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Preparing Now for Tomorrow’s Contact Center Workforce

Contact centers are a more labor-centric business than most people realize. They employ a large workforce with a unique mix of skills and needs, and which accounts for most any center’s operating expenses. This labor force is also highly transient, which creates the need for a continuous pipeline of hiring, incubation and training.

A dramatic shift to remote and virtual work environments forced the entire industry to reconsider many of its conventional assumptions about its workforce. While organizations were largely successful at relocating agents from centers to remote locations and workers’ homes, doing so revealed some of the stresses that had long existed for both supervisors and agents. Issues emerged related to communications and collaboration, data security, and training and budgeting, on top of the existing structural problems of turnover and quality control. The sudden disruption in operations has created an opportunity to review the underlying technologies used to manage agents, along with the processes that guide them.


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About the Author

Keith Dawson Image Circle

Keith Dawson

VP and Research Director
Ventana Research

Keith Dawson is responsible for Customer Experience (CX) research, covering technology that facilitates engagement to optimize customer-facing processes. His focus areas include agent management, contact center and voice of the customer, along with technology in marketing, sales, field service and applications such as digital commerce and subscription management. Keith’s specialization is in natural language speech tools and the wide array of customer analytics.