Contact Centre Committee Meeting

SUMMARY OF DISCUSSIONS:

1. Opening Remarks

The Union Committee Co-chair opened the meeting by welcoming all attendees. He then shared his appreciation for the opportunity to meet before summer vacation as there are several important issues to discuss. The Union is hoping to resolve some of those issues and consequently remove them from the long list of subjects to be discussed at this forum. 

The Management Committee Co-chair also welcomed all attendees and also shared her hopefulness to resolve and remove some of the topics on the agenda.

2. Ratio of permanent vs. contract employees by contact centre

The Management Committee Co-chair provided updated statistics. The percentage of combined permanent SP-04 and 05 positions now stand at 53% as of June 2024. This slight increase is largely due to the end of term contracts in the spring as a result of the latest Government budget reduction measures. Management also confirmed that there is no substantial differences between the regional offices as numbers are very similar. They committed to continue providing numbers to the Union at future committee meetings.

3. Contact Centre Services Directorate (CCSD) updates

Management opened the topic by stating that, following the recent ending of term contracts in the spring, ABSB contact centres have been struggling to meet targets and deliver services to Canadians as wait times, service levels and percentages of calls answered have been impacted. Management also shared, under confinement, that they are not expecting an increase to the actual budget in a near future and that finding ways to be more efficient with the current limited budget will be a continuous challenge. Management’s goal while navigating this current environment is to maintain employees well being as well as serving Canadians, which is very challenging.

The Union asked how much money was saved with the latest reduction of term employees. Management confirmed that last year’s budget was around 420 millions compared to approximately 320-350 millions for this year. Management kept as many term employees as possible using the actual budget, however about 2000 of them were let go due to the budget reduction, retaining a small portion of the budget for the upcoming filling season.

The Union asked what the current total workforce is. Management stated that before the latest budget reduction there were over 6000 employees in all Contact Centres. This number has reduced significantly reduced to around 4000 employees.

The Union then stated that Canadians are on the phone waiting for a service that the Government is not able to provide. There is an increasing number of new Canadians whom need assistance to understand the tax system and require more time. In addition, phone agents have to deal with an increasing amount of frustrated taxpayers which is negatively affecting the overall workforce morale. The Union then asked if there are any openness from senior management to re-evaluate the situation and to ultimately increase the allocated budget. Management confirmed having pursued all options to increase the budget but stated there was no success.

The Union asked what the target for the percentage of calls answered was a few years ago. Also, they mentioned that this target should be obtainable and that without the necessary resources, and an increasing number of calls during the pandemic, Contact Centres are continuously failing to meet the target which negatively affects the work environment. Management stated that the target was set up in 2018 based on public opinion research. During the first year, following the implementation, Contact Centres reached 43% of callers that wanted to speak to an agent answered in 15 minutes. The highest percentage has been reached in 2022-2023 with around 71%. Management also confirmed that the number of calls received is slightly higher than pre-pandemic and that the main challenge is that there is just not enough budget allocation to staff in accordance to call volume. Management is in the process at looking at other options to increase the percentage of calls being answered, such as reducing call handle time as well as technological improvements allowing taxpayers to get the information they need without having to call.

The Union also asked if management is looking at using more Artificial Intelligence (AI) as part of the technological improvements and how much money will be allocated to it. Management confirmed that the budget for technological improvements is around 10 million dollars. Most of the tools are not necessarily new but are being expedited, such as the multifactor authentication which has been developed to speed up the authentication part of a call and therefore could potentially reducing call handle times. The Agency’s perspective on the use of AI is to assist agents rather than replacing them. Robots will be used to facilitate and accelerate the process. The ultimate vision for Contact Centres is, when calls come in, agents would have a screen displaying information on a specific subject of the call, pre identified by the taxpayer, and another screen displaying taxpayers personal information. Management added that this may still be years away from implementation but they are actively looking at options to accelerate the developmental process.

Management committed to consult and discuss any new technological tools to be used in Contact Centres either through the Technological Change Committee or the Contact Centre Committee.

4. Debt Management Call Centre (DMCC) - Brief update 

Jennifer Cave, Director Collections Directorate, provided an update on DMCC. She indicated that DMCC does not have the same staffing issues as ABSB Contact Centres as it is fairly stable. The service level target is set at 90% and the Directorate is able to achieve 95% but they deal with a different clientele as the objective is to collect money. Since the last committee meeting, DMCC has completed the move of the ARNI TS workload to the Hosted Contact Centre Service (HCCS) platform successfully improving the service rendered to Canadians. There continues to be a need to sustain and improve efforts with respect to providing services to Canadians via the ARNI TS workloads. 

The Union asked how many agents are on the phone lines and how many are terms. Management confirmed that there are 753 agents within DMCC. The exact number of terms is unknown as Management does not keep those specific statistics but they confirmed that DMCC does not fluctuate or let go of term employees. The Directorate is still receiving COVID funding as they are continuing to collect COVID benefits programs money.

The Union mentioned having receiving negative feedback from the New Brunswick office as some agents are not receiving proper training to perform their duties and positive reinforcement is lacking. Management stated that they will verify with the region and ensure that steps are taken toward the implementation of a positive work environment is in place. Furthermore, training for DMCC agents is not as intense as opposed to the General Enquiries (GE) lines. Soft skills training has been popular recently and agents have been busy completing it. Management shared that they are hopeful this training will improve some aspects of the work supporting uncomfortable and difficult conversations.

Management also discussed that CVWMS is contemplating onboarding DMCC in 2026. This system will use a GUII interface presentation screen, replicating the data in the actual systems in a user friendly manner. More information will be shared as plans evolve and are confirmed. Similar, to CCSD,  DMCC anticipates using a new telephone platform in 2027. With both of these initiatives so close together, they are considering the risk factor as well as employee’s well being. Management confirmed that once developed, this initiative will be presented at the Technological Change Committee as per the Collective Agreement requirement, if CVWMS has not already presented to this committee. 

Management concluded the update by mentioning that, as of next fall (2024), the quiet listening tool will be rolled out to all phone lines. This initiative will be used to provide feedback and identify areas where training is may be required. Management also confirmed that this tool will not be used for performance evaluation and that agents will be aware of its implementation. Approximately 60-70 agents do not have this tool available at this time.

The Union requested to receive any communication materials about the use of quiet listening before it is sent to all regions. Management agreed to this request.

5. Online chat updates

Management provided an update on the Online chat initiative. They opened the subject by stating that they anticipate the new version in MyAccount being available in the fall 2024. Taxpayers using this technology will be pre-authenticated using the log in tool in My Account. Management will identify and select a few topics in which taxpayers will have an option to chat with an agent. For example, if someone is looking for the status of their reassessment online, after being having identified in My Account, they will have the option to chat with an agent.

The Union asked how many agents will be allocated to the Online chat platform. Management stated that around 40 agents will work on this tool. There is a complexity associated with allocating agents to the Online chat platform as it requires high levels of writing skills in both official languages. Also, the wait time on the Online chat platform cannot exceed 2 minutes, requiring a quick service.

The Union also asked how many chats can an agent work on at the same time. Management confirmed that due to technological constraints and the privacy risks associated with it, agents can only work one chat at a time, as opposed to 2 chats for non-account specific questions.

6. Union Issues

a) Vacations

The Union shared their concerns regarding vacation request refusals as some members have been complaining about not being able to book vacation time for extended periods of time. They also raised concerns about the fact that some new agents may have a clause in their letters of offer which stipulates there is a certain period of time in which taking vacation is not an option. Management stated that, to their knowledge, none of the letters of offer in the Contact Centres have a mention in them about vacation refusal. They also confirmed that the use of “all hands on deck” is no longer in effect and that all sites have received their vacation plan percentages. July is a busy month and vacation is limited, but if there are opportunities for additional vacation to be approved, management continuously adjusts the schedule to allow this as much as possible.

The Union also mentioned that they have received troubling feedback from their members about a vacation blackout period used by the regions during which agents were not able to put vacation in the system and their written requests were ignored and never responded to. Furthermore, the Union stated that booking vacation is an entitlement and employees should have the right to use it and it should never be completely disregarded. Management confirmed that the message to the regions has been clear, they have to respond to a written vacation request and it should not be ignored. Also, they stated that a complete blackout of vacation has never been issued as the regions have been receiving their vacation coverage rates well in advance. Next year, the goal is to plan ahead and provide regions with a complete 12 months vacation percentages allowing more flexibility.

The Union added that training and retaining experienced employees should be a priority in order to answer more calls and create a better work environment. Management stated that, through the redesign process, numerous improvements for agents will be introduced in terms of training and tools allowing them to work more efficiently. They then shared their understanding of the challenges phone agents are facing, such as simultaneously having to search processes and navigating through several different tools. Management has been working closely with the Continuous Improvement Teams to analyze and identify areas where training might be required as well as launching pilot projects in the regions to test new initiatives. DMCC management also shared having a similar learning division and indicated meeting ABSB on a bi-monthly basis to discuss and share  information on the subject.

The Union concluded the topic by mentioning that vacation refusals for operational requirements can be challenged and that proof of refusal is required when used. Working in a Contact Centre is challenging for agents and they should be able to take time off for their well being. Management agreed with this statement and mentioned being actively looking at options to allow as much vacation as possible without affecting the number of calls being answered. For example, last year vacation approval percentage for the month of July was at a similar percentage compared to this year even with the staff reduction.

Management concluded the topic sharing they are working on a presentation, which will be sent to all agents, sharing the overall difficult economic situation in the Contact Centres. The goal is to be as transparent as possible and hopefully alleviate some of the stress about the upcoming challenges.

b) Education leave

The Union mentioned that this issue has been resolved and therefore no discussion is needed.

c) Team meetings

Management mentioned that 30 minutes can be allocated to team meetings bi-weekly. For the month of July, regions have been told to be careful and only use as needed.

d) 040 timesheet

The Union expressed their concerns regarding the removal of the 15 minutes time code 040 to complete timesheets. Other divisions within CRA are using 15 to 30 minutes while Contact Centres have removed its use which ultimately affects the agents’ morale and contributes to the use of the term “second class” employees. Management stated that operational requirements are different in Contact Centres than in other CRA divisions. Allowing the use of the 040 timecode, on top of the personal reading time agents are allowed to take, is a lot of time spent not answering phone calls.

The Union added that agents are required to do timesheets as part of their duties and they should have time allocated to it. Providing agents with 15 minutes per week to complete this task should be consistent across the Agency. Removing this time code ultimately adds to the list of issues that are impacting the work life balance of Contact Centres employees and therefore negatively impacting the work environment, which has already been reduced with the latest announcement of term positions cuts, moratorium, sunset clause, etc. The Union also shared concerns regarding agents seeing this decision as a punitive measure. Additionally, the Union stated that increasing agents’ time on the phone does not necessarily equal to answering more calls. If agents` well being is considered and valued, this may also affect their performance and ultimately reduce call handle time. Employee well being should be considered in order to create a more productive environment.

Management stated that agents are allowed to take 15 minutes a day to perform personal duties such as reading, do research, etc. This time can also be used to complete their timesheets, which is a time other CRA divisions do not have. Also, out of a 7.5 hours day, agents are normally on the phone for approximately 6 hours. Management then shared their disagreement with the use of the term “second class” employees and stated that every position within CRA has its own challenges and limitations. Working in a Contact Centre is a unique work environment, which can be difficult. Management recognizes this and removing the 040 time code is not to punish employees but rather to increase phone coverage given there are already other opportunities to do the timesheets.

The Union concluded the topic by asking management to re-evaluate their position on the 040 timecode as reinstating it could have positive impacts on the overall morale. Management stated they understand the Unions concern and they will continue to look at different options.

e) Grievances

The Union stated that conversations on this topic have taken place outside of this Committee and that both parties have agreed to meet again in September 2024.

f) Wait times

The Union stated that taxpayers have been complaining about the increasing wait times and that ultimately this is affecting the agents morale. Management acknowledged the statement made by the Union.

g) Morale

The Union removed this topic as it has addressed as part of previous subjects.

h) How were members selected for lay off

The Union asked what criteria have been used by management to make the decision to retain a term employee who may have less experience than another employee who was not retained. Furthermore, the Union shared concerns about the possibility that some agents, closer to a permanent transition, may have not been retained for that specific reason. Management confirmed that these decisions have been taken at a regional level and the selection of term employees was not their responsibility.

7. Quality Management System

a) Documentation Discrepancies

The Union stated that local Unions members have received different document versions, sometimes more detailed, than the versions that were shared with them through this committee. Management stated that as initiatives progress, documents are updated and then sent to local offices. Management recognizes the issue this may cause and committed to be more careful in the future by sending to the committee updated versions of documents shared.

b) Continuous Improvement Teams

The Union enquired about the type of work performed by these teams. Management mentioned that they work on multiple different projects. One of their main duty is to test and evaluate new projects/initiatives and provide feedback on how to improve them before they are launched. Management also shared that these teams will be testing the accountability framework in September 2024. Management concluded by stating their openness with regards to sharing the communications sent to the Continuous Improvement Teams with the committee in order to be transparent about the type of work they are doing.

c) Quality Monitoring Evaluations

Management shared that there has not been any inter-site quality evaluations as of the date of this meeting. Also, Quality Evaluators work descriptions have recently been shared with the Unions in order to obtain feedback and apply it before they are officially reviewed.

8. CCAAT Replacement update

Management presented the slideshow presentation (attached), which was shared with the Union prior to the meeting. The presentation highlighted the key components of the CCAAT replacement such as productivity measures, methodology, scorecards and quality evaluations.

The Union asked if agents will be given time to go over all of the information and have a chance to fully grasp this new initiative. Management confirmed that all agents will have access to their reports and scorecards. At first, it may take some time for them to navigate through the new process but once they have received numerous reports and reviewed them with their team leaders, they will be able to understand the different measures. Management`s goal is to be as transparent as possible. The Accountability Framework (AF) tool will continue to be evergreen and management will continue to seek feedback for future enhancements. Management has confirmed that there will be a transitionary period for agents to see a number of scorecards under the AF before it is officially launched prior to filing season.

The Union shared that they will take a deeper look at the information shown and will provide feedback to management. Management agreed and proposed to have additional Adhoc meetings on CCAAT replacement if needed as they value the Union’s feedback.

9. Hours of work

Management opened the subject by stating that there has been no change to the 6am start topic and that it is still not an option as there is no operational need for it.

The Union stated that there has been communications sent in the Western region indicating that agents’ hours of work must start on the hour (7am, 8am, or 9am) and that any shifts starting between these will not be approved. Management mentioned that starting at the half hour should still be an option and asked the Union to send the communications in question for their review and committed to provide a follow-up once they have a better understanding of the issue. 

10. Roll out on-site presence

Management mentioned that Contact Centres will be taking a practical approach as of September 2024 in order to comply with the 3 days a week requirement in the office directive. There are some concerns regarding  space availability and technologies which will have to be addressed before the mandate is fully implemented. The return may be different from office to office as they may experience various challenges. Contact Centre agents will be encouraged to come work in the office prior to September 2024 in order to test and identify potential issues.

11. Closing Remarks

The Union Committee Co-chair shared his appreciation for the opportunity to meet and discuss Union issues as the overall morale in the Contact Centres is at its lowest. They reiterated that allowing agents to use the 040 timecode would be a recognition of the difficult situation and could positively affect agents morale.

Furthermore the union stated that the relationship between the Union and management is damaged, even more so than prior to the latest strike actions. Through this difficult time, it is important to find ways to create positivity and retain experienced agents as they no longer enjoy being at work.

The Management Committee Co-chair shared her appreciation for the union’s comments and feedback. She added that management understands how low morale negatively affects productivity and emphasized the importance of good communication during this difficult period. She concluded by mentioning that, through this tough economical time, management focus will be on identifying ways to better serve Canadians and keeping employees well being at heart.