Chapter 1: The Shift in Perspectives on Productivity

Initially, I held a naïve hope that the COVID-19 pandemic would change our views on human productivity. It seemed like we were starting to recognize that we are not just machines, but individuals with feelings, physical requirements, and varying levels of stress and wellness.

However, my optimism was shattered when I learned that Teleperformance, a company with approximately 380,000 employees across 34 nations, was implementing specialized webcams to monitor remote workers. These AI-powered cameras will scrutinize employees for “violations” such as eating, taking unauthorized breaks, using mobile devices, and remaining inactive. When an infraction is detected, the webcam will capture an image of the employee and send it to their supervisor. "Any breach detected by the AI triggers a real-time alert to the supervisor for further actions," meaning a still photo is transmitted directly to management.

As early as the pandemic began, Yuval Noah Harari cautioned against the rise of totalitarian surveillance justified by the need to combat the virus. He warned, "If we are not careful, the epidemic might nevertheless mark an important watershed in the history of surveillance... because we may normalize the deployment of mass surveillance tools in countries that have rejected them."

This raises several critical concerns. For instance, when working from home during a pandemic, it's entirely plausible that family members or roommates may be present in the background. Do they need to give consent for their images to be captured and processed by an AI system? Or for their faces to be shared with a manager? This situation disproportionately affects those who live in smaller spaces without a proper home office.

Beyond the implications of surveillance, we must also consider the concept of psychological safety. Professor Amy Edmondson defines psychological safety as "a belief that one will not be punished or humiliated for having questions, concerns, or mistakes." A psychologically safe environment is linked to increased productivity, improved mental health, and enhanced job engagement—all objectives that AI monitoring claims to achieve. However, research indicates that such surveillance will likely have the opposite effect.

Psychological safety is fostered through supportive management styles, consistent processes, and positive workplace interactions. For instance, leadership behaviors that demonstrate support, trust, and competence contribute to a secure environment. Studies have shown that meaningful interactions enhance feelings of dignity and self-worth.

Having an AI webcam that reports employees for minor infractions—like sitting idle or eating—does not convey trust, consistency, or respect.

Research indicates that the absence of these elements leads to personal disengagement from work. Disengagement occurs when employees feel unsafe psychologically and disconnected from their workplace. A study by Amick and Celentano (1991) revealed that machine-monitored call center employees experienced greater job demands, reduced autonomy, and diminished support from colleagues. Further investigations show that such monitoring can lead to deskilling and negatively impact employee well-being.

I am increasingly frustrated by companies and governments attempting to apply AI solutions to fundamentally human-centered issues. What would genuinely enhance productivity in call centers?

1. Autonomy: A recent study highlighted that "increased perceived autonomy can significantly improve individual and group productivity, positively influencing mood." Think autonomy is unattainable in call centers? Consider Zappos, which revolutionized customer service by empowering its employees to do whatever was necessary to satisfy customers. Their call center staff operated without scripts or time constraints, focusing instead on customer happiness. This autonomy is vital for employee satisfaction and, in Zappos' case, resulted in exceptional customer service.
2. Meaningfulness: One study demonstrated that enhancing workers' perception of the significance of their roles led to a remarkable 171% increase in revenue. In this instance, a scholarship recipient spoke with call center staff about how their work had funded his education. The employees who interacted with him significantly increased their productivity compared to those who did not have direct contact.
3. Competitive Salaries: A recent report confirms a strong correlation between higher wages and increased productivity. This aligns with equity theory, which suggests that when employees feel undercompensated, they may seek to balance the scales by reducing their effort or engaging in other counterproductive behaviors.

As a business psychologist, I recognize the wealth of research on what drives engagement and productivity in call centers. The push for surveillance represents a disturbing trend towards normalizing mass oversight in a way that is both unnecessary and intrusive. Instead, we should be focusing on fostering breaks, building trust, enhancing autonomy, and embracing our humanity in the workplace. Poor working conditions lead to high turnover and low productivity—no AI system can rectify that. It's time to make evidence-based decisions to improve workplace engagement and reject intrusive surveillance measures targeting low-paid workers.

The first video discusses how artificial intelligence is transforming customer call centers, highlighting the potential benefits and challenges of this technological shift.

The second video addresses the reality of AI replacing call center agents and offers strategies for workers to safeguard their jobs in an evolving landscape.

Chapter 2: The Path Forward

In conclusion, rather than resorting to technological surveillance, businesses should prioritize employee autonomy, meaningful engagement, and fair compensation to foster a healthier and more productive work environment.