Three-quarters of customer-facing workers facing imminent burnout
Workers in customer-facing roles across the UK are facing burnout after months of being overworked and underappreciated, with no prospect of career progression.
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That’s according to our new study, Customer Engagement Burnout,1 which surveyed 750 UK workers in customer-facing roles, including contact centre agents and those whose jobs regularly involve talking to customers over the phone.
Customer engagement workers play a vital role in the UK economy. The contact centre industry employs over 800,000 people, with millions more working in other roles talking to customers regularly on the phone, for example box office staff or sales professionals.
However, 72% of these workers say they are ‘burnt out’ or will be burnt out imminently, rising to 83% of those working in contact centres. As a result, the industry could be facing a similar talent crisis to the 2021 HGV driver shortage. Nearly half (49%) said they dislike their job and would be looking to move in the near future, rising to 62% of contact centre workers.
The reasons for this burnout are clear:
52% say their workload has increased dramatically since the beginning of the pandemic, and 43% are faced with long working hours
88% say the responsibilities within their existing role have expanded since the beginning of the pandemic, without a pay rise or promotion.
On average, staff have taken on between one- and two-people’s work in addition to their own, with 10% even stretched to the capacity of three or more people.
Workers aren’t just overworked, they’re underappreciated. Nearly two thirds (63%) say their company thinks the end-customer experience is more important than employee wellbeing and 84% feel under pressure from management to deliver quantity over quality when it comes to interactions with customers.
Workers are also reporting that the support measures put in place aren’t having an impact. While just over half (54%) are aware of mental health support initiatives at their workplace, only 32% of them said their managers follow them ‘all the time’. And while 61% have some kind of specialist customer engagement technology to help them do their job, this is much more common in contact centres and is having limited impact on job satisfaction.
We’re calling for a commitment from industry leaders to make 2022 the year of the agentby transforming working practices to put the wellbeing of frontline customer service staff on the same footing as customer satisfaction.
Ben Booth, CEO of MaxContact, said: “For those on the phone to customers every day, two years of working alone at the kitchen table, mounting workloads and little interaction with colleagues has taken its toll. People are telling us that they’re feeling overworked, under supported and aren’t hopeful that things are likely to change. Many are considering leaving their job, and even the industry, altogether.
“We need to make a change and fix the balance between customer satisfaction levels and investment in staff wellbeing.
“That’s why we’re making 2022 the year of the agent. While it’s down to each organisation to provide employees with competitive salaries, benefits and career progression opportunities to make these jobs attractive, we believe every part of the industry has a role to play.
“For us, this means putting workers’ wellbeing – the end-user of our platform – at the heart of everything we do. We’re making sure technology is actually helping staff, including reducing time spent on menial, repetitive tasks, increasing efficiencies of people and making it simple and easy to deliver great interactions with customers so they feel good about their work – without unnecessary stress.
“Those working in customer-facing roles are the hidden backbone of society – we need to make sure that we’re repaying their commitment with the support they deserve.”
MaxContact commissioned independent market research company, Censuswide, to survey a nationally representative sample of 752 workers employed in customer-facing roles, with 250 respondents that work in contact centres, and 502 respondents who speak to customers every day on the phone. The poll was conducted between 19th and 26th November 2021. Unless stated otherwise, all figures were drawn from this poll.
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As we close out 2025, it's time to reflect on the predictions we made at the start of the year and examine how the contact centre industry actually evolved. While some trends played out largely as anticipated, others took different paths, and the year brought valuable lessons about the pace of technological adoption and the realities of AI implementation.
Let's look back at what we predicted for 2025 and how it measured up against reality.
AI Enters the Value Creation Phase: Prediction Validated
We predicted that 2025 would be the year AI moved from deployment to proving its worth, with organisations becoming more pragmatic about ROI and accepting realistic efficiency gains of around 25% rather than the marketed 70-80%. This proved to be one of our most accurate predictions.
The shift happened – and not just among buyers. AI vendors themselves fundamentally changed their positioning throughout the year, moving away from revolutionary promises toward demonstrable value delivery. The industry experienced a collective reality check, with both clients and vendors acknowledging that AI's current capabilities, while valuable, require focused implementation and realistic expectations.
The buyer sophistication we anticipated materialised as predicted. Organisations approached AI investments with the same caution they learned from the early SaaS era, demanding proof of value before committing resources. This pragmatic approach has actually accelerated successful implementations, as companies focused on achievable wins rather than transformational moonshots.
The adoption patterns we're seeing reflect this pragmatic approach. Our recent benchmark data shows that chatbots (57%), virtual or AI agents (56%), and fraud detection (46%) lead AI adoption – a mix of customer-facing and operational applications that demonstrates organisations are deploying AI across diverse use cases rather than betting everything on a single transformational solution.
This diversified approach demonstrates that organisations have learned a crucial lesson: AI value comes from multiple focused applications working together, not from a single revolutionary solution. Rather than seeking the one AI tool to transform everything, successful contact centres are building an ecosystem of AI capabilities, each solving specific problems and delivering measurable returns.
Looking to 2026, this value-focused approach will intensify. The stakes have never been higher for demonstrating real return on AI investment.
Agent Role Evolution: Still a Work in Progress
Our prediction about enhanced focus on emotional intelligence and complex problem-solving, driven by agents juggling 5-10 applications, proved partially accurate – but the evolution happened more slowly than anticipated.
The fundamental problem we identified, cognitive load from application switching, still exists. When agents need to hunt for information across multiple systems, that friction hasn't been solved at scale. However, there's a crucial development: vendors are now actively prioritising this challenge for the next 12-18 months in a way they weren't before.
The reality is that other AI use cases – digital deflection and efficiency improvements – showed faster, more measurable results and therefore attracted more immediate attention. Agent-focused solutions, which require more complex integrations and change management, naturally took longer to implement.
What's changed is the industry's recognition that solving the agent experience is the next frontier. The easy wins have been captured; now the focus is shifting to the harder problem of reducing cognitive load and empowering agents to focus on high-value interactions. The agent role evolution we predicted is happening – it's just unfolding across a longer timeline than a single year.
Personalisation Meets Privacy: Not Yet
This was one of our predictions that didn't materialise as expected. We highlighted that while 76% of consumers say personalised communications are a key factor in considering a brand, 80% are concerned about how their data is being used – a tension we believed would define how contact centres approached personalisation in 2025. In reality, this particular dynamic didn't become the defining issue we thought it would.
Personalisation absolutely grew, but not in the data-driven, privacy-challenging ways we envisioned. Instead, we saw incremental improvements that enhanced customer experience without crossing privacy boundaries. Conversational IVR systems that recognise customers and speak naturally. Auto-summarisation that gives agents context about previous interactions. Proactive outreach based on known customer journeys.
These are all forms of "respectful personalisation" – but the anticipated tension with privacy regulations didn't materialise because those regulations themselves haven't fully arrived yet. The comprehensive AI-specific data protection frameworks we expected are still pending, creating a situation that's both liberating and potentially dangerous.
The privacy conversation is coming – regulation always lags behind technology. But 2025 taught us that personalisation can advance through improvements in how we interact with customers, not just through deeper data mining. The human touch in personalisation is key, making interactions feel more conversational and contextual.
Economic Pressures Drive Innovation: Absolutely Accurate
This prediction proved devastatingly accurate. The economic pressures we highlighted – minimum wage increases to £12.21 per hour and National Insurance changes – drove exactly the responses we anticipated, and then some.
The most significant development was the dramatic acceleration of offshoring. Organisations didn't just explore offshore and nearshore options; many made wholesale moves, relocating entire operations because even with 20-30% AI-driven productivity improvements, the cost savings of offshore operations (often halving expenses) proved more immediately impactful.
This created an interesting dynamic: AI and offshoring aren't competing strategies, they're complementary ones. Organisations are doing both. The combination delivers the cost reductions that economic pressures demand, while AI provides the efficiency gains needed to maintain service quality in distributed operations.
For UK-based contact centres, this created an urgent imperative: AI implementation is no longer optional for competing at scale. The economics are stark – without AI-driven efficiency improvements, domestic operations struggle to justify their cost premium against offshore alternatives.
The year also validated our prediction about investment focusing on technology with clear cost benefits. Organisations moved past experimentation to demand concrete ROI demonstrations before committing to new platforms. First-contact resolution gained renewed focusas a direct cost-reduction strategy, and workforce management sophistication increased as organisations sought to maximise resource efficiency.
Economic pressure didn't just drive innovation – it fundamentally reshaped operational strategies across the industry.
Hybrid Working 2.0: Matured and Settled
Our prediction about hybrid working evolving beyond basic remote capabilities proved largely accurate. With over 60% of contact centres incorporating home working [Source: MaxContact 2024 KPI Benchmarking Report], 2025 was the year hybrid models matured from experimentation to established practice.
The persistent challenges we identified – training, culture, team cohesion, and the 10% higher attrition in remote teams – didn't disappear, but organisations developed more sophisticated approaches to managing them. The industry moved from asking "does hybrid work?" to "how do we make hybrid work better?"
That said, the journey isn't complete. Hybrid working remains an ongoing optimisation challenge rather than a solved problem. Organisations continue refining their approaches to onboarding, knowledge management, and cultural cohesion in distributed environments. The difference is that these are now recognised as manageable challenges within an accepted working model, rather than existential questions about hybrid working's viability.
What 2025 demonstrated is that hybrid working in contact centres has settled into a mature, sustainable model. It's not perfect, and it requires ongoing attention, but it's no longer experimental. Organisations know what works, what doesn't, and what trade-offs they're making.
We predicted 2025 would see contact centres move beyond scratching the surface toward sophisticated analytics and better cross-channel insights. What actually happened was more nuanced: awareness arrived, but implementation is still catching up.
The year's defining lesson about data came from AI implementations: data quality and integration determine success or failure. Organisations attempting AI projects quickly discovered that siloed, fragmented data blocks effective AI deployment. This painful lesson elevated data strategy from a nice-to-have to a fundamental requirement.
As a result, conversations about new technology implementations now start with data. Where is it? How timely is it? How well integrated across systems? This represents genuine progress – the industry now understands that data foundations must come before AI applications.
However, understanding the problem and solving it are different challenges. Data consolidation and integration remain complex, expensive projects that don't happen overnight. Many organisations spent 2025 realising the depth of their data challenges rather than solving them.
Interestingly, we also learned that AI tools themselves are creating more data. Speech analytics transcribing 100% of calls, conversation analytics tracking interaction quality, AI agents generating workflow data – the volume of available information is exploding. The new challenge isn't just integrating existing data sources, but making the tsunami of new data accessible and actionable for frontline decision-makers.
The data-driven future we predicted is coming, but 2025 was the year of recognition rather than transformation. The real work lies ahead in 2026.
Regulatory Compliance and Security: The Waiting Game
Our prediction about new AI-specific regulations joining existing frameworks like Consumer Duty didn't materialise in 2025 – though the reality is more nuanced than a simple absence of regulation.
While dedicated AI legislation hasn't arrived, existing regulatory frameworks continue to apply robustly to AI implementations. The FCA'stechnology-agnostic, outcomes-focused approach means that contact centres using AI remain fully accountable under Consumer Duty requirements – including obligations to act in good faith, avoid foreseeable harm, and deliver good outcomes for customers. This principles-based approach has proven flexible enough to address AI-related risks without requiring entirely new regulatory structures.
What we're seeing is that leading organisations aren't waiting for AI-specific regulations to establish best practices. Forward-thinking contact centres and vendors are proactively embedding responsible AI principles into their implementations – focusing on data protection, algorithmic transparency, fairness, and customer consent. These organisations recognise that existing regulatory requirements around consumer protection, operational resilience, and data governance already provide a comprehensive framework for responsible AI deployment.
This proactive approach positions organisations well regardless of future regulatory developments. By building AI systems that align with existing regulatory principles and industry best practices, they're creating implementations that are inherently compliance-ready. When AI-specific guidance does arrive – and regulators continue to monitor the space closely – organisations that have already embedded responsible practices will adapt seamlessly rather than facing disruptive retrofitting.
Security incidents throughout the year kept data protection at board-level attention, reinforcing the importance of robust governance around AI implementations. The industry's focus on operational resilience, secure outsourcing arrangements, and clear accountability structures demonstrates mature risk management even in the absence of AI-specific mandates.
The regulatory landscape for 2026 remains one to watch closely. While comprehensive AI-specific frameworks may still be developing, the application of existing regulations to AI use cases continues to evolve through regulatory guidance and industry practice. Organisations taking a principles-based, outcomes-focused approach to AI implementation – prioritising customer outcomes, transparency, and accountability – are positioning themselves as industry leaders in responsible innovation.
Looking Back: What We Learned
Perhaps the most important insight from 2025 is that AI is delivering real value, but in focused applications rather than wholesale revolution. Hybrid working has matured into standard practice, but the human challenges persist. Economic pressures accelerated strategic shifts that might have taken years in different circumstances.
The year validated our core message from the start of 2025: success comes from realistic expectations, focused implementations, and keeping sight of what matters – delivering excellent customer service in sustainable ways for both businesses and employees.
What surprised us least was how little surprised us. As an industry voice advocating for realistic AI expectations while others promised transformation, we saw our predictions largely validated. The technology evolution we anticipated happened; it just happened at the measured pace we expected rather than the revolutionary speed others marketed.
2025 Trends in Brief: What Actually Happened
AI Value Creation: Vendors and clients shifted focus to ROI and measurable value delivery. Chatbots (57%), virtual/AI agents (56%), and fraud detection (46%) lead AI adoption, with organisations taking a diversified approach rather than betting on single transformational solutions.
Agent Role Evolution: The cognitive load problem persists, but vendors are now prioritising agent experience as the next frontier after capturing easier AI wins in digital deflection.
Personalisation vs Privacy: Personalisation grew through conversational IVR, auto-summarisation, and proactive outreach, but the anticipated privacy tensions didn't materialise as AI-specific regulations remain pending.
Economic Pressures: Offshoring accelerateddramatically as the combination of minimum wage increases and National Insurance changes made offshore operations (often halving costs) more impactful than AI's 20-30% efficiency gains alone.
Hybrid Working: Matured from experimentation to established practice, with over 60% of contact centres incorporating home working and developing sophisticated approaches to managing persistent challenges.
Data-Driven Operations: Awareness arrived as AI implementations proved that data quality determines success or failure, but many organisations spent the year realising the depth of their data challenges rather than solving them.
Regulatory Landscape: AI-specific regulations didn't materialise, but existing frameworks like Consumer Duty continue to apply robustly. Leading organisations are proactively embedding responsible AI principles aligned with existing regulatory requirements.
As we move into 2026, these lessons will guide the next phase of contact centre evolution. The industry has learned to balance innovation with pragmatism, efficiency with experience, and automation with human expertise. The challenges ahead are significant, but 2025 proved the sector's ability to adapt thoughtfully rather than reactively – and that may be the most important trend of all.
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How to Remove Guesswork from Contact Strategies with Conversation Analytics
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Contact centres are under pressure. Rising costs, increased competition, and shifting customer expectations mean teams are being asked to do more with less. The challenge? Making decisions based on incomplete data or small samples that don't represent the full picture.
In our recent webinar, we explored how conversation analytics helps contact centres move beyond guesswork and make data-driven decisions that improve performance, reduce costs, and deliver better customer experiences.
Four Forces Reshaping Contact Strategies
Contact centres face a perfect storm of challenges:
Rising costs and increasing competition The barrier to entry has lowered across most sectors, meaning competition can move with agility and quickly challenge established players. Every interaction is getting more expensive, whilst high attrition rates mean teams are working harder just to stand still.
Stagnating effectiveness Sales conversions and first call resolutions are trending downwards for many businesses. Conversations are becoming more complex and harder to resolve on the first attempt.
Growing commercial risk of poor CX Customers switch providers faster when service falls short. There's no loyalty in those first few minutes of an interaction. Many organisations struggle to route customers accurately, creating inconsistency and avoidable friction for both consumers and agents.
Shifting consumer behaviour AI call screening, digital buying journeys, and social search are making people harder to reach and changing where and how they want to engage with organisations.
t's not just one challenge – it's the combination of these forces that means traditional contact strategies need to evolve.
52% of contact centres report increased agent workloads this year – a 10-point rise since last year
Average agent churn rate sits at 31% – a costly cycle of recruitment and retraining
Agents are handling more conversations with more complexity and pressure than before
This level of attrition creates both financial costs and operational challenges, impacting team performance and customer experience.
The Sampling Problem
Many contact centres still rely on sampling to understand what's happening in their conversations. The traditional approach might involve listening to 2-3 calls per agent per month – a tiny fraction of overall activity.
When you're handling thousands or tens of thousands of conversations, sampling simply doesn't give you the full picture. You might miss critical trends, coaching opportunities, or compliance issues that only become visible when you analyse conversations at scale.
How Conversation Analytics Works
MaxContact's conversation analytics platform uses AI to analyse 100% of your conversations, not just a sample. Here's what that makes possible:
AI-powered call summaries Every conversation is automatically summarised, capturing key points, outcomes, and next steps. This saves hours of manual note-taking and makes it easy to understand what happened on any call at a glance.
Sentiment analysis Track customer and agent sentiment throughout conversations. Identify where interactions go well and where frustration builds, helping you understand the emotional journey of your customers.
Objection tracking Automatically identify common objections across all conversations. See which objections come up most frequently, how often they're successfully handled, and spot patterns that point to process improvements or product issues.
Custom saved views Create filtered views that surface the conversations that matter most to your team. Whether you're looking for calls with specific outcomes, objections, sentiment patterns, or compliance markers, saved views let you quickly find what you need without manually searching through thousands of recordings.
AI assistant prompts Ask questions of your conversation data in natural language. For example, "Show me calls where customers mentioned pricing concerns" or "Find conversations where agents successfully overcame objections." The AI assistant helps you explore your data and uncover insights without needing technical skills.
Real-World Use Cases
Coaching and development Identify specific coaching opportunities by finding conversations where agents struggle with particular objections or where sentiment deteriorates. Move from generic training to targeted coaching based on actual performance data.
Process improvements When you see patterns across hundreds of conversations – repeated objections, common confusion points, or friction in specific processes – you have clear evidence to drive process changes and improvements.
Compliance monitoring Analyse 100% of calls for compliance markers, not just a small sample. Identify potential issues quickly and address them before they become serious problems.
Understanding what drives success Compare conversations that result in positive outcomes with those that don't. What do successful agents do differently? What patterns emerge in conversations that lead to sales, resolved issues, or satisfied customers?
From Reactive to Proactive
The shift from sampling to comprehensive analysis changes how contact centres operate. Instead of reacting to issues after they've escalated or basing decisions on limited data, conversation analytics gives you:
Complete visibility into what's happening across all conversations
Early warning signals when trends start to emerge
Evidence-based decisions supported by comprehensive data
Measurable improvements that you can track over time
Getting Started with Conversation Analytics
Implementation includes working with MaxContact's product team to define success criteria and create custom views that align with your specific goals. Many organisations start with core use cases – coaching, compliance, objection handling – and then expand as they see the value and discover new applications for the platform.
The platform includes templates to get started quickly, but the real power comes from tailoring the analysis to your specific needs and challenges.
The Bottom Line
Contact centres can't afford to make decisions based on guesswork or small samples. When you're handling thousands of conversations, you need to understand what's happening at scale.
Conversation analytics removes the guesswork, giving you the insights you need to improve coaching, enhance processes, ensure compliance, and ultimately deliver better outcomes for both your team and your customers.
The 2025 UK Budget brings a series of labour-market, tax and business-rate shifts that directly affect contact centres - a sector powered by people and tight margins. Rising wage floors, frozen employer NIC thresholds, and new skills programmes will reshape workforce planning. Meanwhile, changes to business rates and investment incentives could reduce cost pressures for some operators.
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Budget 2025 - What Contact Centres Need to Know
The 2025 UK Budget brings a series of labour-market, tax and business-rate shifts that directly affect contact centres - a sector powered by people and tight margins. Rising wage floors, frozen employer NIC thresholds, and new skills programmes will reshape workforce planning.
Meanwhile, changes to business rates and investment incentives could reduce cost pressures for some operators.
For contact centres, the challenge is clear: absorb higher employment costs while accelerating efficiency, automation and employee development.
MaxContact’s view? This Budget reinforces what we already know - the most resilient contact centres will be those that invest in workforce experience, smarter technology, and data-led decision-making.
What the Budget Means for Contact Centres
If contact centres feel like they’re being asked to do more with less, Budget 2025 cements that reality. While many measures aim to ‘make work pay’, several place direct cost pressure on people-intensive industries - including ours. But with the right technology and operating model, these shifts can be turned into opportunities.
1. Wage Costs Are Rising - Again
From 1 April 2026, the National Living Wage (NLW) increases 4.1% to £12.71/hour (Budget clause - 4.22).
Minimum wage bands for younger workers rise even faster.
For contact centres - where large portions of the frontline workforce sit on or near the NLW - this is the single biggest cost impact.
What this means
Expect a higher annual wage bill, particularly for large multi-site operations.
Increased wage competition could make talent attraction harder.
Inefficient processes will become more expensive every year.
What to do
Use workforce optimisation and automation to reduce low-value tasks.
Improve agent experience to protect retention (reducing recruitment cost spikes).
Reforecast now - 2026 isn’t far away in budgeting terms.
2. Employer NIC Freeze = Higher Costs Hidden in Plain Sight
One detail in this year’s Budget that doesn’t make headlines - but really matters - is the freeze on the Employer National Insurance threshold until 2031 (Budget clause - 4.112)
Here’s what that means in simple terms:
The point at which employers start paying NIC for their staff will not increase for six years.
But wages will increase - especially with the higher National Living Wage coming in 2026.
So even though the NIC rate isn’t changing, employers will still pay more NIC each year as more of each salary is pushed above the frozen threshold.
For people-intensive sectors like contact centres, that’s a direct and unavoidable cost increase built into the system.
When labour costs rise automatically every year, efficiency becomes mission-critical.
Small improvements in forecasting, scheduling, and automation can deliver real financial impact at scale.
This is exactly where modern WFM, AI-assisted routing, and intelligent automation help organisations stay ahead of cost pressure.
3. Youth Guarantee Could Ease Recruitment Challenges
Government funding includes £1.5bn for skills and employment support, including paid six-month placements for 18–21-year-olds (Budget clause - 4.23–4.24 ).
Why it matters:
Contact centres can tap into subsidised entry-level talent.
It may become a strong pipeline for customer-facing roles with the right development pathways.
Build apprenticeship and early-careers programmes aligned to these schemes.
4. Business Rates Reset in 2026
Business rates multipliers drop in 2026-27 due to evaluation (Budget clause - 4.26 ). Transitional Relief and new multipliers offer further support.
For operators in office estates, this may bring modest cost relief - though location-specific impacts vary.
Review your estate profile. Many centres could achieve meaningful savings with the right appeals or optimisation.
5. Salary Sacrifice Tightening (from 2029)
NIC relief on pension-related salary sacrifice will be capped at £2,000 per year (Budget clause - 4.120).
For contact centres offering enhanced pension schemes, this could erode part of their employee-value proposition or increase employer costs.
6. Compliance and Employment Rights Focus Will Intensify
The Budget funds a new Fair Work Agency team targeting illegal working and employment-rights breaches from April 2026 (Budget clause - 4.103).
This signals tougher scrutiny on employment practices and contractor models common in outsourced service environments.
Ensure scheduling accuracy, break compliance and HR documentation are watertight - technology can remove risk here.
Key Takeaways
1. Cost pressures will rise - but predictable pressures are manageable.
Wage floors and frozen NIC thresholds mean labour cost inflation is here to stay. Smart forecasting, WFM, and automation will be essential.
2. Talent pipelines are evolving - seize the opportunity.
Government-backed youth placements and skills funding offer a low-cost hiring route if built into recruitment strategies early.
3. Compliance is tightening - operational visibility matters.
Clear audit trails, documented processes and accurate time-tracking will pay dividends as enforcement grows.
4. Estate costs may fall - review your footprint.
Business rates changes could offer relief for some operators, but only with proactive assessment.
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