Customer Contact Salary Survey 2016

PSD
SALARY &
TRENDS
SURVEY
2016
Customer Contact

PSD
We have a team of 5 customer
contact recruiters with in excess
of 35 years’ collective experience
In the last 12 months we
have registered over 850 new
candidates of which 60% came
from referrals
There are 13,800 + candidates on
PSD’s Customer Contact database
In 2015 we placed 65 permanent
manager and director hires and 12
interim placements
60% of the roles that we work on
are either retained or on a fully
exclusive basis
70% of our work is repeat
business resulting from the high
quality service and delivery we
provide
The majority of positions filled are
predominantly filled via search
methodology
In 2015 we launched our
brand new interactive website
maximising our clients’ exposure,
through branding and multimedia
functionality www.psdgroup.com
PSD is ISO9001:2008 accredited.
This provides assurance that PSD
works rigorously to attain the
highest quality standards through
continuous improvement
PSD Customer Contact have a
LinkedIn group which provides
relevant new updates and
notification of exceptional new
customer contact opportunities
PSD has been awarded the
Investors in People Gold
Award. This is recognition for
the outstanding development
programme that we adhere to
PSD is a values based
organisation. All employees work
within our six values; open-mided,
accessible, adaptable, committed,
partners and successful
PSD Manchester donates to local
children’s charity Cash for Kids
and were awarded the 2015 Time
to Shine award for “Manchester’s
Most Giving Company”
PSD has also been honoured
with the “Payroll Giving Platinum
Award” by the Charities Aid
Foundation for the past two years
Why PSD Customer
Contact?
For a confidential discussion about your requirements
or to discuss your career aspirations please contact Rob
Dermott, Associate Director, PSD Group on +44 161 234
0354 / rob.dermott@psdgroup.com
www.psdgroup.com

03
PSD
Customer Contact
2016Foreword
Welcome to PSD’s Customer Contact 2016
Salary Survey, an essential guide to pay and
reward across all industry sectors.
Contents
03 Foreword
04 PSD: An Overview
05 Customer Contact
06 Market Overview
08 Candidate Results
12 Client Results
17 Gender Diversity
20 Survey - Methodology
22 Banking & Financial
Services
23 Business,
Professional Services
& Outsourcing
24 Energy & Utilities
25 Not For Profit
26 Retail
27 Travel, Leisure &
Gaming
28 Telecoms, Technology
& Media
29 Interim Recruitment
30 Ensuring a Successful
Recruitment Outcome
31 Contacts
We believe this is the most useful and
comprehensive of all Customer Contact
salary surveys and allows customer
contact leaders, HR professionals
and candidates to analyse trends
and benchmark their own company’s
reward policy.
Input for this survey has been gathered
as the UK economy continues to
recover from the crisis of eight years
ago, however there are still a number
of external risks that could impact
our economy. The world is becoming
even more globalised and it continues
to impact our industry with services
delivered to the UK from across the
world. For us, 2015 was the year that
the digital impact on customer service
really started to mature. We have seen
the need for more digital customer
service specialists and as 2016
progresses this is increasingly evident.
2015 was also an interesting year for
us at PSD regarding gender diversity in
Contact Centres. We had a number of
clients talk to us about this issue. On
one meeting we were asked to explain
why our shortlist was skewed towards
one gender. On a number of others
clients talked openly that they felt the
lack of diversity at senior manager and
director level was causing issues for
their business and decision making.
We felt as this had been raised on
a number of meetings it would be
interesting to survey. In our results
section you will see that 35.9% of
clients still feel the gender split at senior
level is not balanced. We also asked
clients what they are doing to balance
their workforce - as bringing in external
talent must be supplemented by
developing their internal management
team.
Our Client and Candidate surveys
give a good flavour of how 2016
should look. From our client survey,
46% of clients expected to increase
their workforce this year whilst 19%
expected to decrease headcount.
There are still a number of candidates
who are keeping an eye on the market
so with this turnover we see 2016
being a busy year for recruitment.
However, by using some of the
findings from this guide it could help
you retain or grow a diverse workforce
with pay and benefits to match their
expectations and market rates. Salaries
in 2016 are broadly similar to 2015
except when skills are in high demand.
Rob Dermott
Associate Director - Customer Contact
Practice.
Our survey is the result of a comprehensive salary survey completed
online by permanent and interim Customer Contact professionals
responding to an email invite and reviewing PSD’s own database
of 12,000+ Customer Contact specialists. We also had input from
members of the UKCCF via their website.

04
Customer Contact
2016 PSD: An Overview
Our Specialist
Practices:
Board Practice
Accountancy, Finance &
Audit
Compliance & Risk
Customer Contact
Digital & E-Commerce
Hospitality & Retail
Management
HR
Marketing
Institutional Investments
Procurement & Supply
Chain
Sales & Business
Development
Technology & Change
Recruitment Services
All consultants are subject matter
experts in their chosen fields and are
fully trained in candidate management,
executive search, advertised selection,
file search and contracting. This
ensures that they are in the strongest
position to recommend solutions that
are appropriate to the individual needs
of candidates and clients. This highly
specialist approach enables PSD
consultants to understand needs,
identify appropriate roles and suggest
the best talent quickly, whether for
single appointments or large-scale
assignments. In the past five years
PSD has successfully completed
assignments in 75 different countries.
Our People
Standing out in the recruitment market
is never easy; most consultancies
offer similar services. However, at
PSD we have a key point of difference
- the quality of our people. All PSD
consultants have the skills and
knowledge to provide candidates and
clients with an exceptional level of
service.
Our Purpose
The principle objective is to be
recognised as the leading specialists
within PSD’s chosen markets, with an
outstanding reputation for the quality
and effectiveness of services. The
priority is building strong partnerships
with our clients and candidates. PSD is
committed to improving performance
and consistently strives as a business
to do this. The culture is based upon
core values, which promote effective
teamwork, open communication and
a sense of pride in all aspects of our
business.
Commitment to Quality
PSD became ISO accredited in 1995
and continues to maintain this valued
accolade. It provides all our customers
with assurances of a consistency of
service that is audited on a regular
basis. PSD has recently been
awarded Gold Status by Investors in
People. This was achieved through
extensive training and development
of all employees. In summary, PSD
is recognised for its high standard
of services and the strong calibre of
consultant operating in the business.
The Survey focuses purely on executive and management roles within the
Customer Contact field.
PSD is a leading international board management and
executive recruitment consultancy operating across the UK,
Europe and Asia Pacific Region.
The PSD Group was founded in 1991 through the acquisition and
integration of a number of specialist recruitment consultancies. Operating
in specific markets for over 40 years with in excess of 300 employees in
seven offices across Europe and Asia. The strength of our business lies in
the dedicated approach and expert knowledge across specialist sectors
and functional disciplines. Each division of PSD is well-established as a
market leader of recruitment services at the mid to senior level.

05
PSD
Customer Contact
2016Customer Contact
Established in 1992 our Customer Contact practice comprises of 20
consultants in locations worldwide with specialist teams dedicated to the
following sectors:
Our Specialist
Functions:
Banking & Financial
Services
Business & Professional
Services
Energy & Utilities
FMCG
Industry
Leisure & Travel
Media
Public Sector and Not for
Profit
Phamaceuticals & Health
Care
Property and Construction
Retail
Technology
PSD successfully works with clients across the UK and Internationally in
a broad range of sectors.
• Executive Search
• Selection & Assessment
• Contingency
• Interim & Contracting
• Research, Mapping and
Benchmarking
• Board Practice
• Banking & Financial Services
• Business & Professional
Services
• Hospitality, Leisure & Travel
• Industry
• Property & Construction
• Retail & Consumer
• Technology, Media & Sport
Functions
We operate through all functions in Customer Contact and provide expertise
in the following areas including:
• Business Development
• Call Centre
• Client Services
• Contact Centre
• Collections
• Continuous Improvement
• Customer Experience
• Customer Service
• General Management
• Interim & Contracting
• Multichannel / Digital
• Project Management
• Programme Management
• Resource Planning / MI
• Training / Coaching
• Telesales
Recruitment Services
Operating at executive, management and board level, we provide
comprehensive recruitment services for both single appointments and large-
scale assignments delivered through a rigorous project management system.
Our approach is open and collaborative and recommendations are made
only after careful consderation and analysis of clients’ specific needs.
Our core services are:

06
Customer Contact
2016 Market Overview
2016 should be shaping up to be a bumper
year for the Contact Centre Industry.
To enable productive
online networking
between professionals,
PSD has an established
LinkedIn Group; PSD
Customer Contact
As in last year’s survey a high number
of candidates could be persuaded or
are actively considering a move. This
is 69% of all candidates surveyed.
As consultants, PSD regularly ask
candidates who are looking for a move,
why :- common answers include:
• My manager isn’t inspirational
• I feel stale in my role
• My organisation is not allowing
me to innovate my area
• It’s time to move as I feel
confident that the economy has
recovered
These thoughts from candidates are
interesting because when we look at
clients and their survey results the key
reasons they hire externally are:
• Ensuring you get the best talent
for the role (77%)
• No internal skills at that level
(54%)
• A fresh perspective (34%)
By internal action, the first two
could be resolved either by better
talent management or ensuring the
leadership team fully engages with
direct reports.
Over the last twelve months PSD
has again seen a change in the mix
of opportunities that we support.
Key areas have been focused
around customer service / customer
experience and also improvements to
digital service offerings and innovation
in these areas.
Other key trends that we have
witnessed include:
• Candidates continue to receive
multiple job offers
• Candidates are increasingly
counteroffered - so it is key that
we establish the primary reasons
for a move as money doesn’t
regularly factor
• Candidate experience is key.
Clients who provide prompt
feedback and progress reports
are having a better success rate in
attracing new employees
• The use of transactional
recruitment methods continues
to increase which works well at
agent and team management
level - but not at senior
management level
Our reputation and continuous improvement produces strong relationships
with talented professionals, allowing us to effectively match them with
suitable opportunities that meet their career aspirations
The 2016 survey shows a positive balance of 28% of organisations
looking to expand their workforce during the year. This is up
marginally on our figures from the 2015 survey.

07Customer Contact
2016
PSD
Market Overview Continued
This is still an exciting time for the contact centre industry and shows there is real opportunity for clients to obtain great
staff if they have a robust and engaging recruitment process.
After last year’s report we talked about how organisations in the utilities, retail and telecoms sectors had undertaken a
wholescale TUPE of their customer service departments. This time we have seen some challenging decisions made. One
major utilities firm who is low down the customer service rankings has announced redundnancies internally and at its
outsource provider. This is without investment or innovation to combat customer experience rankings. Another retailer has
now asked its outsource provider to offshore work to reduce cost. Both are challenges to the industry but there are plenty
of positives that we continue to see:
• Increased centralisation of office units into contact centres - we have seen this with legal firms, professional services
business and also FMCG and manufacturing businesses
• Contact centres are increasingly using project management methodologies - Six Sigma / Prince2 to drive continuous
improvement
• Customer experience is increasingly affecting all aspects of the customer journey and the ‘digital’ drive is also key
To ensure an accurate sample across the industry we surveyed where response came from which was broadly in line with
industry sector splits.
All in all the marketplace is proving positive however, should you require any specific information to assist your organisation
please contact the appropriate consultant on the contacts page.
PSD’s Website continues to attract quality candidates and compliments
our advertising response on behalf of our clients
www.psdgroup.com/customercontact
17.7%
16.7%
13.1%
8.1%
8.1%
8.1%
7.6%
7.1%
6.6%
5.1%
2.0%
Which of the following most accurately describes the current sector you are employed in?
Business / Professional Services
Financial Services / Banking
Outsourcing / BPO
Technology
Telecommunications / Media
Other
Energy & Utilities
Not for Profit or Government
Retail
Travel / Leisure
FMCG / Manufacturing

08
Customer Contact
2016 Candidate Results - gained
from our online survey
The PSD Customer
Contact team focuses
on mid to senior level
appointments offering a
full range of recruitment
services
PSD actively works to identify the most talented Customer Contact
professionals and deliver outstanding customer service
In late 2015 we undertook a survey of both clients and candidates
to obtain an overview of what is going on in the contact centre
employment marketplace.
For candidates, we wanted a picture of what made up their package and how
they felt about prospects to change careers. Between the two surveys and
salary findings we feel this gives a good flavour of the factors that can either
retain good staff or ultimately make them decide to move on to pastures new.
Candidate Benefits & Trends Survey
The findings follow but some headlines include:
• 33.8% of candidates received a car allowance or benefit, this is significantly
lower than the 43.8% registered last year and continues the trend of car
allowances being rolled into basic salaries
• Bonus continues to be an important part of the overall package with 72.7%
receiving some bonus
• Bonus values continue to vary widely, however only 23.7% of respondents
received over 20% of their salary as a bonus
• As in 2014, we asked candidates what they felt were the top benefits their
employer should provide. “Flexible Working Arrangements/Homeworking/
Hours “ was again in 4th place. This shows that a benefit with little direct cost
to an employer can have a big impact on how employees feel. Good holiday
allowance moved from 5th to 2nd again demonstrating that work /life balance
benefits are increasingly important
• Candidates are increasingly confident about their employment prospects at
present with only 5.8% feeling negatively, this is a further improvement from
6.4% in the last survey
• Last year 84% of candidates who responded were open to a move, this year
it has fallen to 68.6%. This means that more individuals are feeling happy in
their roles. We surveyed current and archived candidates and those recently
registered along with members of our LinkedIn group
• Approaching 40% of employees were recruited externally by their employer
through a recruitment agency, showing the importance of consultancies,
referrals and knowledge

09Customer Contact
2016
PSD
14.9%
19.4%
22.4%
9.0%
9.0%
6.0%
9.0%
10.4%
What is the value of your car allowance or benefit?
£3000 - £3999
£4000 - £4999
£5000 - £5999
£6000 - £6999
£7000 - £7999
£8000 - £8999
£9000 - £9999
£10000 +
41.0%
35.3%
12.9%
3.6%
7.2%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
%ofResponse
% Of Basic Salary
What was your last bonus as a % of your basic salary?
0 - 10 %
11 - 20 %
21 - 30 %
31 - 50 %
50+ %
PSD Customer Contact encourages all individuals to have a professional,
up to date and business focused social media presence

10Customer Contact
2016
PSD
77.6%
70.0%
65.5%
64.1%
44.8%
39.5%
37.2% 36.8%
18.4%
11.7%
9.9%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
What additional benefits do you feel are most important for an employer to provide? (select top 5)
Pension
Good Holiday Allowance
Private Healthcare
Flexible working arrangements / Homeworking / Hours
Car Allowance
Critical Illness Cover
Life Insurance
Flexible benefits allowance
Childcare Vouchers
Season Ticket Loan
Cycle to work scheme
26.9%
46.6%
20.6%
5.8%
0.0%
How positive do you feel about securing a new role in the
current employment market place?
Very positive
Positive
Neutral
Negative
Very Negative
Expert knowledge of our specialist markets, precision search techniques and
rigorous project management ensure that we can adapt to the fast changing
and complex needs of our clients and achieve unparalleled accuracy and
speed of results

11Customer Contact
2016
PSD
38.1%
30.5%
31.4%
Are you considering a move at the moment?
Yes, passively, if the right
opportunity came along
Yes, proactively looking
No
39.5%
23.3%
15.7%
17.0%
4.5%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
%ofResponse
Method
How did you secure your last permanent position?
Recruitment Agency
Direct by Employer
Own Network
Recommended / Approached
Online Advert
A combination of best-in-class search techniques, indepth industry
knowledge and extensive contact networks have helped us build an
outstanding reputation for identifying and attracting the very best talent

12
Customer Contact
2016 Client Results - gained from
our online survey.
For a more detailed
opinion on pay and
reward do not hesitate to
contact a member of the
team listed at the back of
this report.
Our reputation has been built upon our ability to deliver highly effective
recruitment solutions to our clients
We asked Clients (that we have and haven’t worked with) questions
regarding how they felt their organisation was fairing in terms of
headcount, optimism and future recruitment.
Client Outlook & Trends Survey
Some of the key findings include:
• 18.7% of client respondents were likely to reduce headcount over the next
year. This is 4% higher than last years 16.6%, however that means a large
balance are still looking to attract talent
• Organisations do try to succession plan, the vast majority will need to bring in
external talent to ensure business success
• A huge proportion of organisations continue to recruit externally and this
has remained stable 80.5% (last year 81%) of organisations have recruited
externally for roles of £40K plus. The top three reasons for going external are
“Ensuring you get the best talent” for the role, “ No internal skills at that level”
and instead of “New role within the business” (in 2015), the third highest rated
reason was “A fresh perspective”
• The departments with the greatest need for external talent are: customer
service, project / programme management and support functions (Resource
Planning / MI / Dialler). Sales fell to 4th place from 1st last year
• Less organisations have used an interim resource over the last 12 months –
41.5% this compares to 52% the previous year. This backs up our view that
the permanent market has strengthened at the expense of the interim market.
• Project / programme management and customer service functions were the
departments that required the most interim support
• A slightly higher proportion of clients feel the need for interim support over the
next 12 months at 25.6% vs 21% last year
• 90% of clients continue to use a recruitment consultancy to source external
talent (92% last year). The primary reason for this was knowledge of the sector
/ expertise (87.9%). This indicates a specialist partner such as PSD Customer
Contact is a key consideration when choosing a recruitment solution

13Customer Contact
2016
PSD
21%
25%
35%
17%
2%
How would you describe your organisations plans for headcount growth
over the next 12 months?
Looking to grow headcount
significantly
Looking to grow headcount
marginally
Neutral
Looking to downsize headcount
marginally
Looking to downsize headcount
significantly
17.2%
31.0%
25.3%
18.4%
8.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
ResponseCount
% of Management Roles
What percentage of management roles do you successfully hire by
succession planning or internal moves?
0 - 20%
21 - 40%
41 - 60%
61 - 80%
81 - 100%
Our worldwide offices and global candidate networks support the
international reach of our clients and reflect the global nature of today’s
talent pool

14Customer Contact
2016
PSD
80.5%
19.5%
Have you recruited 'externally' over the last year at management level? (roles c£40k plus)
Yes
No
33.8%
76.9%
9.2%
29.2%
21.5%
53.8%
21.5%
10.8%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
%ofResponse
What are the primary factors for this? Please tick all that apply
A fresh perspective Ensuring you get the best talent for the role
Interim Project Lack of succession planning
New role within business No internal skills at that level
Performance / Culture Change Upskilling
PSD employs highly experienced consultants who are subject matter
experts in their specialist fields

15Customer Contact
2016
PSD
33.8%
15.4%
30.8%
69.2%
21.5%
46.2%
36.9%
44.6%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
%ofResponse
Function / Job Area
In which functions / job areas have you recruited externally? (Please tick all that apply)
Back Office
Collections
Customer Experience
Customer Service
Online / Self Serve
Project / Programme
Management
Sales
Support Functions
(Resource Planning / MI /
Dialler / Training etc.)
20.6%
47.1%
55.9%
11.8%
17.6%
52.9%
8.8%
5.9%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
%ofResponse
If you go external for your interim resource what are the primary factors for this?
(Please tick all that apply)
A fresh perspective
Ensuring you get the best talent
for the role
Interim Project
Lack of succession planning
New role within business
No internal skills at that level
Performance / Culture Change
Upskilling
Interim professionals bring specialist expertise to major projects during
corporate and cognitive restructuring, systems implementation and
planned and unplanned strategic change

16Customer Contact
2016
PSD
11.8%
4.6%
35.3%
20.6%
11.8%
41.2%
8.8%
26.5%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
In which department have you required an interim management resource?
(Please tick all that apply)
Back Office
Collections
Customer Service
Customer Experience
Online / Self Serve
Project / Programme Management
Sales
Support Functions (Resource
Planning / MI / Dailler / Training
etc)
25.6%
52.4%
22.0%
Do you see a need to use external interim managers over the next 12 months?
Yes
No
Don't know
At PSD we adopt a flexible, adaptable and creative approach to
designing effective hiring solutions for our clients

17
PSD
Customer Contact
2016Gender Diversity
An important issue?
In our role as a
recruitment consultancy
our goal is to attract
and recruit the best
candidates for our clients
while encouraging and
selecting candidates on
the basis of merit
Throughout 2015, PSD worked with a
number of clients who have indicated
that they have an issue with the % of
females at management level and they
want to do something to address this.
Gender diversity can be a hot topic
but recruitment companies are not
necessarily the solution to address this
- our mentatility is to secure the best
talent for a role, irrespective of gender,
sexuality, race, religion, disability or any
other areas that could be considered
as discrimination.
As part of our survey we asked
clients what were the key ways that
organisations were looking to address
this issue, results were:
• Identifying & nurturing talent into
senior roles - 47.9%
• Allowing flexible working hours -
19.7%
• Allowing flexible work days -
11.3%
• Having a target in place to ensure
a certain percentage of females at
management level - 4.2%
• Allowing job shares -1.4%
From the survey, many clients were
using a number, if not all of these
methods to assist in balancing gender
diversity. Please see graphs on pages
18 and 19.
Several clients actually commented that
it was not about gender diversity but
this was “not applicable as we employ
the most suitable person for the role
no matter whether they are male or
female”. This is an interesting point as
in the strive for equality or targets it
may mean that other demographics are
over looked. Another client commented
that “we also identify where we are
underrepresented and try to advertise
to attract that demographic” and
another “we nurture talent and are
very successful in having a balance in
management roles up to director level”.
We also asked organisations what
percentage of senior managers
were female in their organisation.
This did vary widely as you can see
on the following page, 48.7% of
respondents noted that 41-60% of
their management was female – so
accounting for a margin of error it does
appear fairly balanced. However, we
also see that 28.2% of respondents
said that gender diversity did feature
as a key area for their organisation to
address.
There are a number of reasons that
gender diversity in the workforce is
apparent, but what is also clear is that
companies are talking about it and in
most instances putting practices into
place to continue to drive equality.
36% of organisations surveyed felt that their senior management
team was not balanced in relation to their overall organisational
gender split.

18Customer Contact
2016
PSD
64.1%
35.9%
Do you feel that your senior management team is balanced based on the overall
gender split across your organisation?
Yes
No
5.1% 5.1%
11.5%
23.1%
33.3%
15.4%
2.6%
1.3%
2.6%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
%ofResponse
% of Females in Management (see right)
Approximately what is the percentage of females in management positions in your
organisation as a % of all management?
0 - 10 %
11 - 20%
21 - 30%
31 - 40%
41 - 50%
51 - 60%
61 - 70%
70% or more
Unsure
PSD is a meritocracy. We provide a working environment and culture that
recognises, embraces and values diferences. We recognise and reward
hard work, commitment and success

19Customer Contact
2016
PSD
28.2%
71.8%
Does the issue of gender diversity at management level feature regularly as a
key area for your organisation to address?
Yes
No
19.7%
1.4%
11.3%
4.2%
47.9%
15.5%
What as a business are you doing to increase the equality of
gender diversity at management level? Tick all that apply
Allowing flexible working hours
Allowing job shares
Allowing flexible working days
Have a target in place to ensure a
certain percentage of roles are
occupied by a specific gender
Identifying and nurturing talent into
senior roles
Other
PSD’s Board Practice recently published an edition of InFocus which
discussed Diversity, Inclusion and Unconscious bias click here to read
more

20
Customer Contact
2016 Salary Survey Methodology
PSD currently has a database of 13,849
registered candidates in the contact centre
industry.
The PSD brand
continues to attract
high calibre candidates
with over 800 new CVs
registered in the last 12
months
PSD has also worked on in excess of 350 senior appointments over the last
12 months, so this gives us an unrivalled opportunity to use this information
to survey current salaries in the marketplace. The survey targets the 7 most
popular job families over the last 12 months.
• Director - Customer Service / Sales / Customer Experience
• Site Director / Head of
• Call Centre Manager - c200FTE
• Support Manager - Resource Planning / Change / MI
• Customer Experience Manager
• Project Manager
• Interim Manager (Day Rate)
We have also surveyed two relevant roles for each specific contact centre
sector.
We looked at the lowest and highest salaries in that job family, but then
looked at where the median banding spiked. Each organisation has specific
requirements so salaries do vary widely.
Organisation benefits packages also vary widely and this can have a direct
impact on the salary that is on offer. For example, direct costs such as
greater pension contribution or healthcare, so it is important that salaries are
considered in conjunction with other benefits on offer. Please see page 10 for
information on what benefits are of most value to candidates.
For more bespoke information on a specific role please feel free to contact
your sector focused PSD Consultant.
Our values provide us with a real sense of who we are and what we want
to be which attracts and retains some of the best recruitment consultants
in the industry. High staff retention helps us to build strong and enduring
relationships with our clients and candidates

UK CONTACT CENTRE FORUM
‘Promoting contact centre
best practice’
The UK’s number one user group
To discuss how UKCCF can help your
business please contact Trevor Butterworth
on 07932 669299 or email
trevor@uk-ccf.co.uk
For more information visit
 Events & networking
 Conferences
 Awards program
 Forums
 Special interest groups
www.uk-ccf.co.uk

22Customer Contact
2016
PSD
Banking & Financial Services
4743 Candidates Surveyed
ROLE MINIMUM SALARY MEDIAN BANDING MAXIMUM SALARY
Director (Customer
Service / Sales /
Experience) £70,000 £80,000 - £110,000 £190,000
Site Director /Head of £60,000 £72,000 - £100,000 £140,000
Manager Call Centre
c200FTE £40,000 £45,000 - £60,000 £80,000
Support - Head of RPM
/ Change / MI £48,000 £65,000 - £80,000 £105,000
Senior Customer
Experience Manager £35,000 £60,000 - £80,000 £100,000
Project Manager £40,000 £50,000 - £65,000 £75,000
Collections Manager £40,000 £50,000 - £65,000 £75,000
Claims Manager £40,000 £50,000 - £70,000 £75,000
Interim Project Manager
(Day Rate) £350 £500 - £650 £1100
Recent Customer Contact Appointments in the Banking & Financial
Services Sector:
Open-Minded - The idea behind the value of open-minded is a genuine ability to
listen to clients and colleagues. Rather than just thinking about what we have to
say about ourselves, we should first concentrate on openness.
• Director of Operaions - Challenger Bank
• Resource Planning Manager - Retail Bank
• Head of Telephony - Financial Services
Provider
• Head of Planning - Retail Bank
• Head of Collections - Credit Card Organisation
• Global Director of Workforce Planning -
Financial Services
• Dialler Manager - Expanding Bank
• Operations Manager - Financial Services
• Head of Sales - Insurance
• Trainer / Coach - Financial Services Provider
• Interim Head of Operations - International
Bank
• Head of Continuous Improvement - Boutique
Insurer

23Customer Contact
2016
PSD
Business, Professional Services &
Outsourcing
Director (Customer
Service / Sales /
Experience) £68,000 £81,000 - £97,000 £180,000
Manager Call Centre
c200FTE £37,000 £44,000 - £53,000 £58,000
/ Change / MI £46,000 £70,000 - £82,000 £110,000
Customer Experience
Manager £46,000 £63,000 - £70,000 £90,000
Project Manager £45,000 £58,000 - £63,000 £75,000
Business Development
Manager £40,000 £62,000 - £70,000 £95,000
Client Services Director £60,000 £75,000 - £88,000 £100,000
(Day Rate) £400 £500 - £650 £1,000
Recent Customer Contact Appointments in the Business, Professional
Services & Outsourcing Sector:
Accessible - Our willingness to communicate helps to set us apart, because
our collective knowledge of recruitment and the industries we serve makes us
different from our competitors.
• Managing Director - BPO
• Call Centre Manager - Business Services
• Head of Planning - Outsourcer
• Head of Call Centre - Offshore Outsourcer
• Head of Site - Business Services
• Consultant - Professional Services
• Customer Experience Manager - Consultancy
• Account Director - BPO
• Complaints Manager - Outsourcer
• Programme Manager (Six Sigma) -
Management Consultancy

24Customer Contact
2016
PSD
Energy & Utilities
Director (Customer
Service / Sales /
Experience) £74,000 £100,000 - £110,000 £200,000
Manager Call Centre
c200FTE £40,000 £48,000 - 57,000 £68,000
/ Change / MI £53,000 £71,000 - £80,000 £120,000
Customer Experience
Manager £40,000 £61,000 - £65,000 £88,000
Project Manager £43,000 £55,000 - £62,000 £79,000
Collections Manager £39,000 £57,000 - £67,000 £90,000
Billing Manager £35,000 £48,000 - £53,000 £75,000
(Day Rate) £400 £500 - £650 £1100
Our Energy & Utilities practice comprises 25 consultants in locations
worldwide with specialist teams dedicated to:
Commitment - Commitment is mutual. With clients we know that it is often our
willingness to work harder and to deliver outstanding customer service that keeps
us ahead.
• Water
• Electricity
• Oil & Gas
• Waste
• Renewable
• Nuclear

25Customer Contact
2016
PSD
Not For Profit
Director (Customer
Service / Sales /
Experience) £70,000 £93,000 - £105,000 £154,000
Manager Call Centre
c200FTE £39,000 £46,000 - £54,000 £68,000
/ Change / MI £47,000 £67,000 - £74,000 £108,000
Customer Experience
Manager £48,000 £59,000 - £69,000 £94,000
Project Manager £38,000 £49,000 - £60,000 £87,000
Customer Service
Manager £38,000 £54,000 - £58,000 £70,000
Colleague Engagement £40,000 £48,000 - £54,000 £75,000
(Day Rate) £350 £500 - £675 £1050
Our Not for Profit / Public Sector practice comprises 30 consultants with
specialist teams dedicated to:
Adaptable - If ‘open-minded’ sets out a way of thinking, adaptable applies to the
actions we take as a result. We are not rule-bound, but rather we use a framework
to tailor solutions that are appropriate and effective.
• Local and Government
• Regulatory Bodies
• NHS
• Charities
• Education
• Affordable Housing

26Customer Contact
2016
PSD
Retail
Director (Customer
Service / Sales /
Experience) £72,000 £89,000 - £102,000 £168,000
Manager Call Centre
c200FTE £38,000 £47,000 - £54,000 £68,000
/ Change / MI £46,000 £69,000 - £77,000 £100,000
Customer Experience
Manager £45,000 £59,000 - £67,000 £82,000
Project Manager £42,000 £54,000 - £59,000 £75,000
Complaints Manager £41,000 £47,000 - £53,000 £61,000
Digital / Online Manager £40,000 £60,000 - £68,000 £90,000
(Day Rate) £400 £500 - £625 £1,100
Our Retail practice comprises 30 consultants with specialist teams
dedicated to:
Partners - Partnership is at the core of what we do. We have to be capable of
working across geographic and functional boundaries that works to develop
supportive, long-term relationships with our clients.
• Grocery
• Deparment Stores
• Fashion
• Out of Town / Electrical / DIY
• High Street
• Catalogue / Direct
• International
• E-Commerce Retailers

27Customer Contact
2016
PSD
Travel, Leisure & Gaming
Director (Customer
Service / Sales /
Experience) £60,000 £90,000 - £105,000 £145,000
Manager Call Centre
c200FTE £31,000 £42,000 - £60,000 £68,000
/ Change / MI £30,000 £53,000 - £62,000 £90,000
Customer Experience
Manager £35,000 £50,000 - £60,000 £75,000
Project Manager £30,000 £50,000 - £65,000 £84,000
Telephony Optimization £40,000 £45,000 - £52,000 £65,000
Reservations Manager £38,000 £46,000 - £54,000 £80,000
(Day Rate) £350 £450 - £600 £1000
Recent Customer Contact Appointments in the Travel, Leisure & Gaming
Sector:
Successful - We create trust, the basis of success. Trust means that candidates
knowthatwehaveintegrity;itmeans thatclients canbelieve inour communications
and rely on us to deliver what we say.
• Head of Guest Experience
• Head of Customer Experience
• Customer Experience Consultant
• General Manager Customer Operations
• Head of Customer Operations
• Head of Membership Sales
• General Manager - Customer Services
• Global Operations Manager
• Resource Planning Manager
• Project/Programme Manager
• Transformation Specialist
• Service Delivery Manager

28Customer Contact
2016
PSD
Telecoms, Technology & Media
Director (Customer
Service / Sales /
Experience) £70,000 £85,000 - £100,000 £200,000
Manager Call Centre
c200FTE £35,000 £40,000 - £55,000 £65,000
/ Change / MI £42,000 £71,000 - £82,000 £116,000
Customer Experience
Manager £45,000 £60,000 - £70,000 £85,000
Project Manager £42,000 £58,000 - £67,000 £80,000
Telesales Manager £35,000 £50,000 - £60,000 £100,000
Head of Self Service £60,000 £75,000 - £85,000 £120,000
(Day Rate) £400 £500 - £550 £1,650
Recent Contact Centre Appointments in the Telecoms, Technology &
Media Sector:d
Our aspiration is to be the best at delivering highly effective recruitment solutions
to our clients. That means we have to be a genuine people focused, values-driven
business.
• Programme Manager - Media
• Head of Resource Planning -
Telecommunications
• Customer Experience Manager - Technology
• Project Manager - Media
• Head of Customer Experience -
Telecommunications
• Head of Retention - Telecommunications
• Head of Broadband - Telecommunications
• Business Relationship Manager - Media
• Director of Customer Service - Medical
Devices
• Director Customer Operations - ISP
• Head of Strategy - Mobile Provider

29
PSD
Customer Contact
2016Interim Recruitment
Professional Contractors and Interim
Managers
In any modern, commercially driven organisation, success is characterised by
a business’s ability to implement change effectively whilst remaining efficient
and dynamic. As a consequence contractors and interim managers are utilised
as a resource and are able to leverage a competitive advantage or simply
stabilise operations through periods of change.
Salaries for Interim
Consultants will depend
on length of contract,
size of operation and
location. Daily rates are
normally quoted minus
expenses. Some interim
contracts may include
a performance related
bonus, dependant on
completion of projects.
Why use Contractors?
Interim staff can add significant value
to major projects during corporate
restructuring, headcount freezes,
systems implementation, maternity
cover or any similar planned or indeed
unplanned circumstances.
These individuals posess a track
record of industry specific success
ensuring that with a minimum lead in
time they are able to ‘hit the ground
running’ and immediately make an
impact on the business.
What is the cost?
Contractors and interim managers
earn a daily or hourly market rate
for their level and experience. Costs
associated with their engagement are
relevant only for the contract term.
Why choose PSD?
PSD provides a flexible service
that is individually tailored to your
organisation’s particular requirement.
Each consultant is a sector expert
and works solely within their vertical
market.
The benefit to both client and
candidate is that PSD builds effective
long term relationships and can
introduce your organisation to high
calibre individuals relevant to your
business at any given time.
After registering a contract position
with PSD you will receive a call back
to detail the process that will take
place in order to successfully fill the
role.
The network of contacts a consultant
has will ensure that in the majority
of cases PSD will be able to fill the
vacancy within 48 hours or within
agreed timescales.
We appreciate that time is the key
aspect when recruiting contract and
interim roles. With this in mind we
are able to conduct the full interview
and selection cycle representing
your organisation with the upmost
efficiency and effectivenes.
Should you have any queries in
connection with this service please
refer to the contact details provided
at the back of this document.

30
Customer Contact
2016 Ensuring a Successful
Recruitment Outcome
A clear and concise recruitment process is required to ensure a
successful outcome when looking for any new member of staff,
this is particularly pertinent in today’s challenging marketplace.
We have identified 7 basic action points to help you successfully recruit the
best candidates.
Recruitment
Consultancies remain
by far the most
recognisable route for
individuals to secure
their next career move
1. Make sure that you sell your
company and the role to the
candidate - they need to buy into
you and have confidence that this is
the right company and role for them.
This is especially true if the candidate
being interviewed is currently in a
stable role or has a long tenure with
their current employer.
2. Ensure a quick and efficient
interview process - if momentum is
lost, the candidate may lose interest
or go elsewhere. We have found a
significant number of roles have gone
on hold over the past twelve months,
due to a number of factors, primarily
changes in business requirements,
or the role not being signed off.
Wherever possible, work with your
recruitment provider/internal teams to
minimise these risks.
3. Offer realistic salaries - in today’s
market, offering the correct salary
for a role is extremely important.
This means gauging a candidates
current situation and expectations
and offering a realistic package. Do
not be tempted to offer candidates
the same as or less than their current
salary without considering this - the
candidate acceptance rate can be
very low, unless they currently find
themselves unemployed.
4. Provide detailed information
on the company/role - allow the
external sourcing organisation to
gather as much information as
they need.They are presenting your
company to potential candidates and
the better briefed they are, the more
benefit you will see. A clearly defined
job description will do wonders.
5. Choose the most efficient
recruitment solution for the role
- database resourcing is not always
the most effective method (especially
owing to the larger number of
candidates in the current market) and
will depend on the recruitment, level
and skill set you are looking for. Talk to
recruitment experts about executive
search or advertised selection to
ensure you understand your options.
6. Use just one/few consultancies
- don’t cast the net too far as this will
result in it taking more time to recruit
- consultancies should become a
true extension of your business and
represent you in the most professional
manner.
7. Don’t lose your new recruit -
whichever recruitment method you
use make sure the candidate is kept
in touch with - especially if there
is a long notice period. Direct line
managers or your recruitment partner
are best placed to do this.

31Customer Contact
2016
PSD
CUSTOMER CONTACT TEAM FOCUS
Rob Dermott
Associate Director
+44 (0)161 234 0354
rob.dermott@psdgroup.com
LinkedIn
Rob is an Associate Director at PSD and leads a
team of 4 consultants dedicated to the Contact
Centre recruitment marketplace. Rob joined in
July 2000 and undertakes assignments across
the full range of sectors including BPO, Business
Services, Retail, Utilities and Travel. Rob worked at
the UK’s first Contact Centre specialist recruitment
consultancy for over 3 years and it is this experience
that makes him one of the longest serving and
most experienced recruiters in the Contact Centre
marketplace. Rob is a BIFM Corporate Member.
Katie May
Senior Consultant
+44 (0)161 234 0349
katie.may@psdgroup.com
LinkedIn
Katie is a specialist in the Banking and Financial
Services sectors including Retail/Commercial
Banking, Building Societies, Insurance, Credit
Cards, Payments, Mortgages, Specialist Lending
and Support Services. She joined PSD in October
2010 and prior to this she spent 4 years as a
Consultant within the Economic Development area.
Alex Kelly
Consultant
+44 (0)161 234 0352
alex.kelly@psdgroup.com
LinkedIn
Alex is a specialist in the Banking and Financial
Services sectors including Retail/Commercial/
Challenger Banking, Insurance, Credit Cards,
Payments, Mortgages, Specialist Lending and
Support Services. Alex has 5 years recruitment
experience coupled with extensive knowledge of
contact centre management recruitment.
Contacts
To discuss any aspects of this survey or for assistance recruiting contact centre professionals please
contact one of the team
Join our established LinkedIn Group; PSD Customer Contact here

THE UK’S ONLY INDEPENDENT AND
MOST PRESTIGIOUS CUSTOMER
SERVICE BENCHMARKING PROGRAMME
LIVE CHAT SOCIAL MEDIA
EMAILPHONE
WHAT IS THE TOP 50?
The Top 50 is designed to give you a true, outside in perspective of your contact centre
performance against the very best in the UK, along with actionable recommendations
and a personalised road map of improvement. One of the key differentiators of the
Top 50 programme from other benchmarking schemes is that your results are based on
REAL customer experience assessed by REAL customers and customer led KPIs. Following
extensive research with customer focus groups across all demographics and regions of the
UK, a series of key customer service attributes have been identified by real customers as the
primary factors determining a positive multi-channel contact centre experience.
Brands we work
with include:
“Through the mystery shopping exercise we are able to benchmark
our service provision against other providers across the industry
and as a result learn from and improve on what our customers
already tell us is an extremely satisfying service experience.”
Michelle Hey,
Head of Customer Experience Development, First Direct
TOP 7 REASONS TO JOIN
1. Benchmark customer experience against
organisations not only within your market
sector, but across the entire UK contact
centre industry.
2. Increase customer retention
by identifying the key drivers of
customer satisfaction in your
contact centre and how you can improve
your performance.
3. Gain valuable, independent insight
into how existing & potential customers
actually perceive your Service.
4. Boost staff morale and motivation by
achieving Top 50 status, inspiring them to
consistently deliver outstanding service
and recognising their effort at the Top 50
gala dinner.
5. Meet your peers who are facing similar
challenges and share ideas, with your
automatic entry into the exclusive Top 50
best practice sharing events.
6. Prove the value of your contact centre to
the rest of your business and secure your
transformation from cost centre to profit
centre.
7. Reduce costs increase efficiency and
enhance trust in your brand.
Organiser Raj Dattani
+44 (0)20 7921 8411
raj.dattani@ubm.com
Top50@ubm.com
CallCentre.co.uk/Top50
Contact:

Customer Contact Salary Survey 2016

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