SUMMARY OF DISCUSSIONS:
1. Opening Remarks
The Union Committee Co-chair opened the meeting by welcoming all attendees. He then shared the Union’s frustration towards the lack of communication by Management and emphasized the importance of good communication and that this needs improvement in order to maintain collaboration between both parties.
The Management Committee Co-chair also welcomed all attendees and apologized for the recent communication issues. She then mentioned that Management values the Union’s feedback and concerns and committed to communicate more efficiently.
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 SP-05 positions now stand at 43% as of November 2024. This slight decrease is largely due to the terms hired last fall. Management also stated that, based on recent budget restraints, the total funding is set to decline in 2024 and they expect a return to base funding in year 2026.
The Union asked if Management anticipates a reduction of term employees in spring 2025. Management stated that based on recent budget restrictions, they anticipate a large number of term employees not being renewed after their contract ending but no final decisions or official numbers have been confirmed. Management also confirmed being active in developing other tools to alleviate pressure off phone agents such as Artificial Intelligence (AI).
Jennifer Cave, Director Collections Directorate, also provided updated statistics for the Collections and Verification Branch (CVB). The percentage rate for permanent employees is at 36% and the branch is meeting service-level standards. She also confirmed not anticipating any funding reduction in the near future.
3. Debt Management Call Centre (DMCC) – Brief update
Jennifer Cave, Director Collections Directorate, provided an update on DMCC. She indicated that the return to onsite presence is going well as most agents are back in the office 2–3 days per week based on building capacities.
With the approach of the holiday season, DMCC will stop outbound calls from December 13th to January 3rd, an email was recently sent to all regions informing them of this temporary adjustment.
For fiscal 2025/26, additional resources (approximately 100 Full Time Equivalent (FTE)s nationally) will be transitioned to the ARNI Tax Services (TS) workload to address the call volumes and ensure coverage is such that the ARNI TS officers are able to not only respond to enquiries but also work files in accordance with the full scope of ARNI responsibilities. In doing so, the expectation is that regional management will schedule employees to either respond to incoming enquiries or to address the after the call work. This will relieve the concerns of ARNI TS officers, who have indicated that they are not always performing the full scope of ARNI responsibilities as they are tied to the phone and feel that they are managed as a call centre. The intended result is to ensure that service to Canadians is improved.
4. Contact Centre Services Directorate (CCSD) – updates
Management opened the topic by stating that the financial situation in the Assessment, Benefits and Services Branch (ABSB) is difficult as the overall funding will go back to base level in years 2026–2027. Senior management in ABSB acknowledges the upcoming challenges the Contact Centres will face due to this reduction and is actively looking at options to maximize services rendered to Canadians and maintain a positive work environment. Some of the options that have been tested include queues monitoring, call backs, online chats, improving My Account experience, authentication history risk assessment, Robotic Process Automation (RPA).
5. Accountability Framework (AF)
Management provided an update on the AF initiative. They opened the subject by thanking the Union for providing their feedback and apologized for the delay in responding to some of their concerns regarding some elements of this new tool. Numerous tests have been performed since August 2024 to collect results. In addition, focus groups have been created with the participation of phone agents and team leaders, to obtain valuable feedback and adjust accordingly. One of the next step in the implementation of the tool is the MG3 scorecards, which is set to be completed by April 1, 2025, and then for SP05 around summer 2025.
The Union asked if agents input will be integrated in the Team leaders’ scorecards. Management stated that employee satisfaction indicator has been on the radar since the beginning of the scorecards development process.
The Union stated that the quality evaluation reports currently take a long time to complete as it contains many steps. They then asked if there is a possibility to streamline the process by possibly adding links and quick approval buttons. Management also shared their willingness to simplify the quality evaluation report process and will evaluate the option of using robotic tools.
The Union also shared concerns regarding the scorecards limitation in identifying phone agents struggling with social skills abilities. In some cases, agents have received high quality evaluation scores as they scored high in other criteria of the evaluation, such as call handle time. Management responded that team leaders can take actions if they feel that the scorecard is not reflective of the agent’s performance. The AF tool is a preliminary indicator of how an agent is performing and not a final review product. Team leaders objective review is still required. Furthermore, some behaviours may be subject to disciplinary actions as opposed to being addressed through the quality evaluation processed. The Union also requested they receive any updates on scorecards, procedures and guides before they are launched. Management agreed to communicate updates to the Union prior to their release and offered to organize a meeting in January 2025 to present the guide updates before it is published on Infozone.
Finally, the Union inquired about the possibility of increasing slide time with respect to breaks to 20 minutes as opposed to the current 15 minutes Management stated that they understand and recognize the complications around slide times and that they will evaluate the possibility of increasing it.
6. Union Issues
a) Confidentiality Union meeting / traffic control
The Union shared concerns regarding their members’ confidentiality when having discussions with their Union representatives. Currently, traffic requires team leaders to provide email notifications including the names of employees to remove them from the phones. This could reflect negatively on the floor. The Collective Agreement stipulates that members are allowed to take time, during their work hours, to have discussions with their Union representatives. Management mentioned that traffic controls requires the name of the employee to adjust their daily schedule. Although this process is necessary, it may be possible to remove the requirement for the team leader to be aware of this information. Both parties agreed to reflect on the issue and discuss potential solutions in future discussions.
b) Criteria for QMS Agents
The Union asked what qualifications are required for a SP-05 to be selected. Management mentioned that they will work with the regions to determine QMS agents qualification criteria. Once determined, the Union will be consulted and asked to provide feedback.
The Union highlighted the importance of the QMS agents in the success of the new AF tool. They also shared their interest in contributing to the determination of the assets needed to be considered in the selection process.
c) Vacation
The Union shared concerns regarding the latest repetitive denials of vacation requests made by their members in all local offices. Some members, with less seniority, are facing continuous vacation request denials even though the Collective Agreement stipulates that all employees should be entitled to take vacation time. Management stated having recently opened more availability for vacation in December and recognized that the Collective Agreement has not been well developed to fit the Contact Centre reality. Management is open to changing vacation request process and how call out letters for vacation requests are being made in order to better accommodate term employees if the Union has suggestions.
d) Call hold times
Topic was discussed earlier during this meeting.
e) Stress in the workplace (sick leave level)
The Union shared concerns regarding the recent increase in sick leave time used amongst their members and asked if management can provide statistics on the subject. Management mentioned not having specific statistics. Also, the regions have not flagged or confirmed an increase in sick leave being used by phone agents. Overall absences, not sick leave exclusively, has not been higher in Contact Centres.
f) Subjectivity on the scoreboard
Topic was discussed earlier during this meeting.
g) Holiday Schedule
The Union asked if management can share their plans for the upcoming holiday schedule and if there is a possibility to allow Contact Centre agents to work from home during those 2 weeks. Management stated having no authority to take such a decision to allow employees to work strictly from home during this period.
7. Round table / Closing remarks
The Union shared concerns regarding the recent return to the office mandate creating parking issues for their members. In some regions, parking costs have significantly caused financial difficulties for members with accommodations who require to park close to the building. Management stated that at a national level, they do not have control over parking availability or costs.
Additionally, the Union also raised another concern regarding the return to the office mandate. Union members have, in some cases, received aggressive responses from their management after opposing to the mandate and having applied for an exemption based on their physical capabilities. This situation is unnecessary and is increasing stress levels amongst members. Management mentioned that the Union should raise concerns on the subject to the Human Resources Branch (HRB).
Finally, the Union highlighted that the recent communications regarding the Public Survey is another example of Contact Centre agents being treated differently from other CRA employees. Phone agents have recently been instructed to use 15 minutes to complete the survey when the Agency expectation is to offer 30 minutes. This situation is creating frustration amongst Union members as it devalues their opinions and does not offer equal consideration. Management commented on the issue mentioning that phone agents can use their daily flex time to complete the survey and that offering 30 minutes to all agents would greatly limit operational requirements.
In conclusion, both the Union and management expressed their appreciation for the opportunity to meet and to discuss important issues, especially during this restrained financial situation and reiterated the importance of re-establishing efficient communication between both parties.
Both parties also agreed to have the next Committee meeting in mid-February 2025.