See how it stacks up with a personalized assessment and strategic recommendations.
It’s a network of virtual, on-demand agents delivering unmatched scale and flexibility.
The New York Times goes behind the scene with real Liveops agents.
Why traditional call centers fail to keep pace with modern customer service.
Deeper skills. Greater experience. Quality shows through in every interaction, delivering exceptional customer results.Compare Agent Quality
Our workforce seamlessly flexes to match demand, whether time of day or seasonal spikes.
Our agents’ industry backgrounds and greater depth of skills deliver better customer experiences.
Stop wasting money on idle agents. Our pay-for-use agents are ready when you need them.
Our network of 20,000 domestic agents isn’t limited by business hours or geography, so we can source the most qualified people, period. This drives flexibility at scale that can transform your customer service.Show me how
We’ve reinvented the customer service model—cutting out idle time and overhead—and led the industry in flex agent service for more than 18 years. Here’s what people are saying about us.News stories
JoAnn is a real Liveops agent, a veteran, mother of three, and has 10 years of sales experience.
Liveops has exceeded our expectations in all areas, including single-pay and up-sell conversions. Their ability to effectively scale to meet our call volume demands while maintaining a high level of performance is second to none in the industry.Vicky Sroloff, Executive VP, Marketing Modern Media
A bad economy delivers an unexpected surprise: high-quality candidates for call center agents. Over-qualified agents deliver top CSAT and NPS scores and increased customer loyalty.
A good economy delivers an ugly side effect: more desirable jobs hire away top call center talent. Result? A lower-caliber workforce prone to turnover and inconsistent results.
Why? Because they’ve failed to evolve. What worked decades ago doesn’t work today.
The average brick-and-mortar call center agent is 23 and has five years of work experience. One-third of agents have attended college. Contrast them with flexible workforce agents—their average age is 38, with 15 years of work experience. 81% have attended college.
What do you get when you hire workers with little maturity or experience? Etiquette, punctuality and soft skills are lacking—and so are customer satisfaction scores.
With 85% to 140% average annual turnover at call centers, revolving doors are standard. So is the wasted time and money. Huge attrition means call centers are constantly paying to train employees they won’t keep.
The average agent drives just 12.5 miles to a call center job. That means slim pickings for talent from the local workforce.
Call volumes run in peaks and valleys. Over-staffing equals wasted time and money, while under-staffing a creates cranky customers on hold or missed sales. Rock, meet hard place.
Call center employees are not bad folks, but traditional call centers are designed to bring out the worst in them. A heavy-handed focus on utilization rates kills morale and that dissatisfaction rubs off on customers.
Learn how to evolve your customer service organization beyond traditional call centers with this whitepaper.
It changed the way companies manage inventory by allowing volume to match demand with less risk and waste.
It connected everyone to information—and each other—and eliminated time waste.
It increases quality and participation of flexible skilled labor, eliminating wasted skills.
Companies have access to higher-skilled individuals who would otherwise not be available to them in traditional jobs. The result: Better service, a higher degree of expertise and lower churn.
Flex scheduling instead of the traditional 40-hour workweek allows companies to access experts on demand. No idle time. No efficiency waste.
Independent workers actively choose their working style and report higher levels of satisfaction. They work in their field of expertise, do so on their own flex schedule, and can make as much money as with full-time employment.
The U.S. working-age population is redefining what work looks like.
Learn how to capitalize on a modern, virtual workforce and create greater business agility in this whitepaper:
Young non-professionals in a transitional stage of life. Mostly temps.
Professionals with an average 15 years in the workforce.
Local and often limited talent pools.
National talent available, regardless of geography.
Mandatory 40-hour work week with potential overtime.
Flex scheduling gets the best of agents, who work around their lives.
Requires constant supervision. Limited to classroom instruction.
Disciplined learner. Excels in self-paced environment.
Average tenure: 6 months
Annual attrition: 100%+
Average tenure: 5.5 years
Annual attrition: 3%
Happiest when sitting idle.
Incentivized to handle as many calls as possible.
Painfully commutes to soul-crushing cube farms.
Works in safe, sane, quiet, secure, home office.
Uncover the real—and substantial—differences between traditional call center agents and virtual agents in this whitepaper: