We Recruit Attitude - Call center development (With video inside)
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The document discusses the recruitment, selection, and training processes of call center labor, emphasizing the importance of personality traits over technical skills. It presents two paradoxes concerning the structured selection process versus the reality of routine, low-paying jobs and the reliance on trained social competencies amidst managerial skepticism. Ultimately, it critiques the emotional demands placed on workers and suggests that the industry's approach may lead to creating employees who are more like 'trained robots' than genuine service providers.
![‘ We Recruit Attitude’: The Selection and Shaping of Routine Call Centre Labour Key Issues in Information System Development Albert Poghosyan – [email_address] Eyad Abu Ali - [email_address] Faraj Salah Amar – [email_address] University of Salford](https://image.slidesharecdn.com/call-centre-1233950459339735-3/85/We-Recruit-Attitude-Call-center-development-With-video-inside-1-320.jpg)
We Recruit Attitude - Call center development (With video inside)
- 1. ‘ We Recruit Attitude’: The Selection and Shaping of Routine Call Centre Labour Key Issues in Information System Development Albert Poghosyan – [email_address] Eyad Abu Ali - [email_address] Faraj Salah Amar – [email_address] University of Salford
- 2. Introduction So what is a Call Centre? According to Wikipedia: 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. Fine, but seeing is believing!
- 3. Picture of a Call Centre In practice, this means: A call centre is place with lot of people wearing headphones and mics and talking about everything imaginable…
- 4. How it works… Call Centre is operated by Company to Administrate incoming product support Administrate information Inquiries from customers or and Make outgoing calls for Telemarketing Debt And Information collection
- 5. Usage in business Most major businesses use call centres to interact with their customers. Among them are mainly: utility companies mail order catalogue firms computer hardware and software Shops help desks and sales support
- 6. And even Mathematical theory A call centre can be viewed, from an operational point of view, as a queueing network. Queueing theory is a branch of mathematics in which models of such queueing systems have been developed. It used to support to: planning and management. To help to improve: given service-level identifying the circumstances under which economies of scale prevail cross-selling is beneficial call centre should be quality-driven or efficiency-driven?
- 7. And Recent shocking news So let’s watch a video about the call centre controversy Watch Video
- 8. So what you think? Can the birds really do that? Or we need somebody who knows a little more about human nature? Is it difficult to select people for this new interactive service sector? And what is that mysterious “interactive service work”? According to Mr. Leindner: Interactive service sector work defines as work involving face-to-face or voice to voice interaction with customers.
- 9. So, today we are going to Introduce you to Call centre labour: Recruitment, Selection and Training processes… (if we will not failed to do that of course) Besides we will try to present you a real issue in all this system… (and we really hope to get the right one)
- 10. And talking about Recruitment The traditional five factor of personality measures: extraversion, agreeableness, conscientiousness, neuroticism and openness to new experience …
- 11. And talking about Recruitment In shaping call centre labour there are three required qualities which should be considered: as polite customer relations, responsiveness, friendliness rather than the underlying substance of work relations
- 12. RECRUITMENT AND SELECTION Telebank's selection process is thorough: a job and person specification are designed; appropriate recruitment channels selected; application forms collected and analysed; telephone interviews given; role plays assessed; two person structured interviews undertaken; references and credit checks collected and, finally, job offers made.
- 13. Telebank management believes that they require a particular mix of skills. This is less based on technical abilities (such as keyboard skills) than on social competencies that are more difficult to identify, yet crucial to Telebank's labour process
- 14. Characteristics and Competencies On technical skill, Telebank managers look for keyboard skills, basic numeracy and the ability to move around a system. As navigational competencies, is measured through role playing.
- 15. Characteristics and Competencies Testing for such technical skills, however, forms only a small part of the selection process. Telebank management is looking for certain personality traits, one of which is a ‘positive attitude’: Customer service. A positive attitude towards working. Because the customers' calls coming through are work. A positive attitude, and enjoy what you do.
- 16. Characteristics and Competencies Personality is given priority in this recruitment process. To management good customer service requires a positive attitude and, importantly, this cannot be taught, it is part of someone's personality.
- 17. Characteristics and Competencies The managers appear to be doing is evaluating candidates on the extent to which they have internalized managerial service norms, or who have the potential to consciously manipulate their individual characteristics and competencies in order to produce convincing customer service.
- 18. What is the training Training is an essential element in developing the technical expertise and the skills required for management, leadership, political effectiveness, community diagnosis and organization that are needed in a complex environment
- 19. They are Two Techniques to control conversation The conversation cycle The eight elements of conversation
- 20. The conversation cycle During the first stage of the conversation cycle you just listen very clearly to the other individual In the second stage of the conversation cycle you ‘invite’ i.e answering the phone and saying something like ‘Good morning, , how can I help you ’
- 21. The eight elements of conversation Exchanging ideas Using the first person Stating intention Giving attention Duplication Understanding acknowledgement and providing conversational space
- 22. One practical use of such techniques is to pacify irate customers. When they raise their voices on the phone
- 23. Trainers deliberately vary their voice and actions in order to produce particular feelings trainees are then shown how the eight elements of conversation can be similarly used to influence the emotional context of a conversation.
- 24. While employees don't necessarily recall or use all elements of such training, they do find it useful in managing conversations
- 25. If you are trainees you should Managing a conversation (techniques of conversational control) Managing yourself
- 26. So it's really good having a one on one with someone who's listened to your calls. You almost never get negative feedback.
- 27. Discussion (in some way) So… What is important in call centre labour selection and what is the main issue? This paper raises a really important issues of the double paradox in Telebank’s labour shaping…
- 28. Discussion First Paradox Why create such a structure process of systematic selection and training for a routine job with modest pay? (this is a question that has them thinking) The heavy investment in recruitment and training at Telebank is certainly compatible with an HRM emphasis on these processes… It makes a more dynamic organizational environment where customer service is seen as an explicit part of the profit chain!
- 29. Discussion Hmmm… Second Paradox Is in the tensions between how the company identifies and then uses social competencies… Within the dominant industry self-perception, recruitment and selection is framed in terms of spotting ‘personality’ and ‘naturals’, and emphasizes the importance of the associated communication and other competencies for maintaining competitive advantage.
- 30. Discussion But here’s the problem: management action is not consistent with this kind of self-perception In practice they appear not to ‘trust’ their own process or judgements about individuals in that new employees are clearly and continually trained to act, both in respect to conformity to scripts and techniques of conversational control .
- 31. Discussion And of course talking about the Ideal worker : Certainly for management, the ideal Telebank employee is someone who is perceived to be able to deep act - a person who has substantial resources of ‘personality’ and can draw on and manage these emotions in a systematic (yet convincing) way.
- 32. Conclusion And eventually: The work demands that Call Centre workers must be continually energetic and enthusiastic and the selection process aims to identify ‘suitable workers’. In this respect, the care taken in recruiting individuals predisposed by ability or orientation to work in the prescribed manner may not be as misplaced as it appears.
- 33. Conclusion So what is a real issue in this paper? In our opinion it is the pronounced paradox of working in Call Centre. On the one hand, … It is routine and hard work systematized to almost the same degree as work in assembly line production… While on the other, it is highly emotional and intellectual work
- 34. Conclusion Making emotional labour … And all that mixed by management and training managers eventually prepare the really good ROBOTS – who are trained to answer any question and reflect to any emotional situation. And even developing artificial intelligence a piece of cake comparing this this! (just my opinion :)
- 35. Thanks anyway Feel free to ask any question If you haven’t got any, it can mean two things: You understood everything Or you’re not trying to understand it That’s all folks!!!