Raising the Standard
UNISONScotland’s charter
for Scotland’s call centres
Call centres are increasingly used as the key point
of contact between service users and providers in both the public
and private sector. It is estimated that some 46,000 staff are
employed in 220 call centres in Scotland. This makes the sector
larger than traditional employment in mining, energy and water
combined.
Whilst the rapid growth of recent years is slowing
down there is little evidence to suggest that the much hyped rise
of e-commerce will significantly replace call centre employment.
Instead call centres are developing into all-purpose contact centres
incorporating the internet and e-mail alongside telephone based
services.
Finance, communications, IT and utilities sectors
have well established call centre operations in Scotland. The
new growth areas are in the public sector with local government
and the NHSiS being encouraged to develop call centres through
the Scottish Executive’s 21st Century Government programme.
Working practices in call centres are very different
to traditional clerical jobs. The pressure to provide faster and
more immediate responses using pre-prepared scripts, together
with call monitoring systems have resulted in some call centres
being described as "modern sweat shops".
As a major call centre union UNISON Scotland wants
to work positively and in partnership with employers in ensuring
best practice. We do not wish to dwell on the negative issues,
but are determined to ensure that all call centres are brought
up to the standards of the best. Providing employees with their
rights and ensuring that call centres in Scotland are comfortable
and healthy places to work in.
In this Charter we highlight six key principles
that should raise the standards in Scotland’s call centres.
Pay
* The need to ensure pay levels are fair, equal,
and recognise levels of unsociable hours, flexibility and performance.
Competition between companies and increased union organisation,
particularly in Glasgow and Edinburgh, has helped to improve pay
levels. Whilst there are significant regional variations, Scotland
now has some of the best pay rates in the UK outside Southern
England.
However, there are still pockets of low pay with
poor recognition of unsociable hours, flexibility and dubious
performance related pay schemes. Some call centres have introduced
so called personal contracts which are not ‘personal’, seek to
hide pay inequality and often include pernicious clauses which
limit employee entitlements.
Fairness at Work
* Call centres should have a positive approach to
a work life balance. With a high incidence of non-standard hours
and a predominantly female workforce, there is a need for fair
recruitment and selection procedures that minimise bias. Measures
to address work life balance should be introduced, including special
leave and childcare. Many call centres operate unnecessarily rigid
shift systems that militate against flexible working. Harassment
and bullying should be addressed with procedures and training
which ensures that all staff are treated with respect.
Job Design
* The production line approach which has been a
feature of call centre working practices should be replaced by
a positive commitment to job design. Providing staff with a variety
of work, multi-skilling and varying job roles together with the
safety issues covered below will address some of the major concerns
of call centre staff.
Trade Unions
* The opportunity to join a recognised trade union.
This should include proper recognition of workplace stewards with
the facilities to negotiate with management on working conditions
and represent their members in grievances, discipline and related
issues.
Training and Development
* Comprehensive induction programmes followed by
development training based on needs, with the opportunity to develop
broader skills and obtain recognised qualifications. Working in
a call centre requires a good knowledge of the services provided
by the organisation, how the computer systems work and how to
deal with customers. Good call centres understand that properly
trained staff feel more secure and a training and development
programme can alleviate the often high turnover levels.
Health and Safety
* Specific Health and Safety risks must be addressed
through comprehensive risk assessments of the working environment,
workstations, monitoring systems and workplace stress.
Call centres have particular health and safety risks
related to being seated for most of the day often in a poor working
environment with the stress of dealing with calls under close
supervision and monitoring. Noise induced hearing loss, voice
loss and musculo-skeletal disorders are not uncommon. A trained
union safety representative is a vital element of a pro-active
safety structure.
This Charter aims to ensure that our members know
what they have a right to expect as well as ensuring that employers
treat call centre staff properly. Raising standards requires a
partnership between employers, their staff and their trade unions.
We hope this Charter will help promote best practice in Scotland.
For further information see:
Holding the Line: UNISON’s Guide to Making Call
Centres a Better Place to Work.
or UNISON’s own call centre, UNISONdirect on www.unison.org.uk/direct
tel: 0800 5979750
Health & Safety Survey 2002
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Scotland's
public service union
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