2025 Australian Contact Centre Industry Best Practice Report
Now in its 6th edition, the 2025 Australian Contact Centre Industry Best Practice Report continues to provide one of the most trusted snapshots of the industry — compiled by our friends at Smaart Recruitment.
This year’s edition is subtitled The Frontline Agent Edition — and for good reason. For the first time, the report includes large-scale participation from over 2,000 frontline agents, providing new insight into their motivations, challenges, and expectations.
Combined with responses from more than 250 senior leaders, it offers a rare opportunity to compare leadership perspectives with the real-world experiences of those on the front line.
ACXPA has again contributed to this year’s report, including selected results from our Call Centre Rankings — the only mystery shopping program in the market that benchmarks customer service performance against national CX standards.
It’s a critical distinction: the majority of this report is based on self-reported data from contact centres. In contrast, the ACXPA Rankings reflect actual customer experiences, captured independently and scored using consistent, real-world criteria.
Below, we’ve shared some of the key findings from the full report to help you stay informed and ahead of the curve. If you’d like to access the complete 130-page edition, you can download it directly from contactcentrebestpractice.com.au.
We’re proud to have contributed to every edition of this report since it began, and we continue to support its mission: helping Australian contact centres lift performance, raise standards, and better serve both customers and employees.
Executive Summary
The Frontline Takes Centre Stage
The 2025 Australian Contact Centre Industry Best Practice Report is the most comprehensive edition yet — and for the first time, it puts the spotlight firmly on the frontline.
With responses from over 2,000 contact centre agents and 250+ senior leaders, this year’s report reveals striking contrasts between leadership perceptions and the real-world experience of agents.
Engagement Remains High — But Delicate
Agent engagement levels remain strong, with 75% feeling motivated to go above and beyond. However, it’s clear that motivators are shifting.
Agents prioritise pay, flexibility, coaching, and development. Leaders, by contrast, still overestimate the impact of recognition and continue to undervalue structural drivers like flexibility and culture — contributing to retention risks.
Flexibility Is Fading — and Frustrating
Only 13% of agents report having full work-from-home flexibility — down from 37% in 2022. While some operational concerns are valid, agents are voicing increasing frustration around clunky roster systems and limited control.
This growing disconnect is one of the most underestimated threats to agent retention.
Attrition and Absenteeism: Old Problems, New Patterns
Attrition has risen to 29%, with the majority of agents exiting the industry entirely — not just switching employers. Meanwhile, absenteeism remains stubbornly high at 12.9%, with the worst rates seen in larger centres.
Encouragingly, first-month retention has improved, suggesting early onboarding has seen some gains — though challenges persist beyond the 12-month mark.
Training and Development Still Misaligned
Agents are asking for support in communication, teamwork, and sales, but most training remains product- and process-heavy. Only 50% of contact centres offer Individual Development Plans (IDPs), and just 45% of agents reach competency in under eight weeks.
The result? Lower confidence in career growth and delayed productivity.
AI Goes Mainstream — Now Comes the Hard Part
64% of centres now say AI is meeting or exceeding expectations, with tools like chatbots, speech analytics, and Agent Assist continuing to grow.
However, 23% of agents report frustration with AI errors, and 31% remain unsure about its impact — a clear sign that better training and rollout strategies are needed. The message? It’s not about automation — it’s about augmentation.
Wellbeing Still Needs to Be Embedded, Not Bolted On
Physical and mental health challenges remain widespread. The most successful wellness programs are employee-led, integrated into daily routines, and supported by leaders — not tacked on as afterthoughts.
Remote and night shift agents, in particular, are often overlooked in traditional wellbeing strategies.
Leadership Capability Is Under Pressure
Only 14% of agents describe their leaders as empathetic, and 79% say they rarely see their executives. Despite leadership being one of the industry’s greatest strengths historically, it’s now emerging as one of its biggest gaps.
Leadership development needs the same rigour as product or systems training — with empathy, visibility, and change leadership at the core.
BPOs Surprising on Performance and Culture
Agents working in BPOs reported higher satisfaction, better tech enablement, and stronger career aspirations than many of their in-house peers. These results challenge outdated views and reflect growing investment by modern BPOs in people, not just platforms.
The Industry’s Pivot from Planning to Execution
With 69% of centres now having a multi-year strategy and more than half expecting agent headcounts to fall, the shift from theory to delivery is well underway. Strategic priorities include:
- Digital transformation and self-service
- Operational efficiency through automation
- Customer experience enhancement
- Agent empowerment and development
Execution — not exploration — will now separate leaders from laggards.
Independent Validation Through the ACXPA Rankings
This year’s report again includes results from ACXPA’s Call Centre Rankings, the only program that independently benchmarks real customer experiences against national CX standards.
In a report filled with self-reported data, this external validation offers essential clarity and context on what customers are actually experiencing.
Contributing Companies
This sixth edition of the Australian Contact Centre Industry Best Practice Report has again been led by James Witcombe from Smaart Recruitment, with contributions from a wide range of Australian contact centre professionals.
ACXPA was proud to contribute our Call Centre Rankings results to this report — bringing an objective, standards-based perspective through our monthly mystery shopping program to complement the self-reported industry data.
We’d like to acknowledge the generous support from the following organisations that helped make this report possible:
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Jump directly to Key Sections:
This summary of the 2025 Australian Contact Centre industry Best Practice report contains a lot of information, so either start scrolling or click the links below to jump straight to a section of interest.
Employee Engagement – 2025 Snapshot
Employee engagement continues to be a critical focus in the contact centre industry, with 73% of frontline agents saying they feel connected or very connected to their organisation’s purpose, and 75% reporting they feel motivated to go above and beyond in their role. While similar engagement levels were seen among senior leaders (74%), a subtle downward trend over four years is emerging.
Agents are clear on what drives their engagement. The top five motivators for 2025 were:
- Annual salary increase – driven by cost-of-living pressures
- Increased WFH flexibility – agents are reluctant to give it up
- Recognition of the work done – public and tangible matters
- Professional development and training opportunities
- Regular one-on-one coaching with team leaders
Interestingly, senior leaders selected the same five factors but placed a lower emphasis on pay, instead over-indexing on recognition. This misalignment could be contributing to perceived engagement gaps.
Engagement varies significantly across sectors. The Public Sector leads in every engagement measure – from purpose connection (86%) to mental health impact and motivation. In contrast, Insurance and Banking consistently rank lowest.
Agents and leaders both agree that customer hostility is rare – only 1% described calls as mostly negative. Instead, emotional fatigue and repetitive work appear to be the bigger threats to long-term engagement, especially in high-volume sectors.
Ultimately, the data reinforces the critical role of team leaders in creating a great frontline experience. Coaching, recognition, flexibility, and career development aren’t just buzzwords – they’re the core ingredients to keeping agents engaged, performing, and staying.
Remote & Flexible Working – 2025 Summary
The trend toward reduced flexibility has continued into 2025, with just 54% of agents working from home on any given day — the third straight year of decline. Full flexibility (defined as agents choosing where to work 90%+ of the time) dropped again to 13%, down from 14% last year and a sharp fall from 37% in 2022.
That said, momentum may be shifting. While 67% of contact centres reported no change in work-from-home policies over the last 12 months, 12% said flexibility increased — double the number from 2024.
Flexibility is clearly important to agents — 22% cited a lack of location and roster flexibility as a reason for leaving. Yet only 8% of leaders recognised this as a risk, reinforcing a significant perception gap.
One of the biggest pain points is roster control. While 79% of agents can now swap and/or bid for shifts, many say the actual execution is clunky, limited or inconsistent. They’re not just asking for options — they want genuine control over how and when they work.
For leaders, the main concerns around remote teams remain consistent year-on-year: Employee engagement (45%), feeling disconnected (44%), and mental health (37%). These are complex, human issues that no technology can solve on its own — but they are central to sustainable workforce models.
🧑🤝🧑 Absenteeism & Attrition in Australian Contact Centres – 2025
Absenteeism and attrition remain persistent challenges in the contact centre industry, and while there are encouraging signs in 2025, familiar pressures continue to influence staff turnover. As the cost-of-living crisis grinds on, salary remains the top reason agents leave — but it’s not the only factor.
More than half of agents (57%) left for higher salaries and benefits, but leaders may be underestimating other critical drivers. Flexibility, for instance, is a major issue: 22% of agents cited a lack of work-from-home and roster flexibility, yet only 8% of leaders recognised this as a risk. Similarly, company culture was flagged by 6% of agents, but only 2% of leaders saw it as a cause for concern.
Notably, only 5% of agents blamed their leader for leaving — reinforcing that dissatisfaction often stems from systemic issues, not individual managers. This perception gap underscores the importance of investing in employee experience (EX) and improving alignment between agent and leadership perspectives.
2025 Contact Centre Absenteeism Trends
- Average absenteeism sits at 12.9% — unchanged from 2024, but still more than double the national average of 6%.
- Peak absenteeism reached 22.5%, a slight drop from 25.4% the year prior.
- Smaller centres (under 100 seats) continue to outperform, recording 11.3% absenteeism compared to 16.5% for centres with 1,000+ seats.
- 52% of contact centres report no difference in absenteeism between remote and on-site workers, but 32% say it’s worse for those required to work in the office.
- 31% of contact centres say absenteeism is an area they’re really struggling with, down from 40% in 2023.
2025 Contact Centre Attrition Insights
- Average attrition across Australian contact centres is 29%, up from 27% in 2024.
- Attrition rates rise sharply in larger centres: 0–50 agents = 20.3%; 500–1,000 agents = 43.4%; 1,000+ agents = 43.1%.
- Most agents (61%) are leaving the industry altogether, not just switching employers within it. Only 39% move to another contact centre.
- Top reasons for leaving:
- Financial reasons – 57% (up from 51%)
- Career change – 48% (down from 51%)
- Personal reasons – 37%
- Dissatisfaction with work – 13% (down from 23%)
- Only 5% of agents said their leader was the reason they left.
Retention Rate Improvements
There’s good news on retention: 2025 saw the best first-month retention results in three years. 90% of new agents stayed past one month, and 72% were still in their role after a year — an encouraging uplift.
However, caution is still warranted. Many agents appear to be staying longer in their early months but then leaving between 12–24 months. This suggests we may be delaying attrition, not preventing it.
Training & Development – 2025 Summary
Training and development continue to be critical levers for agent performance, engagement, and retention. However, the 2025 report reveals a widening gap between what frontline agents need and what leaders prioritise — particularly when it comes to soft skills versus technical training.
Agents overwhelmingly want more support in sales, workplace teamwork, and communication, yet leaders focus more on product, process, and system training. Only 50% of contact centres have Individual Development Plans (IDPs) for all staff, and 53% of agents say they either don’t believe career development opportunities exist or aren’t sure. The link is obvious: without a plan, it’s hard to see the path forward.
Speed to competency also remains an issue. Just 45% of agents are reaching competency in under 8 weeks, while 28% take more than 12 weeks. Many of the early hurdles — learning systems, navigating processes, and understanding products — could be reduced with better tools and onboarding approaches.
On a positive note, confidence is high. 93% of frontline agents and leaders agree agents are well-equipped to do their job to a high standard, with public sector agents the most confident of all.
While the section was heavily skewed towards Knowledge Management Systems (KMS), the real takeaway is simple: empowering agents with the right tools, clear career pathways, and relevant training remains critical to long-term success.
Artificial Intelligence in Contact Centres – 2025 Snapshot
AI is no longer the future of contact centres — it’s embedded into day-to-day operations for the majority of organisations. In 2025, 64% of contact centres say AI is meeting or exceeding expectations, up from 47% the year prior. Importantly, only 9% now say they have no plans to implement AI, signalling the technology’s transition from hype to mainstream.
Usage has matured too. Chatbots, speech analytics, and knowledge management remain dominant, but Agent Assist showed the sharpest growth — jumping from 15% in 2024 to 24% in 2025. The shift suggests a growing focus on augmenting human agents rather than replacing them outright, with AI tools now commonly helping staff navigate complex interactions and streamline after-call work.
- 64% now use chatbots or virtual assistants (up from 56%)
- 63% use speech analytics (up from 51%)
- 33% use AI-powered knowledge management (up from 31%)
- 24% now use Agent Assist tools (up from 15%)
Efficiency remains the top benefit, followed by improvements in customer and employee experience. But challenges haven’t disappeared. 23% of agents say AI caused frustration due to errors, and 31% remain unsure about how they feel about AI’s impact on their role — highlighting the importance of getting implementation and training right.
Encouragingly, 70% of agents and leaders alike said AI had a positive impact on their role, and 44% of contact centres created new roles to support their AI strategy. However, cost and internal hesitation are now the biggest barriers to adoption — not the technology itself.
With tools maturing and business cases firming up, AI in 2025 is less about experimentation and more about execution. But to realise its full potential, organisations must focus on agent enablement, not just automation. That means better onboarding, clearer AI strategies, and ongoing alignment with employee experience.
Health & Wellness in Contact Centres – 2025 Snapshot
Health and wellness has become an increasingly important focus across Australian contact centres, with new research providing a rare lens into what’s actually working – and what’s not. This year’s data reveals high levels of physical and mental strain, but also uncovers some clear, actionable strategies to support staff wellbeing.
A large portion of the workforce continues to experience health challenges. 83% of staff sit for most of their shift, 80% report musculoskeletal issues, and one in three report regular stress. While wellbeing initiatives do exist, uptake is patchy, communication is inconsistent, and programs are rarely embedded into daily routines.
- Common initiatives include sit-stand desks, stretch breaks, wellbeing challenges, social activities, and discounted gym access.
- Key barriers include unpredictable workloads, limited movement autonomy, poor equipment, and lack of tailored communication.
- Remote and night shift workers are particularly underserved by current wellness strategies.
- There’s strong demand for mental health first aid training and more support for emotionally demanding calls.
The most effective programs were those that were employee-led, flexible, and integrated into everyday operations – not just added on as an afterthought. Team leaders play a critical role in supporting engagement, and organisational culture remains the biggest driver (or blocker) of long-term impact.
With clear data now highlighting the link between wellbeing, engagement and performance, the challenge for leaders is less about knowing what to do – and more about prioritising it. The opportunity to better support your people has never been more obvious.
Leadership & Culture in Contact Centres – 2025 Snapshot
Leadership development in contact centres is under the spotlight in 2025, and not before time. Despite contact centres being a proven training ground for future leaders, many are still being promoted without support or experience — resulting in a critical skills gap that impacts culture, performance, and retention.
For the first time, this year’s report included an in-depth diagnosis of leadership health, empathy, and culture. The results are revealing:
- 79% of front-line staff say they don’t see their Executive enough, and 27% say they’ve never seen them at all
- Only 14% of agents describe their leaders as empathetic
- 71% of senior leaders say they’re not getting the development support they need
- Managing conflict and learning & development are consistently ranked the lowest organisational priorities
This disconnect between perception and reality is striking. Senior leaders consistently rate themselves highly on capabilities like trust and empathy, yet front-line agents report feeling undervalued, unheard, and unsupported.
On the upside, leaders overwhelmingly recognise that leading through change and customer-centricity are their most important priorities for the next 12 months. But achieving that requires closing the empathy gap. That means being visible, building relationships, and putting the same rigour into leadership development as we do for technical training.
Organisations that succeed in building supportive, emotionally intelligent leaders will not only retain more staff — they’ll create cultures where people thrive, customers feel heard, and performance naturally follows.
Australian BPO Insights – 2025 Snapshot
The 2025 survey includes a dedicated focus on Business Process Outsourcing (BPO) contact centres, revealing how agent experiences may differ from those working in in-house environments. While BPOs only accounted for 9% of senior leader respondents (and a further 22% used both models), this section provides valuable directional insights into culture, leadership, engagement and the evolving impact of technology in outsourced environments.
Overall, the data paints a surprisingly positive picture of the BPO sector — at least from the perspective of the agents who responded. When compared to in-house peers, BPO agents reported:
- Higher levels of job satisfaction with 87% saying they feel well equipped to do their job to a high standard
- A stronger connection to purpose, with 29% saying they feel very connected to their organisation’s purpose (vs. 27% in-house)
- Better flexibility and visibility when it comes to making changes to their roster
- Higher usage of cutting-edge technology and stronger satisfaction with the tools available to perform their role
Encouragingly, when asked about workplace culture, BPO agents provided similarly strong results to their in-house counterparts across all eight positive descriptors — including “Supportive,” “Respectful,” and “Collaborative.” Negative cultural indicators such as “Toxic,” “Micromanaged,” or “Disconnected” remained low across both cohorts.
Technology continues to be a major enabler. 76% of BPO agents said technology had made their job easier, compared to 70% of in-house agents. BPOs also reported greater benefits in areas like automation and job satisfaction, reflecting the sector’s investment in scalable tech deployment and more efficient onboarding processes.
Agent sentiment around AI was broadly similar across both groups, though BPO agents were slightly more optimistic overall — with 34% feeling “excited” about the impact of AI in their role. However, both groups showed high levels of uncertainty, reinforcing the need for deeper engagement, clearer communication, and more accessible training during rollout.
Engagement scores for BPO agents were broadly in line with the national average, but a few sectors like health insurance and banking showed slightly lower results — a likely reflection of the emotionally charged and complex nature of those industries. Interestingly, 50% of BPO agents reported having clear career aspirations within their current centre — a strong endorsement of the development opportunities that exist in larger outsourced environments.
While some caution should be applied due to unknown sample size differences between BPO and in-house agent respondents, the findings do help challenge outdated perceptions. Modern BPOs appear to be building strong, tech-enabled cultures that can deliver both performance and purpose — provided the right investments are made in people, not just platforms.
Future Predictions – Contact Centre Transformation Gets Real
Contact centre transformation has officially entered the execution phase. While previous years were full of theoretical promise, 2025 marks a tipping point, with leaders now focused on practical implementation. AI and automation have moved beyond buzzwords — the majority of contact centres now expect agent headcounts to fall over the next three years, confirming a shift from hype to tangible, cost-optimised service models.
Rather than eliminating human roles, the shift is elevating them. As AI handles routine work, contact centres are expecting to recruit “Super Agents” — customer experience specialists skilled in empathy, judgment, and problem-solving. The recruitment outlook has stabilised, with most centres expecting hiring difficulty to ease slightly by 2027, and many organisations hopeful that augmented roles will attract better candidates and improve retention.
- 55% expect recruitment conditions to remain the same
- 28% expect it to become easier
- 91% plan to significantly or somewhat increase self-service capabilities
- 69% have a defined multi-year contact centre strategy
Despite this transformation, appetite for outsourcing remains limited. 53% of contact centres say it is extremely unlikely they’ll outsource more work to third parties in the next three years — a potential challenge for BPOs as in-house AI solutions gain traction and cost-efficiency.
The outlook for agent roles and resourcing shows clear divergence across timeframes:
- Short-term (12 months): Nearly even split between increasing and decreasing headcount.
- Long-term (3 years): 56% of centres expect agent numbers to fall, while 38% expect an increase — confirming a clear pivot toward automation and efficiency.
Senior leaders identified staffing, burnout, and workload volume as their top challenges for the year ahead. While some issues are perennial, new pressures are emerging around training, technology integration, and remote work cohesion. Maintaining morale and managing remote performance are now as critical as traditional operational KPIs.
Digital transformation now dominates strategic roadmaps. The top focus areas reported in multi-year strategies include:
- Digital Transformation & Self-Service
- Customer Experience Enhancement
- Technology Modernisation
- Operational Efficiency/Automation
- Agent Empowerment & Development
The report closes by stressing that transformation is no longer about if — but how effectively it can be delivered. As AI capabilities grow, execution will be the differentiator, not intention. Contact centres that fail to move beyond experimentation may find themselves left behind as digital, empowered agents and scalable platforms redefine customer service delivery.
Call Centre Rankings – Mystery shopping Results
Back for a second year, the 2025 Australian Contact Centre Industry Best Practice Report includes the latest results from the ACXPA Call Centre Rankings — the only national mystery shopping program that benchmarks phone-based customer experience against consistent, independent standards.
Unlike the majority of this report, which is based on self-reported data from contact centres, the Rankings provide an external view of performance by measuring what customers actually experience when they call a business. The results are derived from real mystery shopping calls made throughout the 2024 calendar year and assessed using the Australian Contact Centre CX Standards.
Each call is evaluated across more than 80 individual metrics covering:
- Accessibility – how easy it is to reach a live agent
- Agent Mastery – the skill, professionalism and service quality of the agent
- Overall CX – a combined score reflecting the total customer experience
The tables below highlight the top-performing sectors and individual contact centres from 2024 — showcasing which organisations are delivering the most consistent, high-quality customer experiences via the phone channel.
This independent lens offers valuable Voice of the Customer (VoC) insight that goes beyond NPS or internal QA. It’s a chance to see how your industry stacks up — and what ‘great’ looks like from a customer’s point of view.
You can view the full results and explore how the rankings work here.
Overall Call Centre Rankings for 2024
Salaries and Bonuses
The cost-of-living pressures that dominated 2024 have remained firmly in place throughout 2025, continuing to challenge Australian households and impacting contact centre operations. While the economy shows signs of stabilisation, salary expectations remain elevated — and with AI reshaping workforce strategies, there’s greater scrutiny than ever on the value and cost of each role.
Encouragingly, base salaries for frontline roles have continued to increase modestly across most states, although the pace of growth has slowed. This year’s report also marks a stabilisation of team leader and specialist salaries, with few changes since 2024 — a possible sign the market has caught its breath following prior sharp increases.
2025 Australian Contact Centre Salaries – Frontline Customer Service
| State | 2024 | 2025 | Change (%) |
|---|---|---|---|
| South Australia | $64,500 + super | $65,000 + super | +0.78% |
| Queensland | $61,998 + super | $63,028 + super | +1.66% |
| Victoria | $62,288 + super | $64,284 + super | +3.20% |
| New South Wales | $63,500 + super | $67,688 + super | +6.60% |
| Western Australia | $65,000 + super | $66,000 + super | +1.54% |
| National Average | $63,457 + super | $65,400 + super | +3.06% |
2025 Australian Contact Centre Salaries – Team Leaders and Specialists
Customer Service Team Leader salaries in 2024 remain unchanged at $89,500 + super, with an average bonus of $8,900. After strong growth in previous years, salaries have now plateaued, reflecting a period of stabilisation.
Outbound Sales Team Leaders continue to lead the team leader category with the highest bonuses, averaging $15,000 nationally.
Workforce Planning roles continue to pay well, with Workforce Managers earning a national average of $133,000 + super – and 1 in 3 roles now exceeding $150K.
Knowledge Managers remain highly valued, with national average salaries sitting at $130,000 + super. The wide range in reported salaries suggests significant variation in responsibilities and seniority across roles.
💼 Leadership Salaries Snapshot (2024)
The salary data below remains consistent with the 2024 results, with no major changes reported for 2025 across leadership and management roles.
| Role | Ave Base Salary (nationally) | Average Bonus | % Receiving a Bonus |
|---|---|---|---|
| Operations Manager | $127,000 + super | $11,000 + super | 40% |
| Senior Operations Manager | $152,900 + super | $15,900 + super | 100% |
| Contact Centre Manager | $129,000 + super | $11,800 + super | 28% |
| Senior Contact Centre Manager | $153,800 + super | $20,900 + super | 63% |
| Head of Contact Centre | $179,500 + super | $25,600 + super | 50% |
| Head of Customer Service/CX | $198,800 + super | $24,625 + super | 67% |
| Customer Service/CX Manager | $136,000 + super | $12,500 + super | 66% |
| General Manager | $205,900 + super | $25,600 + super | 75% |
Conclusion
The 2025 report confirms what many already suspected: Australia’s contact centres are evolving fast, and the frontline is at the heart of it.
From AI adoption and digital transformation to shifting employee expectations and workplace flexibility, the industry is facing a period of significant change. What sets this year apart is the clear call to action: execution now matters more than intention. The insights are there, the technology is here — what’s needed is leadership that listens, enables, and acts.
Agents are telling us what they need to stay motivated, grow their careers, and deliver consistently high customer experiences. They’re not asking for gimmicks — they’re asking for fair pay, meaningful development, empathetic leadership, and modern flexibility. Organisations that get this right will retain talent, boost performance, and build reputations for exceptional service.
Likewise, AI is no longer a hypothetical — it’s embedded. But the biggest benefits will flow to those who use it to augment people, not replace them. Whether it’s Agent Assist, smarter knowledge tools, or speech analytics, the future of service is hybrid — powered by tech, delivered by people.
As we look to 2026 and beyond, the defining advantage won’t be who’s adopting the latest tools — it will be who’s using them to create better experiences for customers and staff alike.
With insights from both the boardroom and the frontline, the 2025 Australian Contact Centre Industry Best Practice Report offers a clear, credible path forward. The next step is yours.
If you would like a copy of the full 2025 Australian Contact Centre Industry Best Practice Report, please visit contactcentrebestpractice.com.au, which is managed by Smaart Recruitment.
The 2024 Australian Contact Centre Industry Best Practice Report includes deep insights across additional categories not covered in the 2025 edition – it’s the perfect companion for a more complete view of the industry.
