Solutions/Recruitment process outsourcing/Customer-service hiring
Contact centre · Pakistan
Customer-service hiring
Volume hiring for a customer-service team in a Pakistan contact centre.
Project background
The client was opening a contact centre in Pakistan. Inbound seats, team leaders, and quality monitors had to be on the roster by go-live, some bilingual. There was no local TA function yet.
Headquarters wanted one English job description posted in several cities at once. Locally, attendance and night-shift tolerance vary by city. Screening had to sit inside a commutable radius of the site, or week-one drop-off would spike.
Profile
- Agents who will take the roster and nights, with a commute that can be checked.
- Bilingual seats who can actually work the customer language and the reporting language — not only list them.
- Team leaders and quality monitors who have run a shift or a listen-in, able to roster in go-live week without a regional coach on the floor.
- English on the CV is not an attendance test.
Search timeline
First gate
First roster in 4 weeks
Second gate
Go-live headcount in 8 weeks
After site and shift alignment, the first agents started and trained in week four. Go-live headcount closed in week eight. Drop-off was replaced in-week. Training did not slip past go-live.
CVs presented
Presented
240
Landed
88
240 people presented; 88 started. Bilingual seats cleared at a lower rate than monolingual seats. Replacements stayed in the site catchment, not a national remote post.
What we took from it
Go-live was staffed from the roster, not from a CV count. Leaders started before agents. Quality monitors were on the floor in training week.
A national remote post would have dumped night-shift drop-off into week one. Testing commute and roster at screen is cheaper than resignations after joiners start.
For the next brief: seats, shifts, and language — not one “customer-service team” total.