Human issues in call centers and bpo industry

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INTRODUCTION ON STRESS

Today’s age is called “The Age of Anxiety” and this century is called “The Century of
Stress”. Today vast majorities of people are in a state of Stress. Their fast-paced lifestyle
demands that they are raring to go always and are always under pressure to perform.
This pressure usually leads to Stress. Stress can be due to various reasons. And Stress in
many cases causes Tension, Depression, Anxiety, etc.

A lot of research has been conducted into ‘stresses over the last hundred years. Some
theories about it are now settled and accepted; others are still being researched and debated.
Hans Selye was one of the founding fathers of research on stress. He stated in 1956 that
“Stress is not necessarily something bad – it all depends on how we take it.” The stress
of exhilarating, creative successful that of failure, humiliation or infection is detrimental.
Since then, a great deal of further research has been conducted on the subject, and new ideas
have come to light.

Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term
effects. These effects have rarely been observed in positive situations. Stress is that stress is
a condition or feeling experienced when a person perceives that “demands exceed the
personal and social resources the individual is able to mobilize.” In short, it is what we
feel when we think we have lost control over events. There are very many proven skills that
we can use to manage stress. These help us to remain calm and effective in high-pressure
situations, and help us avoid the problems of long term stress.

Stress is something that occurs all the time and affects everyone one way or another at least
some of the time. Stress can be a good thing. It can be a source of motivation to help get
something done or help one to react quickly to a potentially dangerous situation.

Human Issues in Call Centers and BPO Industry
Introduction
The purpose of writing this project is to address, the Human Issues in Call-Centers. In
project I found or suggest some the opinion that this project will be use to HR-Heads of
Various Call-centers, CEO's and Center-Heads and also Team Leaders
and Project Managers. BPO/Call Centers has given many gifts to People of India, few of
them are: High Stress Level, Number of other Illnesses, Broken Marriages Etc. Need is to



understand these issues and address them properly. To start with, let us understand the
technology involved, history of call center sand Industry, as a whole.

Understanding- "Call Center"

As a first step, it is useful to establish a definition of a call center. This is not a completely
straightforward task, as there are considerable variations between types of call centers, which
are spread across several sectors of the economy, and which perform different functions for
different organizations, both within and across sectors.
The broadest definition in the call center literature is that provided by Norling, who states "a
call center is any communications platform from which firms deliver services to customers
via remote, real-time contact". Callaghan and Thompson apply a similarly inclusive
definition, stating that call centers may be "broadly defined as workplaces that integrate
telephone and computer technologies". While these definitions usefully highlight the
centrality of communication technology integration in the call center field, it leaves the
boundaries of the industry somewhat ambiguous. Taylor and Bain narrow the definition
byspecifying the types of technologies used: "we define a call center as a dedicated operation
in which computer-utilising employees receive inbound-or make outbound-telephone calls,
with those calls processed and controlled either by an Automatic Call Distribution (ACD) or
predictive dialing system. The call center is thus characterized by the integration of
telephone and VDU technologies."
Other authors narrow their definitions by focusing on the types of services which these
integrated technologies are designed to provide. For example, in an early definition,
Richardson states "telephone call centers are specialist technology-intensive offices that are
established by organizations in order to deliver services to customers over the telephone,
replacing or complementing face-to-face interaction with the public" . Similarly, Kinnie,
Purcell and Hutchinson provide a tripartite definition incorporating technology,
technological control, and tasks:
We define call centers in the following way:
i. Employees are engaged in specialist operation which integrate telecommunications and
information systems technologies;
ii. Their work is controlled by automatic systems which virtually simultaneously distribute
work, control the pace of that work and monitor their performance;



iii. They are in direct contact with the customer through dealing with in-bound calls, making
out-bound calls or a combination of the two.
Houlihan also includes the types of operations typically performed in a call center within her
definition. She lists the tasks most effectively performed by call centers: "Call centersare
centralized, specialized operations for both inbound and outbound communication handling.
Call center operations are especially suited to information delivery, customer services and
sales operations".
Buchanan and Koch-Schulte go one step further and include in their description the
organizational rationale for establishing call centers:
Call centers are a relatively recent phenomenon made possible by the dissemination of
telecommunications and information technologies. The technology enables telephone service
representatives to deal quickly and remotely with customer needs by connecting the
representative to the customer's account information on his/her computer as the call is
relayed to the headset. As call centers can be centralized in locations far from the customers
of a business, they allow firms to cut costs by reducing the number of local service outlets.
In reviewing these definitions and descriptions, it becomes clear that although there are
variations in stress placed on different elements, there is general agreement about which
elements are keys.
Borrowing from this accumulation, we might, therefore, define a call center as a specialized
office where agents remotely provide information, deliver services, and/or conduct sales,
using some combination of integrated telephone and information technologies, typically with
an aim to enhancing customer service while reducing organizational costs.

HISTORY OF STRESS
Since the origin of the term 'stress' it is ambiguous 'stress' began life as a variant on 'distress'
in the 14th century. It meant the experience of physical hardship, starvation, torture, and
pain. These days, however, the term revolves around the medieval definition, in which
'stress' simply meant 'hardship'. The recent scientific developments inform us that 'stress' is
actually good for us. Stress is derived from the Latin word stranger, meaning to draw tight,
and was used in the 17th century to describe hardships or affliction. During the late 18th
century stress denoted "force, pressure, strain or strong effort," referring primarily to an
individual or to an individual's organs or mental powers (Hinkle, 1973).



As has already been noted, stress has been defined as a stimulus, a response, or the result of
an interaction between the two, with the interaction described in terms of some imbalance
between the person developed, particularly that surrounding the person-environment (P-E)
interaction, researches have considered the nature of that interaction and, more importantly,
the psychological processes which it takes place (Dewey, 1992).

Stress is a physiological and psychological imbalance. It arises due to the demands on a
person and that person’s inability to meet these demands. Stress is the body’s way of
reacting to any situation and it can have serious repercussions on an individual’s life. Yet,
people fail to realize the importance of stress management in their lives. Effective managers
can stay in control of life, without panicking even under stressful situations. They handle
stress by planning work, taking regular breaks, and rejuvenating them.

STRESS! What is it???

“STRESS IS THE DEMAND MADE UPON THE ADAPTIVE CAPACITY OF MIND
AND BODY”

--- DAVID FONTANA.

It isn’t easy to find a generally acceptable definition of stress. The word with
different people takes different meanings … be it professionals, psychologists, doctors,
engineers, management consultants, all use the word in their own distinctive ways.
Management consultants talk in terms of organizational challenges, psychologists in terms
of human behaviour and doctors in terms of psychological mechanisms.

The word ‘stress’ is defined by the Oxford Dictionary as “a state of affair involving
demand on physical or mental energy". A condition or circumstance (not always
adverse), which can disturb the normal physical and mental health of an individual. In
medical parlance 'stress' is defined as a perturbation of the body’s homeostasis.

At one end of a scale, stress represents those challenges that excite us and keep us on
our toes whereas on the other end, stress represents those conditions under which
individuals have demands made upon them that they cannot physically and



psychologically meet. Hence, at one end, stress is a life- saver and the other it is a life-
destroyer.

TO DEFINE STRESS…
It is a demand made upon the adaptive capacities of mind and body. This definition
is useful in three ways…

Firstly, it makes clear not only that stress can be both, good or bad, but also that since there
is wide range of things that can make demand over the mind and the body, there is wide
range of things that can cause stress.

Secondly, it infers the point that it isn’t the events that determine that we are stressed or not,
but it is our reactions to them.

And thirdly, as the definition says… that stress is a demand made upon the body’s
capacities, its nature and the extent of these capacities determine our response to the
demand. If our capacities are good enough we will respond well. If they aren’t… we give
away.

Stress is the "wear and tear" our bodies experience as we adjust to our continually
changing environment; it has physical and emotional effects on us and can create
positive or negative feelings. As a positive influence, stress can help compel us to
action; it can result in a new awareness and an exciting new perspective. As a
negative influence, it can result in feelings of distrust, rejection, anger, and depression,
which in turn can lead to health problems such as headaches, upset stomach, rashes,
insomnia, ulcers, high blood pressure, heart disease, and stroke. With the death of a
loved one, the birth of a child, a job promotion, or a new relationship, we
experience stress as we read just our lives. In so adjusting to different circumstances,
stress will help or hinder us depending on how we react to it.

Stress is a fact of life. But too much stress can break down a person's physical,
mental, and emotional health. Planning can help people to manage stress in their lives.
They must begin to make choices that support their values and develop a personal plan to
take charge of their lives

TYPES OF STRESS - SOME GOOD, SOME BAD



Did you know that some types of stress can be good for you? That's right! Some forms of
stress can be good for you, but other types of stress disorders can cause major health
problems and even be life threatening.

There are four main types of stress that people experience.

EUSTRESS

Eustress is a type of short-term stress that provides immediate strength. Eustress arises at
points of increased physical activity, enthusiasm, and creativity. Eustress is a positive stress
that arises when motivation and inspiration are needed. A gymnast experiences eustress
before a competition.

DISTRESS

Distress is a negative stress brought about by constant readjustments or alterations in a
routine. Distress creates feelings of discomfort and unfamiliarity.

There are two types of distress.

1. Acute stress is an intense stress that arrives and disappears quickly. Acute stress is the
most common form of stress. It comes from demands and pressures of the recent past
and anticipated demands and pressures of the near future. Acute stress is thrilling and
exciting in small doses, but too much is exhausting. Because it is short term, acute stress
doesn't have enough time to do the extensive damage associated with long-term stress.
Acute stress can crop up in anyone's life, and it is highly treatable and manageable.

2. Chronic stress is a prolonged stress that exists for weeks, months, or even years.
Someone who is constantly relocating or changing jobs may experience distress. While
acute stress can be thrilling and exciting, chronic stress is not. This is the grinding stress
that wears people away day after day, year after year. Chronic stress destroys bodies,
minds and lives. It wreaks havoc through long-term attrition. It's the stress of poverty, of
dysfunctional families, of being trapped in an unhappy marriage or in a despised job or
career



The worst aspect of chronic stress is that people get used to it. They forget it's there.
People are immediately aware of acute stress because it is new; they ignore chronic
stress because it is old, familiar, and sometimes, almost comfortable.

HYPERSTRESS

Hyper stress occurs when an individual is pushed beyond what he or she can handle. Hyper
stress results from being overloaded or overworked. When someone is hyper stressed, even
little things can trigger a strong emotional response. A Wall Street trader is likely to
experience hyper stress.

HYPOSTRESS

Hypo stress is the opposite of hyper stress. Hypo stress occurs when an individual is bored
or unchallenged. People who experience hypo stress are often restless and uninspired. A
factory worker who performs repetitive tasks might experience hypo stress.

The practice of ongoing work practice modification and target revision as management
swings from one side to another of the quality/quantity debate is a major source of stress for
call center agents. As Houlihan notes: "The practice of putting a 'drive' on particular targets
for improvement (for example, the collection of renewal dates, the up-selling or cross-selling
of products, the quality of data input, or the intensity of sales push) and continual
reprioritisation means that the 'goalposts' are constantly shifting". Virtually all of the call
center authors who write about work conditions mention the difficulty of dealing with these
competing goals. Korczynski and colleagues suggest that this dilemma is particularly
difficult for front-line workers because they may be likely "to identify with embodied
individual customers, for interactions with specific customers may be an important arena for
meaning and satisfaction within the work". They contrast this customer-as-individual
orientation to the managerial goal of balancing customer orientation with efficiency, which
they suggest leads management to prefer workers to identify with a generic category, 'the
customer', since "such a disembodied image of the customer will encourage workers to deal
with individual customers efficiently because they will be conscious of the concerns of other
customers waiting in a queue".



SIX MYTHS ABOUT STRESS

Six myths surround stress. Dispelling them enables us to understand our problems and then
take action against them. Let's look at these myths.

Myth 1: Stress is the same for everybody.

Complete wrong. Stress is different for each of us. What is stressful for one person may or
may not be stressful for another; each of us responds to stress in an entirely different way.

Myth 2: Stress is always bad for you.

According to this view, zero stress makes us happy and health. Wrong. Stress is to the
human condition what tension is to the violin string: too little and the music is dull and
raspy; too much and the music is shrill or the string snaps. Stress can be the kiss of death or
the spice of life. The issue, really, is how to manage it. Managed stress makes us productive
and happy; mismanaged stress hurts and even kills us.

Myth 3: Stress is everywhere, so you can't do anything about it.

Not so. You can plan your life so that stress does not overwhelm you. Effective planning
involves setting priorities and working on simple problems first, solving them, and then
going on to more complex difficulties. When stress is mismanaged, it's difficult to prioritize.
All your problems seem to be equal and stress seems to be everywhere.

Myth 4: The most popular techniques for reducing stress are the best ones.

Again not so, no universally effective stress reduction techniques exist. We are all different,
our lives are different, our situations are different, and our reactions are different. Only a
comprehensive program tailored to the individual works.

Myth 5: No symptoms, no stress.

Absence of symptoms does not mean the absence of stress. In fact, camouflaging symptoms
with medication may deprive you of the signals you need for reducing the strain on your
physiological and psychological systems.



Myth 6: Only major symptoms of stress require attention.

This myth assumes that the "minor" symptoms, such as headaches or stomach acid, may be
safely ignored. Minor symptoms of stress are the early warnings that your life is getting out
of hand and that you need to do a better job of managing stress.

STRESS AND GENDER

Does stress tend to affect the male of the species more than the female? Opinions vary, since
there are differentiating factors between the sexes. All parameters being equal, however, the
preponderant view is that women are more adept at handling stress, thanks to better coping
mechanisms.

EFFECTS OF STRESS

The human body’s reaction to stress is natural. It results from the need to resist a stressful
situation. For example, when a person is nervous, there is an increase in his/her pulse rate.
This is a ‘fight or flight’ response. However, things can go out of control if too much stress
is present. The person can have a heart attack or a nervous breakdown. Too much of stress
can tell upon a person’s health. If neglected, it can lead to serious health disorders at a later
stage. Stress has both physical and psychological effects on an individual. (Refer Exhibit 1 to
find out the effects of stress on an individual.)

Exhibit 1
Effects of Stress on an Individual
Physical Effects :
[

- Increased heart rate and blood pressure

- Sudden increase or decrease in weight (change in
appetite)

- Frequent headaches, fatigue, and respiratory
Problems



- Nervous weakness ( biting nails, too much sweating)

- Insomnia

- Reduced immunity to common colds and flu

- Ulcers and weak digestive system

Psychological Affects :

- Difficulty in concentrating

- Unable to spend leisure time productively

- Always anxious

- Bad decision making

- Mood swings

- Increased usage of food, cigarettes, alcohol and drugs

- Developing fears and phobias

- Feeling out of control and confused

STRATEGIES FOR COPING WITH STRESS

After understanding the sources of stress and the effects of stress on individuals, let us
discuss some strategies to fight stress.

 Strategies to Fight Stress

Some of the important strategies for managers to fight stress are prioritizing and delegating
work, laughing a lot, exercising regularly, practicing relaxation techniques, maintaining a
good balanced diet, and having a good night’s sleep.

 Prioritize work



Multi-tasking is the buzzword these days. An individual requires special skills to perform
multiple tasks simultaneously. One way to minimize stress while multi-tasking is to plan,
prioritize, and perform. Planning involves preparing a list of activities that need to be
performed. This involves considering the time factor. Prioritizing involves ranking the
activities based on their importance and performing these activities in that order. Prioritizing
activities each day is the simplest way to tackle stress. The next step is to schedule time for
tasks depending on the priorities. For instance, a person may have to attend a community
meeting and an official party. He/she may schedule time for both activities by attending the
official party first and then the community meeting.

 Delegate work

Some individuals prefer doing all the work themselves. This adds to their stress. They should
learn to delegate routine work to others. For instance, a manager can delegate the work of
preparing a report on a project to a subordinate.

 Laughter

Laughter is a good de-stressor. An individual can relax and de-stress by watching a
humorous movie, reading comics, etc. A sense of humor allows an individual to perceive and
appreciate the imbalances of life and provides moments of delight.

‘A day without laughter is a day wasted for life’. This is very true. Laughter is the best outlet
for stress. It is a great stress buster. Laughter is a no cost, no side effect medicine. A person
with a sense of humor is less likely to be under stress. A sense of humor allows an individual
to perceive and appreciate the imbalances of life and provides moments of delight.

 Exercise

Exercise is another good stress-buster. It keeps an individual physically and mentally alert.
When a person is nervous, tense, or angry, exercise is the best outlet for giving vents to
his/her emotions. Regular exercise lowers blood pressure, lowers pulse rate, boosts blood
circulation in the body, increases artery suppleness, lowers cholesterol, and reduces fatigue
and tension. These benefits help an individual to tackle the physiological changes that occur
during stress. Exercise should increase blood circulation to the heart.

 Relaxation



The best strategy to reduce stress is to relax. Relaxation is not being idle. It is doing
what one wants to do, rather than what one should do. It is very important for a person to
schedule some time for relaxation. This relaxation time should disconnect the person from
all his/her tensions, worries. This is the time when the person rebuilds his/her energy levels.
Relaxation techniques vary from person to person.

 Diet

A good balanced diet plays a vital role in reducing stress. A person tends to neglect diet
when under stress. This may lead to overeating or under-eating. This improper eating results
in a weak immune system and creates health problems. A well-balanced meal that is eaten on
time is very important to minimize stress.

 Sleep

Sleep is a weapon. During sleep, a person prepares himself/herself to face another day.
Stress makes a person sleepless or very sleepy. A stressed person may feel sleepy throughout
the day and awake during nights. On an average, everyone needs at least 7-8 hours of sleep
per day. Some may need more sleep or some less. After a good night’s sleep, a person feels
fresh. An individual must adopt a bedtime routine that induces sleep like reading a book that
is soothing, and listening to music that is relaxing. One must go to bed at the same time
every day.

 Meditation

Meditation is one of the most effective techniques in reducing and avoiding stress. Regular
meditation helps in stress reduction. It

• enables one to control the thought process

• enables one to take effective decisions

• helps in physical and mental relaxation

• Improves concentration

Meditation is a technique to achieve a thoughtless or mindless state. In this state, a
person has no thoughts. This kind of state thus acts a stress reliever and a great rejuvenator.



 Yoga

Yoga is another important stress reliever. Yoga has been tried and tested since ancient times.
According to Patanjali Maharishi, yoga is the cessation of mind. It is a state of no-mind.
Yoga is not for bodybuilding. It simply focuses on gentle postures that improve circulation
of blood to vital parts of the body. The increase in blood circulation rejuvenates the organs
and releases stress.

 Maintaining work-life balance

Work-life balance means a harmonious balance of work and domestic life. It allows an
employee to fulfill all the roles in his/her life effectively and efficiently. Researches have
proved that employees are at their best when they are contented and motivated both at work
and at home.

Achieving a work-life balance is not as easy as it seems. In the corporate world, change is
constant and imminent. The impact of globalization has further fuelled these changes. The
corporate world signifies uncertainties, too many responsibilities, and long work hours.
These changes in the environment disturb the balance between domestic and work-life of
employees. The increasing competition and demands of society further aggravate the
situation. All this adds up to stress.

 Importance of Work-life balance

The corporate world is realizing the importance of the work-life balance. Companies are
realizing the fact that the work-life balance of employees has a direct effect on the
productivity of their organizations. Exhibit 5 explains the various practices that companies
follow to maintain work-life balance.

The importance of work-life balance is due to the following reasons:

Changing social scene:

In today’s world, maintaining work-life balance is the greatest challenge employees’ face.
Employees have realized that their personal lives have an effect on their work life. Hence,
they are striving hard to maintain the balance.

Changing work culture:



There is a shift in the organizational work culture. Today’s work culture provides flexible
work hours, focus on results, and recognition of achievements. However, this has made the
workplace even more competitive as employees are expected to always give their best, and
this leads to stress.

Increased work time:

With globalization, organizations are working 365 days, 24 hours, and 7 days a week
irrespective of time zones. Businesses are focusing more and more on customer care. With
the coming of call centers, this focus has doubled. The technology has added to the speed of
work but the workload remains the same.

Dual income families:

The shift in attitudes, work styles, and cultures has disturbed the work-life balance. Working
mothers have major responsibilities of managing both home and work place. This makes it
all the more important for them to balance work and life. Organizations are helping women
by providing facilities like work from home, day care etc.

Benefits of Work-life Balance
Achieving a work-life balance benefits both employers and employees. While the employers
get the benefit of productive and active employees, the employees feel secure and loyal. It
also improves confidence, concentration, self-esteem, and loyalty among the employees. The
concept of work-life balance is still fresh in India. Indian IT companies are probably the first
ones to provide a fun-work environment. Some companies are now investing in recreational
facilities at the worksite.

Steps to achieve work-life balance:

To build up an awareness of the importance of work-life balance in employees, companies
should conduct regular workshops and programs on work-life balance.

The following measures have to be taken by employers:

• Discourage employees from working late

• Take a regular employee satisfaction survey that can identify the pitfalls in the work
pattern



• Provide vacations and encourage employees to take breaks

• Provide opportunities like work from home, flexi times

STRESS MANAGEMENT

Every one wants stress-free life. Yet, stress is ubiquitous. Of course, it cannot be controlled
by more nutrients as the real cause of stress is anxiety or pressure which may ultimately lead
to the neglect or proper dietary habits. Stress refers to the “circumstances that threaten one’s
well being and thereby tax one’s coping abilities”.

Stress is inevitable part of modern life. Like Janus, stress has two faces. It is a good servant,
but a bad master. In other words, it can be one’s best friend or worst enemy. A certain
amount of stress is necessary to achieve success. But, undue stress causes distress.

Stress is received by different people differently. If two people experience the same amount
or pressure, one may be healthy while the other is sick. This is so because our personalities
do influence the level of stress. The present day’s lifestyle breeds stress and tension. When
tension lasts long, depression sets in.

According to Dr. Raw Baum, a Pittsburgh, Pennsylvanian bioenergetics analyst and stress
educator, “Stress is our body’s bio-chemical reaction to how we live our lives. Stress can
develop into distress and disease through your personal adaptations to internal and external
environments.”

Stress is the body’s reaction to the external demands placed upon it by the environment.
Stress can be either good or bad. Good stress creates the necessary excitement to perform an
activity. This type of stress is temporary and has no long-term effects on the body. Bad stress
creates an alarming reaction in the body. It affects the body’s immune system and has
detrimental affects on the body over a period.

There are many sources of stress for an individual. It can be family, friends, workplace,
superiors, and colleagues. The sources of stress for an individual should be identified. The
effects of stress may include minor symptoms like headache, irritability, loss of
concentration, loss of appetite to major symptoms like insomnia, amnesia, heart attack,
ulcers etc. Stress should be identified and treated in the early stages or it could result in a
burnout. A severe case or neglected case of stress leads to burnout. Exercise, diet, and rest



play a vital role in stress handling. A healthy person is better at handling stressful situations
than an unhealthy person.

A working person should learn to balance work and personal life to lead a happy life. This
work- life balance can be achieved by giving importance to both work and personal life.
Organizations should help their employees achieve work-life balance, as this has an effect on
the productivity of the organizations.

Spirituality at the workplace has become a necessity in today’s world. The practice of
spirituality at the workplace enables an individual to deal with stressful situations. It
provides an individual with the strength to face unforeseen situations without panic.
Spirituality helps a manager to deal with stress internally instead of looking for external
solutions.

Action Points

Managers should:

• Identify sources of stress and their effects on you.

• Adopt a de-stressing routine like going for a solitary walk at the end of the day.

• Spend time with family, friends.

• Make time for vacations.

• Practice relaxation methods like deep breathing, meditation, and yoga.

• Sleep for at least 6-8 hours.

• Plan, prioritize, and delegate work.

• Try to maintain a work-life balance.
Managers should not:

• Ignore symptoms like frequent headaches, coughs, and colds.

• Take on too may responsibilities or demands that are outside your capabilities.

• Use drugs, tobacco, alcohol to handle stress.

• Use self-medication.

• Wait for deadlines to approach.

• Set unrealistic goals.



STRESS AT WORKPLACE

“Job stress is a consequence of two key ingredients: a high level of job demands and
little control over one’s work.”

-PAUL FROILAND.

WHAT'S IT?
In this difficult economy, you may find it harder than ever to cope with challenges on the
job. Both the stress we take with us when we go to work and the stress that awaits us on the
job are on the rise – and employers, managers, and workers all feel the added pressure.
While some stress is a normal part of life, excessive stress interferes with your productivity
and reduces your physical and emotional health, so it’s important to find ways to keep it
under control. Fortunately, there is a lot that you can do to manage and reduce stress at work.

CALL CENTERS
Call center is a generalized term that embraces a number of activities like reservation
centers, help desks, information lines or customer service centers, irrespective of how they
are organized or what types of transactions they handle. Call center is generally referred to a
refined voice operations setting that provides a full range of high-volume, inbound or



outbound call-handling services, including customer support, operator services, directory
assistance, multilingual customer support, credit services, card services, inbound and
outbound telemarketing, interactive voice response and web-based services.

Call centers are becoming increasingly popular in today's business, where many companies
have centralized customer service and support functions. Call centers are generally large
offices with representatives who either make or receive phone calls. Depending on the type
of work, call centers may have a single office employing a few people or large office with
thousands of employees. The main activity in some call centers is answering inbound calls,
such as a bank that gives out a toll-free number for customers needing help. At the same time
there are some call centers that focus on outbound calls too.

With increase in outsourcing, call centers are also becoming popular. By way of
outsourcing, companies contract out some functions to other companies located mostly in
cost effective destinations like India. In this field India enjoys several advantages over a
number of developed counties. In India, we a have large pool of qualified people; English
speaking graduates and IT professionals. In addition to this India have some other
advantages like cheap labor, flexibility in working hours and time zone difference. This is
the reason why a number of MNCs are outsourcing their business activities to India.

Call centres are comparatively a recent introduction to the world of career options in India.
The career avenues provided by Call centres is one of the best suited and growing option
which even a fresher can opt for. With the opening up of the Indian economy and the advent
of globalisation more and more companies from abroad are basing or outsourcing their call
centre services to India, a trend started by GE when it established a call centre near New
Delhi in 1998.

A call centre is a service centre with adequate telecom facilities, access to internet and wide
database, which provide voice based or web-based information and support to customers in
the country or abroad through trained personnel. Call centres exist in all sectors of business
including banking, utilities, manufacturing, security, market research, pharmaceuticals,
catalogue sales, order desk, customer service, technical queries (help desk), emergency
dispatch, credit collections, food service, airline/hotel reservations etc. The wide area of
services provided by the call centres makes it a lucrative career with a range of opportunities.



UNDERSTANDING - THE CALL CENTER “INDUSTRY”

There has been some dispute amongst researchers as to whether it is appropriate to refer to
such a thing as the “call center industry”. As Bain and Taylor point out, “despite similarities
in the integration of computer and telephone technologies, centers differ in relation to a
number of important variables—size, industrial sector and market, complexity and length of
call cycle time, nature of operations (inbound, outbound or combined), the nature and
effectiveness of representative institutions including trade unions, and management styles
and priorities”. To this list of variables, Callaghan and Thompson would add the “degree of
product complexity and variability and the depth of knowledge required to deal with the
service interaction”. Bain and Taylor argue that it is more appropriate to use the term
“sector”, as call Centers are found across a wide range of industries and may be similar
primarily in terms of their core technologies. They do note, however, that there is a
professional literature and a collective identity that is maintained and developed through
conferences and forums. Belt, Richardson and Webster (2000) agree that call centers are not
an 'industry' as the term is generally defined, but rather represent certain ways of delivering
various services using the telephone and computer technologies across traditional industry
boundaries. However, these authors provide three strong reasons defending the practice of
referring to call centers as an industry:

First, the call center community often defines itself as an industry, with numerous national
and international call center conferences and workshops taking place each year, industry
journals and call center forums organized at local levels.

Second, the labor force requirements of call centers are often the same across sectors. This
means that many, though not all, call centers share a common labor pool.
Third, the organizational templates and technologies used tend to be very similar, regardless
of the sector.

To this one might add the remarkable similarities that international researchers have found
between technologies used, work practices and key issues including monitoring, control,
training, and labor demographics for workers in countries as diverse as Germany, Japan,
Australia, Greece, Canada, the US, the UK and the Netherlands.

STRESS IN CALL CENTERS



Stress exists in every call center. Call centers are stressful work environments. The demands
of serving the customer in real-time helps to lay the foundation. Add to this factor things
such as job repetition, potential job dissatisfaction, poor ergonomics or low pay and the
stress level climbs higher.

If stress in the workplace (i.e. the call center) is not on the agenda the results of stress are
revealed through higher absenteeism than other parts of the company, higher Worker's
Compensation claims and ultimately in reduced customer satisfaction.

This Operations Topic focuses on various approaches to managing stress. Raising the pay
isn't necessarily the solution. There are many other creative means of managing stress in
your call center.

• Factors that Create a Stressful Call Center
• Emotional Labor
• Stress Levels, Staff Turnover and Some Suggested Solutions
• Customer Centric Attitude and Stress

Recommended Solutions to Solving Stress in the Call Center

• Involve Front Line Staff in Creating Solutions

• Attention to Ergonomic Factors Helps Reduce Stress

• Develop an Internal Ergonomic Program

• Employee Assistance Programs Can Contribute

• Consider Massage Therapy Services or Yoga As Possible Solutions

Resources

• Wake Up Your Call Center: Humanizing Your Interaction Hub

• Managing Workplace Chaos: Workplace Solutions for Managing Information, Paper,
Time and Stress

• Tele-Stress - Relief For Call Center Stress Syndrome

HUMAN ISSUES IN CALL-CENTER INDUSTRY



[ STRESS

For many employed in call center sector, “ daily experience is of repetitive, intensive and
stressful work, based upon Taylorist principles, which frequently results in employee
“burnout”. Brown characterizes work as “repetitive brain strain”. These descriptions are
hardly surprising, in a way, given that call centers are established by organizations to “create
an environment in which work can be standardized to create relatively uniform and
repetitious activities so as to achieve economies of scale and consistent quality of customer
service”. In other words, that workplaces are organized in ways that weaken employee
autonomy and enhance potential for management control, and “a loss of control is generally
understood to be an important indicator of work-related stress”.

There is almost universal consensus that call center work is stressful. Even in studies that
report the observation that some staff actually enjoys their work, mention of stress is still the
norm, and a significant portion of the call center literature is devoted to detailing the sources
of stress in call center work.

FOUR KEY STRESSORS

- ‘Can we get off the phone for a while?’

The primary source of stress reported is inherent to the nature of the job: spending all day on
the phone dealing with people one after another, day after day, is difficult. Doing it under
constant pressure to keep call volumes up, with no time between calls to “recover from an
awkward call or from ‘customer rejection’” is even more difficult. And doing it with “very
little authority or autonomy to rectify problems” that arise is perhaps the most difficult of all.
Many studies report agents as wanting to ‘just get off the phones’. For example, Belt and
colleagues note “agents in all three sectors [financial services, IT, and third-party services]
spoke of the phenomenon of ‘burnout’, caused by the pressure of working exclusively ‘on
the phones’”. In the same study, the authors mention that the issue of ‘burnout’ was also
recognized by some managers: “It was pointed out that managers face an inherent conflict
between the need to reduce staff boredom and labor turnover, and the pressure to concentrate
staff energies on telephone based work”.

“The question of how call center employees deal with stress is an important one, particularly
in view of evidence that a build-up of stress leads to illness, absenteeism and turnover,”



writes Houlihan. Many authors agree, and there are a variety of individual coping
mechanisms described in the literature. Tricks to circumvent control mechanisms, such as
those discussed above are sometimes mentioned as attempts at stress reduction, although
they are unreliable in this role as they may also increase stress.

Others mention social interaction squeezed into brief moments--Callaghan and Thompson
describe agents using humorous (or rude) gestures towards the phone, or making faces at
colleagues to defuse stress over angry or abusive callers, and making jokes to combat the
tedium of the day. Lankshear and Mason describe a similarly social approach to reducing
tension in one of the sites they observed, where staff often laughed and joked with one
another in intervals between calls, with management’s approval. More formally, some call
centers include stress management as a component in training programs, and many have, or
claim to have, team de-briefings which permit staff to vent frustrations while discussing
difficult calls or dissatisfactions with elements of work.

Knights and McCabe take a different approach to stress in the workplace. They note that
although much organizational analysis and most of the call center literature tends to
conceptualize stress as an individual problem, it is actually located within “a framework that
emphasizes the interrelationships between structural relations of power and the subjective
interpretations and actions of employees”. This more nuance positioning may provide more
insight into call center conditions, as it allows a researcher to consider the response of
employees “forced to interpret the often contradictory demands management place upon
them” including “contradictions…over service quality versus the quantity of work output”.
“Clearly,” these authors write, “staffs face some fundamental contradictions over unity
versus conflict, uncertainty versus certainty, quality versus quantity and these are at the heart
of the reproduction of stress, resistance and control”. This focus on the “contradictory”
nature of demands strikes at the heart of the second inherent sources of stress in (primarily
inbound) call center works: the quality/quantity conflict.

QUALITY/QUANTITY CONFLICT

Typically, organizational rhetoric in inbound call centers is concerned with ‘customer care’,
or ‘keeping customers happy’ (providing quality service), yet these goals are juxtaposed with
an ongoing pressure to keep call times down and call volumes up. Call centers are rooted in
contradictory tensions and structural paradoxes, and confront a number of trades-offs on that



basis. These set a context for attitudes towards the organization and can impose conflicting
role requirements on agents. A core example is that of the pressure for quantity versus the
aspiration for quality, the guiding logic of which is the conundrum of trying to get closer to
the customer while routinising, centralizing, reducing costs and prescribing standards.

The dichotomy is not completely straightforward, it is important to note. Part of providing
quality service from a management perspective is making sure customers do not wait too
long for their calls to be answered, even though the push to keep queue waiting times short is
typically categorized as part of the pressure towards quantity. As Bain points out, “efforts to
attain what is perceived to be the desired balance between the quantity and the quality of
calls presents a perennial challenge”.

The practice of ongoing work practice modification and target revision as management
swings from one side to another of the quality/quantity debate is a major source of stress for
call center agents. As Houlihan notes: “The practice of putting a ‘drive’ on particular targets
for improvement (for example, the collection of renewal dates, the up-selling or cross-selling
of products, the quality of data input, or the intensity of sales push) and continual
reprioritisation means that the ‘goalposts’ are constantly shifting”. Virtually all of the call
center authors who write about work conditions mention the difficulty of dealing with these
competing goals. Korczynski and colleagues suggest that this dilemma is particularly
difficult for front-line workers because they may be likely “to identify with embodied
individual customers, for interactions with specific customers may be an important arena for
meaning and satisfaction within the work”. They contrast this customer-as-individual
orientation to the managerial goal of balancing customer orientation with efficiency, which
they suggest leads management to prefer workers to identify with a generic category, ‘the
customer’, since “such a disembodied image of the customer will encourage workers to deal
with individual customers efficiently because they will be conscious of the concerns of other
customers waiting in a queue”.

INTENSITY

The third central stressor in call center work is its intensity. As Bain (2001) argues, “far from
being either in terminal decline or on the wane, Taylorism—in conjunction with a range of
other control mechanisms—is not only alive, well and deeply embedded in the call center
labour process, but its malevolent influence appears to be spreading to previously uncharted



territory”. There is widespread consensus that “call centers are a new, and particularly
effective, manifestation of the increasingly capital intensive ‘industrialization’ of service
sector work, and work performed in them is highly intensive and routine”.

Buchanan and Koch-Schulte quote one call center worker who describes the constant
pressure graphically:

Ellen:

It’s almost like the army. It’s much regimented. You punch in with a time clock.
You come in and you sit down, and the numbers are all computerized. As soon as you finish
a call, the minute you hang up another call comes up just this constant, all day, repetitious…
constant sort of like beating on a drum, but day after day.

The pace of work is determined by the combination of technologies that deliver calls to the
headset and account details to the screen, and workers often have no control over this
process.

Descriptions such as “exhausting,” “robotic,” “controlled,” and agents discussing the nature
of their work often use “machine-like”. Houlihan expands on the idea of controlled,
machine-like agents by suggesting that this is in fact exactly the way that the organization
conceives of them:

Call centers are information handling organizations. As currently characterized, the job of
the agent is to be the voice of the organization, interfacing with the client or customer. The
organization rehearses the things it wants said and feeds them through the agent. The agent is
largely constructed as a mouthpiece rather than as a brain.

Buchanan and Koch-Schulte spoke with a call-center worker who articulated her feelings
about the organization’s expectations of its agents in very similar terms:
Rosa: You are standing waiting to be used by the technology, and it’s a physical embodiment
of that. You are standing, waiting until that call comes in to use you to make money. And
you are simply another part of that machine.

When this feeling of being a cog in a machine which never stops as it grinds on, repeating
the same actions over and over again, is combined with “the cumulative emotional demands



presented by the interpersonal nature of the work”, stress is inevitable.

Targets

There is a fourth feature of some call center work that may engender stress: performance
targets. There are various types of targets, which may vary between inbound and outbound
centers. Inbound centers typically have targets for call duration, ‘wrap time’, and daily call
volume. Outbound centers often also have sales or ‘completion’ targets, which are closely
monitored and upon which pay may be partially based. In addition, in some sectors, inbound
call centers are attempting to introduce the practice of cross selling, where agents attempt to
sell additional products to the customers who call in for another purpose. In these centers,
sales targets similar to those in outbound centers are often in place.

Taylor and Bain argue that particularly in the financial services industry in the UK, targets
are a significant source of stress for workers as more and more importance is placed upon
meeting them in an increasingly competitive business environment. Sales targets, in
particular, are difficult to accept, or meet, for staff who often consider themselves as service
personnel, particularly when they are set centrally and implemented locally:

“Cross-selling is seen by employees, not as an opportunity to engage in creative work, but
as an additional and acute source of pressure”. This is especially the case when sales targets
are parachuted in on top of service targets set originally when there was no pressure to
produce sales.

As a CSR in Taylor and Bain’s study emphasizes: “When somebody phones in for a balance
you have to try to get a sale or get them interested as well as turning the call round in 155
seconds”.

Even in centers that claim not to prioritize targets, researchers have found that staff often
feels significant pressure. Targets simply intensify the stress produced by the
quantity/quality debate, or, as one agent is quoted as saying, “They say that they’re not really
interested in numbers. They say that they are more into quality. Well, that’s a lie. They’re
usually more into numbers than anything”. It is important not to over generalize however.
While most call centers do have some targets, they are a source of stress that is directly
under management control. Some call centers are managed in such a way that targets are set



to realistically reflect local conditions, are interpreted in light of other, more subjective
information, and are not used punitively or to intensify work. In some they are even used
effectively to motivate and encourage staff. For example, Lankshear and Mason describe a
series of conversations with managers in their call center site where management
consistently conceptualized their performance reports (for example, one commented that it’s
‘human nature’ for productivity to drop before and after a holiday), and used their stats as an
excuse to praise good performance and coach those who consistently had difficulty meeting
targets: “Our best bet is to develop the people we have got” one manager is quoted as saying.

Other Health issues…

The result of intense, stressful work may be an effect on workers’ health. There are often
high rates of absenteeism and sick leave reported in the literature, although there is relatively
little exploration of these issues, particularly when compared to turnover. Most often,
authors provide a brief list of known health issues. For example, Richardson, Belt and
Marshall write that “Health concerns have been expressed, including tension, sleeplessness,
headaches, eye-strain, repetitive strain injury (RSI), voice loss, hearing problems and burn-
out”, but they do not develop the point. More detailed descriptions of the causes and effects
of these ailments can be found in industry and trades union reports. For example, the Trades
Union Council (TUC) in its brochure targeted at call center workers, cites the main illnesses
to which call center staff are prone: “back strain and RSI, stress, eyestrain, and voice and
hearing loss”.

Also in the UK, regulators have been proactive in their examination of the industry, with the
Health and Safety Executive issuing a bulletin on call center regulations, health risks and
best practices in December 2001. They looked specifically at health issues including stress,
noise levels, musculoskeletal disorders (such as back problems) and voice loss, and also at
display screen issues, working environments, requirements for work stations, daily work
routines, training, organizational working practices and shifts.

Sleeping Disorders :

No prizes for guessing the most severe ailment afflicting people working in Indian call
centers. Since this is a unique Indian problem, again, no solution appears in sight. Obviously
this affects first timers more severely, as they take time to acclimatize their biological clocks,



but even experienced people or managers are not able to completely escape from it. Some
call centers are looking at devising innovative mechanisms like flexible shifts with sleeping
arrangements in the office premises as possible solutions.

Digestive System Related Disorders:

Working long and odd hours without any sleep, and eating food supplied by external caterers
everyday, has led to 41.9% of the respondents suffering from digestive problems. Especially
for the large number of girls working in the industry, the problem is even more severe. Many
call centers are now taking additional care to ensure their caterers supply hygienic food;
besides stipulating strict conditions to maintain the quality of the food they serve.

[ Depression:

In last year's survey, this was not among the top disorders, but this year it has climbed up the
chart, affecting nearly one-fourth of the respondents. Not surprising, since, as the industry
matures, the initial glitz and glamour wears away and the real problems come to the fore.
Not only are there several health related issues, but, on top of that, the gradual realization
that there is limited scope in developing a career owing to fewer growth opportunities is
increasing the frustration levels. Coupled with growing mental fatigue and increasingly
punishing physical environments, depression is the obvious end result. Some call centers
have now devised different stress management programs mainly to counter depression.

Severe Stomach Related ProblemsContinuing digestive problems lead to severe stomach
disorders like gastroenteritis, as endorsed by more than 24% of the respondents. Even
doctors in major cities agree-in recent times many of the patients with various stomach
ailments are from call centers.

Eyesight Problems:

Globally call center industry employees are considered a high-risk group for eye-related
problems. While the quality of monitors might impact these disorders, sitting continually
without adequate breaks seems to be the truer reason. The number of people affected seems
to be on the rise-last year only 19% complained; this year it has gone up to 23%. At some
point of time, this problem might also afflict the IT services industry, but for the call center
industry, no remedy seems to be in sight.



Ear Problems:

More than 16% of the respondents inform that they have hearing problems. Again, no
surprises here, since a call center job involves taking calls throughout the shift, sitting with
headphones. While quality of headphones does make a difference, it would not be correct to
completely wish the problem away by thinking that changing headphones will solve it.

Some other Human Issues, in Call-Centers, which need Immediate
Attention Personal habits:

The young executives are getting more than five figure salaries per month in an early age.
They tend to develop certain bad habits such as alcohol, smoking etc. It is not easy to
identify such individuals. It is also very sensitive to talk to them. The professional counselors
can conduct group-counseling, workshops, educative film shows in order to create awareness
on effects of bad habits. Such actions will enable individuals to realize the importance of
good habits and they could seek one to one Counseling sessions to solve their problems.

Discipline and behavioral issues:

Call centers provide excellent working environment, free food and transportation. There is
always a situation where individual or group of youngsters tend to commit mistakes and
abuse the freedom. They start behaving like in college campus where they have more
freedom. However, the call center executives have more responsibility and accountability,
they need to follow discipline and do well in the job. The most common behavior is misuse
of food, behave erratically in vans, and smoke in public places, misuse of telephones and
other resources of the company. The supervisors always concentrate on performance and
achieving targets. They do not have time or interest to go deep into these matters and find
out the reasons for such behavior. The professional counselor can play a major role in
educating the youngsters on discipline; provide advice to erring executives. The counselors
with their wisdom and experience can tackle such issues tactfully and bring change within
the individuals. As said earlier, to majority of them this is the first employment and they are
fresh out of the colleges. Few tend to behave differently and they have the “do not care”
attitude. Such executives will not take their job seriously, they indulge in teasing, and joking,
talking over mobile phones, have friction within the team. These aspects may go noticed or
unnoticed by the supervisors. The fact remains that such unacceptable behaviors will cause



disturbance to others and overall it affects the productivity. Sleeping while on duty, reading
novels and playing games on the computer during working hours brings down productivity
and quality suffers. The HR representatives and professional counselors jointly have a role to
bring behavioral change starting from the training days. Continuous education and
Counseling will help to mitigate such problems and it is possible to prevent serious
problems.

Inter-personal relationship and friendship:

Executives develop friendship quickly and sometime the friendship breaks and there will be
misunderstanding among the team members and naturally affects the team performance. The
supervisors and counselors can play a major role to sort out the interpersonal relationship
and develop team spirit. Healthy relationship among the team members has always helped
the team to out perform. When the relationship fails the individuals will also break down
mentally. They either absent for duties or fall ill or the performance will come down. It is
also true that due to misunderstanding and break in friendship they change jobs quickly.

Love affair and marriages:
Few of the boys and girls fall in love quickly. They maintain the healthy relationship, behave
in a matured manner, plan the future course of action and such persons have got married
with the consent of their parents. They work together in the same organization for longer
duration. There are instances, where lovers fall apart, start disliking, creating troubles to each
other and vitiating the atmosphere. They are immature, take instant decisions to break or
unite and sometimes go to an extent of damaging others reputation. The professional
counselors can play an important role in explaining the importance of marriage, preparation
required for marriage, how to enter the institution of marriage, which is acceptable to both
parents and society and about the new role and responsibility after getting married.
Counseling services can definitely give emotional support to individuals.

Absenteeism:
Absenteeism is very high in calls centers. Employees tend to be very irregular to the duty
due to various reasons. Professional counseling services to such irregular employees on one
to one basis will help to bring down absenteeism. Counselor can educate and explain the
importance of attending duties to earn salary and also to meet organizational goals. Each



individual are unique and the problem they face are also different in nature. Professional
counselors can understand, analyze and provide long lasting solutions for the individuals.

Higher education and part time jobs:
It is possible to do higher education while working in BPO units. Few organizations
encourage and offer support services to pursue higher education. However, time
management by the executives is crucial to go forward in education as well as to maintain
performance and career growth. Programmes on time management, tips to study, tips to keep
fit and such other programmes can be offered. These steps would help to seek the loyalty of
employees to organizations and helps greatly for retention of employees. Organizations do
not grant permission to pursue part time jobs while working in BPO units. In order to make
quick money and to have options open to change jobs in future will drive employees to do
part time work. Human body does not permit to stretch beyond one’s capacity. Executives
need to take sufficient rest in daytime so that energy levels are maintained. Either due to lack
of experience or due to compulsions, executives keep their one feet in call center and another
in part time jobs. In the long run this would affect individuals health. The HR executives
must identify such persons and offer professional Counseling services to them.

REMEDIAL MEASURES FOR STRESS MANAGEMENT

Understanding that the “Stress” is a major concern for all Call-Center Employees, it is a duty
of HR-heads of Call-Centers to address it properly.

Some of the common signs and symptoms of stress

Although we all experience stress in different ways, there are certain signs that are most
frequently reported. These signs fall into two major categories; physical/behavioral signs and
emotional signs. If we become aware of our own stress symptoms, we will be more effective
in dealing with them sooner rather than later. What follows is a list of some of the most
experienced symptoms of stress.

The physical/behavioral symptoms include; muscular tension, muscle spasms and tics, rapid
heart beat, shortness of breath and high blood pressure, cold hands and feet, backaches,
headaches and neck aches, stomach problems, indigestion, irritable bowel and ulcers, feeling
fatigued, irritable, decreased ability to concentrate, insomnia and changes in eating behavior.



Since these physical symptoms may be related to physical problems, you should consult with
your medical doctor before you assume that your symptoms are purely stress-related.

The emotional symptoms include; anxiety in a variety of situations not limited to the
stressful situation, depression, hopelessness and a strong urge to cry without specific
incident, withdrawal from social interactions and avoidance of previously enjoyed activities,
powerlessness and decreased self esteem, hostility, anger and resentment, fears, phobias and
unwanted thoughts.

Learning to become more aware of your own stress symptoms is the first major step in the
stress management and healing process. It is often helpful to monitor your daily symptoms in
a stress diary where you match the stressful events with the symptom experienced. For
example; you made find that if you are stuck in early morning traffic you may experience
irritability and headaches. In this case it will be important to use these symptoms as a cue
that you have to begin managing that stress more effectively when it happens.

What are the consequences of unmanaged stress?

We all know that stress is something that doesn’t feel good to us physically and emotionally.
What is even more compelling is what happens below the surface each time we experience
stress. Stress researcher Hans Selye, determined what happens internally each time we
experience something as threatening or stressful. According to Selye, when we perceive a
threat in the environment the thinking part of the brain sends an alarm message to the
nervous system via the hypothalamus. The nervous system then makes changes in the body
that prepare you to handle the perceived danger ahead. These changes include increases in
heart rate and blood pressure as well as pupil dilation. In addition, there are hormones and
chemicals secreted such as adrenaline, that give the body the necessary push to be able to
manage the threat ahead.

Although there are situations in which these adrenaline surges are very helpful in helping us
mobilize, the constant adrenaline surges due to repeatedly perceived threats, have a toxic
effect on the body. For example, recurrent adrenaline surges inhibit some of the other
important functions in the body including growth and tissue repair, digestion and the
immune response. Just as the thinking part of your brain is responsible for turning the stress
response on, you can turn it off by changing the threatening appraisals you are making. Once



you are able to determine that a threat does not exist or that it can be effectively managed,
your thinking brain stops sending panic messages to the nervous system. As a result of this
reappraisal, the hormones and chemicals cease to be released and the body returns to normal.

Bringing the body back to an "un-stressed" state is very important since almost every system
in the body can be damaged by stress. Although our bodies are adaptive and can recover
from periodic stressors, chronic stress has serious consequences. We experience the
consequences of stress on three important levels; physically, emotionally and behaviorally.
What follows is a description of the specific consequences in these three categories.

Physically, the body is likely to develop a stress-related disease as a result of the stress
toxins that are released. For example, chronic stress can lead to cardiovascular disease by
elevating blood pressure, damaging the heart and arteries and increasing blood sugar.
Respiratory conditions such as asthma and bronchitis can result from stress-triggered
changes in the lungs.

When stress inhibits the body’s digestive functions, diseases such as ulcers, colitis and
chronic diarrhea can occur. In addition, stress contributes to inhibited growth of tissue and
bone which can lead to decalcification and osteoporosis. The immune system is also
inhibited by the reduced efficiency of the white blood cells, making the body more
susceptible to disease. Increased muscle tension, fatigue and headaches are additional
consequences of chronic stress.

The second category of consequences of chronic stress is the emotional consequences.
Depression can result form chronic stress due to the constant release and depletion of
norepinephrine. What also contributes to the depression is the thought that life is terrible and
that it is never going to get better. What then results is a feeling of helplessness and
ineffectiveness, feeling like a failure and a reduction in self-confidence. Individuals who are
depressed are also likely to withdraw from relationships and isolate themselves which often
increases the intensity of the depression. In addition, anxiety and fearfulness are commonly
felt emotions if someone constantly perceives threats around the corner. In addition,
individuals who are chronically stressed are likely to exhibit increased cynicism, rigidity,
sarcasm and irritability since they believe that their situation is not likely to improve.
Chronic stress also has significant behavioral consequences. Behavioral consequences often
result from innate survival urge we have to seek relief, to fight or to flee. Unfortunately,



these relief-seeking behaviors eventually become problematic. For example, "addictive
behaviors" can result from the repeated efforts to soothe or escape the painful stress.
Alcohol, drugs, smoking and overeating are often seen as tools to help manage the stress
even though their effects are short lived and the consequences of chronic use are destructive
to the body and mind. Unfortunately the mind’s ability to deny the long-term consequences
in order to fill short-term need to escape perpetuates the problem and increases excessive use
behavior. Similarly, procrastination, poor planning, excessive sleeping and avoidance of
responsibility are examples of behaviors used by stressed individuals to temporarily flee
from the pain. What is most significant about these behaviors is their ability to generate
additional problems that are as severe as the original stressor. For example, procrastination
or avoidance of the management of a stressor only serves to increase anxiety and exacerbate
the stress experience. Stress consequences reviewed above suggest that in addition to being
physically and psychologically distressing, they reduce the likelihood of effective goal
reaching. Rationale for properly managing and coping with the stress is for health protection
in future as well as making present more productive and satisfying.

MANAGING STRESS

Since stress is an inevitable fact of life that we can’t always prevent, our efforts need to be
focused on coping with stress more effectively. What follows is a description of a three
pronged approach to stress management which includes behavioral/practical techniques,
relaxation techniques and cognitive/thinking techniques.

The behavioral/practical approaches to stress management include exercise and eating a
healthy, balanced diet, which includes selections from the basic food groups. In addition, it is
recommended that one avoid the excessive use of alcohol, caffeine and sugar, which
contribute to fatigue and vulnerability to mood swings. It is also important to allow the body
to rest and replenish to help inoculate the body against future stress. Building this stress
resistance also includes scheduling time for leisure and pleasure, which provides for a more
balanced, fulfilling life. Anticipating and preparing for recurrent stressors by managing time,
setting priorities and limits, delegating responsibility, and not procrastinating are helpful
stress reducing strategies. These techniques are effective stress management tools because
their utilizations within our control.



The relaxation approaches to stress management include a variety of techniques designed to
help you effectively manage the body/mind tension. Progressive muscle relaxation is an
active form of relaxation where you individually contract the major muscle groups of your
body for about five seconds and then you relax the individual muscle groups for a five
second holds. The contrast experienced by this exercise relieves muscle tension and relaxes
the body. Some of the more passive relaxation approaches include listening to music,
reading and using saunas and hot tubs to relieve tension. Techniques used to relax the mind
include meditation and visual imagery. Meditation teaches you how to clear the mind of
stressful and distracting thoughts by focusing the mental energy on positive coping thoughts.
Visual imagery is designed to help the individual visualize him/herself coping effectively
with a stressor that was previously experienced as overwhelming. The behavioral and
relaxation approaches described above are necessary but not sufficient conditions for stress
management. The third prong to stress management, the cognitive or thinking approach, is
essential to effective coping with stress.

The cognitive or thinking approaches are an integral part of coping effectively with stress
and now the primary focus of many stress management programs. Since it has been
determined that we can turn off the stress response by changing our threatening/dangerous
event appraisals to appraisals that help us view these events as manageable challenges, we
have a direct link to controlling the stress response. The first step in the cognitive approach
is to identify our thoughts or internal dialog that is negative, perfectionist, black and white,
rigid and demanding. In other words, you are more likely to experience stress if you believe
that you, the world and other people "should or must" behave in a manner consistent with
your demands and standards. For example, you are likely to experience stress if you believe
that the world and your life should be stress free and that you do not have the resources to
handle stress if it does occur. In addition, demands of perfection on yourself and on others
important to you, increases the chance of feeling stressed since these expectations are
unrealistic and rigid. After identifying your stress producing thoughts you are then able to
move onto the second step in the cognitive approach; recognizing the consequences of this
negative, rigid dialog.

The motivation to change the stress-producing dialog comes from the determination that
there are serious consequences that result form these negative, rigid thoughts. When you talk
to yourself in a defeated, pessimistic or rigid way, you deny your ability to cope and are not
likely to manage situations effectively or meet goals you set. In addition, perfectionist



demands are experienced as appropriately unrealistic and contribute to a "why bother"
attitude. This attitude reduces the likelihood that you will address these demands since it is a
realistic fact that no one or nothing is ever perfect. Once you are convinced that the dialog is
negative and counterproductive, you are ready to move on to the third step in the cognitive
approach; challenging and replacing the negative internal dialog with a healthier, more
productive internal dialog.

This important step in the reappraisal process requires that you challenge your rigid dialog
by asking yourself a series of questions about that rigid dialog. For example, "Why must I
perform perfectly in order to believe I am a valuable human being?" In addition, "Does that
demand for perfection increase my anxiety and reduce the likelihood that I perform well at
all?" "What would I feel like and would I be more motivated if I changed my demand for
perfection to a desire to do well?" Another example of this reappraisal process can be seen in
the area of criticism and rejection.

A negative internal dialog that would create stress in this area is "I am worthless because I
was rejected and this proves that no one will ever love me." A healthy challenge to this
belief would be, "How does the opinion of this person reflect my personal worth?’ "How
does it follow that this rejection will lead to future rejections?" It is also important to add, "
Even if I were to get rejected repeatedly, could I work to make desired changes in my
personality without condemning myself or feeling worthless?" By replacing the negative,
rigid dialog with more realistic, flexible dialog, you are more likely to feel healthier
emotionally and behave more rationally and productively.

The behavioral, relaxation and cognitive techniques described above have been determined
to be effective ways to manage and cope more effectively with stress. The techniques give
the control back to the individual and empower him/her to manage the inevitable stressors
that will occur in life.

FACTORS THAT CREATE A STRESSFUL CALL CENTER

Stress in the Call Center will affect the agent, manager, director, or anyone in the call center
when they let stress gain control. When this happens, they lose self control and have the
feeling of being overwhelmed. The first step in gaining control is and identifying what the
stressors are and understanding the causes and effects. Stress is caused by many things. Time
pressures, high expectations, lack of communication, high call volume, inexperience, ill-



prepared, to name a few. The effects are decreased productivity, anxiety, low morale, poor
customer service levels, and increased turnover. When faced with these stressors, training is
the tool to resolve the issues. You must go to your training programs and processes and ask
yourself if the training you are providing the call center employees delivers the tools
required for them to accomplish their goals without the negative stress. Approach dealing
with the stress in the Call Center with assertiveness and confidence. One of the most
effective things I have done, in my own call center experience, as well as seen in other call
centers, is to have a specific workshop covering stress. Let employees voice their specific
stressors and develop actions to overcome them and resolve what is inhibiting their
performance. Their minds are then clear and mentally prepared. It will then be motivated for
training to make them a more confident and capable call center employee.

• LACK OF COMMUNICATION
This is a call center disease that some call centers just gravitate to simply because
everyone is too busy with their job duties and with doing someone else's jobs that we simply
forget to communicate. Sounds harmless but if you don't address it could slowly but surely
drag down your center's morale, employees' self esteems, work life balance, job security,
employees' productivities, etc.
• HIGH VOLUME
This one is a little tougher because the causes could be variety of different issues. The
more common symptom of high volume is poor workforce mgmt. Put, workforce team
needs to be very proactive in correctly forecasting your volume two weeks in advance
(within 98% of the actual volume) and be ready with a staffing analysis of how efficient
CSR schedules are by day for you. If this is every week from your workforce team, you will
be well aware of your holes every day for the next two weeks and you can make staffing
decisions before the day happens. If your workforce team is good, then you will better
prepare to handle spikes/lull in your volume.

Another symptom of high volume is poor attendance/retention - if you consistently don't
have the reps that you planned for, then you might as well stay home too. Issues like these
are harder to address because the root causes are never the same. You have to go the
employees and find out why they are not coming to work or why they are leaving you. Once
you have an idea of the root causes, then you and your team can creatively find solutions or
create new policies to address them.



High volume is a self feeding animal - if you don't get control of it, it will surely brings
down your operation. Your frontline supervisors will have to help out on the phones all the
time and they can't work with their CSRs. Employees are constantly going from one call to
the next without much breaks in between. Your boss is constantly on you for high ASAs and
Abandon %s, blah - the story goes on and on and the picture doesn't look pretty.

• Common causes include understaffing, impossible service levels, inappropriate or
oppressive management style, mis-match between agent skills and job requirements, mis-
match between the stated aims of the job and the actual work being done (e.g. a sales
centre that is swamped with technical service complaints), jobs that require no thought
on the part of the operator and that could/should be automated (directory enquiries, bank
balance requests etc).

EMOTIONAL LABOUR

"Emotional labor is defined as the effort expended (and the concomitant physiological
arousal) to manage or regulate oneÂ’s emotional reactions at work. This effort is necessary
for exhibiting those performance behaviors valued by the organization, and suppressing the
expression of less acceptable behaviors. Service employees are particularly vulnerable to a
demand for emotional labor, because their jobs generally require maintaining a friendly and
positive demeanor despite job characteristics that may engender negative emotional reactions
(e.g., irate customers, complex problem solving, or hectic work pace). Any work setting
which engenders negative emotional reactions from employees, while requiring the
suppression of certain behaviors associated with these emotions (e.g., yelling, abruptly
hanging up the phone, or scowling), is fertile ground for emotional labor. The stereotypical
customer service call center is such a work place."

SUGGESTIONS

• HANDLING THE ABUSE
Agents handle an average of 110 calls a day, and 80 percent of the calls that come in have
some level of emotion. Usually a caller is calling in because they're frustrated, angry, upset,
concerned—something has happened and they're not happy.



Therefore, it is crucial that agents and especially the call center manager note these
occurrences and become better prepared and informed on handling them for the sake of their
workers and their callers. In these situations the task should become how to handle this type
of emotional call rather than instantly labeling it "abusive" and not acceptable.

• JOB ROTATION

We instituted job sharing/intern program in our call center. CSRs who meet or exceed job
expectations are eligible to do a rotation for three months in other groups. CSRs work half a
day on the phones, the other half in the Correspondence Dept, or in the Research Dept, Work
Force Management, or Quality Assurance. This breaks up their day, teaches them new skills,
& provides us with a pool of trained staff whenever we need it. have a job rotation program
that alternate telephone staff to do administrative tasks to break up the day to day grind.

• SPORTS ACTIVITIES

In our call center, what we followed recently is that we organised a sports week where we
asked the agents and their supervisours to organise and also take part in the same. This has
brought a change in their working performance as far as we can see. I personally feel that
you should organise something that will allow the agents change their daily routine and do
something routine.

• BUDGET FOR ACTIVITIES

If employee turnover is a major problem, you may want to budget money for employee
activities / incentives. I have a activity committee that plans birthday decorating, holiday
potlucks, contests, etc. Involve the staff to join and participate in the committe.

• WEEKLY EMPLOYEE FOCUS GROUP

Any employee can come to a weekly or bi weekly focus group with the call center manager
and human resource manager. Questions from the employees are posted publicly and the



date that the issues were addressed. Over time, I have seen focus groups that started with
very serious issues slowly evolve to sessions that become more like rap sessions - more fun
and less serious.

• MONTHLY NEWSLETTER FROM THE COMPANY

Yes, this is a time consuming endeavor but if done right and done consistently, could be a
great medium to communicate new/revised policies, reward employees/teams, train your
employees, and build strong team spirits.

• DAILY DEPARTMENT HUDDLE

Each team/department should be highly encouraged to have this quicky huddle daily with
their employees. This goes a long way in building that strong bond between employees and
supervisors and yes, you can also use this time to communicate.

• MONTHLY LETTER FROM THE BOSS

It could be from the VP of Ops, or it could be from the CCM. The point is, the company will
have an opportunity every month to speak to the workforce.

STEPS TAKEN BY COMPANIES TO HANDLE STRESS
FACTORS

“Good Call Center Training Alleviates Stress”

1. Acknowledge the Emotion



Listen to the caller and acknowledge that something has happened to make them emotional.
Acknowledge it and move on to the next step before it escalates to an abusive call.

2. Take Control of the Call

Strong words choices will immediately diffuse the emotional aspect of the call. By using
strong "I can" statements and proper word choices such as "Absolutely, I would be glad to
help you with …", "I can look that information up for you” instead of emphasizing the "you"
in statements like, "can you tell me what happened?"--where the customer immediately feels
like they're speaking with the wrong person—after all they wouldn’t be calling if they knew
what was wrong.

3. Transition into the Problem Solving Pat

Finally, to get the caller out of their emotional state, transition them into a problem
solving path. Once they have had a chance to get through the emotional part, move on so
their issues can be resolved.

BPOs HELP STAFF COPE WITH STRESS

MUMBAI: Blame the nature of the job, deadline pressure or customer expectations. BPO
jobs undoubtedly involve high stress. Prashant Chawla, COO, Integreon, a Mumbai-based
KPO, says that there are three types of stress an employee may experience — tight
deadlines, repetitive nature of the job and late night shifts.

Aashu Calappa, VP-HR, ICICI OneSource, says, “Everything gets measured and this puts
employees under pressure.” Companies are now making efforts to help their employees cope
with stress because it is an occupational hazard. For example, night shifts are rotated on a
regular basis. However, deadlines can’t be controlled.

Most of the BPOs arrange ‘feel good’ activities like an outdoor picnic or an official dinner
once in three months. This helps employees talk to their senior management in an informal
environment. Employees are also given recognition by being designated as ‘employee of the
week’ and ‘employee of the month’. Vineet Mittal, president and MD, Stream, says that they



conduct in-house workshops at frequent intervals in which employees play games and
indulge in activities like dumb charades and scrabble.

Mr Calappa says they organise various events like family gatherings and Valentine’s Day
celebrations to lighten the atmosphere in the office. According to him, an employee could be
stressed because of a tough supervisor or if he is not able to perform well in his job. So, there
is a lot of emphasis on the training of team leaders (TL) and supervisors to avoid a strained
relationship between the employee and the TL.

BPOs like Stream have appointed ‘fun officers’ whose job is to arrange a party or a movie
for the entire office once in a month. Similarly, ICICI OneSource has an executive who is
required to spend at least two hours daily at the shop floor talking to employees about their
day-to-day life. 3Global, a Hutchison-Whampoa BPO, has also appointed an executive to
arrange sports events on a monthly basis.

Shirish Kerkar, general manager, HR, 3Global, says, “We organise sports events like cricket
tournaments to ensure that our employees are engaged in physical activities.” The company
recently concluded a cricket tournament where 300 employees participated (10 people per
team).

Shilpa Shetty, a BPO employee, who heads a 200-member team says, “Our deadlines are in
hours and not days or weeks. So the stress is obviously high. I’m heading a large team. So,
managing it is a big challenge, which at times, may stress me out.” She has adopted an
interactive way of dealing with workplace stress. She makes sure that she talks to her team
members on a daily basis, which may not necessarily be about work. “I do a lot of catching
up with my team members, which helps me to understand them better,” she adds.

Another BPO employee, Prashant Warrier, who interacts with the company’s clients across
the globe says, “People at my level are the first ones from the company to interact with the
clients, so its puts pressure on us to present our company well because clients are
demanding.” Sanjay Salooja, a Delhi-based counsellor visits BPOs to counsel the employees.

He says generally, front-line employees and team leaders talk to him about both professional
and personal problems like long working hours and family demands. Besides teaching them
breathing exercises and yoga, the employees are taught to look at things from a different
perspective. They are encouraged to take ownership and be accountable for their job in the
organisation.



Traditionally, call centres meant only voice-based customer support. But now most call
centres are more of a contact centre, offering E-CRM services, that include voice based
customer support as well as e-mail response, web-based text-chat services and other
customer interaction channels. The call centre services can be 'inbound' where in calls are
received from customers enquiring about a service or product that an organisation provides.
The call centre services can be 'outbound' where in calls are made to customers to sell
products or collect information/money etc. Call centre services can also 'specialised' say in
business processing where in calls are made from one company to another company.

Some call centres stick to only domestic businesses dealing with customers within the
country called domestic call centres while others such as an International call centre mainly
deal with clients from abroad say from US, Europe etc. There is a great scope for Call
centers in India, with a large population of educated English speaking people. The wide
range of opportunities, comparatively well paid jobs for the minimum qualification it
requires and the facilities the companies provide like to and fro transport, subsidized meals
and medical facilities makes Call centers a good option.

Conclusion

It is desirable to employ professional HR Professionals with knowledge of Human
Psychology in BPO units/call centers. The services offered by professionals may not be felt
in the initial stages. Companies like Tata, L&T, MICO and few others have employed
professionals in their factories. The professionals can do wonders in BPO sectors as well.
People are the backbone of BPO industry and it is certain that professional HR or Human
Psychologist can make inroad in this emerging organization and facilitate the growth of
organization in an immense way.

Bibliography

Books:
1. Bob De Wit and Ron Myer (2005) Strategy Synthesis: Resolving strategy
Paradoxes to create competitive advantage. 2nd Edition London: Thomson Learning



2 Hooley, Saunders & Piercy, 2004, MARKETING STRATEGY and COMPETITIVE
POSITIONING, Prentice Hall, Europe.
3 Kotler, 2003, MARKETING MANAGEMENT, Pearson Education, Singapore.
4 J Tidd, J. Bessant and K. Pavitt.(2005) Managing Innovation. London: John Wiley.
Chapters 1,2,3
5 Huston, L., and Sakkab, N., (2006) ‘Connect and Develop’ Harvard Business Review,
2006, March
6 Bower, J., and Christensen, C., (1995) ‘Disruptive technologies:catching the wave’
Harvard Business Review, January
7 Grant, R (2005) Contemporary Strategy Analysis, Chapter 11 (technology based
industries and the management of innovation): Oxford; Blackwell books

Web pages:
1. www.bpoindia.org/research/ orhttp://www.bpoindia.org/research/call-centers-challenges-for-
hr.shtml Viewed on 13 September 2010.

M.S University



Unit Name
Human Resource Management

Lecturer

Mr. Pradhan Sir

Project Submission

Roma R. Vyas

Roll No: 106


Human issues in call centers and bpo industry

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