A television feature some time ago reignited an all too familiar debate: are call centre workers in Jamaica being treated unfairly? The conversation struck a chord, as it often does. But, like many national discussions, it told only part of the story.
Jamaica’s Business Process Outsourcing (BPO) sector has become one of the country’s most important economic pillars, employing over 50,000 Jamaicans and generating close to US$900 million annually, according to JAMPRO. Those numbers are not barely creeping out of kindergarten. The country needs this.
Companies such as Itel (Kingston) and Conduent (Portmore) have been central to this growth, providing thousands of jobs across the island and expanding opportunities beyond traditional urban centres. Yet, despite this impact, the sector is often reduced to a single narrative, one that focuses primarily on worker dissatisfaction; the subset that generates the most discussion.
To be clear, there have been instances where concerns about working conditions have been raised, and these should not be dismissed. Any industry that employs tens of thousands will definitely face challenges; and accountability is important. But, if fairness is to be meaningfully determined and discussed, it must be viewed from both sides; the employer’s and the employee’s.
In the 1960s, huge companies like, say, Grace Kennedy (Harbour Street) and T. Geddes, Grant, Ltd(Newport East), which operated in many different divisions, had small phone banks to handle the concerns of their diversified customer bases. Very few people could see ahead to BPOs as they are made up now.
Employers in the BPO sector operate in a highly competitive global environment, where service quality, reliability, and workforce stability are critical. High levels of absenteeism, rapid staff turnover, and, in some cases, abrupt resignations and complex matters of childbearing are recurring challenges that impact operations and increase costs. These realities are often absent from the public discourse, quite possibly because there are no easy answers.
In fact, concerns about workforce readiness are not new. In a widely discussed commentary in the local press, business leaders highlighted that Jamaica faces a shortage of ‘work-ready’ employees, not necessarily in terms of academic qualification, but in areas such as professionalism, punctuality, communication, and workplace discipline. Not a big surprise there.
The issue, they argued, is not simply about job availability, but about preparedness for the demands of modern work environments. One can argue that the new generation of Gen Z employees are not as traditional in their approach to work as previous generations. They tend to value flexibility, purpose, and work-life balance, and are often more willing to change jobs if those expectations are not met. Those staffing the various personnel departments know of these problems.
It is a known fact that, in the BPO sector where a significant portion of the workforce is made up of young, first-time employees, this shift is especially evident and can contribute to higher attrition. However, this also presents an opportunity. Many call centre workers fall within this Gen Z demographic, making the sector a key space for shaping modern work habits.
Through structured training and exposure to professional environments, the BPO industry helps build discipline, adaptability, and transferable skills that support long-term career growth. This is where the sector plays a critical, and often underappreciated, role.
For many young Jamaicans, particularly those with limited prior work experience, companies like Itel and Conduent provide structured entry into the workforce. Employees are trained not only to perform tasks, but to operate within professional systems meeting deadlines, managing performance metrics, and engaging with international clients.
Administrators know that these are foundational competencies that extend well beyond the BPO floor. Skills developed within the sector include communication and customer engagement with global clients, problem-solving and critical thinking under real-time conditions, digital literacy across customer management platforms, and strong time management.
Employees also gain experience in conflict resolution, emotional intelligence, and the ability to adapt in fast-paced, performance-driven environments, skills that are highly transferable across industries. It is no coincidence that many former BPO employees transition into careers in banking, sales, hospitality, entrepreneurship, and even management roles within other industries.
The sector, in effect, serves as a training ground for the broader economy, equipping individuals with capabilities that enhance long-term employability. This developmental role deserves much greater recognition.
There is also a policy dimension that warrants attention. Jamaica’s labour framework rightly emphasises employee protection. However, there is comparatively limited discussion around the operational realities faced by employers particularly in industries like BPO, where service delivery is directly tied to workforce consistency and performance.
A more balanced approach would acknowledge that sustainable job creation requires both fair labour practices and a dependable, work-ready workforce. The BPO sector is not without its imperfections. No industry is. But it is also not accurately defined by its criticisms alone.
Companies like ITEL and Conduent are part of a larger ecosystem that has created tens of thousands of opportunities, introduced global standards of service, and provided many Jamaicans with their first step into professional life. Most important to bear in mind.
Another key question, then, is not whether challenges exist but whether we are giving equal weight to the opportunities being created. Because, for many, the BPO sector is not just a place of work. It is where careers begin and, in many cases, where they are built.
Mark Wignall is a political and public affairs analyst. Send feedback to columns@gleanerjm.com and mawigsr@gmail.com.
