Human Capital

Call Centre Survey

2006

Critical insights into the South African World-

of-Work; a Research Study proudly sponsored
by Kelly.
Customer-Centric Contact Centre
and BPO People Solutions …
Kelly proudly celebrates more than 36 years of people excellence. People are at the
heart of Kelly. After all: Kelly is People!

We are South Africa’s top staffing brand with the largest national footprint - 43 offices
nationwide – and most sophisticated talent sourcing and selection methodologies,
infrastructure and delivery. We are an AA-Rated Black Empowered Company*. As a
responsible employer with more than 36 years of credibility, Kelly’s people solutions are
fully legally compliant, so clients can choose Kelly with confidence! Our nationally
networked talent database exceeds 100 000 screened candidates (88%+ EE) including
some 36 000 specialist contact centre and BPO candidates, from entry-level to
management across multiple industry sectors.

Putting your best voice forward …

Ours is a tailored, consultative, rather than generic approach. Our expertise and strategic
network extends beyond staffing for single-source, fully integrated talent-based contact
centre and BPO solutions, from strategy through to implementation and beyond! We
have specialist expertise and dedicated resources. Our recruitment centres provide
scalability for speedy and efficient ramp-up to meet volume requirements. Our talent
sourcing and selection methodologies are outcomes-based to ensure you get the right
skilled people; when you need them; where you need them!

Since inception of the industry (12+ years ago), Kelly has been involved in the setting up
of many different types of contact and BPO centres, both local and international across
many industry sectors, from customer service, financial and technical to foreign language.
But, Kelly is about much more than staffing. Our international business model offers clients
innovative, flexible, end-to-end business solutions, tailored to your needs for optimal
people retention, performance, and profitability.

Some of our local and international value offering include: Flexible Staffing; Permanent
Staffing; Outsourced & Managed Staffing; Strategic Alliances (strategy, skills, technology
and more); Government and Industry Representation and Networking.

For more information about what we can do for you … contact:

Diane Capazorio
Tel +27 11 722 8350
Mobile +27 82 561 7240
Email diane.capazorio@kelly.co.za

Multi-award winning including Best Call Centre Solution Provider Award and
Industry Personality of the Year Finalist (2004) and Top 10 Best Company to Work For.
*Empowerdex

2006 Kelly Human Capital Survey

At the forefront of people solutions, Kelly’s innovation provides employers with people
and smart tools to leverage exceptional performance. Our commitment to the South
African contact centre and BPO industry prompted us to pioneer a generational study
of Generation X and Y attitudes to enable our clients to gain a better understanding of
the attitudes and needs of these generations that form the majority of our contact
centre staffing.

The 2006 Kelly Human Capital Survey contains up-to-date insights into the attitudes of
different age groups no matter what their racial group. Managing diversity is vital in the
South African world-of-work and our survey aims to empower managers seeking to
optimise their people potential and apply the differentiator that cannot be replicated
– people!

Alignment with global practice

Kelly’s 2006 Human Capital Survey highlights the disparity of workplace thinking across
all generational groups. Internationally, four standard ‘western’ generations are measured:
 • Matures - born pre-1945

• Baby Boomers - born 1945-1965

• Generation X - born 1966-1980

• Generation Y - born after 1980

Our workforce, in particular Historically Disadvantaged Individuals (HDIs), did not share
western experiences and we therefore re-defined the South African workforce demographic
as:

• Xuma Generation: Born pre-1945 in pre-apartheid South Africa when Dr AB Xuma

was ANC president. They equate to the Matures.

• Lutuli Generation: Born 1948-69 when Chief AJ Lutuli led the ANC. They broadly
correspond to Baby Boomers.

• Uprising Generation: Born 1970-79 put liberation before education and equate to
GenX.

• Liberation Generation: Born post-1980, they equate to GenY.

Looking at our younger generations X and Y

Kelly’s 2006 Human Capital Survey assesses the unique attitudes of all generations. However,
since our future leaders and the majority of the staffing in the contact centre and BPO
industry are Generations X and Y, this flyer offers unique insights into these workforce
groups.

Good News and … Surprising Insights

into Employee Satisfaction
Looking at the Looking at the younger generations, the good news for employers is that we found a
younger generations, keen and committed workforce, who is generally eager to perform better. But, they also
have high standards and expect their leaders and employers to treat them very differently.
the good news for We found:
employers is that we
found a keen • Not unexpected, pay satisfaction ranks lowest among younger generations with the
and committed Liberation/GenY generation perceiving the largest gaps. This could be attributed to
workforce... the fact that this group fills entry level positions.

• When it comes to pay equity and recognition (equity between jobs and not racial
equity), however, it is the Uprising/GenX generation who are the most motivated to
move from the lowest positions to improve their earning potential and status.

• Generally the Uprising/GenX group are satisfied and committed to their jobs and tasks.

• The Liberation/GenY group bring a new perspective when it comes to tasks. The
younger generations are challenging convention. Being largely in entry level and junior
positions, doing more routine and less important tasks, they seek to make their tasks
interesting. They will try new methods, making it vital for a more hands on management
approach.

• The Uprising/GenY generation are satisfied they are in a stronger learning environment
and while they challenge supervision, they understand the need to perform to move
up the corporate ladder.

• The Uprising/GenY generation also brings a different approach to working hours,

preferring more flexible working arrangements. While not always ideal for companies
responding to client demands, managers need to consider motivational techniques
to address the more relaxed time concepts sought by the younger generations.

• The Liberation/GenY generation also seek a more comfortable and friendly working
environment. Again, being junior they are probably in the least conducive workspaces.
 Figure CC1: Overall Job Satisfaction

4.5

4.0

3.5

3.0 GenY/Liberation

2.5 GenX/Uprising

Co-Workers
Pay
Tasks
Development
Supervision
Job in General

Figure CC2: Gaps in Reward Issues

3.0

2.5

2.0
Size of GAP

1.5

1.0
GenY/Liberation
0.5

0.0 GenX/Uprising
Performance-
based pay

Recognition
Pay equity
Good benefits
Good basic salary

Figure CC3: Commitment Across the Generations

20.2
20.1
20.0
19.9
Size of GAP

19.8
19.7
19.6
19.5
19.4
19.3
GenX/
Uprising
GenY/
Liberation
 Figure CC4: Gaps in Task Issues Figure CC5: Gaps in Work Context Issues

1.4 0.9

1.2 0.8
0.7
1.0
Size of GAP 0.6
0.8 0.5
0.6 0.4
0.4 0.3
0.2
0.2
0.1
0.0 0.0

Autonomy
Variety
Feedback
Challenge
Interesting work
Significant work

Friendly work
environment
Reasonable
work hours
Comfortable
work space
Good
supervision
Co-workers I
can learn from
Gen Y/Liberation GenX/Uprising Gen Y/Liberation GenX/Uprising

What do Younger Generations Seek

from Leaders?
Honesty and competence were e highlighted as the most important traits across
across all
generations. Generally, the generations value and respect their leaders. The two younger
generations do want different things in their leaders:

• The Uprising/GenX generation respond to leaders who are honest and competent
while the Liberation/GenY generation prefer ambition and determination in their
leaders.

Figure CC6: Leadership Traits Desired by Younger Generations

25

20

15

10

0
Self-
controlled
Loyal
Inspiring
Imaginative
Honest
Forward-
looking
Determined
Competent
Caring
Ambitious

Gen Y/Liberation GenX/Uprising

Younger Generations are Affected
by Stress in the Workplace
Employee wellness is a major workplace issue in South Africa. Kelly’s survey revealed
that:

• The Liberation/GenY generation had the lowest stress levels.

• The Uprising/GenX generation showed increased stress levels, perhaps due to increased
responsibility.

• Loss of productivity as a result of stress and burnout can be expected to be lower in

younger generations. However, both generations reveal that a staggering 44% of
productivity is lost due to stress; a clear sign for employers to implement wellness
initiatives to assist in improving productivity and the social well-being of their employees.

Younger Generations are

Increasingly Mobile … Yet Still Loyal
Increasingly, the threat to employers of protean careers adopted by many employees
will affect their approach to employment methodologies. The good news for managers
of both the Uprising/GenX and Liberation/GenY generations is that while employees
generally consider themselves mobile; they still prefer internal career development
opportunities:

• The Uprising/GenX generation are more likely to remain at one company, while the
Liberation/GenY group are more inclined to go for promotion and job status; a good
sign for employers who value employee loyalty.

• Generally, the Liberation/GenY and the Uprising/GenX generations do not agree

with the protean (multi-career/multi-organisation) career and that mobility is not the
preferred career development option. Again, this is good news for employers who
can confidently earmark employees for development and future promotion.

Figure CC7: Career Issues

5.0

4.5

4.0

3.5

3.0
GenY/Liberation
2.5

2.0 GenX/Uprising
Still want job
security

Would like to
spend rest of
career at company
Job status still
important
Promotion still
important

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may be reproduced or transmitted in any form whatsoever or by any means without the permission in writing from
Kelly.

For more information visit www.kelly.co.za