amica workshop copenhagen, september 4, 2007 ursula huws, director, analytica, and professor of...
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![Page 1: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/1.jpg)
Amica workshopCopenhagen, September 4,
2007
Ursula Huws, Director, Analytica, andProfessor of International Labour Studies,
London Metropolitan University
![Page 2: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/2.jpg)
Call centres are NOT a unitary phenomenon
►National differences
►Sectoral differences
►Differences according to the stage of development
►Differences relating to different corporate cultures
►High skill versus low skill
►In-house versus outsourced
►Public sector versus private sector values
![Page 3: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/3.jpg)
Call centre workers also vary
►‘professional’ identities - related to particular skill-sets, bodies of knowledge or sectoral background (career path lies in the profession)
►‘technical’ identities (career path as a ‘techie’)►Identities as call centre professionals (career
path via progression to call centre management)►‘corporate’ identity (career path lies in progress
within a specific company)►Identity as an ‘ordinary’ call centre worker
(typically – no great career ambition: a job that can fit in with family etc.)
►‘just passing through’ identity (students, artists, stopgap emploment in life course transitions)
![Page 4: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/4.jpg)
This lack of coherent identity is reflected in statistical invisibility
‘team leader in sales call centre’ (STILE coding exercise)
►UK – 911 ‘street vendors and related workers’ (‘elementary occupations’)
►Ireland – 419 ‘other office clerks’ (‘clerks’)
►Hungary – 343 ‘administrative associate professionals’ (‘technicians and associate professionals’)
►Netherlands – 122 ‘production and operations department managers’ (‘legislators, senior officials and managers’)
![Page 5: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/5.jpg)
Nevertheless there are
some common issues
►High staff turnover
►Flat hierarchies
►Tendency towards standardisation of work processes
►Time pressures (stress)
►Changed character of interaction with client
![Page 6: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/6.jpg)
vicious circles can develop
More stress
More contingent
staffing
Higher absenteesim
Lesstraining
Less job satisfaction
Higher turnover
Closersupervision
Less commitment
Worse Service to customers
![Page 7: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/7.jpg)
What you save in minutes you may lose in days
![Page 8: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/8.jpg)
Breaking the vicious circle
► Trust
►Respect tacit knowledge
►Collaboration not competition
►Delegate responsibility
►Judge by quality as well as quantity
►Allow time for development, process and reaction
►Understand that there are many options in the (re)organisation of work
![Page 9: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/9.jpg)
The underlying dynamics of structural change
►The transformation of tacit knowledge into codified knowledge
►Standardisation of existing processes; which in turn makes possible:
►Management by results (or performance indicators); which in turn makes possible:
►Remote management – displacement in terms of time and space
►Organisational disaggregation - either internally or externally; which in turn leads to:
►Elaboration of value chains – contractually (proliferation of separate legal entitities) or spatially or both
►An incremental process: (standardisation > market testing > outsourcing > offshoring > global sourcing)
►Modularisation can be the basis for aggregation or disaggregation; centralisation or decentralisation
![Page 10: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/10.jpg)
Different forms of restructuring
►Reskilling►New working
practices►separate cost
centre►market testing►benchmarking
►Individual freelancers/ consultants
►outsourced to dependent company
►Outsourced to SME
►Outsourced to global supplier
►outsourced to strategic partner
►Outsourced via intermediary
in-house outsourced
on the original premises
on a remote
site
►Use of temp agency staff
►body shopping
►spin-off company
►external supplier on premises
►Transfer of personnel to outsourcer
►Remote back office
►home teleworkers
►nomadic workers
►Own workers on clients’ premises
►Own workers in other branch
![Page 11: Amica workshop Copenhagen, September 4, 2007 Ursula Huws, Director, Analytica, and Professor of International Labour Studies, London Metropolitan University](https://reader035.vdocument.in/reader035/viewer/2022062804/56649d4e5503460f94a2d33e/html5/thumbnails/11.jpg)
for further information
►www.worksproject.be
►www.emergence.nu
►www.stile.be
►www.analyticaresearch.co.uk
►www.cybertariat.com
►www.workinglives.org