Minutes of the Contact Centre Committee Meeting

SUMMARY OF DISCUSSIONS:

Opening Remarks

The Union Committee Co-chair thanked all participants for the opportunity to meet and to discuss important issues in the Agency’s contact centres.

The Management Committee Co-chair welcomed all attendees and shared her appreciation for the opportunity to meet and for the ongoing collaboration with the Union.

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

The Management Committee Co-chair provided an update for the Assessment, Benefits and Services Branch (ABSB). As of September 2025, the overall percentage of permanent employees at the SP-04 and SP-05 levels remains the same as the last time the committee met (June 2025), even with the recent re-hire of approximately 850 term employees.

The Director, Collections Directorate (CD), also mentioned having observed no change to the numbers provided during last committee meeting last June for the Debt Management Call Centre (DMCC).

2. Debt Management Call Centre (DMCC) update

The Director, CD, shared that the DMCC continues to perform very well as they are exceeding service level targets. Furthermore, occupancy rates are high, and abandoned rates are low.

Management then mentioned that they are currently redesigning the DMCC manual, explaining that the focus is on improving its structure and presentation rather than introducing new content. The revised version will follow a more logical and user-friendly format, featuring a similar format than the Technical Help Guide. The rollout is planned for December 2025, during a quieter operational period, to allow employees time to explore and adapt to the new format. Management emphasized that the changes aim to make procedures easier to navigate and understand. They also offered to provide a demonstration or share a preview of the updated manual with the committee once it is finalized.

The Director, CD then provided an explanation to a Union’s concern regarding the entitlement for Accounts Receivable National Inventory (ARNI) employees to use the five-minute break as outlined in the Collective Agreement. Although they are not considered as traditional contact centre agents, they do perform certain related duties. Management confirmed that ARNI employees are indeed entitled to this time and further stated that scheduling adjustments are being made to ensure compliance. Employees are being scheduled in blocks, and the five minutes are to be entered through regional advisors. Conversations with regional offices are ongoing to monitor the implementation of this practice. Management also noted that once the new telephony platform is deployed, these scheduling and compliance metrics will be monitored directly from Headquarters.

The Union inquired which regions are currently implementing the block scheduling model and whether phone duties are being combined. Management responded that the Ontario region has been focusing on one task at a time and that the overall intent is for four regions to each have a dedicated team performing these duties. Initially, these teams were not fully dedicated to ARNI work, but ARNI-specific teams are now being put together.

The Union further indicated that they would follow up on this matter, noting that they would report progress to the UTE President. Management reiterated that the goal is to provide flexibility for employees while ensuring that the five-minute breaks are respected and that the distribution of phone hours remains a regional decision.

3. Contact Centre Services Directorate (CCSD) update

The Management Committee Co-chair provided an operational update focused on staffing, service levels, and upcoming technological changes affecting contact centres and related branches. It was noted that 850 term employees have been recently re-hired, with an additional 450 new hires joining the workforce. Since these additions, service levels have already improved. Considering that the current period is naturally slower, a decline in demand is expected to continue through January 2026, with a pickup in activity anticipated near the next filling season.

The Union enquired whether management received additional funding to re-hire the newly added Term employees. Management confirmed that there is currently no new funding approved, though overspending has been authorized. They emphasized the importance of retaining staff for the next filing season and noted that more clarity will be available once the new budget is confirmed. From a service perspective, 71% of calls are now being answered within 15 minutes, this service improvement is largely attributed to the recent increase in staffing levels.

Management then briefly discussed potential workforce realignment. With the increased workforce, there is now greater flexibility in how resources will be utilized. A formal rollout plan is expected in the coming weeks, extending beyond call centres to other operational areas. Management plans to discuss the details with the UTE National President and then brief regional offices shortly thereafter.

Management also provided an update on the SP-04 and SP-05 work descriptions. The SP-04 classification will be reviewed and updated, while the SP-05 will undergo a broader restructuring, combining functions across business and individual lines. Although the intention is not to merge all SP-05 functions entirely, the goal is to develop a more flexible and integrated model. Specialization will still be maintained where necessary. Once the classification review is complete, the new work descriptions will be formally shared for consultation with the Union.

Management then provided an overview of the new telephony platform, which is currently under development. The anticipated rollout for the new system is currently planned for May 2026, with gradual implementation. The platform will include AI components in two primary areas: the voice response system, which will manage initial taxpayer interactions, and the authentication process, which may be partially automated. This AI integration is expected to reduce call volumes by handling simpler inquiries before they reach an agent. A Co-Pilot AI assistant will also be introduced to support contact centre agents. The current HCCS platform will remain in use until October 2027, serving as a backup during the transition, though Management hopes to have it fully replaced by the end of 2026.

The new Genesys platform, has been proven to be extremely efficient in supporting various contact centres duties. Since its core capabilities have already been validated, CRA will focus on adapting it to specific operational needs rather than testing its baseline performance. The new platform will allow management to apply consistent measurement tools across the regions, such as adherence metrics, and to align national operations under a standardized accountability framework. While the system will introduce automation and improved tracking, agents’ day-to-day work will remain largely consistent.

Management also covered the 100-Day Plan and emphasized the push to accelerate the integration of new technologies. CRA has been testing GENNI, an AI tool developed internally by the Digital Transformation Program Branch (DTPB), to help agents retrieve information more efficiently than current search systems allow. Early results have been mixed, as many existing systems and guides are not fully compatible with AI use. Although there are no immediate plans to implement GENNI nationally, there remains significant interest in AI-driven solutions to improve efficiency and reduce average call-handling times.

The Union concluded the topic by stating that operational changes in contact centres are constant and rarely smooth, underscoring the need for continued communication and adaptability during implementations.

4. Union Issues

a) Team morale

The Union requested an update on the contact centre morale action plan, discussed in previous Committee meetings. Management opened the topic by acknowledging that the initiative had not yet been assigned to the appropriate person but confirmed that Manon Paquette, Director, Policy, Procedures and Learning Division (PPLD) would now take the lead. Management stated that the first priority is to address employees’ feelings of being overwhelmed. It was noted that there is considerable flex time available in the regions, and Manon will work closely with the offices to ensure that this time is used effectively for team meetings. She will review how flex time is currently being managed and look for opportunities to optimize it. Management emphasized that this may require more active coordination in the short term to encourage the use of flex time and that these efforts could benefit many employees.

The Union stated that in practice, some employees receive only a few minutes of flex time — sometimes as little as fifteen minutes — because of ongoing phone call demands. Management acknowledged that flex time must be applied consistently on a national level and that communication on this matter has not been effective. Management further recognize that this inconsistency has been a source of frustration among employees who feel they lack adequate time for team meetings, wellness activities, and team bonding.

Management also clarified that all call centres currently have approximately one hour per week of flex time available during the fall, which is considered a low-demand period. They added that, when demand is lower, there is more room to increase flex time. Management continues to adjust allocations as operational needs evolve. Management also acknowledged the existence of cultural issues that need improvement and noted that these aspects are being tracked and discussed as part of broader change efforts.

The Union expressed concerns regarding local managements focus on answering calls and therefore minimizing the importance of having team meetings. Management responded that Manon’s team would also be working on establishing a well-being network across the country to facilitate information sharing and emphasize the importance of employee well-being in call centres.

The Union noted that while the initiative is appreciated, it is essential that employees are actually given time to participate in it. They also raised concerns about public surveys, explaining that while employees are encouraged to participate, they are not always given time during working hours to complete them.

Management acknowledged the current situation and noted that it would be unrealistic to expect contact centre employees to suddenly feel satisfied given the difficult financial climate and the resulting stress across the workforce.

The Union added that the goal of this initiative should be focusing on introducing some positivity in the workplace, noting that much of the current messaging within the organization has been negative. Management agreed, emphasizing that even small improvements could help. While upcoming efforts may not solve every problem, management is committed to identifying tangible ways to improve the work environment.

The Union pointed out that there is a deep-rooted cultural fear among the workforce. Employees are feeling pressure from budget cuts, increased workloads, and limited accommodations, leaving them without relief. Management responded that flexibility in scheduling could be reviewed to help alleviate some of this pressure.

The Union emphasized that every minute of employees’ time feels micromanaged and that, as a result, employees prefer to isolate themselves rather than engage in team activities, simply to recover from the constant stress. Management acknowledged this concern and explained that the network group will work at the management level to rebuild workplace culture. Manon will collaborate with MG-05 managers and other leaders to encourage a cultural shift that emphasizes consistency and communication, rather than allowing regional differences to create frustration.

The Union expressed their appreciation for Manon’s fact-finding approach and highlighted the value of increasing self-awareness and engagement within the regions.

Management agreed that progress had been slower than desired but committed to dedicating more time and focus to these well-being efforts. Management also confirmed that the topic will be added as a standing item for future committee meetings.

b) Vacation denials

The Union raised concerns about vacation denials being reported across offices, particularly affecting term employees. They stressed that this has been especially difficult for staff who are already under pressure.

Management explained that they have increased the number of available vacation slots to allow for greater flexibility. However many denials are related to specific high-demand weeks, such as Christmas, rather than overall vacation entitlement. They acknowledged the frustration this causes but emphasized that the call centres must remain operational, and coverage must be maintained during critical periods.

The Union responded that in addition to the high number of denials, the way denials are communicated is also a source of low morale. Some local offices apply vacation policies without considering employee well-being, often using inconsistent or overly rigid criteria. Management stated that these decisions are made at the regional level but agreed to review unfounded vacation denials when raised to this committee. They also mentioned that the introduction of a new scheduling platform may provide better national oversight and reduce unnecessary regional interventions.

The Management Committee Co-chair reiterated that unreasonable denials should be brought forward to her attention and emphasized the need for common sense in decision-making. While regional offices have some autonomy in how they manage vacation allowances, management expects fairness and consistency.

The Union agreed to share cases of unreasonable denials so that management can investigate and address them.

The Union then asked how vacation approvals could become disconnected from operational management, given that national traffic is handled centrally. Management clarified that while vacation percentages are set nationally by Headquarters, the actual approval of individual requests is done regionally. The Union cited that the Atlantic Region as an area where unusual denial patterns have been reported and expressed appreciation that this committee remains open to hearing and addressing such issues.

Management concluded the topic by reaffirming its commitment to addressing morale and improving the overall work environment in call centres. A happier and more supported workforce would naturally lead to greater productivity and service quality.

c) Workforce Management (WFM) agent status

The Union asked if the new telephony platform will improve the WFM process. Management confirmed that testing is currently underway on the new system and it is being designed to address ongoing challenges related to exception entries. The main objective is to relieve pressure on Team Leaders, who are currently overwhelmed by the volume of exceptions being processed. Management acknowledged that the current approach — requiring exceptions for every instance an agent is off the phone — has become unsustainable and is negatively impacting overall performance.

They explained that the new platform is expected to significantly reduce these administrative burdens. The goal is to move away from a system that constantly manages exceptions towards one that only deals with true anomalies, thus reducing unnecessary pressure across operations.

Management noted that the (WFM) component of the new system is particularly promising and that progress is advancing quickly. The automation features will minimize human intervention, which, while not a complete solution to all issues, is expected to deliver major improvements and alleviate considerable strain on both employees and management.

d) 100-day plan

This item has been discussed earlier in the meeting.   

e) Resource for resource

The Union raised concerns about staffing levels on a specific service line, noting that only one person is currently assigned to cover it. They emphasized that when this individual is absent due to illness, there is no replacement. The Union asked if it would be possible to assign a national backup to provide support in such situations. They further suggested that implementing a callback option would help manage workloads more effectively. 

Management responded that they are not moving in that direction at this time, explaining that the current process allows for tickets to be opened and redirected to callback when an immediate response is not possible.

f) Technical Help Guide update

The Union raised concerns regarding the information often being fragmented across multiple areas and that guidelines on specific topics, such as marital status, are not consolidated into a single resource. They questioned why a centralized resource is not available to streamline access to information.

Management responded by acknowledging that the Agency has lost many employees who previously worked on creating and maintaining the Technical Help. They explained that business guides, which have been recently designed, are generally more effective than individual guides. However, frequent changes to these guides have made it difficult for agents to keep up.

Management highlighted that they are experimenting with GENNI, an AI tool intended to help retrieve useful information more quickly. They explained that the new system will require a redesign of the Technical Help Guide. While these improvements are intended to eventually resolve process issues, management noted that it will not be a quick fix.

Management emphasized that they are rebuilding resources for the evolving environment and indicated that minor simplifications will be implemented in the meantime to provide some immediate help for employees.

g) Screen recording

The Union asked if the continuous improvement team is still using the screen recording feature. Management confirmed that these tools are currently in the first rollout phase and noted that they only function while agents are on calls; no recording occurs when agents are off the phone.

Management clarified that screen recording is being used to monitor the tools agents use during calls and to identify areas for improvement. Eventually, the information could be incorporated into agent evaluations, but the immediate goal is to test procedures and to support coaching. Quality reviewers will use the recordings as an additional resource to guide feedback and coaching for agents. While the rollout may expand in the future, it will not occur broadly until the new platform is implemented. Management stressed that the intent of this monitoring is not to scrutinize personal behavior or punish employees, but to ensure that work is being completed effectively and to support continuous improvement.

The Union suggested that providing clear messaging to agents about the purpose of screen recording could help reinforce understanding  of this new process.

h) AI usage in Contact Centres

The Union asked if automated bots are being used to perform various duties. Management responded that GENNI, currently being experimented with, has not yet produced solid results. Additionally, Robotic Process Automation (RPA) tools are being used and might be further developed as a result of the 100-day plan.

Management also mentioned that another automation tool is scheduled to launch in November 2025. This tool is designed to assist Quality Evaluation (QE) reviewers with the completion of forms. They further clarified that these AI and automation tools are not intended to assess or evaluate agents, but are focused on supporting processes and improving efficiency.

i) ARNI agents

This item has been discussed earlier in the meeting.

j) 1-800 Numbers on forms

The Union asked for the reasoning behind removing the 1-800 numbers to contact CRA on various publications. Management stated that it is a component of the 100-day plan aimed at encouraging taxpayers to use self-serve options rather than calling the 1-800 number for routine inquiries. They explained that the 1-800 number has become highly visible and widely promoted, but the goal is to gradually encourage those who can resolve issues independently to do so, thereby reducing call volumes and to allow for prompt service to taxpayers who genuinely need assistance.

The Union expressed concern that limiting access in some areas could create frustration for certain communities that rely on phone support.

Management clarified that the 1-800 number is not being removed entirely and will remain available on the “Contact Us” webpage. This approach represents a cultural shift and may cause some initial frustration, but it is intended to balance demand with available resources, ensuring that those who truly need phone support can get through more efficiently. Management confirmed that they will monitor feedback closely and coordinate with quality teams to address any issues or frustration experienced by callers.

k) SP-05 training

The Union raised concerns regarding the SP-05 training and stated that coaching support may currently be insufficient.

Management responded that regional offices have some flexibility to determine how coaching is applied. A new approach to coaching is being developed, and the appropriate number of coaches and scope of responsibilities will be determined as the process is redesigned. Management emphasized that the entire coaching process is being restructured, but the span of control and final deployment of resources have not yet been fully established.

l) Quality evaluations

The Union asked if quality evaluators are still evaluating their peers, working in the same office. Management responded that implementing a national reviewing process presents challenges, particularly in bilingual regions. Management highlighted the potential benefit of having reviewers from different regions assess each other’s work, which could help reduce biases in evaluations.

The Union expressed concerns about the peer-to-peer review model, cautioning that it may not be the most effective approach. They noted that personal preferences could influence evaluations, potentially resulting in unfair assessments or attempts to manipulate outcomes to increase re-hire opportunities. The Union emphasized that having agents assess their peers creates a competitive dynamic and is not perceived as fair.

Management responded being actively working to calibrate the work of reviewers to ensure consistency and fairness. Such trends or gaps in reviewer evaluations would make any issues evident and allow for corrections. Management expressed optimism that challenges related to SP-05 reviewers will be resolved shortly.

m) Duty to accommodate

Management opened the topic by acknowledging the length of certain processes, noting that these delays are largely beyond their control and fall within the Human Resources Branch procedures. They recognized that complex cases are taking significant time to resolve, which has a direct impact on employees, leaving some individuals facing prolonged challenges and stress as a result.

n) Budget Coverage

The Union requested an update on the topic. Management stated that regional phone coverage is mainly a result of the different time zones. Shifts are adjusted continuously to match call patterns rather than being evenly distributed across all centres. As a result, the western centres are not formally designated as “closing centres,” but staffing is coordinated to ensure coverage aligns with demand.

The Union expressed concerns that this approach is challenging for agents with families, noting that some employees are paying for full-day daycare as a result of their office hours of work limitations.

Management acknowledged these concerns and emphasized that adjustments are made to match call patterns rather than rigidly enforcing schedules. They compared the approach to vacation planning: while flexibility is encouraged, operational efficiency requires that resources are used effectively. With fewer term employees available, there is reduced flexibility to cover less desirable shifts.

The Union asked whether the Western region have a similar number of agents compared to other regions. Management confirmed that the distribution is fairly even, with the Western region representing slightly more than a quarter of the total contact centre agent population.

Management noted that similar challenges exist for bilingual coverage, particularly in Montreal, which covers a longer operational period.

Management added that the current arrangement represents the most viable approach for providing service to Canadians.

The Union requested to see call pattern data, at a national level. Management confirmed that this information can be shared and noted that it has been provided to the Union in the past.

o) Member access / Union onboarding presentations

The Union noted a reduction in negative feedback from their members regarding this topic and asked if management had revisited the messaging to the regions. Management commented that the Agency has not been actively onboarding new employees in the last few months. They then asked the Union if this issue has been raised from a specific region. The Union confirmed that it is mainly an issue with the Ontario region and it is not specific to contact centres.

p) Re-hire protocol

Both parties agreed to discuss this topic outside of this committee.

Closing remarks

The Union Committee Co-chair thanked all participants, noting that a strong relationship is being built and issues are slowly being resolved.

The Management Committee Co-chair also shared her appreciation towards the recent collaboration with the Union.