In a fast-paced and customer-centric world, customer service agents are grappling with increasing difficulties, according to a recent study conducted by the Call Centre Management Association (CCMA) in collaboration with Intradiem.

The research sheds light on the growing challenges that customer service representatives face, impacting their job satisfaction and overall well-being.

What were the key findings?

  1. Job Difficulty on the Rise: The research unveils that two-thirds of customer service agents feel that their job has become as hard as, if not harder than it was a year ago.
  2. Unhappiness at Work: Shockingly, one in four agents expressed dissatisfaction with their roles, indicating a pervasive sense of discontent among customer service professionals.
  3. Resignation Consideration: Even more concerning, one in three agents admitted to contemplating leaving their jobs within the next year, painting a grim picture for workforce retention in the industry.

Why is the Job Getting Tougher?

The survey sought to understand the factors contributing to the increasing challenges faced by customer service agents. The following factors emerged as significant influencers:

  1. Outdated Processes: Despite a growing number of customer interactions and evolving expectations, contact center processes have remained static, making it increasingly difficult for agents to keep up with the pace.
  2. Rising Customer Expectations: Meeting the higher standards of customer service, especially as access channels continue to expand, necessitates greater agility. However, the required additional training and resources have not kept pace with these evolving demands.
  3. Well-being/Recognition Gap: Many agents reported feeling undervalued and overlooked despite putting in substantial effort to deliver quality customer service.

The Call for Change

The CCMA report underlines the urgency for businesses to adapt to these evolving challenges by providing enhanced support to their customer service agents, including additional training and improved recognition. These improvements are expected to boost agent engagement and productivity.

According to Stephen Yap, Research Director at CCMA, “Across every industry and every contact center, frontline colleagues are dealing with growing complexity. This research reveals how helping our frontline colleagues navigate complexity is the cornerstone to unlocking their engagement and productivity. Recognition and rewards are incredibly important, and workplace technology can have a transformative impact if implemented well. When aligned with the right tools and the right culture, complexity becomes a powerful positive force: it makes frontline jobs more interesting and delivers better customer outcomes.”

Nerys Corfield, Director at Injection Consulting, emphasises the gap between industry progress and the ongoing challenges facing customer service agents. She highlights that businesses must consider the concept of “bad complexity” and invest in supportive tools and nurturing positive cultures.

Inflexible schedules and monotonous tasks lead to burnout

Matt Rumins, Head of Customer Success at Intradiem, points out that inflexible schedules, monotonous tasks, and challenging customer interactions can lead to agent stress and burnout. With the expanded capabilities of AI-powered technology, it’s now possible to automate many repetitive, time-consuming tasks, allowing customer service agents to focus on more challenging and fulfilling interactions, ultimately boosting job satisfaction and productivity.

The findings from this research highlight the need for the industry to take concrete steps to alleviate the challenges faced by customer service agents. As customer expectations continue to evolve, businesses must adapt and provide the necessary support to ensure their frontline staff can thrive in this dynamic environment.





Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at the University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.