Jobs to be Done (JTBD)
for Activities of call centres (ISIC 8220)
The JTBD framework is exceptionally relevant for the 'Activities of call centres' industry. The industry is characterized by high customer interaction, facing strong pressure for differentiation, increased customer expectations, and the need to move beyond commoditized services. Traditional...
Strategic Overview
The Activities of call centres industry is at a critical juncture, facing challenges such as "Shrinking Demand for Basic Services" (MD01) and "Sustained Margin Pressure" (MD03). Traditional call centre models, focused on transactional interactions and efficiency metrics like Average Handling Time (AHT), are becoming commoditized and struggle to differentiate. The Jobs to be Done (JTBD) framework offers a powerful lens to transcend this by shifting the focus from what customers ask to why they ask it – understanding the functional, emotional, and social 'job' they are truly trying to accomplish.
Applying JTBD allows call centres to innovate beyond basic script adherence and reactive problem-solving. By deeply understanding the customer's desired outcome, call centres can redesign services, empower agents with broader problem-solving capabilities, and even proactively anticipate needs. This approach not only enhances customer satisfaction and reduces churn (CS01) but also creates opportunities for higher-value service offerings, mitigating the "Pressure on Pricing and Margins" (MD01) and addressing the "Talent Reskilling Imperative" (MD01) by training agents for complex problem resolution rather than simple information delivery.
4 strategic insights for this industry
Beyond the Transaction: Uncovering True Customer Needs
Customers call not just to 'get an answer' but to 'resolve an issue permanently,' 'feel heard and understood,' or 'gain confidence in a complex process.' JTBD helps identify these deeper functional, emotional, and social 'jobs,' which are often missed by traditional query-based metrics. For instance, the job might be 'feel secure about my financial data' rather than 'reset my password.'
Agent Empowerment and Reskilling for Outcome-Oriented Service
Moving from script adherence to outcome-oriented problem-solving empowers agents, transforming them from information conduits to 'job helpers.' This addresses the 'Talent Reskilling Imperative' (MD01) by developing agents who can diagnose underlying problems and offer holistic solutions, significantly improving First Contact Resolution (FCR) for the customer's true job.
Innovation in Service Offerings and Channel Strategy
Understanding jobs-to-be-done allows call centres to design new services or optimize existing channels. If the 'job' is 'get help quickly after an incident,' a mobile self-service tool or proactive outbound communication might be more effective than waiting for a call, reducing inbound volume for basic issues and allowing agents to focus on complex jobs. This creates new revenue streams and enhances differentiation (MD07).
Shifting Performance Metrics from Efficiency to Efficacy
Traditional metrics like AHT can conflict with completing a customer's true job. JTBD encourages measuring success by 'job success rate,' 'customer effort to complete job,' and 'prevention of future related jobs,' aligning performance with actual customer value and addressing 'Inaccurate Performance Benchmarking' (PM01).
Prioritized actions for this industry
Conduct deep qualitative JTBD research with end-customers and clients.
This involves ethnographic studies, in-depth interviews, and observation to uncover the functional, emotional, and social 'jobs' customers are trying to get done when interacting with or needing services from a call centre. This provides foundational insights to redesign service delivery and identify new opportunities.
Redesign agent training and performance incentives around 'job completion' and customer outcomes.
Shift agent training from script adherence and AHT to understanding the customer's 'job' and ensuring its complete, empathetic resolution. Incentivize agents based on metrics like 'job success rate' or 'prevention of repeat contacts' rather than purely efficiency-driven KPIs. This addresses the 'Talent Reskilling Imperative' (MD01) and 'Ineffective Incentive Programs' (PM01).
Develop and pilot new service offerings or channel strategies tailored to specific unmet 'jobs'.
Based on JTBD insights, identify gaps where current services fail to fully satisfy a 'job.' This could lead to proactive outreach programs, integrated omnichannel solutions for specific complex jobs, or specialized BPO services that deliver a complete solution rather than just answering a query. This differentiates the offering and creates new value, addressing 'Declining Demand for Traditional Services' (MD08).
Integrate JTBD principles into technology adoption and automation strategies.
When considering AI, RPA, or self-service tools, evaluate them based on their ability to help customers 'get their job done' more effectively or with less effort, rather than merely reducing human interaction. This ensures technology investments truly enhance the customer experience and deliver measurable value, mitigating 'High Investment in Transformation' (MD08).
From quick wins to long-term transformation
- Conduct initial JTBD workshops with senior management and key client stakeholders to shift mindset.
- Map current customer journeys from a 'job' perspective, identifying friction points.
- Pilot a new agent coaching module focused on 'job success' for a specific call type.
- Roll out redesigned agent training programs across teams, focusing on empathy and root cause analysis.
- Implement new feedback mechanisms (e.g., post-interaction surveys asking 'Did you achieve your goal?').
- Develop one or two pilot 'job-oriented' service bundles or integrated digital solutions.
- Foster a company-wide culture where all product, service, and technology decisions are evaluated through a JTBD lens.
- Restructure service lines and organizational units around specific customer 'jobs' rather than functional departments.
- Establish continuous JTBD research cycles to identify evolving customer needs and opportunities.
- Superficial application: Treating JTBD as a buzzword without deep qualitative research.
- Resistance to change: Agents or management clinging to traditional efficiency metrics.
- Over-focus on functional jobs: Neglecting emotional and social 'jobs' that drive customer loyalty.
- Lack of leadership buy-in: Without executive sponsorship, the cultural shift required will fail.
Measuring strategic progress
| Metric | Description | Target Benchmark |
|---|---|---|
| Job Completion Rate | Percentage of customer interactions where the underlying 'job' was fully and satisfactorily completed. | Industry average FCR + 10-15% for complex jobs. |
| Customer Effort Score (CES) | Measures the perceived effort required by the customer to get their job done. | Score of 1.0-2.0 on a 7-point scale (where 1 is 'very low effort'). |
| Net Promoter Score (NPS) - Outcome-based | NPS specifically asked after a critical 'job' has been completed, reflecting satisfaction with the outcome. | Increase by 5-10 points year-over-year for critical jobs. |
| Repeat Contact Rate (for same job) | Frequency at which customers contact the call centre again for the exact same underlying 'job' within a specified period. | Reduction by 15-20%. |
| Agent Job Success Rating | Internal metric of agent's ability to identify and help customers complete their true jobs, based on peer/supervisor review and customer feedback. | Average rating of 4 out of 5 stars. |
Other strategy analyses for Activities of call centres
Also see: Jobs to be Done (JTBD) Framework