Call Centre Charter2015

Contents

Introduc�on . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

1. Working Time and Workload . . . . . . . . . . . . . . . . . . . . 4

2. Health & Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

3. Equality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

4. Pay and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

5. Targets and Performance Management . . . . 8

6. Representa�on . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

7. General. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

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Introduc�on

To mark UNI Global Union’s annual Contact Centre Week of Ac�on (CCWA)

on 20th-26th October 2014, the Communica�ons Workers’ Union (CWU)

is launching a campaign as part of its con�nuing commitment to

systema�cally organise and raise standards globally for contact/call centre

workers.

Research shows that call centres with union contracts have higher wages;

median annual pay in centres with a union presence is about 7% higher

than non-union centres. In addi�on, workplaces represented by trade

unions tend to invest more in training, place limits on performance

monitoring, and have nego�ated rules for sales and performance. The

average turnover rate in unionised call centres is also 40% lower than non-

union sites worldwide.

However, large numbers of call centre workers do not enjoy the benefits

of being represented by a trade union. Decent Irish jobs are being ‘off-

shored’ and those jobs that remain are under increasing pressure for ever

greater produc�vity. Together with contract uncertainty, this pressure

causes innumerable problems for workers, including unreachable targets,

poor work/life balance, and the stress and health issues that result. The

CWU believes that call centre workers are no different to any other worker

and deserve to be treated with dignity and respect in the workplace.

This Call Centre Charter is based on feedback from CWU members working

in the industry. Every aspect of work was covered, including breaks and

leave, pay and benefits, targets, and health and safety. The purpose of this

exercise is not simply to talk about exis�ng laws; it is about the ideal

condi�ons that we would all hope to work under in a contact/call centre

environment.

All these standards are compiled into this Charter for call centre working.

This document can be used to engage with employers to adopt these best

prac�ces and to recognise where there is room for improvement in the

workplace.

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1. Working Time and Workload

➤ Full compliance with Organisa�on of Working Time Act (OWT)

➤ Adequate break �mes and rest periods

➤ Clear policies on Maternity leave/ Parental leave/ Carer’s leave/ ForceMajeure

➤ In the interest of equality, employers to provide Paternity leave for newfathers

➤ Considera�on to be given to employees’ circumstances: Compassionateleave/ Honeymoon leave/ Time in Lieu/ Flexi-�me

➤ Adequate no�ce of shi�s (minimum one month); call centre staff mustbe able to balance the needs of their personal and working lives to allowfor childcare, rest and recrea�on

➤ The ability to carry forward Annual leave and realis�c consulta�on onwhen leave can be taken

➤ Work/life balance taken into account: career breaks, unpaid leave andterm �me

➤ Comprehensive Sick leave policy

➤ Sufficient staffing levels to ensure:� customer sa�sfac�on levels can be

effec�vely managed� �me available for training, team

briefings and mee�ngs� leave and other absences are

suitably covered� employees can balance work,

family commitments andrecrea�on

“We are all a communityand being in the Union meanswe have a voice”

MARY AJIBODE

2. Health & Safety

➤ Applica�on of all applicable Health & Safety standards, including:� eye tests� glasses� suitable equipment� regular Visual Display Unit (VDU) breaks� appropriate ligh�ng and hea�ng, availability of fresh air� cleanliness

➤ Adequate �me for non-call ac�ons to be factored into targets, including:� administra�ve tasks � ge�ng a glass of water� bathroom breaks � system issues

➤ To tackle the issues of stress and bullying, a Dignity at Work policy shouldbe put in place

➤ Training at induc�on and refresher courses in stress management andbullying & harassment policies

➤ Equipment to meet best prac�ce standards:� comfortable, adjustable sea�ng� ergonomic worksta�ons� volume restricted telephone equipment� regularly maintained headsets

➤ Training and release for Health & Safety Reps in theworkplace

➤ Facili�es for the elec�on of Health & Safety Repsshould be made available

“As a member you can expectmore from yourself; you have theCWU as a support when you need

it, where you need it”

ASHISH BHALLA

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3. Equality*

➤ No discrimina�on on any of the nine grounds:� gender� marital status� family status� sexual orienta�on� religion� age� race� member of traveller community� disability

➤ Equal treatment and respect for agency, part-�me, and fixed-term workers

➤ Comparable work should a�ract comparable benefits, forexample access to Sick leave for agency/ part-�me workers

➤ Where possible, permanent full-�me posi�ons should be offeredto agency/ part-�me workers

➤ Equal access to training for allworkers

* The CWU offers EqualityRepresenta�ve trainingto members

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“I’m glad to knowwe have someone thereif we need it.”

KIRA MURPHY

4. Pay and Benefits

➤ Comparable wages and benefits for equivalent work (i.e.agency workers)

➤ Premium payments for nights and weekends (shi� allowance)

➤ Clearly defined premium for Sunday working

➤ Emphasis on salary over bonuses, as bonuses are morevulnerable to cuts

➤ Service leave – longer service should equal longer leave

➤ Incremental salary benefits for longer service

➤ Access to paid Sick leave

➤ Paid Maternity leave

➤ Redundancy – nego�ated redundancy packages

JAY ASOLO

Filling in an applica�on formto join the CWU

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5. Targets and Performance Management

➤ Targets must be fair and reasonable

� SMART targets: Specific, Measureable, Ac�on-based, Realis�c,and Time-based

� set at an achievable level for minimums and for bonuses/commission

➤ Employees should be consulted to give input when targets arebeing set

➤ All targets and any changes must be communicated to workforce

➤ Performance management should be designed to improve workerperformance and to provide be�er service to customers, not topunish or manage-out employees

➤ Support, coaching and counselling should be offered to improveperformance

➤ Adequate and ongoing training given to be familiar with role, allopera�onal systems, new technologies/ processes, etc

➤ Opportunity to address any issues prior to being placed on aPerformance Improvement Plan (PIP)

➤ Performance reviews and PIPs should factor in any issues thatmight affect reaching targets but which are outside of employeecontrol, i.e. technical problems, personal circumstances, weather,difficult customers, customer sa�sfac�on, etc

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6. Representa�on

➤ Recogni�on of all employees’ right to join a trade union

➤ Right of trade unions to represent workers in:� collec�ve bargaining� grievance & disciplinary procedures� se�lement of disputes� nego�a�ons and consulta�ons in all ma�ers affec�ng jobs

and training

➤ Workers’ representa�ves must not be discriminated againstand full access to all workplaces necessary to enable them tocarry out their representa�on func�ons

➤ Develop posi�ve working rela�onships with union and workto develop good communica�on of events in the company(i.e. changes in policy)

➤ Time off for union ac�vi�es and access to facili�es if needed

➤ Space in workplace for no�ceboard

➤ Internet access to trade union website to ensure access tovital informa�on relevant to their rights at work

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“It is so important to havesomeone who can stand up

with you, when you need it.”

MARUKH ZAHIR

7. General

The CWU believes that all workers are en�tled to:

➤ Respect and dignity in the workplace

➤ Fair representa�on and treatment

➤ A strong voice for employees

➤ Control, ownership, and pride in their work

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Branch Officials

LIAM O’LAIGHIN&

LARRY OJELADE

As a Union with vast experience in thetelecoms and call centre industries, the

CWU is familiar with the challenges facingworkers and has a proven track record in

represen�ng members’ interests.

In recogni�on of the unique challengesfacing this group of workers,

and given that it is fastest growing sec�onof the CWU, we have a dedicated website

which can be accessed here:

www.callcentreunion.ie

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Communications Workers’ Union Ceard Chumann Oibrithe Cumarsáide

William Norton House, 575 North Circular Rd, Dublin 1Tel: (01) 866 3046 Fax: (01) 866 3099

www.cwu.ie

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