Staffing & Outsourcing in Remote Contact Centers: Lessons from a Leader Roundtable

Leading a remote or hybrid contact center opens the door to new staffing and outsourcing possibilities—but it also introduces fresh challenges. At a recent WFH Alliance roundtable, leaders from a range of industries and geographies shared candid perspectives on what’s working, what’s not, and what’s next for staffing and BPO partnerships.

1) Integration matters

One participant who oversees a team dedicated to supporting BPO partners emphasized the importance of deep integration. Their team is “woven into” partner operations, treating them as extensions of the brand rather than outsiders. Another participant described how cultural immersion and close collaboration helped BPO associates feel they worked for the client—not just the BPO. Shifting away from an “us vs. them” mentality to true partnership was cited as a major success factor.

2) Attrition remains a persistent challenge

Multiple participants noted that BPO attrition is often higher than with in-house teams, creating constant churn. That said, several bright spots emerged:

• Certain geographies (e.g., Colombia, South Africa) experience lower attrition than others
• If associates make it past the first 90 days, retention improves dramatically
• Career pathways—e.g., letting strong performers shadow WFM, training, or quality—build loyalty and bench strength

3) Culture shapes outcomes

Several leaders stressed that cultural alignment is as critical as KPIs. Training built for U.S. based agents doesn’t always translate in other regions; for example, how empathy is expressed in collectivist cultures can differ from U.S. expectations. Matching functions to cultural strengths matters too—some regions excel in service roles but may underperform in collections or sales.

4) Flexibility is the future

Roundtable participants highlighted flexibility as a defining factor for the next phase of staffing.

• Gig-style models: Some organizations are testing gig-style approaches that let agents scale hours and earnings more autonomously, like independent businesses. This model is particularly impactful in certain international markets where a single contact center job may feed an entire family. 
• Part-time models: Gig-style models can carry risk of misclassification in the United States. A well-designed part-time program can offer many of the benefits without the legal risks. For the agents, you can design a program that offers a lot of flexibility and control over the types of shifts they work. For the business, you can access dedicated team members that attrit at a low rate + a lever to adjust staffing up / down based on their average weekly hours.

5) Communication is the hidden friction

Even with strong integration, communication overload is real. One participant described BPO agents juggling multiple Teams channels, email accounts, and technology platforms from both their employer and the client. Without streamlined channels and unambiguous “single sources of truth,” confusion and rework creep in.

Closing thoughts

From part-time levers to gig models, from cultural empathy training to creative career pathways—leaders are rethinking staffing and outsourcing in bold new ways. The future isn’t about “BPO vs. in-house.” It’s about building resilient, blended teams that align people, culture, and customer expectations.

Interested in exploring part-time program design or flexible scheduling tactics? Join the conversation with WFH Alliance leaders or reach out to compare notes.