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Jobcentre Plus Contact Centre Update

16 August 2010

PCS is still in talks on a new standard operating approach to replace the hated CCD business rules. We are making some progress however we have continully raised that a major part of the problem is the culture that runs through CCD which we will also need to tackle. We need your help to make sure all issues are raised with your local reps so that we can challenge all unfair practices.

Scheduling and tolerances

CCD management have expressed surprise that not all members know about the 10 minute tolerance either side of breaks and lunch times. This reflects the fact that calls do not necessarily fit in with the schedule. However given the fact that members are being pulled up for non-adherence to the schedule for a few minutes then we have told management that they need to cascade this flexibility to all their managers.

PCS was disappointed that management decided not to implement the 30 minute flexibility pilot that was overwhelmingly popular in Blackburn CC and only introduce 10 minutes flexibility. There was only a minor mismatch between the level of calls and staff on a Friday and Monday between 5.30 and 6.00pm. This is only a minor issue that could be resolved, compared to the positive feedback from staff and managers about how well the 30 minute flexibility worked. It freed members from the pressure of exact adherence to the schedule and allowed for everyday variances in the arrival to work and the need to leave earlier or later. Less pressure on members and better morale would also translate into better health and wellbeing in all likelihood. Something that CCD management should not ignore given the fact that CCD has the highest sickness absence and turnover rates in the whole of DWP.

The original breaks pilot that took place in Grimsby Crown House CC and then Bangor is going to be scaled up with all the Wales offices taking part in the pilot to check that it can be rolled out across the whole network with no adverse impact. This pilot allowed members on their teams to organise the breaks together with two per team having a break at any one time. This pilot was also overwhelmingly popular with staff and managers in the two offices.

Unfortunately management have recently informed TUS that they intend to change the scheduling preference ratio from 80% to 60%. TUS were not consulted at any point and we have made it clear that this is another further restriction on access to flexible working in CCD.

Please let your reps know any problems you are having with the scheduling and adherence so that this can be addressed locally and fed into the national talks.

Performance Improvement Plans

PCS is opposed to the target driven culture in CCD which puts more emphasis on the call handling times than on the quality of the service to the public. We opposed the imposition of the harsher average handling time targets which has meant unprecedented numbers of CCD staff have been placed on PIPs. PCS has questioned why this is necessary and what it is meant to achieve. Members are rightly upset that despite doing a good job the employer is pressuring them to improve and meet unachievable targets. The addition of the glide-path target has only added to the confusion and stress. We will continue to oppose these targets with management but also with politicians to show what these targets really mean for services to the public.

Work pressures

PCS are being told of increasing departures from accepted practice and procedures to reduce call handling times. This artificial way of manipulating MI is dishonest and is only masking staffing shortages. The target on after call work means that the claimants who are often ringing us because they have no money are kept on the phone whilst the hand-off is being done. Similarly we are hearing that test-checks are not being completed on Mondays. This is a serious deviation from security procedures and could result in disciplinary action. Also the concept that many local managers are pushing that there is a limit of how many minutes a day that members can spend on comfort breaks is totally wrong. Members have the right to get refreshments and go to the toilet as often as they require.

Please continue to let local reps know about any corners that are being cut, perverse work processes or undue pressure on you so that we can continue to expose them at national level and force management to abandon these bad practices forthwith.

Staffing

PCS is continuing to monitor the staffing figures for CCD. Attrition levels are the highest in DWP with almost 1500 staff leaving the organisation in the seven months up to July. Such massive haemorrhaging of staff cannot be sustained in the long term and will destabilise the organisation. If the fixed term contract staff are terminated then it is hard to see how the organisation can continue to provide a quality service.
PCS will continue to fight hard for good working conditions in contact centres and for full staffing to deliver quality services to the public

Ratio of Line Managers to Staff 1:12

PCS continue to argue for smaller ratios and greater training and support for team leaders. PCS is concerned that line managers have too many staff. This puts pressure on team leaders to work with more staff than normal and still ensure they provide the required support that our members deserve. This leads to more reliance on just using the computer tools rather than using people skills. The lack of robust HR support places even greater responsibility on team leaders to apply HR policies correctly.

CCD Staff Survey

PCS has raised that it is unacceptable for members to be pressurised to complete the survey so that their site looked better in the Balanced Scorecard as well as having management suggest how they answer the questions.

Trigger Points in Attendance Management cases

The departmental policies on attendance management are very clear and if any member needs an increased tolerance of days or any other reasonable adjustment because of a underlying health condition then it should be the team leader’s decision not the CCM as is happening in a number of cases.

Temporary Duties

TUS is concerned that staff are not being allowed short term TDA yet the work is still there to be completed. There are still high levels of TDA due to CLDM and this needs regularising.

Conclusion

CCD does not have to be run like this. This endemic culture of fear creates a corrosive culture. Members in CCD have provided a fantastic service during the recession and continue to do so. Reducing headcounts at this time is unacceptable when workloads are not reducing pro rata. Recent messages from senior management that we need more from less are simply undeliverable.

PCS will continue to campaign for the demands set out in the DWP Group Contact Centre campaign for Flexibility, Fairness and Respect at Work

 

  • An end to 7.24 scheduling, an end to management by targets and the abolition of real time management.
  • Genuine access to full flexible working, full access to all DWP terms and conditions e.g. special leave, annual leave and a supportive approach to sickness absence and well being at work
  • Respect at work including decent career development, promotion opportunities and good job design
  • No erosion of service to the public or privatisation of our work

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