Cornell University

Global Call Center Project

169 Ives Faculty Building, 607-254-4437

BrazilBrazil

National Country Report

Miranda Oliveira, M., Hoyos Guevara, A. J. de, Nelmi Trevisan, L., Nogueira, A. J. F., Giao, P. R., Fatima Silva, M. de, Melo, P. L. R.  2006. Brazilian Call Center Industry Report.

This Brazilian call center report was coordinated researchers at the Graduate Program in Business Administration of the Pontificia Universidade Catolica de Sao Paulo.  It draws on a sample of over 100 call centers in a variety of industries, including Banking, Telecommunications, IT, Retail, and Insurance. Roughly half of the sample is in-house centers and half is subcontractors.

Highlights of the National Report

Market, Sectorial, and Organizational Characteristics

Brazilian call centers are relatively new: 72% of them are less than 8 years old.  They vary widely in size – with a majority having less than 100 seats, but a quarter having more than 500 seats.  The typical call center serves the national market, but a substantial minority serves local and regional markets.  Few centers provide international service.

Employee Demographics, Education, and Training

About three-quarters of the call center workforce has a high school degree and over three-quarters of the workforce in this study is female.   Training averages 4.4 weeks for new hires, with important variation across sectors – higher in telecommuncations and in-house centers and lower in outsourced centers.   Notably, managers report that it takes on average 19 weeks – or almost 5 months – for call center workers to be proficient at work.  This suggests at least a moderate level of complexity in firm-specific skills.  Most employees also work full-time, with 87% of employees under full-time, permanent contracts.

Turnover Rates

Turnover rates are high in Brazilian call centers, averaging 38.6 percent annually.  They are lower in unionized facilities.   Tenure rates are also low: 44 percent of managers report that the typical worker has less than 1 year of service with the organization.

In-house Centers versus Subcontractors: Substantial differences exist between in-house centers and subcontractors.  In-house centers hire employees with higher education levels, provide more initial training, design work with higher levels of discretion, offer higher pay, and have lower turnover rates.

Selected Publications and Presentations

Melo, Pedro Lucas de Resende and Felipe Mendes Borini. 2006. Quando Terceirizar o Call Center? XXX ENANPAD, Salvador.

Melo, Pedro Lucas de Resende, Felipe Mendes Borini, Moacir Miranda de Oliveira Jr., and Arnaldo J. França Mazzei Noguiera.  2006. O Emprego Tecnológico em Call Centers Terceirizados: Siemens HiPath ProCenters Suites. III Simpósio de Excelência em Gestão e Tecnólogia, Resende.

Melo, Pedro Lucas de Resende, Felipe Mendes Borini, and Moacir Miranda de Oliveira Jr. 2007.  Human Resources and Strategy in Outsourced and In-Home Call Centers: Empirical Findings from Brazil. Academy of Management Meeting. Philadelphia.

Brazilian Research Team

Moacir de Miranda Oliveira Junior, Associate Professor
Pontificia Universidade Catolica de Sao Paulo
Rua Ministro Godoi, 969 4 andar
CEP 05015-050
Sao Paulo SP, Brazil
mdmoj@uol.com.br

Leonardo Nelmi Trevisan, Professor
Pontificia Universidade Catolica de Sao Paulo
Rua Ministro Godoi, 969 4 andar
CEP 05015-050
Sao Paulo SP, Brazil
lntrevisan@uol.com.br

Arnoldo de Hoyos Guevara, Professor
Pontificia Universidade Catolica de Sao Paulo
Rua Ministro Godoi, 969 4 andar
CEP 05015-050
Sao Paulo SP, Brazil
dehoyos@lexxa.com.br

Co-Sponsors of the Report: Associacao Brasileira de Telesservicos

For more information, contact Moacir de Miranda Oliveira Junior at mdmoj@uol.com.br.