Work and career expectations are changing forever

The Washington Post recently published a study revealing that a third of all American workers under 40 – and a significant 22% of all US employees – are now seeking a new career challenge.

For some it’s because they, or a close family member, were taken ill during the pandemic. For others it’s because lockdown has led them to re-evaluate what’s really important and they’ve decided they want something different from both their work and their career.

As one law firm employee put it: “If you come out of the pandemic the same as you were, you’ve missed an opportunity to evolve and grow as a person, I just realised I needed to do better.”

The Post claims that the pandemic has created a ‘carpe diem’ effect where people have become acutely aware of how short life can be and are now questioning their life choices. In other words, Americans are fundamentally re-imagining their relationships with the workplace.

Research by the McKinsey Global Institute (MGI) takes this observation a step further, suggesting change is manifesting itself in a number of ways:

  • Workers feel more powerful than ever: They want better conditions, better jobs, and better pay – they mostly want more flexibility from employers.
  • Housing costs are higher: In particular, locations where it’s possible to live away from major cities and still have access to them when needed.
  • E-commerce has exploded: growing three times faster in 2020 than previously experienced.

MGI predicts that over a quarter of all office-based workers will now spend some time at home as workers come to expect greater flexibility. And it is not just in the US where attitudes are changing.

Just last week in the UK, for example, there was much debate about civil servants taking longer to return to the office than Government officials expected – with many workers claiming they don’t want to return, and that 2020 proved the business case for work from home (WFH).

When the 2020 UK HomeAgent Survey asked long term homeworkers why they work from home they gave three main reasons:

  1. To achieve a better work-life balance by fitting work hours around their other daily commitments 
  2. To eliminate time wasted commuting 
  3. To eliminate the cost of commuting 

The survey was conducted prior to lockdown. 

WFH is not the same as flexible working but they are often very close. Indeed, people who choose to WFH often do so because of the flexibility they gain to work the hours they want around their other daily commitments.

But for most employers who genuinely wish to embrace ‘flexibility’ it goes beyond just offering flexible hours. It’s about the culture of the organisation. It’s the ability to take a day off without needing to fake an illness. It’s about feeling that you are valued as a team member and knowing that the work you are doing is helping other people.

It’s not that American workers are throwing down their tools and having an existential crisis because they feel their work has no value. In many cases it’s probably because they would be happy to continue in their job, but now want the ability to balance their family life and commitments with work and to feel genuinely valued by their employer.

The kind of ‘forced WFH’ we saw at the start of the pandemic was far from flexible. In this situation, employees were expected to match their normal office hours from home – a solid 8-hour shift from the living room. WFH is an important component of the flexibility that many employees are now looking for, but it’s not the complete answer.

Employers Should Not Penalise Employees Who Want To Retain Flexibility After The Pandemic 

The UK government has now scrapped the advice that anyone who can possibly work from home should stay at home – the Covid restrictions and lockdowns are finished.

Many commentators referred to the lifting of restrictions as a time to celebrate – ‘we are regaining our freedom’ was an often-repeated statement, but the reality appears to be more complex. In Glasgow, only 8% of office-based employees have returned to their office.

One area of the economy that cannot just switch back to normal overnight is the large number of people that continue to work from home. The Chancellor, Rishi Sunak, led government comments by saying that his career could not have taken off if he was working from home. Mr Sunak even went so far as to warn young people that not returning to the office now would damage their career.

There was an outcry when unnamed UK government ministers were quoted as saying that civil servants who refuse to return to the office should face a pay cut. The media has not named the ministers involved, but it has been acknowledged that these opinions came directly from the cabinet. The Prime Minister has strenuously denied that there are any such plans.

However, there is an issue. The Department of Health and Social Care reportedly abandoned plans for its civil servants to be back at their desks between four and eight days a month from September. The department was already offering what some might argue are flexible terms – one or two days a week in the office – and yet after a year and a half without commuting, these employees don’t want to return to the office, even for reduced days. This experience has also been reflected in the private sector in several recent examples too.

This is certainly not a partisan, or strictly a political, issue. Any government would now be struggling to encourage their civil servants to snap back to how things were in 2019. This is because every employee, in the public or private sector, has now seen that there is an alternative to that long train ride, trudging through the rain, and an awful coffee machine followed by a fixed number of hours at desk.

Some private sector employers have started exploring how they can integrate home-based working on a permanent basis. Google has created a formula that calculates the discount to your salary if you stay at home and it appears that Google employees have accepted this.

However, we should be careful to compare Silicon Valley to the rest of the world. Even inside the US, the region around San Francisco is an extremely expensive place to live. If you can get a well paid job at Google and live in a lower cost city, or even another state, then the work-from-home pay reduction is probably acceptable.

This may not apply in the UK, but many companies are already asking the question – as the debate within the civil service indicates. A ‘London weighting’ salary premium is usually paid by employers in London and this salary boost may be at risk for employees who don’t want to return to the daily commute.

This is a debate that we will see playing out in the coming months as employees start deciding how they want to work after the pandemic. Even someone living fairly close to London, such as in Windsor, needs to spend around £3,500 a year on train fares and will spend 454 hours on a train – assuming there are no delays. Many employers will start questioning the need for London weighting and how much the employees are saving by not commuting.

Lawyers suggest that it will not be easy to slash contracted salaries, but I believe there is a bigger picture here. In all these stories about cutting salaries for home-based employees there is an implication that they are working less, or should feel lucky they are not commuting, or may be getting away with an early finish because their manager is not watching. Organisations that feel they need to enforce different salaries and other working conditions may in fact just be creating a two-tier workforce. 

At Sensée, working from home is how we all work. Offices have their purpose and they can play a useful role in helping teams work together, but it is possible to be a valuable member of a team when working from home. It’s not just a theoretical possibility that needs to be proven – we knew it even before the pandemic.

There is a place for workers based in the home and for workers based in the office. As Mr Sunak suggested, for those starting out in their career it can often be useful to have knowledgable colleagues just a desk away, but with imagination much of the connectivity and networking we value in offices can be replicated in a home-working environment. Plus, some people just don’t want to work in an office. 

This debate needs to explore the positive aspects of working from home. The additional time that families can spend together. The greater control over working hours. The reduction in presenteeism and office politics. The idea that employees who want more flexibility should be penalised isn’t how any twenty-first century employer should behave. We need a wider range of voices contributing to this debate – even office landlords are accepting that they may need to change – so why aren’t more employers?

Building A Culture Of Communication That Facilitates Better WFH

Our CEO Mark Walton recently featured as a guest on an episode of the CX Files podcast. You can follow the link to listen to the entire conversation, but I’d like to follow up on one of the areas that Mark discussed with the podcast host, Mark Hillary. This was around the technology required to make work-from-home (WFH) really operate effectively.

Mark explained that a remote and distributed team can be connected using tools such as Microsoft Teams, but you still miss out on the dynamics of being together in the office. Even something as simple as an agent waving to a team leader to indicate that they need help is more complex, unless you have tools that can build these bonds and reinforce teamwork. You need comms that are always on, not just for meetings.

Our platform, called LiveDesk, delivers an always-on digital workplace for homeworkers as well as office-based workers that are ‘on the same work mission’.

If you think about twelve people working on a team in the office then they are probably all seated close together – perhaps on a long table or pods that are next to each other and clustered in one physical space.

Twelve people working remotely is slightly different – it’s harder to think of them as a team. It feels more like twelve people working alone in their own little silo.

This is where LiveDesk helps. It’s always on and creates a virtual workplace where everyone within the distributed team can work together in a single place. Your managers are there, all the subject matter experts are there, you can access the IT and HR teams there, and you can also use the same tool to chat socially with colleagues. It truly is a virtual representation of the office. It brings the entire team together.

Sensée team members use (at least) two screens. One is for their main work tasks, such as the CRM or contact handling system. Another is for LiveDesk. This means that their communication platform is always running and always visible.

When the Covid lockdowns started in March 2020, many companies sent their employees home and asked them to continue working remotely but without this kind of communication infrastructure. Calls on Teams or Zoom are usually pre-arranged meetings, not like calling across to a team member and asking if they can help you with a customer question – right now!

LiveDesk allows team members to work remotely without many of the problems experienced by companies forced into homeworking during lockdown.  Such as the sense of isolation and inability to have more casual meetings and social interactions without first needing to book calls.

Add in the Sensée TeamTonic solution, which enables flexible working by allowing people to self-select the shifts they work, and one is looking at a comprehensive environment that supports an improved better work-life balance as well as supporting a work environment that is as close to the office as possible when working remotely.

In many respects, it’s easy to make a case for saying that work from home using LiveDesk and TeamTonic is preferable to working in the office. You don’t need to commute or handle the distractions that are normal in an office, and you may create a better work-life balance.

In addition, and what’s often overlooked, is that you can also establish a really strong sense of teamwork and an ability to talk to anyone whenever needed. Remote teams can be every bit as tight as office-based teams – you just need the right communications and scheduling platforms to make it happen.

We Are Hiring – Everyone Wants To Work From Home!

I was recently featured as a guest on an episode of the CX Files podcast. You can follow the link to listen to the entire conversation, but I wanted to highlight one of the key points that I discussed.

I explained to the podcast host, Mark Hillary, that there has been an epiphany around work-from-home (WFH) in many boardrooms because of the Covid pandemic. In fact, it could be argued that there has been an epiphany both for corporate executives and the workers who needed to continue their normal tasks from home.

On the corporate side, many companies found that they could continue operating with an entirely remote team. This has opened many eyes in management because there is the potential to reduce real estate costs and also hire from anywhere – if the office no longer exists as a single hub for all employees then you no longer need to restrict hiring just to those within commuting distance.

On the personal and employee side, there has also been some thought and analysis around jobs and employers. Many people have been re-evaluating what they are doing with their life. The pandemic has taken millions of lives across the world – very few of us have been unaffected in some way by this tragedy. In the US they are already calling this period ‘The Great Resignation’ – over 4 million Americans quit their job in April this year and vowed to do something better.

Many employees are reconsidering where they live. If remote working is possible then why live in a city centre? Why not live somewhere cheaper or even somewhere nicer, but usually impossible as an option – such as living by the coast far from a major city.

WFH has also demonstrated to many people that a better work/life balance really is possible. There was always a lot of discussion before the pandemic on this subject from business school academics and wellness coaches, but millions of regular employees saw for themselves that if they could forget about the commute and adopt more flexible hours then work really could fit around their own life and commitments.

This has led to an interesting dynamic. Companies are now seeing that WFH can allow them to be more flexible, especially around resourcing during busy periods, and employees appreciate the flexibility so that builds a greater level of trust and loyalty into the relationship. Employees are now exploring how to maintain some of this flexibility as we gradually see the economy and workplaces return to something closer to normal.

At Sensée we can really sense that a change is taking place. We just announced 500 new jobs – all WFH positions. This is one of those nice business problems – we need to get hundreds of new people on our team as fast as possible.

More clients and prospective clients are asking about WFH customer care solutions and more people are interested in working in these positions because they have seen the flexibility that is possible and they want to maintain that lifestyle.

So what happens when companies just say that the UK restrictions are now over – everyone needs to get back into the office? I don’t think it’s possible to force your employees back any longer. They have experienced a different way of working that was productive both for the company and for the employees. Any change now needs to be in partnership with employees, rather than being a top-down decision.

Companies that start forcing old working practices on their employees will find that they force many of them out – they will search for new positions that allow them to earn a living and manage their commitments at home too. With so many WFH opportunities at Sensée right now their loss will certainly be our gain.

Work-Life Balance Requires More Than Just WFH

The American psychologist Lillian Moller Gilbreth was the first academic to write about an explicit connection between time, motion, and fatigue. She wrote many books and papers in this field and is considered to be a pioneer of industrial and organisational psychology. Her work created the idea of a ‘work-life balance’ and it’s almost half a century since she died.

As most people know, managing a work-life balance can be complex. The equilibrium between your personal life and your employment affects both these areas and over the past few decades an entire industry has been created, focusing on happiness at work and how to achieve the right levels of rest and leisure time balanced with efforts at work.

Work-life balance is a subject that many employers and employees have aspired to for many years. Employers believe that their employees will be more productive and engaged if this balance is improved and employees generally agree – but with so much focus on this area and such a long history of analysis, why is it still so difficult to achieve? Why aren’t those Chief Happiness Officers more effective?

The first issue is the number of variables. The government creates laws and regulations that define how people work. Employers create the job opportunities, and employees undertake those jobs. Each actor has their own set of expectations about what will make them more productive and more engaged. The reality of many modern working arrangements may also have evolved much faster than legislation can catch up – so there is often a disconnect.

Working from home (WFH) is a good example. Many employees were asked to work from home during the Covid pandemic and many are planning to continue, either full-time at home or using a hybrid model where they sometimes visit the office and sometimes stay at home. But WFH needs some preparation, so why is a desk and chair considered to be tax deductible and yet Internet access is not?

In the past year, the British tax agency HMRC has been flooded with people asking for tax deductions for all the purchases they were forced to make to ensure that their home working environment is safe, secure, and allows them to work productively.

The government doesn’t have a simple answer to these questions because nobody really expected such a dramatic shift to home working, but now we can see that many people intend to remain working from home, some clear guidance and regulations would be welcome. Government agencies, employers, and employees all need to work together to define how the future of work is going to look.

At Sensée, we believe that one of the fundamental changes is around personal control or ‘agency’ as the psychologists would define it. All our teams work at home, but they are not expected to work 8 hours a day from Monday to Friday. We empower them to self-schedule their work hours, providing greater control and flexibility to blend their personal life around work. This could be as simple as taking a couple of hours off in the afternoon to pick up the kids from school and then logging in later for a shift once everyone at home has been fed.

It sounds simple, but companies cannot just offer this flexibility overnight. It’s not just the fact that someone works from home that defines their job as flexible, it is also how the employer allows the employee to manage some of the parameters around when and where they are working. This idea of flexible workforce management is where the process can really evolve and improve – both for employers (who can benefit from higher employee engagement and productivity, and lower attrition) and employees (who frequently cite a better work-life balance as well as benefitting by losing the travel to and from work).

Work-life balance studies have been taking place for almost a century, but at the end of the day it is not working from home alone that creates flexibility. Employers and governments need to recognise this if we are going to create a new framework for how modern companies operate and look after their people.

How Will Companies Manage The Transition From WFH To Hybrid?

Each day is now bringing more positive news about the end of the pandemic. Although there are still concerns about the variants, the situation is far better than a year ago when we had no vaccines and idea how long the crisis would run for.

Many governments, including here in the UK, are now actively working on plans that should see a a new phase where the public is expected to remain cautious, but the various lockdowns, restrictions, and mask mandates will all be relaxed. The next key date for the UK is July 19th. After this date, the government will remove all Covid restrictions and this includes the advice to work from home, although the PM Boris Johnson has said that it will be up to individual companies to decide on whether to recall everyone to the office or to continue some home working – there will no longer be any direction from Whitehall.

Naturally this is going to have a big impact on companies and the use of offices. Every office-based employee moved to a work-from-home (WFH) environment in March 2020 and now the discussion is focused on how to return to the office. Naturally, when there was a crisis, it was easy to mandate that everyone has to work from home. Now that we are seeing an end to restrictions, the situation is less clear cut. The government is making it clear that they are now leaving it up to employers.

Last month, the British government announced a flexible working taskforce to explore all the potential future options. One of the suggested ideas was a default right to work from home – so all office-based employees would automatically have the right to tell their employer where they plan to work from.

The situation is fairly confusing, because this taskforce is just exploring ideas – these are not new rules or regulations yet. Many companies, including most of the tech giants, have announced that they will permanently embrace flexible working. Many of their employees enjoyed the increased flexibility of WFH and want to keep it as an option. So if you work for Salesforce or Twitter then it’s likely that you can pick and choose the days that you spend time in the office and time at home.

Spotify is a good example, because they have at least thought about it carefully. They will repurpose all their office estate so employees have office facilities, but it may not look like it did before the pandemic – individual desks for use by one person are probably now entering the history books.

But the confusion over this return to the office demonstrates that the creation of a productive and positive network of home-based workers is about far more than just connecting people together on Slack and allowing them to work anywhere.

The most recent Harvard Business Review podcast features some thoughtful suggestions from Professor Nicholas Bloom of Stanford University. Professor Bloom has studied the economic effect of home working for several years and he makes some valid points in the podcast. These include the problems of managing real estate use if employees have complete freedom over when and where they work. Also, the difficulties of planning meetings where some team members are on Teams or Zoom and some are crowded together in a meeting room.

Professor Bloom advises that companies will probably need to mandate the days that can be used as home working days – either at a company level or with individual team managers deciding. Either way, for meetings to run effectively he believes that everyone should be entirely remote or all in-person.

Whether you agree or not, what Professor Bloom is pointing out is the danger of a twin-track workforce. He argues that, when everyone works from home, it is more likely that their performance is measured on output – i.e. what do they deliver? Once some team members are visible back in the office then the old problems of judging people based on perceived effort, hours at the desk, and who has lunch with which manager all come back into view. The playing field is no longer level.

It takes effort to make a fully remote team work well together because it is about more than just the process. It requires organisations to adopt a virtual mindset across everything that they do – from recruitment to training, management, security and scheduling.  It also requires them to recognise the importance of flexible working and self-scheduling to  enable homeworkers to enjoy an improved work-life balance.

At Sensée we’ve been focused on WFH since 2004 – long before the pandemic arrived – so these are issues that we’re very familiar with.  Nevertheless, the point should not be lost.  The key question for many organisations is no longer ‘how do we make homeworking work?’ it is ‘how do we make hybrid working work?’ And that calls for a whole new mindset.

When is homeworking right for you?

Sensée maybe a business that’s been 100% homeworking (and promoting home and hybrid working best practice) for over 17 years but we’ve always been the first to recognise that homeworking isn’t for everyone.

So how do you know when it is likely to  work? And how do you estimate its true potential?

With the Government currently considering its stance on ‘advising’ businesses to go back to the office, and many organisations announcing their post lockdown office-versus-home strategies, there’s never been a better time to address those questions.

Deloitte’s recent statement certainly attracted a lot of attention. The professional services giant said that 20,000 UK workers can decide how often they come into the office once the pandemic is over ‘in balance with their professional and personal responsibilities’.

It is a bold move, and in contrast to some of its rivals.  PwC, for example, said it expects its workers to spend at least 40% of their time with colleagues, in the office, or on client visits, once COVID-19 restrictions allow; while it was reported in May that EY expects UK workers to spend around two days a week working from home, splitting the rest of their time between the office and client workplaces.

The only logical conclusion one can draw is that there’s no blueprint for hybrid working success yet, even amongst those in the same sector.

Another interesting question raised by Deloitte’s move is ‘when will homeworking be in balance with someone’s professional and personal responsibilities?’ For it’s not always down to the individual to decide whether work-from-home (WFH) is desirable or appropriate.  Sometimes it’s more down to the employer.

The obvious example is when a job is location-specific. If you work in a shop or a factory, WFH is rarely an option (unless of course you take your business online).  The same is true if you run a leisure centre or play football.

Then there are those who can’t do their jobs as effectively at home because their employers don’t provide the virtual tools and processes to enable them to do so. Being a Management Consultant who can operate effectively with a computer, a broadband connection, a phone and a headful of knowledge is one thing. Being a contact centre advisor that works as part of team, reliant on specialist systems and processes to operate, communicate, manage, train and schedule efficiently  is something else.

To operate WFH successfully often takes a virtual mindset across everything from recruitment to scheduling and that can take a lot of planning, knowledge, investment – and commitment.

When considering your hybrid options, it is also important to take into account that many people don’t want to WFH. It is probably not what they signed up to when they joined your business.

Some people – and especially younger age groups – crave the social interaction and the coffee machine chat they get in the office. The drive into work can be a valued part of their daily work routine too. It is part of who they are… and we are all different.

There are advantages to working in the office just as there are advantages to working from home. Where WFH works best is when the advantages of ‘voluntary’ homeworking (flexible working hours, no commute to work, no time wasted travelling to work etc.) outweigh the advantages of working in the office. And then, only when your job is conducive to WFH and your employer has made all the necessary investments and prepared properly for the move.

There’s been a temptation during lockdown to think of WFH in binary terms: i.e. it’s a good idea or a bad idea. Home and hybrid working is actually a lot more complex than that.

Is The Office Water Cooler Really A Font Of Innovation?

Most of the supporters of office culture say that you don’t get those all-important water cooler conversations when working from home. There is no random meeting with people from outside your immediate team or serendipity. Innovation comes from bouncing ideas around a busy office.

But the reality is usually nothing like that. Many people are dreading a return to the office not because it means they will have to start commuting again – although that is a good reason in itself – but because they feel lonely and isolated. They don’t enjoy the shallow relationships they have in the office environment. They feel more connected to colleagues through digital tools rather than physical proximity.

Mark Mortensen, an associate professor of organisational behaviour at the Insead business school in France, and Constance Hadley, an organisational psychologist at Boston University’s Questrom School of Business recently published a study in the MIT Sloan Review after interviewing hundreds of executives just before the pandemic.

Almost 80% of the research participants said they struggle to connect to team members and 58% felt that their work relationships are superficial. The study suggests that when work structures were more strictly hierarchical it allowed better relationships to form because workers spent more time with people doing similar tasks. The global 24/7 team is more agile and cost-effective, but people can be working on different time zones or hopping in and out of projects for short periods.

The Financial Times recently quoted one of the workers featured in this study: “I am interchangeable, they have made it so anyone can do my job on the team. Maybe they would miss me, but I am not so sure.” This loss of camaraderie cannot be fixed just by getting everyone back in the office again, it is a cultural failing if workers feel that they are merely an interchangeable cog in the machine.

It’s clear that some professional jobs require an in-person experience – banking or consultant roles that rely on apprentices learning on the job rely on this – but in most cases office-based jobs can be performed remotely. The past year has proven this and most companies are now exploring a hybrid future where workers can stay at home more often.

However, this Insead research demonstrates that for many professionals there is no daily lightning bolt of innovation by the water cooler, merely the drudge of listening to conversations about football, nights out, and the soaps. Banter doesn’t lead to productivity or a feeling of control over your working day.

Many digital natives, particularly those in Generation Z and millennials, are familiar with tools that allow them to interact virtually with friends and colleagues. When these workers say that they have better relationships with remote colleagues than the people they work with in the office, then you know that there is a cultural problem in your organisation. Hauling everyone back to the office is not the answer.

 

(Free eBook) Work-Life Balance: How To Get More From Homeworking

Sensée’s recently published ebook ‘How’s Your Work-Life Balance?’ explores twenty tried and tested tips to help homeworkers get a better work-life balance.

This is an important subject as over 90% of contact centre workers were working from home during lockdown (Source: Gartner) and Sensée’s own research found that 86% of companies that used home working during the pandemic were considering it as a long-term strategy.

The ebook was primarily created for Sensée’s own homeworkers, but is now freely available.

Sensée’s homeworkers have always chosen to work-from-home (WFH) – so their situation is different to most office-based workers affected by the pandemic. However, a lot has changed since 2019. Many workers forced to WFH during the pandemic may soon be asking their employers for more flexible work schedules. And most employers are now in the process of defining how they will manage the slow return to normality that is becoming possible because of the vaccination rollout.

Everyone has different reasons for wanting to work from home. There is no typical homeworker but one reason is repeated more often than others when homeworkers are asked to explain their preference for avoiding the office: work-life balance.

If your life involves caring for children, caring for elderly relatives, living with a disability, or living in a remote location then the idea of a long commute to an office followed by eight to ten hours in an office, followed once again by a commute home isn’t a positive vision of how work should be. We all have responsibilities away from our job, but too many people are often forced to make difficult choices about how to prioritise these activities.

Many people actively seek home working opportunities because they want to balance these responsibilities with their work. They want to remain employed and to gain the sense of achievement and fulfilment we all get from working, but not at the expense of everything else in their life.

Recent research by Citrix found that 90% of Millennials and Generation Z – meaning everyone under the age of about 40 – do not want to return to full-time work based in an office. Younger workers are demanding flexibility even if they are not 100% working from home. The overwhelming number of workers demanding greater flexibility shows that a greater acceptance of working from home will be one of the major changes caused by the pandemic.

The ebook advises on setting agendas in advance, getting into a daily work routine, and reducing your distractions. It is full of tips that can help homeworkers to gain more control over their working life so it can be more easily balanced with their other responsibilities. This will be a new reality of working life in the 2020s even for those workers that occasionally need to visit their office.

Read the new Sensée ebook ‘How’s Your Work-Life Balance’ by clicking here.

(Free White Paper) Did 2020 kill the BPO industry as we know it?

With contact centres facing unprecedented challenges, 2020 should have been the year when the customer management BPO sector stole the limelight.

But as Davies Consulting Group Director Mike Havard explains, it didn’t quite work out that way – at least not for the more ‘traditional’ providers.

Instead, as clients have begun to realise the opportunities from more virtual working as well as automation and digital innovations for their customer service operations, it’s time for the BPO sector to carve out a new role: as specialist providers, adding value to the customer experience rather than just helping cut operational costs.

In this paper, in collaboration with Sensée, Mike considers how BPO providers can adapt to this changing landscape – and how prospective clients can ensure they’re using outsourced partners more effectively within their customer management.

View the White Paper (Best viewed in 2 page format)