Foreword

Call centres have yet to reach their full potential, despite the fact that most large organisations have one - often several - to service customers and provide pre- and post sales support. As the take up of technology increases, more and more business is done by phone, fax and email.

The challenge to management now is: how to give the customer timely, pleasing, value-added service; how to capture and retain the customer in an increasingly competitive market; and how best to use call centres to respond to requests, problems and queries from an ever more demanding customer base.

If Australian organisations are able to develop a customer centric approach through the use of call

centre technology, systems and people, while doing so at a lower transaction cost, then our competitive advantage in the global economy can only be enhanced.

People costs account for over 60% of a call centre’s operating budget. Hallis is committed to providing the call centre industry with timely and accurate information that can be used in the management of human resources. Knowing the appropriate level of remuneration that is available in the market is an important factor that can assist with the quality of decision making for human resources and call centre managers. This survey is a resource that meets this need, as it enters it’s second year of publication.

The response numbers to the survey have almost doubled, while there has been a substantial increase in the number of job classifications covered.

As the demand for skilled and experienced staff increases, correct salary policy will determine which organisations are able to attract and retain staff. We believe this document meets a need in the market for high quality, accurate and appropriate reference source.

Steven Hallis


 

Copyright Notice & Disclaimer

The report is Copyright Hallis 1998. All Rights Reserved.

Disclaimer

This survey should be used as a guide only and is current as at March 1998. When determining remuneration policy it is important to draw on a variety of sources, including other survey data, known intelligence on market rates and award/statutory benefit data.

 


 

 

Introduction

This survey provides information on remuneration and compensation practices for call centre staff across a wide variety of functional and geographic areas. It is principally aimed at areas of organisations whose staff spend the majority of their time dealing with customers over the telephone. The survey data was gathered during February 1998, and represents a sample of approximately 10,000 staff from the estimated 40,000 in the industry. The survey is published annually.

Definition of a Call Centre

For the purpose of this survey, a call centre is defined as a managed environment where the telephone is used systematically to provide value added contact with customers and suppliers.

Notes on the Call Centre industry

Nationwide, the industry has been reported as being worth more than $1.8 billion, with growth forecasts of 20 to 25 percent annually in terms of sites and service representative seats. (Sources: BRW, The Australian Financial Review, Australian Communications).

In terms of impact in the labour market, skills shortages are already being felt with many companies reporting difficulty in accessing appropriately skilled and qualified specialists and telemarketers.

Types of Job and levels Covered

The survey covers seven functional areas and nine management and specialist support areas. The functional areas are defined in up to three levels, based on the complexity of the job.

A basic overview of typical job functions and how each level was differentiated is included with the remuneration tables.

Reading and Using the tables

The tables may be used in conjunction with other data to determine whether salary policy should reflect a market rate, or at what level a company should position its remuneration. For example, a decision may be made to pay a premium in the interests of attracting and /or retaining staff.

Using a combination of industry specific and regional salary data, it would be possible to structure a salary/salary package to reflect the organisation’s salary policy, taking account of experience, performance and competency levels. To assist with the determination of salary strategy, notes on remuneration practices are included in Appendix 2.

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