership results in higher job
satisfaction than inconsiderate leadership.
4) Pay and Promotional Opportunities:
All other things being equal these two variables are positively related to job satisfaction.
5) Interaction in the work group:
Here the question is: When is interaction in the work group a source of job satisfaction and when
it is not? Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's own. Since this
permits the ready calculability of the others behavior and constitutes a validation of one's self ;
18

(b) It results in being accepted by others ; and

(c) It facilitates the achievements of goals.

Personal Variables:
For some people, it appears most jobs will be dissatisfying irrespective of the organizational
condition involved, whereas for others, most jobs will be satisfying. Personal variables like age,
educational level, sex, etc. are responsible for this difference.
(1) Age: Most of the evidence on the relation between age and job satisfaction, holding such
factors as occupational level constant, seems to indicate that there is generally a positive
relationship between the two variables up to the pre-retirement years and then there is a sharp
decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years
of his life. Finding his channels for advancement blocked his satisfaction declines.
(2) Educational Level:With occupational level held constant there is a negative relationship
between the educational level and job satisfaction. The higher the education, the higher the
reference group which the individual looks to for guidance to evaluate his job rewards.
(3) Role Perception: Different individuals hold different perceptions about their role, i.e. the
kind of activities and behaviors they should engage in to perform there job successfully. Job
satisfaction is determined by this factor also. The more accurate the role perception of an
individual, the greater his satisfaction.
(4) Sex:There is as yet no consistent evidence as to whether women are more satisfied with their
jobs than men, holding such factors as job and occupational level constant. One might predict
this to be the case, considering the generally low occupational aspiration of women.
Some other determines of job satisfaction are as follows:
(i) General Working Conditions.

19

(ii) Grievance handling procedure.

(iii) Fair evaluation of work done.
(iv) Job security.
(v) Company prestige.
(vi) Working hours etc.

The Importance of High Job Satisfaction:

The importance of job satisfaction is obvious. Managers should be concerned with the level of
job satisfaction in their organizations for at least three reasons:
(1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more
likely to resign ;
(2) It has been demonstrated that satisfied Sales Persons have better health and live longer; and
(3) Satisfaction on the job carries over to the Sales Person's life outside the job.
Satisfied Sales Persons have lower rate of both turnover and absenteeism. Specifically,
satisfaction is strongly and consistently negatively related to an Sales Person's decision to leave
the organization. Although satisfaction and absence are also negatively related, conclusions
regarding

the

relationship

should

be

more

guarded.

An often overlooked dimension of job satisfaction is its relationship to Sales Person health.
Several studies have shown that Sales Persons who are dissatisfied with their jobs are prone to
health setbacks ranging from headaches to heart disease. For managers, this means that even if
satisfaction did not lead to less voluntary turn over and absence, the goal of a satisfied work
force might be justifiable because it would reduced medical costs and the premature loss of
20

valued

Sales

Persons

by

way

of

heart

disease

or

strokes.

Job satisfaction's importance is its spin off effect that job satisfaction has for society as a whole.
When Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the
dissatisfied

Sales

Person

carries

that

negative

attitude

home.

Some benefits of job satisfaction accrue to every citizen in society. Satisfied Sales Persons are
more likely to be satisfied citizens. These people will hold a more positive attitude towards life in
general

and

make

for

society

of

more

psychologically

healthy

people.

So job satisfaction is very important. For management, a satisfied work force translates into
higher productivity due to fewer disruptions caused by absenteeism or good Sales Persons
quitting, as well as into lower medical and life insurance costs. Additionally, there are benefits
for society in general. Satisfaction on the job carries over to the Sales Person's off the job hours.
So the goal of high job satisfaction for Sales Persons can be defended in terms of both money
and social responsibility

Call Centers in India - Challenges for HR Professionals

21

Introduction
The term incoming call center is being doggedly challenged by many just as it is becoming a
household term. What is it? A center that handles telephone calls? Hardly. Telephone calls are
just one type of transaction. Further, the word center doesn't accurately depict the many multisite environments, or the growing number of organizations that have telecommuting programs.
Various individuals and organizations have tried to define call center but like definitions of
leadership "or" customer service many miss the mark or are created to serve a specific purpose.
So, let's go at this from a different angle. Characteristics of a call center generally include:

Calls go to a group of people, not a specific person. In other words, agents are crosstrained to handle a variety of transactions.

Generally, a special telecommunications system called an automatic call distributor

(ACD) is used to distribute calls among agents, and put calls in queue when all agents are
occupied. They also play messages: "All of our customer service representatives are currently
assisting other callers. However, your call is very important to us..." Most call centers also make
use of advanced network services (e.g., 800 and 888 services) and voice processing capabilities
("press one for this, two for that," or "please enter your account number...").

Agents have quick access to current information, via specialized database programs. This
means that any agent has access to the current status of your account, products, services and
other information.
Call centers represent a unique management challenge. Forecasting calls, calculating staffing
requirements, organizing sensible schedules, managing the environment in real-time, and, in
general, getting the right people in the right places at the right times.

22

Call Centers in India

One the paradoxes of the call-center industry in India is that it requires English-speaking
university graduates to answer questions from US customers but offers little in the way of
advancement and intellectual stimulation. High turn-over rates are inevitable if the economy
keeps expanding and thus offers more compelling employment options for well-educated
Indians. Moreover, the rapid expansion of the call sector may soon create a shortage of these
qualified English-speaking college graduates in India, pushing wages up and reducing India's
competitiveness as one of the premier destinations for company call-centers. This may not bode
well for India's economy, because outsourcing has become a significant engine of Indian rapid
economic growth. In the immediate future, however, it appears unlikely that the India will lose
its dominance over the call-center industry.
Having a call center in India is the norm for several global companies today. In order to meet the
growing international demand for cost-effective, customer-oriented call centers, many
organizations worldwide are outsourcing these services by setting up call centers in India. But
what makes call centers in India such an attractive option? The country has intrinsic strengths
which make it a major success as an outsource destination for call center work:
A.

A booming IT industry, with IT strengths recognized all over the world

B.

The largest English-speaking population after the USA

C.

A vast workforce of educated, English-speaking, tech-savvy personnel: A boon in a highgrowth industry faced with a shortage of skilled workers

D.

Cost-effective manpower: In a call center operation, manpower typically accounts for 55

to 60 percent of the total cost. In India, manpower is available at a fraction of the cost overseas.

23

However, some people get deterred by the fact that cost savings are not seen immediately. Initial
investment in infrastructure and training can be expensive and make one believe that the promise
of cost reduction is false. However, there will be savings and the fact that several global giants
continue to set up call centers in India is proof of this.
E.

The Government of India has recognized the potential of IT-enabled services and has
taken positive steps by providing numerous incentives.

F.

The presence of most international technology vendors and solutions would enable
creation of most advanced set-ups in this technology- intensive segment.
One company in India proposes to harness the high-quality technical support available here by
hiring 300 Ph.D.'s to provide very high-end consulting through videoconferencing/telephone.
Given these advantages, India could build a $17 billion industry by 2008 according to the
NASSCOM McKinsey Report.

How large is the call center industry in India?

India's call center industry accounts for a quarter of all software and services exports from the
country, according to industry association Nasscom, and Indian call centers employ 160,000
professionals. Daimler-Chrysler, British Telecom, Barclays Bank, HSBC, Honeywell, Aventis,
and several others have come to India while the old timers of GE, British Airways, Citigroup,
Amex, and others have been around for a decade.

Various types of Call Centers

The 24/7 call centers totally concentrate on using the tactical skills and effective processes
during the inbound/outbound call process. Their success depends on expertise, technological

24

solutions, quality assurance programs and commitment to customer service excellence. The
different types of call centers are:

Inbound Call Center

An inbound center is one that handles calls coming in from outside, most often through toll free
numbers. These calls are primarily service and support calls, and inbound sales.
The Working
The services of inbound call centers are designed to handle catalog orders, help desk queries,
dealer locations and more. They offer customized services that are designed to meet the
requirements of all kinds of businesses. The inbound call center professionals process calls and
integrate Interactive Voice Response (IVR) and/or Internet services to sell additional products
and offer services in a dedicated environment.
They also integrate customer care services, predict customer behavior and take action, while
the customers are still on the line. The inbound call centers employ a dedicated team
of live operators, account representatives and program managers. Offering 24/7 operator
availability for the customers, these call centers provide round-the-clock account management.
The teams of qualified and trained operators understandthe business, products and services and
perform to deliver their best. Using advanced telephone service technology and programming,
these call centers lay great emphasis on attention to detail in messaging and reporting of all
inbound calls.
Inbound call centers offer communication services specifically designed to maximize the
efficiency of direct marketing efforts or to be a part of the technical support team of the clients.

25

They work together with you as a partner building a strong, successful long-lasting
relationship with customers.
Inbound call centers offer

Skilled, professional, customer support and technical service representatives

Improved market coverage

Faster ramp-up, launch, and roll-out of new campaigns

Experience with programs similar to yours

Rapid response to market conditions

Account management expertise

Enhanced reporting capabilities

Market testing capabilities

The 24/7 services of Inbound Call Centre comprise of:

Order Processing

Catalog Orders

Consumer Response

Customer Service

Dealer Locators

Toll Free Response

Help Desk

Direct Mail Response

Direct TV Response

Print Media Response

Website Response
26

Seminar Registration

Answering Service

Inquiry Handling

Email Management

Product Technical Information

Interactive Voice Response

Sales Lead Qualification

Technical Support

Trade Show Registration

Outbound Call Center

The success of the Outbound Call Centers depends on the extensive experience, technological
solutions, quality assurance programs and commitment to customer service excellence that
further ensures maximum results from the direct marketing efforts.

The Approach:The integrated call management systems in the outbound call center facilities use, systematic
calls to consumers and transfer successful connections to a designated marketing representative
(MR) who is dedicated and has been trained for the specific client application. As a call is
presented to the MR, the consumer's name, address, and other available information are
simultaneously presented on the MR's workstation along with a client's customized script.
The outbound clients benefit from the rigorous adherence to highly cost-effective, resultsbased production and management processes. The key to success is the thorough understanding
of the business. Having understood the differences between business-to-consumer and business27

to-business telemarketing, the outbound call centers use experienced management to focus on
the unique requirements of each client and their targeted market - from recruiting to hiring,
training and production. The qualified personnel employed in the outbound call centers excel
in highly attentive outbound call center service environment. The well developed and thorough
procedures ensure that the individuals on are prepared and accountable for the success of
programs.
Services of Outbound Call Centers:

Market Intelligence

Database Selling

Direct Mail Follow-up

Lead Generation \ Qualification \ Management

Seminar Population

Product Promotion

Debt Collection

Information and Literature Fulfillment

Appointment Scheduling

Decision Maker Contacts

Up Sell/Cross Sell Campaigns

Surveys

Customer Satisfaction

Web Enabled Call center

Introduction
The market for Web-enabled call centers is burgeoning. For the past decade, computer-telephony
28

integration (CTI) has been one of the hottest topics to hit the call center, promising reduced call
volumes and handle times, as well as a higher level of customized service. The global emphasis
on electronic commerce and the use of the Internet as a delivery channel has sparked the
development of new CTI applications that offer tremendous opportunities to call centers. The
Internet provides for a more complete alternative by supporting a full range of transactions,
almost regardless of their complexity. As its popularity continues to increase, its impact as
a delivery channel will improve dramatically and may finally begin to stem the tide of demand
for live agents. To ensure that the needs of all users are met, websites must be integrated with the
call center, giving customers a full range of options without completely eliminating the valuable
personal touch.
A web enabled call center improves the e-commerce initiatives by offering high quality customer
service. Various features offered by Web enabled call center are:

Web Pop that automatically provides CSRs with a pop-up screen of client's website,
intranet or web script.

Web Callback that helps the visitors of the client's website request a callback from the
CSRs by simply clicking and entering their name, telephone information and time for call.

Web Chat that assists visitors engaged in a live, two-way text chat directly from client's
site to a trained agent. They can obtain answers to questions or resolve customer service issues
without having to disconnect from the Internet or use a phone.

Web Push allows CSRs to assist client's website visitor to find out information through
guided "browsing."

Email Management - This manages high-volume email inquiries directed to client's

mailbox or produced via a Website. The incoming messages are tracked and provided an

29

appropriate auto reply message to the customers letting them know that their email has been
received.

CRM Call Center

CRM, or Customer Relationship Management, is a worthwhile endeavor to ensure good returns
on investment. In a CRM call center, customers communicate in multiple ways that include
phone, e-mail, Web chat, personal sales representative, Voice over Internet Protocol (VoIP) and a
host of others.
The Working
The CRM software integrates all the forms of customer contact into a central history database
where they can be retrieved or viewed together. Using CRM software, customer issue can be
tracked from the original point of contact through to resolution.
CRM call centers help companies realign their entire organization around customers. And thus,
is a strategic business initiative. Sales, Marketing and Service as well as other groups are
connected and coordinated through the CRM applications. Before a call is made to the customer,
all recent activity for that customer should be reviewed to be informed of recent events. Then
a sales strategy needs to planned based upon observed opportunities. The use of CRM software
in the call center allows the assignment of a value to each customer if the culture supports that
philosophy. With that feature, one can choose how to interact with that customer.
CRM helps the company identify most valuable customers and understanding their lifetime
values. Using CRM, the call centers design the organization systems and service to best meet
the needs of customers and maximize their value. CRM is intended for long-term
relationship building. Besides capturing the different forms of customer interaction, CRM

30

allows you to capture and store all available customer information in the central history
database. This allows agents the ability to pull up a customer's entire history while the two
interact. Communication and service are more effective and efficient. Most CRM products
also track trends in purchasing and customer feedback.

Telemarketing Call Center

Telemarketing call centers specialize in developing and implementing professional
inbound/outbound B2B and B2C telemarketing lead generation, appointment setting, telesales
and market research programs.
The Understanding
Telemarketing refers to the business or practice of marketing goods or services by telephone. It is
the act of selling, promoting or soliciting a product over the telephone. Reliable telemarketing
is an essential part of the organization's working to enhance sales and increase profits.
Combining the best of personnel, processes and progressive technologies, the telemarketing
call centers serve as highly reliable specialist resource for organizations seeking outstanding
performance and results.The telemarketing call centers provide customized telephone
services that reveal the valued techniques used by successful telephone sales and support
professionals. The fully automated, state-of-the-art call center equipments and custom
software enables the call centers to field thousands of calls daily for each client with a high
degree of professionalism and customization. The clients receive superior quality, experience
and courteous service, coupled with the advanced technical capabilities. The call centers are
staffed 24x7 and 365 days and they totally concentrate on using the tactical skills and effective
processes during inbound/outbound call process.

31

Phone Call Center

The phone call centers offer flexible call routing, superior IVR capacity and predictive dialing
systems.
The Concept
Utilizing advanced telephony and Internet technology, the Customer Service Representatives
(CSRs) in the phone call centers provide accurate and timely information for the most complex
inbound or outbound programs. The phone call centers offer personalized call management by
a team of professional operators who know about the client and his business.
The phone call centers provide 24/7 answering and business services that help keep the
customers satisfied. This is essential as the call centers could be loosing customers because of
not answering the phone when they called and also as they expect answers to questions
immediately. The customers expect the call centers to work around their busy schedules. The call
centers are equipped with top-of-the-line communications technology.
The phone call centers focus on building trust and understanding with every interaction
between the company and its customers. They thoroughly understand the fundamentals, as well
as the subtleties of the client's business. The go beyond mere data gathering to give the
customers, timely information that supports rapid decision-making. The friendly, courteous and
professional operators offer excellent service. They are trained to convey the rightful
impression of the company.

Generally, a special telecommunications system called an automatic call distributor

(ACD) is used to distribute calls among agents, and put calls in queue when all agents are
occupied. They also play messages: "All of our customer service representatives are currently

32

assisting other callers. However, your call is very important to us..." Most call centers also make
use of advanced network services (e.g., 800 and 888 services) and voice processing capabilities
("press one for this, two for that," or "please enter your account number...").

Agents have quick access to current information, via specialized database programs. This
means that any agent has access to the current status of your account, products, services and
other information.
Call centers represent a unique management challenge. Forecasting calls, calculating staffing
requirements, organizing sensible schedules, managing the environment in real-time, and, in
general, getting the right people in the right places at the right times.

Call Centers in India

One the paradoxes of the call-center industry in India is that it requires English-speaking
university graduates to answer questions from US customers but offers little in the way of
advancement and intellectual stimulation. High turn-over rates are inevitable if the economy
keeps expanding and thus offers more compelling employment options for well-educated
Indians. Moreover, the rapid expansion of the call sector may soon create a shortage of these
qualified English-speaking college graduates in India, pushing wages up and reducing India's
competitiveness as one of the premier destinations for company call-centers. This may not bode
well for India's economy, because outsourcing has become a significant engine of Indian rapid
economic growth. In the immediate future, however, it appears unlikely that the India will lose
its dominance over the call-center industry.
Having a call center in India is the norm for several global companies today. In order to meet the
growing international demand for cost-effective, customer-oriented call centers, many

33

organizations worldwide are outsourcing these services by setting up call centers in India. But
what makes call centers in India such an attractive option? The country has intrinsic strengths
which make it a major success as an outsource destination for call center work:
G.

A booming IT industry, with IT strengths recognized all over the world

H.

The largest English-speaking population after the USA

I.

A vast workforce of educated, English-speaking, tech-savvy personnel: A boon in a highgrowth industry faced with a shortage of skilled workers

J.

Cost-effective manpower: In a call center operation, manpower typically accounts for 55

to 60 percent of the total cost. In India, manpower is available at a fraction of the cost overseas.
However, some people get deterred by the fact that cost savings are not seen immediately. Initial
investment in infrastructure and training can be expensive and make one believe that the promise
of cost reduction is false. However, there will be savings and the fact that several global giants
continue to set up call centers in India is proof of this.

K.

The Government of India has recognized the potential of IT-enabled services and has
taken positive steps by providing numerous incentives.

L.

The presence of most international technology vendors and solutions would enable
creation of most advanced set-ups in this technology- intensive segment.
One company in India proposes to harness the high-quality technical support available here by
hiring 300 Ph.D.'s to provide very high-end consulting through videoconferencing/telephone.
Given these advantages, India could build a $17 billion industry by 2008 according to the
NASSCOM McKinsey Report.

34

How large is the call center industry in India?

India's call center industry accounts for a quarter of all software and services exports from the
country, according to industry association Nasscom, and Indian call centers employ 160,000
professionals. Daimler-Chrysler, British Telecom, Barclays Bank, HSBC, Honeywell, Aventis,
and several others have come to India while the old timers of GE, British Airways, Citigroup,
Amex, and others have been around for a decade.

Various types of Call Centers

The 24/7 call centers totally concentrate on using the tactical skills and effective processes
during the inbound/outbound call process. Their success depends on expertise, technological
solutions, quality assurance programs and commitment to customer service excellence. The
different types of call centers are:

Inbound Call Center

An inbound center is one that handles calls coming in from outside, most often through toll free
numbers. These calls are primarily service and support calls, and inbound sales.
The Working
The services of inbound call centers are designed to handle catalog orders, help desk queries,
dealer locations and more. They offer customized services that are designed to meet the
requirements of all kinds of businesses. The inbound call center professionals process calls and
integrate Interactive Voice Response (IVR) and/or Internet services to sell additional products
and offer services in a dedicated environment.
They also integrate customer care services, predict customer behavior and take action, while
the customers are still on the line. The inbound call centers employ a dedicated team
35

of live operators, account representatives and program managers. Offering 24/7 operator
availability for the customers, these call centers provide round-the-clock account management.
The teams of qualified and trained operators understandthe business, products and services and
perform to deliver their best. Using advanced telephone service technology and programming,
these call centers lay great emphasis on attention to detail in messaging and reporting of all
inbound calls.
Inbound call centers offer communication services specifically designed to maximize the
efficiency of direct marketing efforts or to be a part of the technical support team of the clients.
They work together with you as a partner building a strong, successful long-lasting
relationship with customers.
Inbound call centers offer

Skilled, professional, customer support and technical service representatives

Improved market coverage

Faster ramp-up, launch, and roll-out of new campaigns

Experience with programs similar to yours

Rapid response to market conditions

Account management expertise

Enhanced reporting capabilities

Market testing capabilities

The 24/7 services of Inbound Call Centre comprise of:

Order Processing

Catalog Orders

Consumer Response
36

Customer Service

Dealer Locators

Toll Free Response

Help Desk

Direct Mail Response

Direct TV Response

Print Media Response

Website Response

Seminar Registration

Answering Service

Inquiry Handling

Email Management

Product Technical Information

Interactive Voice Response

Sales Lead Qualification

Technical Support

Trade Show Registration

Outbound Call Center

The success of the Outbound Call Centers depends on the extensive experience, technological
solutions, quality assurance programs and commitment to customer service excellence that
further ensures maximum results from the direct marketing efforts.

The Approach:37

The integrated call management systems in the outbound call center facilities use, systematic
calls to consumers and transfer successful connections to a designated marketing representative
(MR) who is dedicated and has been trained for the specific client application. As a call is
presented to the MR, the consumer's name, address, and other available information are
simultaneously presented on the MR's workstation along with a client's customized script.
The outbound clients benefit from the rigorous adherence to highly cost-effective, resultsbased production and management processes. The key to success is the thorough understanding
of the business. Having understood the differences between business-to-consumer and businessto-business telemarketing, the outbound call centers use experienced management to focus on
the unique requirements of each client and their targeted market - from recruiting to hiring,
training and production. The qualified personnel employed in the outbound call centers excel
in highly attentive outbound call center service environment. The well developed and thorough
procedures ensure that the individuals on are prepared and accountable for the success of
programs.
Services of Outbound Call Centers:

Market Intelligence

Database Selling

Direct Mail Follow-up

Lead Generation \ Qualification \ Management

Seminar Population

Product Promotion

Debt Collection

Information and Literature Fulfillment

38

Appointment Scheduling

Decision Maker Contacts

Up Sell/Cross Sell Campaigns

Surveys

Customer Satisfaction

Challenges for HR Professionals in Call Centers

I.

Staff Turnover Strategies For Combating Staff Turnover Across the call
center industry, there have been 12 typical causes of call center turnover, including (in no
specific order):

39

Pace of effort required

Sense of powerlessness or lack of control

Frustration of not being allowed to do a good job

Repetition

Daily physical confinement (tied to their desk)

Over-regimentation

The feeling of being spied on

The feeling of not being appreciated by others in the organization

Handling complaints and problems all day

Odd work hours

Pay

Better opportunities elsewhere

Of course, not all will apply in each case, but one or two are likely to be the biggest culprits. In
this case, I'd start by asking what changed in the internal and external environments from the
period of no turnover to the current situation of 30 +percent turnover. Which of these 12 factors
stand out?
Pay could be a problem if you're not keeping pace with the market. As the call center
environment becomes more complex, I think a lot of organizations are going to have to do some
soul-searching on the importance and commensurate remuneration associated with these jobs.
Many managers are quick to point out that pay is just one factor, and often not the most
important; true, but there's a point at which this argument gets carried too far. Reality is, there are
lots of opportunity out there for competent, personable people who have both technical and
communication skills.
40

That said, if you truly are paying market rates, there should be relatively small, incremental
differences between what you and others are offering. The following have been proven time and
again to have a direct, positive bearing on turnover and morale:

Broaden and extend the training your agents receive and the responsibilities they have.

Involve them in managing the call center -- quality improvement, forecasting, and
collaboration with other teams and departments, establishing schedules, etc.

Ensure they have an understanding of (and involvement in) the direction and values of
the organization.

Ensure that your call center is accessible (maintain good service levels) so that you're not
burying agents in customers frustrated from the start.

II) Career Path for staff involved in Operations

Creating Career Paths
You may need to get creative with job titles and compensation practices within the call center. If
you only have 10 agents in the call center and little or no room for advancement out of the call
center within your company, develop different "micro" job tiers for which agents can strive. Use
such titles as "contact specialist," "advanced contact specialist," "expert contact specialist," and
"lead contact specialist/supervisor. But don't insult agents' intelligence by creating only new job
titles - be sure to tie in formal skill sets and knowledge requirements needed to achieve each
"contact specialist" level, and, most importantly, implement a skills-based pay program that
rewards agents financially for continual development. To help fend-off/reduce agent burnout in a
small environment, tap the talent and creativity of each agent when working on off-phone

41

projects. Empowering agents and creating job diversity is essential to retaining staff in a small
call center for as long as possible.

III) Key performance measurements for individuals

Want to start a lively discussion among call center managers? Float the issue of performance
measurements for reps. Since performance measurements are usually tied to expectations and
standards, that will raise issues about fairness, what reps can and can't control, why people have
different capabilities and drives, and the processes they are working within. Few subjects elicit
such strong and varied opinion.
Consequently, there are about as many different sets of performance measurements and standards
as there are call centers. Here, we will look three types of performance measurements -- calls per
hour, adherence and qualitative measurements -- commonly used in assessing individual
performance. We'll also discuss why calls per hour are fading, while the other two types of
measurements continue to gain acceptance.
Calls Per Hour Is Fading
Traditionally, calls per hour have been an almost universal productivity measurement. In fact,
many call center managers have viewed calls per hour as virtually synonymous with
"productivity." Sure, there have always been concerns about sacrificing quality for quantity. But,
in practice, calls per hour has been the preferred benchmark for establishing productivity
standards, comparing performance among reps and groups, and assessing the impact of changes
and improvements to the call center.
However, as a measure of performance, calls per housr is (and always has been) problematic.
Many of the variables that impact calls per hour are out of the rep's control: call arrival rate, type
42

of calls, knowledge of callers, communication ability of callers, accuracy of the forecast and
schedule, adherence to schedule (of others in the group) and absenteeism, to name a few.
There are also mathematical realities at work that are not within the control of an individual. For
example, smaller groups are less efficient (have lower occupancy) than larger groups, at a given
service level. Since the number of calls is changing throughout the day, so does average calls per
hour for a group or an individual in the group.
And, as is often pointed out, if calls per hour are over-emphasized, quality can suffer. Reps may
even "trick" the system to increase their call count and achieve a standard. (Many call center
managers get a sheepish smile when this point comes up in discussion. One could surmise that
more than a few, once upon a time, have "accidentally" clicked off or erroneously transferred a
call or two).
Some call center managers convert raw calls per hour into an adjusted measurement that is more
fair and meaningful. For example, occupancy, which is not within the control of an individual,
can be "neutralized" by dividing call handled by percent occupancy. Others go a step further, and
develop statistical control charts to determine whether the process is in control, what it's
producing, and which reps, if any, are outside of "statistical control."
But even with further analysis, calls per hour begins to lose meaning as technologies such as
CTI, skills based routing, and web integration, which enable increasingly sophisticated and
varied call handling routines, proliferate. For many who have depended on calls per hour, this
has left a vacuum: How can we measure productivity in an increasingly varied and complex
environment? Enter adherence and qualitative measurements, which continue to gain acceptance.
Adherence Measurements

43

Adherence factor, or signed-on time, is a measurement of how much time an individual is

available to handle calls versus the time he or she was scheduled to handle calls. If adherence
factor is 85%, a rep would be expected to be in adherence .85 x 60 minutes, or 51 minutes on
average per hour. Adherence consists of all plugged-in time, including talk time, after call work
(wrap-up) time, waiting for the next call, and necessary outgoing calls. Lunch, breaks, training,
etc., is not counted as time assigned to handle calls. Adherence factor should be established at a
level that is reasonable and that reflects the many things that legitimately keep reps from the
phones. It should also flexible (adjustable downward) when call volumes are low. Some have
developed adherence factor into a more refined measurement that also incorporates timing -when was a person available to take calls, in addition to how much time they were available. The
idea is to ensure that people are plugged in mid-morning when calls are barreling in, and saving
special projects for Thursday and Friday afternoon when calls slow down. ACD and
forecasting/staffing software has improved adherence reporting significantly in recent years.
The advantage of adherence factor is that it is reasonably objective. Reps cannot control
variables such as the number of staff scheduled to answer calls, the number of calls coming in,
the distribution of long and short calls or the distribution of easy and difficult calls. But they can
generally control how available they are to take calls.
Qualitative Measurements
In most call centers, qualitative criteria, which focus on knowledge of products and services,
customer service and call handling skills, and the policies of the organization, continue to
become more refined and specific. Most use some form of monitoring (silent, with a beep tone,
side by side, or record and review) to evaluate individual performance and identify training and
coaching needs.

44

An important and developing aspect of quality is that reps take the necessary time to do the job
right -- no more, no less. This means not rushing calls, but also not spending excess time on calls
over and above what is necessary to satisfy callers and handle them completely and correctly. If
qualitative measurements are refined enough to insure that reps are spending the appropriate
amount of time handling calls, then adherence and qualitative measurements make a powerful
pair. In fact, measuring calls per hour is unnecessary.
This is easier said than done in environments where qualitative measurements are vague and
indeterminate. And, many managers still believe that tracking production outputs, such as calls
per hour or average handling time, is necessary. But the trend is clear: well-defined qualitative
measurements are beginning to erode reliance on measurements that are after-the-fact outputs.
.

Research in Call Center Industry

1) When asked what measures comprise the key performance indicators in their call
centers, respondents to the study cited, in rank order, the following:

Service level and/or average speed of answer

Service quality and customer satisfaction (monitoring results and customer surveys)

Abandonment rate

Call volume

Handle time

Revenue, sales and cost data

2) A study conducted by supportindustry.com featured the following findings regarding call

center metrics:
45

16% of respondents handle 80% or more of their support incidents on first contact, while
23% have a first-call resolution rate of 65%-80%.

22% of respondents enjoy an average abandonment rate of less that 1%, while another
41% have a rate of from 1% to 5%.

7% of respondents answer a call in less than five seconds, while another 25% do so in 615 seconds. On the high end, nearly 20% take more than a minute to answer calls.

3) Call centers participating in Purdue Research Foundation's benchmarking study

reported that their agent's attendance averages 86.81%, their average adherence to schedule is
85.09%, and the average occupancy rate is 74.54%. Purdue Research Foundation Benchmark
Performance Report

4) Purdue Research Foundation's benchmarking study found that participating call centers
answered calls on average after 35.1 seconds, abandoned 5.85% of calls, kept customers in queue
an average of 45.6 seconds, and resolved 71.96% of caller inquiries on the first call. Purdue
Research Foundation Benchmark Performance Report

5) Leading call centers perform staffing forecasts more frequently and better than average
callcenters, according to a study by Hackett Benchmarking & Research. More than half of the
first-quartile centers are forecasting staff requirements weekly or better, 57% vs. 30% at average
centers. Top performers are achieving the industry's standard for staffing forecast accuracy, 71%
of the time vs. 62% accuracy at the average contact center. Hackett Benchmarking & Research

46

6) Data monitor, Inc. found that companies often do not know the effect on their return on
investment (ROI) from their Customer Relationship Management (CRM) programs. Of 500
companies surveyed, only 15% reported a positive effect, while 15% said ROI remained the
same, 5% said it decreased ROI, and fully 65% could not quantify the impact. Data monitor, Inc.

Strategic Decisions for a Call Center

Improving Forecast
Matching up call center resources with the demands of the workload is a critical part of call
center planning. This responsibility goes to the heart of Incoming Calls Management Institute's
definition of call center management: Incoming call center management is the art of having the
right number of people and supporting resources in place at the right times to handle an
accurately forecasted workload at service level, and with quality.
Accurately predicting the workload presents one of the most important, and often most
challenging steps in this effort. Without a good workload forecast, the rest of call center planning
is an "uphill battle" at best. And, when predictions are off the mark, there is a tendency to look to
those who do the forecasts for explanations. However, the person (or group) who does the
forecasting may be highly trained, equipped with the latest in forecasting software, and armed
with every conceivable ACD and database report and still be unable to produce good forecasts if
they aren't made aware of what marketing is up to or if reps are handling calls inconsistently.
Twelve ways to improve the predictability of the workload are summarized below. Each is
outside the realm of what is usually thought to be the forecasting process. Yet, each is essential to
an accurate forecast.

47

1) Use ACD modes consistently. Each rep has an impact on the components of handling time
(talk time and after call work) and, therefore, on the data that will be used in forecasting and
planning for future call loads. When the queue is building, it can be tempting to postpone some
after call work (wrap-up) that should be done at the time of the call. This skews reports, causes
planning problems and may lead to increased errors. An important and ongoing training issue is
to define ahead of time which types of work should follow calls and which types of work can
wait.
2) Emphasize quality. Supervisors and reps can feel that the pressure of a backed-up queue
forces them to make tough tradeoffs between seemingly competing objectives, such as service
level and quality. However, although service level and quality seem to be at odds in the short
term, poor quality will negatively impact service level over time by contributing to repeat calls
and other forms of waste and rework. This will contribute to workload volatility and
inconsistencies. The emphasis should be on handling each call correctly, regardless of how
backed up the queue is.
3) Avoid callbacks. Many call centers have discovered the hard way that giving callers the
option to leave a message when the queue gets backed up often backfires. For example, you may
call back only to get perpetual busies, ring-no-answers, voice mail or somebody else in the
person's work area ("sorry, she stepped away for a moment"). And preparation in order to handle
the calls, or when the center is flooded with calls because of a once-in-awhile occurrence. Still,
most call centers find that, in the end, it makes more sense to handle the inbound calls when they
arrive.
4) Anticipate and manage growth. Do an analysis of the likely impact of growth on your call
center. This often takes the form of a chart or document that illustrates the projected costs and

48

time-frames of growing the call center in increments, such as ten percent growth in call load,
twenty percent growth, thirty percent growth, and so on. The document should illustrate required
lead-times and key decision points associated with things like additional workstations, new or
upgraded equipment, or a new facility
5) Develop better ties with other departments. This should be an ongoing effort in any call
center. Most of what happens in a call center is caused by something going on outside the center.
The forecast is doomed if strong ties with other departments don't exist. There's no substitute for
knowing well in advance when marketing is running the next campaign, when manufacturing is
releasing the new products and when finance is redesigning the terms and conditions.
6) Make forecasting a collaborative process. Involve supervisors and lead reps in the
forecasting process, on a rotating basis. This yield two positive results: 1) they will better
understand the pulse of the call-load and what's behind the schedules (and will often adhere to
them better as a result), and 2) because they are continually dealing with callers, they have their
"ear to the ground" and can help anticipate caller reactions to changes and developments in the
marketplace and the organization's services.
7) Track absenteeism. If you are part of a network of call centers or if you have overflow
routines established between call center groups, absenteeism in one area has a direct impact on
the workload in another. It is important to anticipate absenteeism in advance and, contrary to
conventional wisdom, it is reasonably predictable. For example, in work groups with typical
Monday through Friday schedules, unscheduled absenteeism tends to be higher on Monday and
Friday than the other days of the week. Have someone track absenteeism, and look for patterns.
8) Anticipate the factors affecting caller tolerance. The seven factors of caller tolerance
include motivation, availability of substitutes, competition's service level, level of expectations,

49

time available, who's paying for the call and human behavior. Putting some thought into these
factors goes a long ways towards anticipating caller behavior.
9) Track and manage non-phone activities. Forecasting non-phone activities such as research
and correspondence is a challenge. Many call center managers, used to having detailed
information on the call-load, long for similar reports on non-phone activities. Fortunately, as with
inbound calls, these activities often occur in predictable patterns, and usually have a strong
correlation to other forecasts, such as the inbound call-load, units of sales or number of
customers (and they are usually a lot less time-sensitive than incoming calls). Investigate the
tracking capabilities in your ACD, forecasting/staffing software and computer database. As a last
resort, track these activities manually, as they occur.
10) Better educate callers. The inbound call-load tends to be less erratic when callers are aware
of other service alternatives (e.g. services via faxback, voice response units or the World Wide
Web). Billing inserts, focused advertisements, newsletter articles, and customer support sections
in user manuals are all examples of ways to better educate callers on the service alternatives
available.
11) Minimize transferred and escalated calls. An excessive number of transferred and
escalated calls will wreck havoc on the workload forecast. Utilize quality improvement tools,
such as flow charts and cause and effect diagrams (see Service Level Newsletter, Notes column,
May 1995) to address root causes. Common problems include insufficient training, insufficient
authority, incomplete or missing database information and poor call routing design (e.g. calls
often end up in the wrong place to begin with).
12) Accomplish as much as possible during talk time. When tasks related to inbound calls can
be completed with the caller still on the line, errors are usually reduced. Further, the time reps

50

would otherwise spend in more discretionary (and less predictable) work modes, such as after
call work or auxiliary modes, is minimized.

Key performance measurements (KPIs) in a call center

A significant amount of information is required to effectively manage a call center. We need, for
example, data on caller needs and expectations, the queue and caller tolerance, the load on the
system, agent activities and performance, call patterns, cost components, the activities of other
parts of the organization and conditions in the external environment. But we must also be able
climb above the detail and assess overall performance, without the need to review dozens of
reports. The question is, what measures can adequately summarize the numerous activities of a
call center? While any measure by itself has the potential to mislead, the ten reports summarized
below generally give a good synopsis of the call center's performance when they are interpreted
together.

Average Call Value (Sales and Reservations Only)

This measure is generally calculated by dividing total revenue generated by number of calls. This
has historically been, and continues to be, a top priority in sales and reservations environments.
Customer Satisfaction
Customer satisfaction is, without doubt, a top priority. Most call centers conduct surveys via
either outbound calls or mail to randomly selected callers. Some call centers contract with
outside firms to conduct surveys and prepare the results, while others do the surveys themselves.
And a growing number of call centers are automating some surveys; callers are transferred into a
VRU that guides them through a series of questions and allows them to respond via touch tone.
51

Service Level\
Service level takes the form of X percent answer in Y seconds (such as 80 percent of calls
answered in 20 seconds), and is a high level measure of how fast callers get through to reps. The
best managed call centers take service level seriously, and strive to meet it as consistently as
possible. An appropriately selected service level objective should mean that answering calls less
quickly (or a lot more quickly) would actually cost money, not save it.

Percent Abandoned
Abandonment is a an ongoing concern in incoming call centers. If callers hang up before we get
a chance to talk to them, we are missing the opportunity to make them happy, sell to them and
solve their customer service problems. However, abandonment is difficult to accurately forecast
(and, therefore, staff around) and is often a misleading indication of the queue callers
experienced. In the final analysis, we can control how accessible we are -- how many trunks we
have, how many skilled reps are plugged in. But we can't control how callers will react or the
myriad of circumstances that influence their behavior. Accordingly, be sure to view abandonment
in light of the other measures, and in consideration of the callers' circumstances.
Cost Per Call
There are various ways to calculate cost per call (i.e. what factors to include in staff costs, how to
allocate equipment, how to value the building) but the basic formula is to divide total costs by
total calls received for a given period of time (usually a month). The potential in following cost
per call is to identify the variables that are driving it upwards or downwards, and the impact they
have.

52

A climbing cost per call can be a good sign, depending on the variables driving it up. For
example, process improvements may result in fewer calls than would otherwise be necessary
(e.g. eliminating the need for customer callbacks, improving the VRU and coordinating with
other departments to eliminate problems that generate calls). As a result, the fixed costs (in the
numerator) get spread over fewer calls (in the denominator), driving cost per call up. But, of
course, total costs will go down over time, because the elimination of waste and rework will
drive down variable costs. (Similarly, cost per call usually goes down during the busy times of
the year, and up during the slower times of year).

Errors and Rework

A major theme of the quality movement is that good service pays for itself because of the
elimination of things that come with a lack of quality: doing work over, correcting mistakes,
handling complaints, increased public relations costs, canceled orders or subscriptions, costs of
closing accounts, costs of inspection, and others. Errors and rework are often part of a cycle. For
example, errors and rework consume valuable staff time, which can lead to insufficient staffing
to handle the incoming workload; insufficient staffing tends to lead to high occupancy, unhappy
callers and increased stress on the staff -- which contributes to errors and rework. So, reducing
errors and rework has a positive impact on service level, morale, customer satisfaction and costs.
A variation on errors and rework is a measure of the percent of calls completed on the first
attempt, which has become an increasingly important measure in many call centers.
Errors and rework can be measured in a number of ways. For example, the database may
allow you to track repeat calls, unresolved issues and errors in data entry. Monitoring or side-byside coaching should detect and track specific problems that are occurring during call handling.

53

Call coding in the ACD (where reps use codes to track specific types of calls and issues) can
trace problems. And transferred calls, escalated calls, customer complaints and correspondence
(both to and from customers) can be additional sources of information.

Forecast Call-load to Actual

Underestimating calling demand will mask and defeat all other efforts to provide good service,
and overestimating demand results in waste. Good forecasting comes from constantly tracking
results and making improvements to the forecasting process. Common practice is to blend
quantitative "time series" forecasting (projecting out existing call patterns) with judgmental
forecasting (for example, what is marketing about to do? new terms and procedures? process
changes? interest rates? the weather?). If the forecast is off by much, we need to identify which
variables caused the problems, and factor them in (or out) in the future.

Scheduled Staff to Actual

This measure is independent of whether we actually have the staff necessary to achieve a
targeted service level. How well do the staff we have adhered to schedule? If this is a problem,
why?
Adherence To Schedule
Adherence factor is a measure of how much time an individual is on the phone, available to take
calls, and generally consists of all plugged-in time, including talk time, wrap-up time, waiting to
receive calls, and necessary outgoing calls. Generally, when adherence factor improves (goes
up), service level goes up and occupancy goes down. Adherence factor is not just an issue of how

54

much, but also an issue of when -- when during the course of the day, are reps is plugged in and
available to take call

OPPORTUNITIES
The call center outsourcing market is a fast, maturing industry that many people now regard as a
commodity business, The Call Center Outsourcing Market Outlook: Developing opportunities
in a commodity market is a technology management report that will help outsourcing service
providers to identify growth opportunities and develop strategies to successfully target them.
This report provides in-depth analysis of key market drivers and inhibitors and forecasts to 2008
by region and vertical industry. The competitive landscape is examined in detail including the
strengths of key vendors, and strategies for growth including new destinations, expanded service
portfolios, evolving pricing models, offshore and near shore, and the emergence of the quality
sell.

List Of Call Centre in NCR Region

Company
Steria

Address
Contact Person
C-2 Sector 1 Noida Near AmitSethi
Indian Oil Corporation
55

Bldg

Nearest

Metro

Cleave Global
Pioneer Assurance

Sector 15
D-180 Sector 63 Noida
Deepshikha
nd
8/3 2
Floor, WEA Shilpa

Transweb

Karol Bag Delhi

B-147 First Floor, Sector Aashwaria

Spice
Religare

6 Noida
B-7 Sector 65 Noida
Kunal
th
GYS
Universal,
5 Arjit
Floor, Tower B, Sector

Quatrro

125 Noida
267 UdhyogVihar Phase Tracy

DCC

-2 Gurgaon
B-231 OkhlaInd Area SakshiKaul
Ph-1

COMPANIES PROFILES
STERIA
Steria delivers IT enabled business services which help organizations operate more
efficiently and profitably. Trust us to meet your challenges with unbeatable value and client
focus.
Steria is a European company with global reach that has been in business for over 40 years. Our
reputation is built on delivering lasting success and value for clients, as a trusted business
partner.

56

At the heart of it all is a flexible approach, ensuring that we work the way you want delivering precisely what you need to meet both your immediate goals and long-term strategic
vision.
The value we deliver isnt just measured in money. Its also delivered in:

Process efficiencies that enable the delivery of better citizen services in the public sector
and more effective customer interaction in the commercial world.

Specialist industry knowledge that helps us genuinely get inside your unique challenges
and understand your business needs.

Using IT as a strategic enabler of operational excellence.

Reliable technology systems developed, implemented and maintained by us.

Whether youre in central or local government, financial services, telecoms, retail, transport,
media or any other commercial sphere, our end-to-end transformation and ongoing operations
services deliver measurable business benefits. This includes optimizing business processes in key
functions, such as HR and payroll, finance and accounting, general business and customer
services.
We have a great team who can help you solve your business challenges. Whether youve
already defined the kind of service that you need, or you would like discuss your ideas with our
experts, please dont hesitate to contact us, either via your relevant market contact through the
markets section of this website, or by using the 'call me back' form at the top of this page.

57

CLEAVE GLOBAL
Cleave Global e-Services is a leading business process outsourcing (BPO) company with years
of experience in providing remote processing services to global companies in multiple industries
including financial services, utilities, healthcare and telecom. We offer our clients a virtual office
offshore. Aided by world class infrastructure, business competencies and a dedicated group of
highly skilled professionals, we are able to provide the best quality outsourcing services to
clients.
Cleave Global further helps in improving the clients profitability. The companys main
agenda is to lay emphasis on providing world class BPO services to diverse industry segments
towards which it is entirely committed and focused...The company delivers the entire spectrum
of business processes from helpdesk support to industry specific shared back office processes
and all the way to complex outbound collections and analytics.
Cleave Global also provides corporate function services such as Finance and Accounting,
Payroll, Billing and Data entry.

PIONEER ASSURANCE
Pioneer Assurance Consultants Ltd. was formed as a company in April 2003 with an aim to
provide one stop life insurance guidance & solutions to its valuable clients. The company was
promoted

by

professionals

and

businessmen

of

vast

experience

and

repute.

It forayed into the ever expanding Life Insurance business by becoming a corporate agent of
ICICI prudential Life Insurance Company Limited in the year 2003 and has since risen to
become one of the leading corporate agents of the country for ICICI Prudential.
58

It since last few years has been holding the prestigious 4th position among the leading Corporate
Agents of ICICI Prudential.

TRANSWEB
Trans Web Global represents all 38 colleges from Canada under SPP project. We are an
immigration consultant from Canada. We are visiting India for the first time in July. Overseas
Education consultants in India, who wish to be a part of this venture can email or contact us. We
are looking for appointing exclusive representative in various parts of India. We will provide
both Admission and Visa services to students referred by our associates. Attractive incentive for
the associate will be a major part of our venture. For the students 100% admission and visa or
100% fee will be refunded after deducting application and handling charges. We are known for
our extremely successful track record.

SPICE
The only thing constant in this world is change. We are always fuelled by the desire to make a
difference, bring about the change for better. We dream about continuously enriching the mobile
society, enabling them to live life to its fullest and bringing their dreams alive. .
We are a multi-faceted management group that is engaged in establishing a lead in an
emerging business area, which is an outcome of the linkages and converging communication and
entertainment technologies.

59

We have a proven track record of over 30 years in building some of Asias most
successful Joint Venture Partnerships in collaboration with world leaders in cutting edge
technologies Mobile Phones, Mobile Retail, Onshore BPO, Mobile VAS, IT Systems
Integration, Entertainment and Retail Real Estate.
With our base of strong intellectual capital, joint-venture expertise, global connectivity, proven
track record and benchmark in corporate governance, we have redefined the scope of our
operations and refocused our strategies to further strengthen our global positioning.
At Spice, we use our intelligence and experience to find new and different ways to
invigorate the market and delight people by offering them enduring value.

QUATRRO
Quatrro is a global services company offering business and knowledge processing
services to organizations seeking higher operational effectiveness, greater flexibility and lower
operating costs.
For over 19 years companies have been relying on us to leverage the benefits of
globalization and gain a competitive advantage.
Quatrro consists of several complementary business lines, each one intensely focused on
serving the needs of its target clients with technology-based, expert knowledge services while
leveraging the overall resources of Quatrro operational excellence, global infrastructure and
capital.
As a true Business Transformation Partner Quatrro leverages its experience as thepioneers
in Business Process Outsourcing to offer innovative outsourcing solutions which go well

60

beyond labor arbitrage and deliver tangible process improvements to its clients.

Quatrro's

biggest

differentiator

is

our

commitment

to

provide Value

Through

Innovation utilizing a combination of proprietary tools, platforms and unique business

processes. This enables us to offer end-to-end solutions while lowering our clients' operating
costs.
With nine operation centers in five countries, Quatrro is a top-ranked BPO/KPO supplier
providing global scale with 24/7 service delivery capability and built-in redundancies for data
privacy and security.
Over 200 enterprises, 9,500 Small and Medium size Businesses and 150,000 individual
consumers around the globe have chosen Quatrro to help them attain the benefits of global
sourcing, operational excellence and cost-effectiveness.

DCC
Delhi Call believe in the organization wide mantra of "Quality Drives

Performance"

Delhi Call is always striving to set new standards for quality by maintaining the perfect balance
of world class technological resources, best systems and a highly professional team to run them.
We understand that nothing is more essential to ensure customer delight than quality.

That's why at Delhi Call we have established company- wide practices, including
>>We ensure timely reporting to track and improve departmental quality performance.
>> We understand that ensuring world-class quality is a continuous process therefore we have
periodic evaluation, feedbacks and follow-up training exercises related to client processes.

61

>> We encourage feedback from both our clients as well as their customers to help us review the
quality of customer care professionals. This feedback is also instrumental in reviewing quality of
service at the corporate, operation center, and departmental levels at Delhi Call.
>> Our commitment to ensure service quality may be gauged from the fact - the supervisor:
agent ratio is as high as 1:7 depending on the service as against the general accepted industry
ratio of 1:13.
>> We have developed well-structured call escalation processes to handle more challenging and
technical customer requests.
>> Our processes are ISO 9001 compliant.

Chapter

OBJECTIVES OF THE STUDY

To find out the level of job satisfaction, challenges and opportunities of male and
femaleemployees in call center.
62

 To find out the possibilities for the further education of call centre employees.
To find employees satisfaction towards salary.
To find the stability factor of the call centre employees.
To find out the impact of challenges and opportunities on performance of the employees.
To find out the impact of relationship between superiors and subordinates on improving
challenges and opportunity.
To study impact on the family and social life of call centre employees.

To find the level of stress or work pressure on job and opportunities.

RESEARCH METHODOLOGY
My research report will be held in the months of Feb-March, it give me the opportunity of
involving myself directly with the job satisfaction, challenges and opportunity for analyzing the
process so that suitable recommendations can be given.
My area of focus was the job satisfaction, challenges and opportunity at call centre in NCR
Region.
Sample Unit:- NCR Region(HR Dept, Employee)
Sample Area:- NCR Region

(A) DATA COLLECTION

Primary data1. Questionnaire
63

2. Interviews
3. Observation

Secondary data1. Records

2. Database
3. Manuals
4. Magazines
5. Website
(B) DEMOGRAPHICS
1. Age

18 & above

2. Income

Rs. 8,000/- above

RESEARCH TYPE- exploratory research

SAMPLE SIZE- 250

64

Chapter

Data Analysis and Interpretation

(1):- In which department do you work?

Management
8

HRM
16

Accounts
18

Services
23

65

Tele caller
185

16

18
23

Management
HRM
Accounts

185

Services
Tele caller

INTERPRETATION
8 employees work in Management department, 16 employees work in HRM department, 18
employees work in Accounts department, 23 employees work in Services department and 185
employees work in Tele Caller department.

(2):- Are you satisfied with the variety and volume of the work you must do?
Is there enough variety in your work?

Yes
115

No
135

66

Yes

115
135

No

INTERPRETATION

115 employees are satisfied variety of work and 135 employees cannot satisfy with
variety of work.

(3):- Do you think that there are enough possibilities for you to further your
education?
Yes
185

No
65

67

65
Yes
No
185

INTERPRETATION

185 employees think enough possibilities for the further education and 65
employees think enough possibilities for the further education.

(4):- Are you satisfied with working in Call Center?

Yes
94

No
156

68

94
Yes

156

No

INTERPRETATION

94 employees are satisfied with working in call center and 156 employees are not
satisfied with working in call center.

(5):- Why are you doing job in Call Centre?

Customers response

Salaries

Selection process

Commission

35

98

37

80

69

80
37

35
Customers response
Salaries

98

Selection process
Commission

INTERPRETATION

35 employees say they have been doing job in call center due to customers
response, 98 employees say they have been doing job in call center due to salaries,
37 employees say they have been doing job in call center due to selection process
and 80 employees say they have been doing job in call center due to commission.

(6):- Does work pressure affect your job and your opportunities?

Yes
95

No
110

Can Not Say

45

70

45
95
Yes
No

110

Can Not Say

INTERPRETATION

95 employees say work pressure affects the job and their opportunities, 155 employees cant say
work pressure affects the job and their opportunities.

(7):- How long do you want to continue your service with your Call Centre?

1yrs
134

5 yrs
52

10 yrs
34

71

Till retirement
30

30
34

1yrs
5 yrs
134

10 yrs
Till retirement

52

INTERPRETATION

134 employees want to continue the services with call center for 1 year, 52 employees want to
continue the service with call center for 5 years, 34 employees want to continue the service with
call center for 10 years and 30 employees want to continue the service with call center till
retirement

(8):- What type of reforms do you think is necessary to improve challenges

and opportunities?

Training

74

Healthy relationship between superiors Company should not be

and subordinates

target oriented

105

71
72

71

Training

74

Healthy relationship
between superiors
and subordinates
Company should not
be target oriented
105

INTERPRETATION

74 employees say training

improves challenges and opportunities, 105 employees say

healthy relationship between superiors and subordinates

improves challenges and

opportunities and 71 employees say company should not be target oriented

challenges and opportunities.

(9):-Level of satisfaction with the job and the organization?

Satisfied
105

Dissatisfied
145

73

improves

105

Satisfied
Dissatisfied

145

INTERPRETATION

105 employees satisfied with the job and the organization and 145 employees dissatisfied with
the job and the organization.

(10):- Level of satisfaction with family and social life of call center employees?

Satisfied
95

Dissatisfied
155

74

95
Satisfied

155

Dissatisfied

INTERPRETATION

95 employees are satisfied with family and social life of call center and 155 employees are
dissatisfied with family and social life of call center.

(11):- To what extent, challenges and opportunities help employee to improve

performance?

10%
48

30%
54

60%
65

75

100%
83

5%

15%
1

50%

2
30%

3
4

INTERPRETATION

48 employees say 10% challenges and opportunities help employee to improve performance, 54
employees say 30% challenges and opportunities help employee to improve performance, 65
employees say 60% challenges and opportunities help employee to improve performance and 83
employees say 100% challenges and opportunities help employee to improve performance.

(12):- How do you feel after giving feedback?

To do better in future

Harass

No issue

136

76

38

76

38
76

To do better in future

136

Harass
No issue

INTERPRETATION

136 employees give feedback to do better in future, 76 employees give feedback to harass and 38

(13):- Parameters of performance according to importance

Particulars

Strongl

Agree

Neither Agree Disagre

Strongly

Job Status
Work Autonomy
Working Environment
Working Hours
Job Quality

y Agree
22
28
79
35
20

45
43
86
46
47

Nor Disagree
55
64
25
38
53

Disagree
53
62
26
57
57

77

e
75
53
34
74
73

Job Security
Salary
Management
Behavior of Boss
Relation with colleagues
Overtime
Higher Authority
Selection Process
Company Profile
Company Brand

20
37
26
53
74
64
74
53
78
57

45
48
34
75
57
53
67
73
76
74

34
25
35
45
35
28
18
20
26
35

100
90
80
70
60
50
40
30
20
10
0

85
64
79
22
38
62
46
57
36
46

66
76
76
55
46
43
45
47
34
38

Strong Agree
Agree
Neither Agree Nor Disagree
Disagree
Strong Disagree

78

FINDINGS

Most employees are Tele Caller.

Generally large numbers of male and female employees are not satisfied with the
challenge and opportunities of call centre.

Large numbers of employees have enough possibilities for further education.

People works in call center due to more salaries and incentives.

Mostly employees cannot work for more than one year.
Mostly employees challenges and opportunities help employee to improve performance.
Mostly employees feel good after giving feedback.
Healthy relationship between superiors and subordinates improves challenges and

opportunities.
Most employees say that work pressure affect the job and our opportunities.
79

RECOMMENDATIONS

Decide on what type of call center you wish to begin i.e. in house, inbound, outbound, or
outsource call center.

Devise a business plan. Outline your business goals, financial needs, logistics and staffing
plan

Look for clients in websites providing job services. Send mails to companies seeking
services.

Identify your reasons for working: if you know why you work and you keep that in mind
at all times then you will find it easier to deal with the challenges and stresses that work
regularly presents. Your motivation must relate to more (sense of achievement, social
environment, training opportunities, job role) than your income otherwise you will never
feel fulfilled.

80

When you are not getting what you want out of your work situation, then its time to

communicate with your employer about your wants, i.e. new projects, a change in job role,
an income that reflects your hard work and loyalty, training, new challenges and so on.

LIMITATIONS

Odd working hours.

The study design did not include a control group; in the absence of a control group, it was
not possible to assess the extent to which youth in BPOs differed from educated urban
youth more generally and therefore to establish that it was indeed employment in the

BPO sector that influenced changes in their lives.

As researchers were not in direct contact with the respondents, they could not ensure that
the guidelines for completing the questionnaire were followed; additionally, they could
not provide feedback on problems respondents may have encountered while completing

the questionnaire.
Researchers were not provided direct access to respondents, it was not possible to
conduct in-depth interviews that probed employee behaviors and BPO experiences more
fully.

81

We caution readers that the sample may not be representative of all BPO employees
because both the BPOs and the study participants were opportunistically selected and
because one-third of the sample did not complete the questionnaire.

CHAPTER

CONCLUSION
The present study highlights some of the major reasons for creating job dissatisfaction among
call center employees. Although conventional sources of dissatisfaction like salary, promotion,
security, autonomy for work are not relevant in call center business but the level of satisfaction is
limited due to some emerging phenomenon like volatile industry structure, flat organizational
design, literally a non-responsive market and other allied factors. So the probability of managing
these dissatisfaction indicators at the organization level seems a remote solution. The
intervention of psycho-social machinery for creation of intra-organization and inter-industry job
confidence is the call of the day for increasing job satisfaction levels in the call center industry.
Mostly Employees are Tele Caller. Generally large number of employee cannot satisfy
with variety of work. Large number of employees is say to enough possibilities for further
education. Large number of employees is not satisfied the call center job. Peoples are work in
82

call center due to more salaries and commission. Mostly employees cannot work more than one
year. Mostly employees cannot satisfy the work. Mostly employees challenges and opportunities
help employee to improve performance. Mostly employees feel good after giving feedback

BIBLIOGRAPHY
BOOKS:-

Bibliography
Bernardi. Human Resource Management. Tata Mcgrawhill, 4th ED.
CR, Kothari. Human Resource Management. wishwaprakashan, n.d.
Dessler. Human Resource Management. Practice hall, 10th ED.
Inansevich. Humsn Resource Management. Tata Mcgrawhill, 10th ED.
VSP, Rao. Human Resource Management. excel books, 2nd ED.

WEBSITE:83

 www.scribd.com
http://www.callcentrehelper.com

84