The call center and telemarketing sectors have traditionally had negative connotations at the job level. Their turnover rates tend to be high, especially in certain positions where the work is heavy and worn out. The Intelcia case is important because it broke that stereotype.

this multinational it has managed, in just five years, to increase its staff satisfaction rate by two points. And its global HR policies are linked to various SDGs on gender equality, training and mental health. We interviewed Ana Cartn, Intelcia’s HR Director in Spain, Chile, Colombia and the UK, so she could tell us about some of the key personnel policies that make them stand out.

How do you define a company’s HR policy?

This sector has very narrow margins, there is a lot of competition, which is why it is very important to know how to focus your resources. Four years ago we created an area called Employee Satisfaction that focuses on finding the satisfaction of the people who work at Intelcia. All of our human resources policies are aimed at seeking your satisfaction and a better experience. For this, we have established an employee life cycle, where we listen to them at every event we do or where we have contact, from the time they become candidates to the time they leave. Which gives us a lot of information about what they want and demand.

How do you foster mental well-being in that employee experience?

We have dedicated lines of communication on health issues, with weekly ongoing planning, and we organize activities such as fitness weeks. We work with several associations that provide psychological phone support to employees free of charge and we deliver tests to identify potential personal situations that raise red flags.

What role does digitalization play in your human resource management?

We manage a very large volume of events: registrations, cancellations, modifications, shift changes… Our Administration Department manages 9,000 employees with reduced teams thanks to robotization. In doing so, we have freed up resources to focus the human resources team on employee satisfaction and not on administrative tasks.

Last year you received the Madrid Flexible Company Award 2022, what does this recognition mean?

In general, our sector tends to be less well known. These awards are very important because they usually give them to sectors that have different business realities than ours. Many of the demands of our employees are related to flexibility. More than 20% of our staff have adapted their working day. From agency, structure, management, management committee… We all have the option of working 80% at home and 20% in the office.

Yours is a sector that doesn’t always have a positive image…

Contact center companies have become highly professional and employee-focused in recent years. We are the pioneers in launching skills assessment programs so that everyone can progress in their careers. Ace We have achieved that 90% of the promotions we do are based on internal talent. Many of our client managers start taking calls, which is a tricky job and one that you learn a lot from. That’s because the preselection part works great, but also because we have the development tools.

What does the skills assessment program consist of?

This allows us to identify what skills each employee needs to work on, such as customer orientation, team management, flexibility, analytical skills and communication. From there we offer individual programs through training and coaching. In addition, we follow up with performance evaluations; We evaluate our managers once a month and they receive continuous feedback on their performance, particularly in team management, flexibility or communication. That explains it one of the aspects our agents value the most is the relationship with their manager. What dismantles the image of the great platform is a far cry from the reality contact center has.

One of the aspects our agents value the most is the relationship with their manager. What dismantles the image of the great platform is a far cry from the reality contact center has.

What initiatives have you developed to promote gender equality at management and other levels?

Our sector is very feminine, 73% of our workforce are women. But What matters is being able, as a company, to expand this percentage and the presence of a majority of women at all levels. Our CEO, finance director, growth director are women, our committee is mostly women and the same is true at all levels of the organization. Something that stands in stark contrast to other companies in the sector, where the majority of CEOs are men.

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