There appear to be many paradoxes within the management of the growing call centre sector. The purpose of this paper is to consider one of these paradoxes, the extensive recruitment and training regimes in workplaces that are faced with very high levels of turnover.
This research is of a single worksite, a call centre of a public utilities company. The research method was non‐participant observation over a seven‐month period coupled with ten interviews with key personnel.
It was found that the organisation was able to offset the costs of training and recruitment through internal transfers within the larger organisation.
It is a single site study, hence, while of substantial depth the findings are not generalisable. More broad based research is required in the area.
A useful source of information for practitioners in call centres, as well as researchers in the area of recruitment, training and call centres.
This paper provides a valuable insight into an area of call centres that has not been adequately investigated; that of recruitment and training employees for emotional labour.
