We present to you a comprehensive global study on contact center agent sentiment. This all-encompassing report on the contact center market provides valuable insights into what agents working in outsourcing companies truly experience. It highlights their challenges, aspirations, and professional journey.
This study is particularly useful for business owners and managers considering outsourcing customer service, as it helps make informed decisions when selecting outsourcing partners.
HR leaders and call center managers can use this report to refine their talent acquisition and retention strategies, as well as to improve customer service quality. Additionally, the findings will be of interest to anyone following outsourcing industry trends and wanting to stay updated on the latest developments.
Why Is This Study Important?
Artificial Intelligence and automation are hot topics in the industry today. However, the future of customer service will depend on the synergy between people and technology. So why should you explore this study?
You may be interested: Will AI replace call center agents?
Enhancing Customer Service Quality
Today, agents seek not only higher wages but also a safe and comfortable work environment with career growth opportunities. In remote work conditions, a lack of support and mentorship can lead to low productivity and high turnover. This study evaluates agent engagement levels and identifies ways to improve them, directly impacting the customer experience.
Improving Employee Experience (EX)
The contact center outsourcing industry is a global sector, employing millions of agents across diverse social and cultural backgrounds. Standardized management approaches may fail to consider regional nuances, affecting operational efficiency. This study helps adapt corporate culture to local specifics, improving working conditions and employee satisfaction. Companies that implement these strategies typically experience lower turnover and higher agent engagement.
The Growth of the Contact Center Outsourcing Industry
Outsourced contact centers play a crucial role in the global economy. The market, currently valued at $260 billion, is projected to exceed $500 billion by 2030. This rapid expansion highlights the increasing demand for skilled agents. The study helps businesses assess market trends and develop effective workforce attraction and retention strategies. This not only improves working conditions for agents but also contributes to the stable growth of the entire BPO industry.
Methodology and Objectives
Thousands of contact center agents worldwide participated in the survey, answering 20 key questions anonymously. The report covers agents working in outsourcing companies, both in physical office settings and remotely. The study explores their attitudes toward their jobs, expectations, needs, and regional differences in responses.
Why Is the Survey Anonymous?
A valid question! In “open” or public surveys, biases can arise due to several factors, such as:
- reluctance to share information publicly
- fear of consequences for their responses
- pre-selection of respondents.
These factors can distort the goal of obtaining an honest and unbiased understanding of agent sentiment.
Utilizing data, analytics, and accumulated expertise our team compiled a list of relevant questions, which enabled us to accurately measure sentiment, extrapolate impromptu feedback, and share our findings with you.
Survey Results
How long have you been working at this job?
In North America, particularly in the United States, 70% of respondents have been in their positions for 120 days or more. This may indicate that outsourcing companies in the U.S. and Canada are adopting policies to prevent employee turnover due to recruitment challenges.
At the same time, the length of employment for agents in Latin America and the Asia-Pacific region points to more mature markets with a greater number of outsourced contact centers.
The average tenure of agents in Africa is lower, suggesting a market that is just gaining momentum, where business process outsourcing (BPO) companies are actively hiring staff to meet the growing demand from both new and existing clients.
Why did you apply for a call center job?
According to a global study, the main motivations are recommendations from acquaintances, the desire to build a career in the BPO industry, and financial needs. For example, in the Africa region, 42.6% of agents stated that they see career development prospects in this field, the highest rate among all regions. At the same time, in North America, this figure reaches 30%, demonstrating interest in professional growth even in developed markets.
Referral programs also play a significant role in attracting candidates. In Latin America and the Asia-Pacific region, 31.8% of agents found their jobs through recommendations, confirming the effectiveness of referral incentive programs in these countries. In Europe, this figure stands at 21.9%, which is also a significant proportion. Meanwhile, the financial factor remains key in many regions: for example, 23% of agents in Latin America and 18.8% in Europe indicated that they applied for jobs due to the need for income.
It is also worth mentioning the situation in developing markets. In the African region, 6.1% of agents stated that they simply had no other employment options, highlighting the important socio-economic role of the BPO industry in regions with high unemployment rates. This confirms that contact centers not only provide jobs but also contribute to economic development and professional growth for employees.
Is the job harder than you expected?
The majority of surveyed agents believe that the complexity of the job matches their expectations. In different regions, this figure ranges from 61% to 70%. The most prepared for the challenges were agents from Europe and the Asia-Pacific region—70% of them confirmed that the complexity of the job was not a surprise for them.
However, between 12.5% and 17.7% of respondents admitted that the job turned out to be more challenging than they expected. The highest percentage of such responses came from the U.S. and Canada (17.7%), which correlates with the high turnover rate in this region. This can partly be explained by the fact that some job seekers underestimate the challenges of the profession, especially in remote employment, and face unexpected difficulties during the course of their work.
Do you prefer working from home or at the call center?
The vast majority of contact center agents prefer remote work. According to the averaged survey data, 58.8% of respondents chose the “work from home” option, while 24.7% of agents prefer working directly in the contact center office.
Another 16.5% of respondents have no clear preference and mention that they are comfortable with both options. It is important to note that the level of support for remote work varies depending on the region. For example, in the U.S. and Canada, agents are more inclined to work from home as it allows them to avoid time spent commuting and better balance their workload.
At the same time, some agents who chose the office format believe that working in the contact center provides better interaction with the team and support from management. This indicates that, to enhance engagement and efficiency, it is important to develop hybrid work models that combine the benefits of both formats.
If you are working from home, what are your major challenges?
Despite all the advantages of working from home, the survey showed that contact center agents face certain challenges. The main issues for remote employees were:
- Internet connection problems and technical glitches – 46.2% of agents noted that unstable connectivity or technical issues make it difficult to complete tasks.
- A sense of isolation and lack of team support – 38.9% of agents stated that they miss communication with colleagues and interaction with managers.
- Blurred boundaries between work and personal life – 34.1% of respondents admitted that they find it hard to maintain a balance between work duties and rest.
- Difficulty maintaining productivity – 26.4% of agents indicated that the lack of control and office environment makes it harder to concentrate and stick to a work rhythm.
These data confirm the importance of investing in quality service desk support, corporate communication systems, and implementing performance management programs. Companies that use cloud platforms for contact centers and performance monitoring tools can significantly reduce the negative factors faced by remote agents.
How reliable is your internet when you work from home?
The stability of the internet connection among contact center agents working remotely varies significantly depending on the region.
North America
The most stable connection, with 73.5% of agents reporting their internet as reliable or very reliable. Issues with delays and disconnections occur rarely.
Europe
67.8% of agents rated their connection as stable, but 32.2% experience interruptions, especially in regions with poorer infrastructure.
Asia/Pacific Region
The region shows mixed results: 59.4% of agents are satisfied with the quality of the internet, but 40.6% face frequent issues, particularly due to connectivity instability in remote areas.
Latin America
52.1% of agents reported problems with stability, which complicates task performance and may impact customer service quality.
Africa
The most challenging situation: 61.3% of agents reported unreliable or very unstable internet, which is a serious challenge for maintaining productivity and adhering to quality standards.
Regional differences in internet availability and quality impact the efficiency of remote agents. For companies using cloud contact centers, it is essential to provide alternative communication channels and tools to minimize the risks of connection loss, especially in regions with poor internet quality.
Who provides internet and computer equipment when you work from home?
In the regions of North America, Latin America (CALA), and Europe, most agents work through VDI (virtual desktop infrastructure), allowing them to connect via the employer’s corporate network. Employers also more frequently provide agents with internet access and computer equipment.
In the Asia/Pacific region, 33% of agents use their own internet, which leads to issues with delays and unstable connections as they share the network with other household members. This can affect customer service quality and the speed of handling inquiries.
In Africa, agents mostly work in office contact centers using employer-provided equipment, so the quality of home internet is not a key issue.
Do you understand what goals your employer has set for you?
According to the survey, the vast majority of contact center agents across all regions understand the goals and expectations set by their employers. This is particularly important in the context of remote work, where communication and productivity monitoring can be more challenging. The survey results indicate an improvement in interaction since the beginning of the pandemic, which is a credit to the developers of onboarding procedures, training programs, and contact center managers.
Do you feel that you received the right training?
According to the survey, most contact center agents are satisfied with the level of training they have received. Over 70% of respondents in all regions, except for Latin America, believe they have acquired the necessary knowledge for their job.
Overall, the survey results are positive and indicate that most contact centers invest significant resources in training programs and learning specialists. Despite minor regional differences, agents generally feel they receive adequate training.
Do you receive adequate ongoing training?
The responses to this question were similar to the previous one. Two-thirds of agents across all regions reported receiving an adequate level of ongoing training. This highlights a consistent trend among outsourcing companies to actively invest in initiatives such as:
- on-the-job training and development
- coaching and mentorship
- online courses
- conferences and other professional events
These efforts help employees maintain and enhance their skills and knowledge, enabling them to perform their roles effectively. At the same time, continuous training boosts employee engagement, increases productivity, and improves the quality of customer service.
Do you feel like you are appreciated at your company?
In every region, more than half of respondents answered this question affirmatively. Europe reported the highest percentage, with 75% of agents believing their employer values their work. This may be attributed to agents in this region requiring less individual motivation and being more self-driven due to educational or cultural differences.
In other regions, figures range between 52% and 59%, suggesting some uncertainty or a lack of sufficient focus on employee motivation and satisfaction. These results indicate the need for improvements in corporate culture and workforce management practices in contact centers. This includes fostering an environment where employees feel supported and appreciated by their employers, which can help reduce turnover rates and enhance overall agent performance.
Does your company ask you for suggestions and ways they can improve?
Are employers interested in employees’ opinions? A great question! According to the survey results, agents’ views on whether their company seeks suggestions for improvement were divided: only 35-50% of respondents answered affirmatively, while about 10-15% stated that their company never asks for their input.
It is important to note that feeling disconnected from decision-making can lead to decreased motivation, higher turnover, and a negative impact on customer service quality. Companies should pay special attention to engaging remote employees, who may feel even more isolated. Some key recommendations include:
- Implementing internal social networks and creating platforms for idea-sharing and feedback.
- Holding regular meetings to discuss challenges and find solutions.
- Encouraging knowledge sharing and peer support among employees.
If you were not working at this company, what would you be doing?
The responses to this question highlight the competition for employees both within and beyond the contact center industry. With the exception of the African region, respondents indicated that they would either work at another contact center (31-47%) or in a different industry unrelated to contact centers (39-56%). Additionally, 10-15% of respondents said they would focus on education, while 2-7% stated they would not engage in any professional activity.
In Africa, competition for employees is less intense, which is typical for developing markets. As a result, 26% of respondents in this region would dedicate their time to education, while 13% would not pursue any activity.
The survey results across most regions emphasize that contact center agents can easily find jobs with competitors or in other industries that require strong communication skills. Therefore, employers should focus on aspects such as competitive salaries and an attractive corporate culture, as these factors play a crucial role in attracting and retaining talented employees.
What do you tell your friends and family about working at your company?
Overall, contact center agents across different regions express a positive attitude toward their jobs. Around 30-48% of respondents stated that they genuinely share their loyalty to the company in conversations with friends and family, while another 35-47% mentioned that they enjoy working there.
However, there are also less optimistic responses: 9-19% of agents openly admit to their social circles that they see this job as temporary while looking for better opportunities, and 2-4% explicitly state that they do not like their company.
The results indicate that agents’ attitudes toward their company depend on the level of support, motivation, and working conditions provided. In a competitive labor market, contact center management should focus on developing corporate culture and improving working conditions to ensure employee loyalty and create a positive company image among potential candidates.
Where do you see yourself in 6 months?
The responses to this question indicate that most contact center agents aspire to career growth, though interest in advancement varies significantly by region.
In Africa, 60% of agents, 54% in CALA (Caribbean and Latin America), and 82% in Asia-Pacific see themselves in managerial or leadership positions. This reflects high motivation in these regions, particularly in countries where the contact center outsourcing industry is a key employment sector.
Approximately 38% of respondents in the U.S./Canada and 57% in Europe see themselves in the same role six months from now. This could suggest either satisfaction with their current position or a lack of perceived career advancement opportunities.
Between 10% and 16% of agents in all regions except Europe envision building a career in a different field, while in Europe, this percentage is notably lower.
What do these results tell us? Contact center management should provide real career growth opportunities for their agents to reduce employee turnover and build strong, motivated teams.
What is the most important thing that you would change at your job?
The most popular response was an increase in salary and benefits for agents. Between 42% and 72% of respondents indicated a desire for higher financial compensation. This is an expected result, as pay levels are a key factor in agent satisfaction.
Schedule adjustments ranked as the second most popular response, particularly in Europe, where 34% of agents expressed a preference for a more flexible work schedule. This highlights the importance of implementing new technologies and WFM (Workforce Management) tools. In other regions, schedule flexibility was a priority for 7% to 16% of respondents.
Other requests included expanded training programs (4%–8%) and improvements in management and working conditions within contact centers (3%–6%).
Does this job provide you with skills you can use in the future?
In developing countries, working in a contact center is seen as a career opportunity. Between 70% and 85% of respondents in Africa, the Asia-Pacific region, and Latin America stated that their contact center job equips them with skills that will be useful in the future. For these agents, a contact center is not just a job but a chance to gain experience that paves the way for career growth.
Although in the U.S. and Canada, contact center work is often viewed as temporary rather than a long-term career, around 62% of agents still believe that the skills they acquire could be beneficial in the future.
In Europe, 83.5% of respondents answered positively, indicating a strong emphasis on professional development within European companies.
Are you relying on this job to help support yourself and your family?
The vast majority (85-92%) of respondents stated that their income from working in a contact center is a key source of financial support for themselves and their families.
In developing countries (Africa, Latin America, and Asia), this job has a significant impact on people’s lives, as it enables them to support 3-5 family members, a trend particularly noticeable in South Africa.
In developed countries (the U.S., Canada, and Europe), 81-89% of agents also rely on this job as their primary source of income. However, in these regions, a contact center job is not always perceived as a long-term career choice but rather as a temporary employment option.
What type of customer is the most challenging?
The biggest challenge for agents across all regions has been working on the inbound customer service line. Between 16% and 25% of agents stated that responding to routine inquiries (e.g., “Where is my order?”) and dealing with angry clients are the most exhausting tasks.
Another difficult task for agents is customer retention and sales on the inbound line. Agents report a high level of fatigue from handling objections and the need to convince customers to stay or make a purchase.
As expected, respondents identified outbound sales as a challenging task, often associated with low conversion rates and the difficulty of attracting new clients. This emphasizes how important a call script is for sales.
In Europe, 38.5% of agents find technical support clients the most challenging. This figure is nearly twice as high as in the U.S./Canada (20%). This is likely due to the complexity of high-tech products and services, as well as high client expectations regarding the speed and quality of service.
Interestingly, fewer than 10% of agents across all regions found working with clients in live chats to be challenging.
When you are applying for a job, which of the following are most important?
As We Can See from the Graphs, Contact Center Agents Most Value Security and Stability, Corporate Culture, as Well as Inclusivity and Social Responsibility of Their Employers.
Across all regions, the primary criteria are guarantees of security and stable employment. This has become particularly relevant after the pandemic, which impacted employment and working conditions.
The atmosphere within the company, management style, and employee support are also crucial. Negative reviews about the contact center can influence the choices of potential candidates.
Social responsibility and inclusivity are playing an increasingly important role in attracting qualified personnel. This is especially true for young professionals and Western markets, where employees expect companies not only to be profitable but also to have an active social stance. Overall, agents are looking for not just a job, but a stable, secure, and socially responsible work environment.
Conclusions
The global survey revealed that contact center agents value stability, competitive pay, and career growth opportunities the most. At the same time, job satisfaction significantly depends on the region: in developing countries, the contact center outsourcing industry is seen as a career opportunity, while in developed countries, it is regarded as temporary employment.
The biggest challenges for agents are related to technical support, handling irate customers, and the difficulty of sales. High levels of stress, lack of training, and inflexible working hours negatively impact employee motivation. Companies should focus on supporting agents, improving training, and creating better working conditions.
Agents expect from their employers not only competitive salaries but also security, support, a high-quality corporate culture, and social responsibility. Companies that invest in developing their employees and implement modern human resource management practices will experience lower turnover rates and better customer service outcomes.
