1. Industry Report
Agent Repatriation: Social Myth or
Boardroom Reality?

2. Introduction
Customers want their calls answered quickly; they want a
clear connection; they want their concerns addressed in a
timely, accurate, professional manner and they want it
24/7/365.
Social Media
The last few years have seen
If the First Call Resolution rate is high and companies such as Delta Airlines,
Customer Satisfaction is acceptable, should it United Airlines, AT&T, Dell,
make a difference where the call is handled, Priceline.com, Expedia and HP
for the caller or the company? repatriating offshore Call Centers,
cutting across all product lines.
Aren’t customers merely data on a switch and
These companies believe they will be
companies just a bottom line? Apparently,
delivering a higher degree of overall
things aren’t so simple and we took some customer satisfaction by opting to
time to find out why. 'come home' with their call center
employees.
We asked business leaders inhabiting call
center discussion boards about their position ~David Filwood
Principal Consultant
on off-shoring customer service and then we
TeleSoft Systems
asked about repatriation in polls and formal
surveys.
This report encapsulates what we heard from
around the globe.
For those of you considering repatriation, we Does repatriation make
have included an ROI and Cost Comparison sense for companies
Model for the Offshore and Home Agent wanting to enhance
Model so you know the bottom line. service levels and
brand reputation?
When is the
right time for
your company
to repatriate
domestic
agents?

3. S oc ial Media
To start conversations around the offshore phenomenon, we first turned to social
media and delved into the subject matter on industry discussion boards. We
asked:
“Do you think it matters if an agent is located
offshore? If the quality of service is the same, does
it matter if the CSR is in the same country as you
are?”
These questions sparked interest and comments from
hundreds of companies and individuals around the
world and engendered a variety of responses far
wider than we expected.
It doesn’t seem to matter if you approach the Even though our
question as a customer or provider, there are question does not
strong opinions about off-shore call centers that mention repatriation,
serve to raise temperatures and immediately the conversation
invoke lively debates on the pros and cons of quickly went there.
repatriating jobs.
Even though our question does not mention
repatriation, the conversation quickly went there.
We were our
We were told that variances in geography, sector and company better social
size made a great deal of difference in defining the parameters of and political
our question. We were told that “Quality”, to Quality Assurance selves on
teams, equals scoring on First Call Resolution, Average Speed of social media.
Answer, data and empathy and it means ticking boxes on a
scorecard and to the Call Center Manager, “Quality” means the
aggregate of those tick marks, which is something altogether different.
One commenter rightly asked, “Where does the quality of ‘intensity’ reside?” and
another, “How does one measure the dynamism of passion for a product and its
centrality to the relationship shared by the agent and the customer?”
Some customers it seems, possess a passion that is arguably an important part
of the relationship they have with a product or company and on the support end,
a matched intensity provides a sense of security within the transaction.
Many of the comments asked, “What of company values and marketing as it
invokes locality, neighborliness, family, patriotism and loyalty? Is it OK, to say
you are a “family company” then suggest your family includes an overseas call
center of contract agents?
Differences between a service call and sales or up sell call mattered a great deal
to customer-types on the boards when appreciating where the call originated
from and executive-types thought the same held true for commercial or

4. consumer goods and for Tier 1 and Tier 2 technical support. Gold customers
expect and receive preferential treatment is what we were told.
Contributors told us that dialect, inflection, pacing and tone varied widely within
the boundaries of their own national boundaries and that lead to problems of
misunderstanding as great as any experienced from an overseas agent. Our
overseas friends came to the defense of offshore practices with examples of
excellent training, accent education, First Call Resolution and technically
advanced agents. Others, clearly looking at a high-level executive view,
suggested that six zones were too many for a director to travel and for them that
made all the difference.
The fact is that the difference between our better social and political selves, as
expressed on social media versus the impact of business realities came into high
relief when we compared social media comments with formal survey results.
People spoke through the discussion boards, business spoke through the survey.
The clear conclusion is that while there are compelling arguments both for and
against off-shoring and repatriating; personal, social and political ideals need to
be set aside for a rationalized decision making process that gives primacy to the
bottom line..
The data suggests that out that inward looking, in-house and North American call
centers are less likely to be motivated by social forces and need bottom-line
reasons to have any discussion about repatriating.
That is not to say repatriation is a non-starter, not by a long shot. But to get the
interest of these corporate leaders, a cost
benefit analysis will get the conversation
started before any talk of corporate
citizenship will take hold.
Third Party Service providers
and companies outside North
America, experiencing a
more fragmented reality of
cross national clients and
cultures, are more
sensitive to the social
aspects of off-shoring
and repatriation. That
isn’t to say the
arguments will sway any
of them, but personal
and social and political
viewpoints are more
likely to be reflected in
the official corporate
models and policies of
those groups.

5. F ormal S urvey: P artic ipant P rofile
Questions of fair trade, legislating change and corporate responsibility were
initially considered for our survey based on comments made on industry
discussion boards as outlined above. Survey responses along with all the
questions touched on are detailed in the following Industry Report along with
input from the social media discussion boards
S urvey P ool S ize
We contacted 2029 individuals in 1860 companies in order to obtain a
trustworthy sample pool. Our focus for the survey report is the call center industry
5 key business verticals:
• Financial Services
• Retail
• Technology
• Telecommunications
• Consumer Goods and Services
We had a response rate of +10% with 197 unique company representatives
participating in the survey.
J ob T itles
Survey respondents consisted of management as well as executive team
members, the bulk of which (89%) were from the operations side and the
remaining from Sales (7%), and IT (4%).
Directors and above made up 59% of those polled followed by Managers at 41%.
K nown vs . Anonymous
Our method of reaching out to anonymous individuals for polling was by way of
social media (LinkedIn et al), word of mouth, website notices and email forwards.
Additionally, we reached out by personal invitations to the subscribers of our
quarterly newsletter. In all, 71% of respondents came from our subscriber list and
29% were anonymous.
G eographic L oc ation
Responses came from every Continent (save Antarctica) with North America
most represented at 68% followed by Asia at 13%, Europe 10% and Australia
6%.

6. Overview of S urvey F indings
Our survey data places Australia at the top of the list with an over 80%
willingness to go offshore and North America follows behind that at about 50%.
When compared with how much propensity each geographical area has toward
repatriating those agents, all locations report in at around 25%. If we compare
the two, about half of the North American pool looks favorably on repatriating
agents compared to about a third of Australians.
The European pool, which had the least interest in off-shoring at 28%, had the
greatest desire to bring those jobs back at 71%.
We surveyed according to call center size and found that departments that had
between 200 to 500 agents were the least interested in shipping those jobs
offshore and nearly all of them would repatriate jobs if they were able to.
Somewhat expectedly, the call centers with over 1000 agents were the most
inclined to offshore.
Retailers and financiers were most amicable toward off-shoring at 80% and 75%
respectively, with the technology, telecom and
consumer goods sectors all reporting about
the same at between 50% and 60%.
It is the technology group that
would repatriate most willingly
with over 50% reporting that
they have or will bring jobs
back to home soil. Retailers
and financiers were less
likely to change offshore
decisions at about 25%
each willing to do so
and telecom and
consumer goods, when
decisions were made,
were least likely to
change at about 15%
each.
For in-house call
centers 62% say that
the differences between
Financial Services,
Human Resources and
Information Technology
should not make any impact
upon decisions regarding off-
shoring and repatriation of
agent. That figure is turned on its
head when we ask the same

7. question to 3rd party service providers where 59% disagree. In North America, it
matters less where 42% told us it makes a difference, but outside North America
Call Centers are more likely to take those differences in to account with 63%
reporting that the question of off-shoring/repatriation depends on the differences
in Financial Services, Human Resources or Information Technology.
Capacity seems evenly split for 3rd party service providers when compared with
in-house call centers. For each about 60% say that they would have the facilities
available to simply turn off the tap and bring any jobs back should it be decided
upon. There are marked differences however between North America and the
other regions where North America has the capacity reporting almost 70% able
to do so compared with 40% elsewhere.
Considering that off-shored call center work usually means transactional level
calls, the answers across the board were surprising when we asked if most
customer interaction demanded regional agents because you simply can not train
for the consistency of delivery at a distance. In-house call centers said no by
about 60% and 3rd party centers said yes by about the same amount. North
Americans reported by a margin of 55% that yes, regional call centers are
important compared with 45% elsewhere.

8. Indus try R eport
Offs hore P henomenon:
T he R epatriation of Domes tic Agents
S ample C os t B enefit Analys is
ROI and Cost Comparisons Model: Offshore vs. North America Home Agents
At Home
C os t
P erformanc e
Off S hore
Off S hore At Home
T ime
Off-Shore vs. Work@Home: Cost Savings Summary
Business Case Off-Shore Work@Home
Annual Base Cost $2,184,000.00 $3,696,000.00
Effective/Adjusted Direct Program Cost $2,184,000.00 $2,585,744.00
Base cost adjusted for direct cost
-18%
savings only
Effective/Adjusted Total Program Cost $2,184,000.00 $1,502,774.00
Base cost adjusted for direct cost +31%
savings and sales uplift
*This Cost-Benefit analysis is included as a guide. It contains data derived from external consulting sources,
internal Transcom results and recent survey results from 20 organizations in several key sectors.

9. Analysis Assumptions
Business Case Off-Shore Work@Home
Hourly Productive Bill Rate $13.00 $22.00
Standard bill rates per productive hour
Annual Base Cost $2,184,000.00 $3,696,000.00
100 FTE; 140 hours per month; 12 months
Average Handle Time
In-language efficiency, domestic (experienced) 240 230
agent interaction**
Calls Handled per Hour per Agent
75% agent utilization ; 92% agent efficiency 10.35 10.80
Calls Handled per Year
100 FTE; 140 hours per month; 12 months 1,738,800.00 1,814,400.00
Retention Percentage (Saves)
Domestic US agents familiar with US products as 9% 14%
well as market and cultural imperatives**
Cost Savings Return on Investment
Business Case Off-Shore Work@Home
Average Handle Time Reduction Cost
Savings $0.00 $154,000.00
Incremental calls handled X At-Home rate
First Call Resolution Uplift - 11%
11% reduction in overall escalations and repeat $0.00 $406,560.00
call volume
Program Support Cost Reduction - 3%
Decreased internal vendor support costs (travel, $0.00 $110,880.00
inefficiency etc) valued at 3% of contract
Revenue Preservation from Retention
$25 recurring income opportunity; 8% saved $0.00 $254,016.00
(disconnect/cancellation calls etc.)
Customer Satisfaction/Retention Cost
Savings - 5% $0.00 $184,800.00
Reduced customer churn and increased
satisfaction valued at 5% of contract
At-Home Direct Cost Savings $1,110,256.00

10. Sales Return on Investment
Business Case Off-Shore Work@Home
Sales Conversions
Based on standard inbound sales up-sells/cross 23% 30%
sells
Revenue per Hour based on $30 sale
Calls per hour x 25% sales calls x sales $17.85 $24.30
conversion % x $30 sale
Revenue per Year based on $30 sale $2,999,430.00 $4,082,400.00
100 FTE; 140 hours per month; 12 months
At-Home Sales Uplift $1,082,970.00

11. Survey Results
Offshore Phenomenon:
Repatriation of Domestic Agents

12. Social Media
G eographic L oc ation Most of the consumer requirements will not be
very complex.
Commercial users are a different matter. You
2% 1% have constraints that are beyond the context of
simply solving a problem. You add complexity
13% of the problem into the mix, which will affect the
6%
number of people available overseas.
10%
68% ~ Aun Mohammad Deputy Director,
Supply Chain Management
NJVC, LLC
B us ines s C ategory
Afric a
19% 17%
As ia 7%
16%
Aus tralia 41%
E urope
North Americ a
S outh Americ a F inanc ial
R etail
FAST FACTS:
T ec hnology
Our largest representation comes from
North America with 68%. South American T elec om
and African numbers are omitted due to
sample size. G oods and S ervic es
Social Media
FAST FACTS:
My philosophy is “one company, one sound”. Businesses with an interest in Technology
There are many corporations that have were well represented with 41% of our
customer service/experience down to a science. survey pool. See our survey, “Agent
Whether you are experiencing their Adoption in the North American Call Center”
product/service here in US or overseas… it’s to see how these 5 categories view the use
the same. of at-home agents.
~Brandon Schofield Manager,
Tuxedo Support Center
The Men's Wearhouse Corporate

13. Social Media
Agent L oc ale for all C all C enters Consumers want lower prices and the way to
achieve that is out source manufacturing and
packaging of consumer goods.
15% Why are businesses any different?
14% 49%
The cost of healthcare, insurance premiums
22% and generally the cost of business sky rockets
year after year. For some small companies it
could be the choice between staying in
business and outsourcing.
Ideally we would be self sufficient, but people
Domes tic and business are not willing to pay the price.
~ Raymond Heiland Director of Sales
Off-S hore Ambit Software Pvt. Ltd.
Near S hore
Home S hore In-Hous e C all C enters vs . T hird P arty
P roviders
FAST FACTS:
49% of call centers reported that agents were
36%
located in fixed facilities, 22% were offshore. 64%
For our survey it was important to understand
opinions as they differed between In-house call
centers and Third party service providers. 36% of
respondents were BPO providers and 64% were
company held call centers. In-hous e C all C enter
T hird P arty S ervic e P rovider
Social Media
Customer service is not about where, but about
how.
Clear, courteous, prompt service, is the key. FAST FACTS:
Two out of three won't do.
Number of Individuals Polled: 2029
~ Mike Ross President at 4PSA
- Cloud Calling
Number of Companies Polled: 1860
Number of Participating Companies: 197

14. Social Media
P ropens ity to Offs hore by L oc ation Our customers work in a fast-paced
environment. The offshore agents we had did a
great job learning the technical aspects of the
100% project, had great command of the English
language, but could not match the intensity of
80%
our customers.
60%
~ Matthew Wallis
40% Director, Information Services
20% Domino's Pizza
P ropens ity to R epatriate by L oc ation
As ia
100%
Aus tralia 80%
60%
E urope
40%
North Americ a 20%
FAST FACTS:
As ia
Willingness to offshore, in our survey, includes
third party service providers, company run call
Aus tralia
centers, those that have off-shored and those
that will off-shore in the future.
E urope
North Americ a
Social Media
In house call centers often implement things in FAST FACTS:
a rush, influenced by internal management and
without a change control process. So I don't At-home agents are a real alternative to off-
think its about overseas at all, its about how you shoring. A recent Transcom survey showed
define and execute your training, standards, that organizations are embracing at-Home
processes and deliver expectations, whether agents and are realizing benefits far beyond
your contact centre is downstairs or 4000 miles what they had originally planned for. Of the
away. . companies that had adopted, 90% found the
program successful.
~ Simon Priestley
Independent Contact Centre Consultant (Survey available on request)
Interim Manager

15. P ropens ity to Offs hore by
Social Media
Department S ize
If an HR call center takes, say, 200 calls per
day, handled by 4 to 5 reps, what's the value
100%
proposition of off shoring those activities,
80% especially since some of that work will not be
suitable for off shoring at all?
60%
40% ~ Jim Scully President
Shared Services Institute, LLC
20%
P ropens ity to R epatriate by
Under 50 Department S ize
51 - 100
100%
101 - 200 80%
60%
201 - 500
40%
501 - 1000 20%
Over 1000
Under 50
FAST FACTS:
51 - 100
The significant drop in the 200 – 500 range is
reflective of optimum call center sizing in many 101 - 200
call center markets.
201 - 500
501 - 1000
Social Media
Over 1000
[Philippe (and others)] are coming at this
question from the perspective of an outsourced
solution where presumably tens if not hundreds
of clients' activities are aggregated.
The fixed overhead and effort of setting up,
maintaining and managing an off-shore
presence is more feasible in this business
model than a single-instance in-house model.
~ Jim Scully President
Shared Services Institute, LLC

16. Social Media
P ropens ity to Offs hore by C ategory I find that, along with technology enablers,
processes get more defined and repeatable by
100%
simply going through the act of off-shoring.
80% Of the 23 different processes I off-shored, we
brought one back and outsourced it within the
60% US for good reason. It was the process with the
40% most customer interaction and we simply could
not train for the consistency of delivery we
20%
wanted within that particular
offshore/outsourced provider.
~ Stephen Hosley Principal
F inanc ial Finance Transformation Practice
The Hackett Group
R etail
P ropens ity to R epatriate by C ategory
T ec hnology
100%
T elec om 80%
60%
G oods and S ervic es
40%
20%
F inanc ial
R etail
T ec hnology
Social Media
T elec om
Contracted agencies and staff are already at a
disadvantage compared to company-hired
employees. G oods and S ervic es
A 'passion for the product' rather than contact
metrics is paramount to a satisfying customer
experience, and is more difficult to instill in non-
employee agents.
~ Griff Williams Sr. Manager
Technical Services
Guidance Software

17. In-hous e vs . 3 rd P arty P rovider
I s c o r p o r a te s o c i a l
100% r e s p o n s i b i l i ty c o n s i d e r e d
80% a n i m p o r ta n t f a c to r i n
60% r e p a tr i a ti o n ?
40%
20%
0%
Company Call Third Party North Americ a vs . E ls ewhere
Center Service Provider
100%
Y es
80%
No 60%
40%
20%
0%
Outside North America
Social Media
North America
Considerations need to be made with respect to
audience, agent function, and company
marketing/culture/message. Y es
If their statement is "your neighbor" or
No
"completely local", it's going to be tough to
explain going offshore, even to Canada, given
the current environment.
~John Bertoni
FAST FACTS:
Managing Director Mava Consulting
Companies that have concrete plans to repatriate
jobs in the future are notably more likely to
consider corporate social responsibility an
important factor in repatriating domestic agents.

18. In-hous e vs . 3 rd P arty P rovider
D o e s m o s t c u s to m e r
100% i n te r a c ti o n d e m a n d
80% r e g i o n a l a g e n ts b e c a u s e
y o u s i m p l y c a n n o t tr a i n f o r
60%
th e c o n s i s te n c y o f d e l i v e r y
40%
a t a d i s ta n c e ?
20%
0%
Company Third Party North Americ a vs . E ls ewhere
Call Center Service Provider
100%
No
80%
Y es 60%
40%
20%
0%
Social Media
Outside North America
In a sales environment, on or near shore almost North America
always seems to outperform.
And, when you think about what really matters,
isn't conversion of a sales prospect into a No
paying customer what it is really all about
versus a lower cost per minute? Y es
~ Errol Davis Senior Associate;
Contact Center Outsourcing & Consulting
Errol Davis & Associates
Social Media
Social Media For agents who provide solutions with a heavy
accent (regardless of the language) customer
If your decision to offshore is purely financial, satisfaction surveys rate them the same as
then it makes sense if the service is the same… those without an accent.
… but if empowering the offshore agent isn't When a solution is not provided, those with an
feasible, your overall operating costs may accent receive lower customer satisfaction
negate any labor savings. scores, often with a reference to language
skills.
~ Tom Buiel Enterprise Sales Manager
Cicero Inc ~ Ronnie Jones Senior Manager
Customer Service
GSI Commerce

19. In-hous e vs . 3 rd P arty P rovider
Do es y o u r c o mpa n y h a v e
100% e n o u g h f a c i l i ti e s to j u s t
80% tu r n o f f th e ta p a n d b r i n g
60% th e n e e d e d n u m b e r o f j o b s
40%
ba c k ?
20%
0%
Company Call Third Party North Americ a vs . E ls ewhere
Center Service Provider
No 100%
80%
Y es
60%
40%
20%
0%
Social Media
Outside North America
According to ComputerWorld: North America
Governor of the US State of Ohio, Ted
Strickland has recently issued an order No
prohibiting state agencies from hiring any
company that sends Call Center work overseas. Y es
The order to the state agencies says that the
purchase of offshore services "has
unacceptable business consequences." The
order further added: "There are pervasive Social Media
service delivery problems with offshore From an operational perspective, I do not
providers, including caller dissatisfaction with believe you can have support centers covering
the quality of their services and with the fact widely different time zones (i.e. with more than
that the services are being provided offshore to 6 hours difference).
begin with."
It obviously works right now but on the long
~ David Filwood Principal Consultant, term and in certain industries I don’t think it is
TeleSoft Systems sustainable and many companies are now
trying to rethink their global sourcing strategy
taking this into account.
~ David Perrault
Senior Technical Support Manager
EMC

20. In-hous e vs . 3 rd P arty P rovider
D o e s th e q u e s ti o n o f o f f -
100% s h o r i n g /r e p a tr i a ti o n
80% d e p e n d o n th e d i f f e r e n c e s
60% in F ina nc ia l S er vic es ,
40% H uma n R es ou rc es or
20% I n f o r m a ti o n T e c h n o l o g y ?
0%
Company Call Third Party
North Americ a vs . E ls ewhere
Center Service Provider
No 100%
80%
Y es
60%
40%
20%
0%
Social Media Outside North America
Here at HR Access, we have domestic Services North America
Centers for Payroll but all the back office is off
shored.
No
I think that for business areas that are
"National" sensitive, the quality will suffer of Y es
Offshore services center. The fact is if the agent
is not sensitive to the culture of the country, it is
harder to have a good answer.
~ Philippe Guinaud Global Product Manager
HR Access Solutions

21. In-hous e vs . 3 rd P arty P rovider
I s l e g i s l a ti o n i n c e n ti v i z i n g
100% r e p a tr i a ti o n o f C a l l C e n te r
80% j o b s b y ta x i n g a l l o f f s h o r e
60% C a l l C e n te r c a l l s a t $ 0 . 2 5
40% per c a ll r equ ir ed?
20%
0%
North Americ a vs . E ls ewhere
Company Third Party
Call Center Service Provider
No 100%
80%
Y es
60%
40%
20%
0%
Social Media Outside North America
The trend to legislate the repatriation of Call North America
Center jobs is growing in the UK/Euro
Zone/Australia/New Zealand as well. No
In the past two years a few of the companies
Y es
that have moved offshore Call Centers
OnShore/NearShore cut across all product lines
and include Delta Airlines, United Airlines,
AT&T, Dell, Priceline.com, Expedia and HP.
Opting to ‘come home’ for their Call Center
employees is making sense for more
companies seeking to enhance their Service
Levels & Brand Reputation while delivering a
higher degree of overall Customer Satisfaction.
~ David Filwood Principal Consultant,
TeleSoft Systems

22. In-hous e vs . 3 rd P arty P rovider
I s i t p a s t ti m e to b r i n g th e
100% pr in c iples o f " F a ir T r a de"
80%
i n to a d i s c u s s i o n a b o u t
60%
C a l l C e n te r r e p a tr i a ti o n s ?
40% North Americ a vs . E ls ewhere
20%
0% 100%
Company Call Third Party
80%
Center Service Provider
60%
No 7%
40%
Y es 20%
0%
Outside North America
North America
Social Media No
We cannot overlook the centers who, getting
business from organizations who have Y es
outsourced their operations (to India), adapt
their accent, work style, work timings, holidays
according to the country whom they are
providing service to.
Social Media
Associates/ team leads/ managers don’t get Its past time to bring the principles of “Fair
even on biggest festivals off in India; however Trade” into a discussion about Call Centers
they get US/UK festivals like thanks giving,
Independence and labors day. “Fair Trade” is based on ideas of human rights
& economic justice. “Fair Trade” is about
Centers have adapted themselves to a great improving the social & ethical well-being of
extent in order to provide services to another people in both developing & developed nations.
country. It is about the Pursuit of Happiness rather than
~Vivek Sahni Director at Jacaranda Call just the pursuit of wealth. And the Pursuit of
Center Private Ltd Happiness has always been about improving
social relationships among people
~ David Filwood Principal Consultant,
TeleSoft Systems

23. About the Author:
Daniel G Willis is Business Development Manager - Marketing for Transcom WorldWide (North America)
Inc., where he publishes industry documents, webinars and newsletters for over 20,000 readers.
About Transom:
Transcom is a global outsourced service provider entirely focused on customers, the service they
experience and the revenue they generate.
Our customer and credit management services are designed to strengthen our clients’ customer
relationships and secure their revenue streams.
Our broad service portfolio supports every stage of the customer lifecycle, from acquisition, through service,
retention, cross and up sell, then on through early and contingent collections to legal recovery. Expert at
managing both customers and debt, we make a positive contribution to our clients’ profitability by helping
them win customers, grow business and secure their payments.
And, while our services are designed to maximize revenue, our delivery operations are built to drive
efficiency. Through our global network we can provide service in any country where our clients have
customers, accessing the most appropriate skills and deploying the best communication channels in the
most cost-effective locations.
Every day we handle over 600,000 customer contacts in 33 languages for more than 350 clients, including
brand leaders in some of today’s most challenging and competitive industry sectors. The experience we
gain is used to constantly refine our service portfolio and processes and delivery, allowing us to respond
quickly to changing market conditions and client requirements.
Thanks:
Informing our survey and polls were
comments made by some of the
hundreds of experts we reached out
to in advance. Their insights and
comments added a depth of inquiry
that would not have been possible
otherwise and for that I thank them.
Special thanks to David Filwood
Principal Consultant, TeleSoft
Systems in Vancouver, Canada.
David’s contributions in the many
public discussions around the
Offshore Phenomenon helped spark
the lively debate reflected in these
pages. TeleSoft Systems is the
Publisher of the SPAS Call Center
Agent Pre-Employment Screening
Software.
www.telesoftsystems.ca/64201.html