Fostering Engagement and Improved Quality of Life for Financial Services Call Center Employees 2 by Innovations2Solutions

Fostering Engagement and Improved Quality of Life for Financial Services Call Center Employees Part Two: Call Center Recommendations and Strategies Rebecca L. Scott, MPH

Overview of the call center work environment In Part One of this series on financial services call centers, we reviewed the physiological and psychological outcomes of call center work, and the effects that these can have on organizational outcomes. In Part Two, we will examine components of the call center work environment and discuss recommendations and techniques to promote better engagement and a healthier working environment. In the article Sick and Tired? Working in the Modern Office, Baldry and colleagues argue that occupational ill-health can be best understood and addressed by examining the three interrelated components of the work system: the social environment, the proximate environment, and the ambient environment (see Figure 1).1 Figure 1: Components of the Work System

Social

Ambient

Proximate

LIGHTING

ACOUSTICS

WORK ORGANIZATION

JOB DESIGN

TEMPERATURE

AIR QUALITY

JOB CONTROL

WORK RELATIONS

WORK TECHNOLOGIES

WORKSTATION DESIGN

TOOLS (E.G. HEADSETS)

Some of these work system characteristics are under the call center’s control, while others must be chalked up to the inherent nature of call center work and organizational design. Realistically, the typically flat organizational structure of call centers cannot be completely overhauled, nor can the nature of the work itself be extensively altered. Employers do, however, have the ability to modify certain aspects of work life germane to the cultivation of better employee engagement, and they can alleviate some of discomfort and stress associated with call center work. From a managerial perspective, it can be overwhelming to devote time and energy to employee engagement in an industry where the attainment of targets and quotas dictates a company’s day-to-day financial success. With what we know about engagement, however, even a modest level of commitment from employers can have a profound effect on outcomes. Several evidence-based techniques and recommendations to promote better engagement and a healthier working environment are discussed here.

Improving Employee Well-Being and Quality of Life

Up to 15% of employee productivity is due to indoor environmental conditions.

The Built Environment: A variety of factors come into play in creating the optimal work environment – lighting, temperature, air quality, noise levels, and ideally views of nature – and these should be a focal point for any organization endeavoring to improve employee well-being and productivity. In fact, research conducted in office buildings provides compelling evidence on productivity gains (or losses) of up to 15% due to indoor environmental conditions.2

In addition to optimizing temperature, lighting, and air quality, there are a number of products designed to reduce some of the physical discomforts of call center work: ergonomic workstations, adjustable desks and keyboard trays that allow workers to stand during their shift, and sound masking technology that can alleviate some of the noise issues that are pervasive in most centers. If possible, windows that provide natural light – and ideally a view of nature – should be provided, further enhancing workers’ sense of well-being. Wellness-Related Amenities and Services: Amenities like on-site fitness centers, cafeterias with healthy food options, and pleasant indoor and outdoor break areas are now the norm in best practice call center design. Many companies even provide additional offerings like stress-relief programs, health workshops, or on-site massage therapists. Creating a work environment that provides opportunities for employees to exercise, eat well, and relax or unwind shows them that you truly care about their health and well-being. Furthermore, numerous studies have linked employee health with improved productivity and other organizational outcomes. In the 2011 study “Physical activity promotion in call centres: employers’ perspectives,” managers spoke of how the ‘Employer Reaps the Benefits’ through enhanced productivity and acknowledged that although the employer may bear some costs related to promoting physical activity, a return-on-investment would be expected, not only through reduced absenteeism but also through reduced health-related expenses. Participants expressed their belief that the promotion of physical activity would improve morale, create a positive work atmosphere, encourage teamwork and aid in recruitment.3

Creating a Culture of Workplace Wellness4 Even among call centers that offer wellness programs, services, or amenities, the culture of the organization may prevent employees from utilizing these offerings and achieving better health. To create working environments that promote healthy weights, workplaces should: 1. Develop a corporate culture that values and supports healthy eating, physical activity, and employee wellness. 2. Audit the workplace, assessing available food choices and opportunities for physical activity. Discuss ﬁndings with staff and identify ways to make improvements.

3. Plan ‘Health Days’: quarterly events that focus on aspects of healthy living. 4. Implement strategies to help people be more physically active at work, such as: -- Using step counters or pedometers, -- Building a task team to identify ways to increase physical activity opportunities, -- Making stairways accessible, -- Arranging for exercise breaks, -- Allowing employees time to be physically active during the day, and -- Providing fitness facilities, programs and incentives.

Other Amenities and Services: Around 70% of call center workers are women, over half are under the age of 30, and about one-third have dependent children. With such a high proportion of young female workers with children, onsite amenities like day care and meal services are becoming increasingly sought-after. In fact, with such structured breaks and minimal “down time” during their shifts, call center employees benefit from any services designed to simplify their lives: concierge services, elder care services, and onsite convenience and gift stores, to name a few.

70%

of call center workers

are women

Breaks: Constant call-taking can result in many of the aforementioned stress-related illnesses, overuse injuries, and eyesight problems. The intensity of the work in call centers requires that regular rest breaks be taken away from the phones; encouraging or even requiring breaks is essential to protect the health of employees and sustain the high productivity expected of operators. Work should be organized so that call center employees do not operate phones for at least 5 minutes of each hour.

Fostering Engagement among Call Center Employees Employer-Employee Relations: Whenever possible, call center supervisors should find time to interact with employees, listen to their needs, and demonstrate genuine concern for their well-being. The development of these relationships can occur via formal mentoring or coaching programs, or simply by spending time with employees. These strategies can increase employees’ morale and job commitment, which ultimately affects organizational outcomes like productivity and turnover.

50% are under the age of 30

have

children Rewards and Recognition: When you recognize and reward employees for exemplary behavior, that behavior is likely to be repeated. Furthermore, acknowledging employee efforts makes them feel valued and can increase morale, job satisfaction, and engagement. Using a wide array of performance indicators is ideal; this ensures the inclusion of a greater number of employees and recognizes them for their distinct competencies. Also of note – implementing a rewards and recognition program doesn’t have to be expensive; recognition can be as simple as displaying an employee’s photo on the wall.

Conclusion The call center work system consists of a variety of components, not all of which can realistically be altered or improved. The unusually high rates of turnover and disengagement among this population can, however, be avoided by deploying programs and services that holistically make the employee more efficient, effective, and engaged. Improving the built environment and implementing more effective management techniques are the key components of an effective call center human capital strategy. Not only can these modifications result in increased productivity, they also make the center a more appealing, engaging place to work, thereby attracting and retaining a higher-caliber workforce. Part One of this series can be accessed here>> Access the Innovations 2 Solutions Knowledge Library here: http://sodexousa.com/usen/quality-life-services/onsite-services/corporate/i2s-knowledge-library.aspx

Employee Empowerment: While it may be necessary for call center workers to adhere to scripts and comply with company policies, most supervisors will concede that they have the discretion to provide their employees with more decision-making opportunities. Opportunities for empowerment can be small, like authorizing employees to give customers a refund. Granting employees the authority to exercise some level of independent judgment shows that you trust them, and results in better customer service. Opportunities for Advancement: In many call centers the capacity for upward mobility is limited, so employers must be creative in developing advancement opportunities for their more ambitious and driven workers. Employees who excel in their work could be entrusted with special projects, appointed as team leaders, or asked to assist with training classes. Opportunities for even small-scale advancements can contribute to the retention of a more talented and engaged workforce.

Rebecca L. Scott, MPH, is a Communications Specialist and Research Analyst with Sodexoâ&#x20AC;&#x2122;s Innovations 2 Solutions (I2S) team. In this role, she assists with research and thought leadership activities pertaining to employee quality of life, engagement, and well-being. Rebecca received her MPH from the George Washington University in 2012, and her BA from Wake Forest University in 2006.

Enrichment and Growth: Especially when career options are limited, call center employees should be provided with ongoing opportunities for training and mentoring. This allows for performance-based goal-setting and growth, and shows that you value the employeeâ&#x20AC;&#x2122;s development and success. In addition, better-trained employees are more likely to provide optimal customer service.

The information and concepts contained in this document are the proprietary property of Sodexo. As such, they cannot be reproduced or utilized without permission. ÂŠ2014

References 1

Baldry, C., Bain, P., & Taylor, P. (1997). Sick and Tired? Working in the Modern Ofﬁce. Work, Employment and Society, 11(3), 519–39.

Domán, Uri. (2008). The Impact of the Indoor Environment on the Productivity of Call Centre Employees. Retrieved from http://www.gphd.ktk.pte.hu/files/tiny_mce/File/Vedes/Uri_Doman_tezisfuzet.pdf

Renton, S., Lightfoot, N., & Maar, M. (2011). Physical activity promotion in call centres: employers’ perspectives. Health Education Research, 26(6), 1050-1059. Retrieved from http://her.oxfordjournals.org/content/26/6/1050.full.pdf

Chief Medical Officer of Health (Ontario). (2004). 2004 Chief Medical Officer of Health Report: Healthy Weights, Healthy Lives. Report No: 7610-2242949. Toronto, Canada: Queen’s Printer of Ontario.

FSU Australia. (2013). Health & Safety in Call Centres. Retrieved from http://www.fsunion.org.au/Campaigns/Call-CentreWorkWise/Health-Safety-in-Call-Centres.aspx