The ethical call center where people clamor to work: Bid to become beacon of high morale and low staff turnover

Abstract

Purpose

Reports on the establishment of an ethical call centre in Bradford, UK, which aims to challenge the industry's “sweat‐shop” image and reputation for poor customer service and HR management.

Design

Draws on the information provided in an interview with Alison Widdup, who heads àreté business services ltd.

Findings

Reveals that the company eschews many of the HR practices commonly associated with call centres, in favour of putting customer service before numerical targets. There are no monitoring systems, employee competitions, or motivational slogans on the walls. Employees are trusted and empowered to take the time to do the job properly.

Practical implications

Presents a new way forward for an important industry in today's service economies.

Originality/value

Outlines a new approach to call‐centre management that could help to reverse the trend towards offshoring.

Citation

(2006), "The ethical call center where people clamor to work: Bid to become beacon of high morale and low staff turnover", Human Resource Management International Digest, Vol. 14 No. 5, pp. 34-37. https://doi.org/10.1108/09670730610678262