2025年科技VS人性：人机协作时代下AI对联络中心坐席的重塑作用研究报告

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2025

NOVEMBERMARKET

STUDY

CUSTOMER

CONTACTWEEKDIGITAL

TECHVS.

HUMANITY

RedefiningTheAgentRole

WWW.CUSTOMERCONTACTWEEKDIGITAL.COM

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

Intro

AIwillelevateratherthaneliminatehumanity.

Thoughtleadershaveenthusiasticallytrumpetedthisconcept,andresearchconfirmsthatexecutiveshavewidelyembracedit.

Butwillemployeesandconsumersactuallyexperienceit?Willtheyactuallyenjoyaworldinwhichtechnologyisremovingbarrierstohumanconnections?

AsAIinvestmentsoars,sotoodoestheurgencyofansweringthesequestions.

CustomercontactleadersneedtoknowpreciselyhowAIistransforming

interactionsandworkflows.Equallyimportantly,theyneedtoknowexactlywhatthistransformationmeansforthefutureofthehumancontactcenteragent.

Toempowerleaderswithmuch-neededclarity,CCWDigitalisthrilledtosharethisnewmarketstudy.Drivenbyin-depthresearch,ituncoversthepresentstateofAIinvestments,theimpendingevolutionoffrontlinecustomerinteractions,andthe

futureoftheagentrole.

WithpreciseinsightintohowAIcanbestelevateemployeeperformance,andviceversa,youwillhaveablueprintforoptimizingthetechnologyandhumanbalance.

Youwillensurebothworktogethertoturncustomerfrustrationintotrustandtransactionsintorelationships.

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

TableofContents

2Intro

4Methodology&Demographics

4AbouttheAuthor

5KeyFindings

6StateofTransformation:IsAIMakingaPositiveImpact?

9RethinkingCustomerEngagement:VisionforaNewFrontLine

11RedefiningtheAgentRole:AVisionfortheFutureofAgentWork

14UnderstandingNext-GenerationSkills:AreAgentsReadyforan

EvolvedPerformanceStandard?

17AugmentedHumanity:CanAIEmpowerAgentsFor

Next-GenerationWork?

22Technologyvs.Humanity:FromAspirationtoAction

26StopUndervaluingAI|ANewVisionfortheTech-HumanBalancein

CustomerContact

31BeyondtheBuzzword:4Non-NegotiablesforEmpoweringNext-

GenerationContactCenterAgents

36TechnologyforHumanity:PerfectingtheHuman-CXJourney

40YourFrameworkforAI-DrivenContinuousCXImprovement

45MakingAIMeasurable:AFrameworkforWheretoStartandHowto

ProveItWorked

50BeyondAutomation:WhereAgenticAIMeetsHumanEmpathy

52Technologyvs.HumanityMissesthePoint:TheFutureofCXIs

Human+AIWorkingasOne

54FromFragmentationtoFocus:APracticalPlaybookforEliminating

AgentBurnout

59HowtoSetUpAgentsforSuccess:LeveragingIntelligentAutomation

64HowTechnologyandHumanityActasPartnersinProgress

68DesigningtheFutureofSupportwithAI+HumansattheCenter

71CustomerIntelligence:TheBridgeBetweenEmpathyandEfficiency

74Appendix

75MeettheTeam

762026EditorialCalendar

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

Methodology&Demographics

Tonavigatethetechnologyvs.humanitybalanceandredefinetheagentrole,CCWDigital

conductedasurveyinthefallof2025.Thein-depthstudycapturedinsightsfromleadersinthecontactcenter,customerexperience,marketing,informationtechnology,andoperationsspaces.

Representingorganizationsofallsizesandmostmajorindustries,respondentsholdjobtitleslikedirectorofcontactcenteroperations,headofcustomerservice,directorofcustomer

experience,vicepresidentofthecontactcenter,directorofguestexperience,vicepresidentofmarketing,vicepresidentofcustomercare,chiefinformationofficer,chiefoperatingofficer,anddirectorofguestcare.

AbouttheAuthor

BrianCantor

PrincipalAnalyst,CCWDigital

CustomerManagementPractice

G

BrianCantoristheprincipalanalystanddirectorforCCWDigital,theglobalonlinecommunityandresearchhubforcustomercontactprofessionals.Inhisrole,Brianleadsallcustomer

experience,contactcenter,technology,andemployeeengagementresearchinitiativesforCCW.CCWDigital’sarticles,specialreports,commentaries,infographics,executiveinterviews,webinars,andonlineeventsreachacommunityofover180,000.

Apassionateadvocateforcustomercentricity,BrianregularlyspeaksonmajorCXconferenceagendas.Healsoadvisesorganizationsoncustomerexperienceandbusinessdevelopmentstrategies.

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

KeyFindings

1

Alhasnotyetradicallytransformedcustomercontact,butithasmadeapositiveimpact.Theoverwhelmingmajorityofleadersarecelebratinggainsinefficiency,analytics,customerexperiencequality,andemployeeexperiencequality.

2

Movingforward,topgoalsforAlinvestmentswillincludecostsavings,better

interactionstandards,greaterinteractionefficiency,andhighersatisfactionscores.

3

Beyondcitingtheimpactonbusinessobjectives,themajorityofcustomercontact

leadersbelieveAlhasthusfaraugmentedhumanitywithintheirexperiences.Thereis,however,reasontoquestionwhethertheimpactistrulylivinguptothehype.

4

WhendetermininghowtobalanceAlandhumanagentsonthefrontlines,

topconsiderationsincludeissuecomplexity,issuesignificance,andreal-timecontactvolume.

5

Leaderswillalsoaccountforthespecificadvantageshumanshaveoverautomationsolutions.Rightnow,leadersseetheabilitytoexpressempathy,theabilitytorelatetoreal-worldexperiences,theabilitytorecognizeissuesignificance,andtheabilitytomakeoff-scriptdecisionsasfundamentally“human”strengths.

6

Ultimately,however,optimizingtheAl-humanbalanceremainsaworkinprogress.Only13%ofleadershaveclearlymappedoutthefutureoftheagentrole.Particularambiguitysurroundstheimpacthumanagentswillhaveonnon-interactiontasks,

suchasbottuning,knowledgecreation,anddataanalysis.

7

Notsimplyusefulforworkflowplanning,achievingclaritywillbecriticaltosecuringemployeebuy-in.Morethantwo-thirdsofleaderssaytheiragents’willingnessto

takeon“complexwork”isconditionaluponthespecifictaskstheywillhandle,thespecificguidancetheywillreceive,andthespecificcompensationtheywillearn.

8

ltwillalsobecriticalforrefiningrecruiting,hiring,andtraining—allofwhichwarrantattention.Asitstands,only13%ofleadersbelievetheircurrentagentsareequippedforacomplex,high-valueworkslate.

9

Beyondskillslimitations,leaderscitefragmentedsystems,insufficientdataand

knowledgeframeworks,inadequatecoaching,andunsuitablecareerpathsastopinhibitorstoagentdevelopmentandperformance.Exacerbatingthesituation,a

significantnumberofcontactcenterslackasingularviewintoagentproductivity.

10

Whenleveragedcorrectly,technologyshouldremedythesepainpoints.Topagent-facingAlprioritiesincludeknowledgemanagement,callsummarization,workflow

automation,copilot/agentassist,andpost-callautomation.

11

Maximizingthereturnonthesetechnologyinvestmentswillrequirebusinessesto

addressoperationalconcerns.Notably,theywillhavetocreateabetterframeworkformeasuringAl’simpact,alleviatechangemanagementconcerns,andmitigateriskmanagementworries.

12

Theywillalsohavetoestablishaconsensusonhowtoprioritizetheirinvestments;asitstands,today’sleadersaresplitonwhethertheyshouldplacethegreatest

emphasisoninternalpreferences,rootcauseanalysis,ormarketplacetrends.

13

Finally,theywillhavetocreateanenvironmentthatallowstechnologyandhumans

tothrive.Topconsiderationsincludeworkplaceculture,managementandleadershipquality,compensation,andflexibility.

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

StateofTransformation:IsAIMakingaPositiveImpact?

AIhasnotbeenasilverbulletforthecustomercontact

function.Ithasnotpreventedcustomersfromcomplainingaboutslow,impersonalexperiences.Ithasnotsaved

agentsfromthefrustrating,inefficienttasksthatleadtodisengagementandchurn.

Customercontactleadersdo,however,believeitisstartingtomakeapositiveimpactonnumerousfacetsoftheiroperation.

Nearly89%,forexample,believetheirAIinvestmentsareboostingoperationalefficiency.Animpressive40%celebratetheefficiencygainsas“significant.”

TheyarenearlyascelebratorywhendiscussingtheimpactofAIonanalytics;84%citesomedegreeofpositiveimpact,and40%callitsignificant.

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Thoughnotquiteasresounding,thenumbersforcustomerexperience(82%celebratesomeimpact,28%callitsignificant)andemployeeexperience(81%,22%)arestillencouraging.

Customercontactleaderswilllooktobuildupontheseresultsin2026andbeyond,holdingtheirAIinvestmentsaccountableforspecificperformanceindicators.

Priorityoutcomesincludecostsavings(atargetoutcomefor87%),betterinteractionquality(83%),improvedinteractionefficiency(81%),andenhancedcustomersatisfactionscores(80%).

Inemphasizingthesemetrics,leadersareaffirmingtheir

optimisminAIasa“bestofbothworlds”technology.Theyseeitasawaytosimultaneouslyreduceoperationalinefficienciesandelevateexperiencequality.

Ifitdeliversonthatdualexpectation,customers,employees,andbusinessstakeholderswillallbenefitfromtheAIrevolution.

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

HaveyourAIinvestmentsandinitiativespositivelyimpactedthefollowingareas?

Yes,significantlypositiveimpactYes,slightlypositiveimpact

Noorunsure

Customerexperience

27.7%

54.3%

18.1%

Employeeexperience

21.5%

59.1%

19.4%

Dataandanalytics

40.4%

43.6%

16.0%

Operationalefficiency

39.8%

48.4%

11.8%

Overallbusinessandbrandsuccess

22.8%

52.0%

27.0%

DothefollowingrepresentimportantobjectivesorKPIsforyourAIself-serviceinvestments?

YesNo

Enhancedcustomerexperiencequality(CSAT,NPS,etc)

79.5%20.5%

Reductionincustomereffort(FCR,EffortScore,etc)

73.5%26.5%

Improvedinteractionquality(accuracyrate,etc)

83.3%16.7%

Improvedefficiencyofinteractions(AHT,ASA)

80.7%19.3%

Reduction/changeincontactvolume

78.6%21.4%

Improvedagent/employeeproductivity

79.5%20.5%

Improvedagentsatisfactionandretention

71.4%28.6%

Costsavings

86.9%13.1%

Revenuegrowth

72.6%27.4%

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

HOWISAIIMPACTINGHUMANITY?

Withtangiblereasonforoptimism,customercontactleadersarenotgoingtorelentintheirAIinvestments.Theyare

goingtocontinuedeployingtechnologyandcontinueseekingmeaningfultransformation.

ThismeansthatthequestionofwhattheriseofAIwill

meanforhumanitywillonlycommandmoreattentioninthemonthsandyearsahead.

Withinthecustomercontactcommunity,thoughtleaders

continuetoarguethat“AIwillbeaboutaugmentingratherthaneliminatingthehumantouch.”Morethan60%of

consumers,however,worrythatAIwillreducetheiraccesstohumansupport.Upwardsof52%fearapivottomore

generic,impersonalsupportexperiences.

Whichperspectivewillproveright?

Forthe“AIwillaugmenthumanity”crowd,thestatusquoprovidesacautiouslyupbeatoutlook.

Thusfar,83%ofcustomercontactleadersbelievetheirAIinvestmentshaveatleastsomewhatelevatedhumanity.

Justover21%feelAIhasmadeself-serviceandemployee-ledinteractionsmorehuman;33%haveexclusivelyseen

benefitstoself-service,and29%haveonlyseenapositiveimpactonemployee-ledones.

Encouragingonthesurface,thedatamaystillprovidefuelforcynicism.

ThemostsuperficialandclichéAIusecase–aself-service

chatbotthatcanresolvecertain“simpleissues”–should

automaticallyincreasehumanity.Moreconversationaland

contextuallyaware,anAIself-servicetoolshouldinherently

feelmore“human”thantraditionalFAQpagesorIVRs.Andbyfreeingthemfromrepetitiveworkandarmingthemwithmorecustomerdata,thisenhancedself-serviceofferingshould

inherentlyempoweragentstodemonstratemorehumanity.

Thefactthat100%oforganizationsarenotreportingaboostinhumanityacrossself-serviceoragent-ledinteractions,

therefore,raisesquestionsaboutoperationalframeworksandstrategies.

IfAI-basedself-servicedoesnotfeelmore“human,”itis

likelybecauseorganizationsarenotlettingthesolution

playtoitsstrengths.Theymaynotbeprovidingitwiththe

“singlesourceoftruth”itneedstogeneratepersonalized

messaging.Theymaynotbeallowingittotakeactualactionorproviderealresolutions.Theymaynotbeallowingitto

adapttoamorenaturalconversationflow.

Inasense,theymaybepresentingtheirAIself-service

platformasastaticdeflectiontool–asnothingmorethanamoreexpensiveFAQpage.

Anysuccessontheself-servicefront,moreover,should

empoweragentstobetterunderstandandfocuson

thecustomerstheyareserving.Ifthatisnottranslating

intoamorehumanexperience,itwouldsuggestsome

combinationofskillslimitations,poorcoaching,unsuitableperformancemetrics,orunduerestrictionsontheirabilitytogo“off-script”forcustomers.

Iftheseemployeeexperiencelimitationsarenotaddressed,itwillnotmatterhowadvancedtheself-servicetoolis.

Agentswillnotbecapableofdeliveringanelevated

experience.Theywillnotcomeacrossasawarmer,more

“consultative”alternativetothe“scriptreaders”ofyesterday.

Alonger-termissueconcernsthe“humanitystandard.”

Willbrandsbelookingtomaximizethehumanityoftheir

customerjourneys?Or,willtheysettleforaminimumviablelevelofhumanity?

AnAI-enhancedself-serviceplatformmay,forexample,

understandnaturallanguageanddeliverdecently

personalized,highlyrelevantresolutions.Butitmaynot

doeverythingahumanemployeecoulddo,especiallyasitrelatestodemonstrationofempathyandcommitmenttorelationship-building.

Willthebusinessrestrictcustomerstotheself-service

optionbecauseitis“humanenough”tohandlemostissues?Orwillitguaranteethemseamlessaccesstothehuman

agentcapableofgoingaboveandbeyond?

TheanswerswillbeimportantastheAIrevolutionunfolds.

Thusfar,doyoubelieveinvestinginAIhasledtoincreasedhumanitythroughoutyourCX?

17.0%No,ourexperienceshavenotbecomemorehuman33.0%Self-serviceexperiencesaremorehuman-centric;

agentinteractionsareunchangedorlessso

28.7%Agent-ledinteractionsaremorehuman-centric;self-serviceisunchangedorlessso

21.3%Bothself-serviceandagent-ledinteractionsaremore“human”

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

RethinkingCustomerEngagement:VisionforaNewFrontLine

Intheirquesttoimproveefficiency,elevatequality,and

strengthencustomerrelationships,customercontact

leaderswillhavetoevaluatetheirfrontlines.Theywillhavetodeterminewhethertheirbalanceoftechnologyand

humanityisthebestwaytocultivatecustomersatisfaction,trust,andloyalty.

Thecustomercontactcommunityhasnotyetreacheda

consensusontheexactwaytoapproachthisbalance.Manyare,however,confidentinlettingAIplayameaningfulrole.

Inanidealworld,30%ofbusinessessaytheywouldletAIhandlemostoftheirfrontlinecommunication.

Humanswouldbeinthelooptoprovideguidance,criticalthinking,andapprovals,butAIagentswouldbeleading

theactualengagement.

Another21%stillbelieveinAI-humansynergy,buttheyare

lesshardlineonwhichshouldhandletheactualengagement.Theirintentionissimplytouseacombinationofautomation

andmanualeffortinmostsituations.

Lessenthusedbythissingular,moresynergisticapproach,28%believeinabinaryphilosophy.Theybelievecertain

issuesshouldwhollysitwithAIagents,whileothersshouldexclusivelywarranthumaninvolvement.

Justover19%remaindubiousofusingAIinfrontline

communication.Theybelievehumansshouldhandlethe

majorityofcustomerconversations;anyAIinvestmentswillbeaboutempoweringtheseagentsbehind-the-scenes.

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

WHENDOESHUMANINVOLVEMENTMAKESENSE?

Theoverwhelmingmajorityofcustomercontactleaders

believeAlcanplayapivotalroleinthefrontlines.Theybelieveitcanhandlesome,ifnotmost,customer-facingconversations.

ManynonethelessrecognizethelikelihoodofcaseswhereAlisill-equippedtoquickly,seamlessly,andaccuratelysupportacustomer.

Andevenifleadersareconfidentthatfewexceptionsexist,theystillhavetoconsiderthevoiceofthecustomer.lf

customersareconvincedahumanagentisrequiredforagivenissue,manyleaders一eventhoseverybullishonAltechnology一willconsideraccommodating.

Sowhatarethesefactors?Whatwillimpactwhetheranorganizationroutescustomerstoahumanagentvs.aself-serviceoption?

Fortoday’scustomercontactleaders,“issuecomplexity”

ranksasthe#1consideration.Morethan89%oforganizationswillmaketheirdeterminationbasedonthespecificityand

complexityofthematter.

Otherkeyfactorsincludeissuesignificance(80%),real-timecontactvolume(75%),andtimeofday(69%).

DothefollowingrepresentimportantobjectivesorKPIsforyourAIself-serviceinvestments?

Yes,thiswillimpactwhetherweprovideaccesstoahuman

No,thiswillnotimpactwhetherweprovideaccesstoahuman

lssuecomplexityorspecificity

89.4%10.6%

lssuestakes(significantfinancial/lifeconsequences)

80.4%19.6%

Timeofday(invs.outofbusinesshours)

68.8%31.2%

Region/languageneeds

47.9%52.1%

Customer’ssupporthistory

(customerhashadnumerouspastissues,etc)

59.8%40.2%

Customer’spersonalityoremotionalstate

58.5%41.5%

Customerlifetimevalueorstatus(VlPcustomervs.non-VlP)

62.8%37.2%

Levelofcontactvolume(dealingwithaspikeorcrisis,whichmayaffectresourcing)

75.5%24.5%

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Ontheonehand,itishighlyintuitivethatissuecomplexityandsignificancewouldrankastopconsiderations.Stillin itsearlystages,Alisroutinelypositionedastheoptionfor“simpleissues.”Humanagents,moreover,havemoretrust tonavigatethecomplicated,personalmattersthathave

enormousramificationsforcustomersentiment,brandreputation,andfinancialhealth.

Ontheotherhand,the“Alforsimple,humansforcomplex”dividecaneventuallybecomeaself-fulfillingprophecy.lf

brandscontinuetopositionAlasanoptionforthemoststraightforward,genericissues,theyconditioncustomerstoseehumanagentsastheirbestpathwayforamore

valuable,tailoredresolution.Thiswillnotonlybottleneckself-servicecontainmentbutdiscouragecustomersfromevenstartinginaself-serviceenvironment.

lnturn,thebrandwillhavelessopportunitytolearnhowcustomerswouldnavigateself-serviceforagivenintent.

Theywillalsohavelessopportunitytocapturecustomercontextpriortoescalation;theagentwillhavetodirectlyaskforallthisinformation,reducingefficiencyandthe

perceptionofpersonalrecognition.

Theemphasisonreal-timecontactvolumeandbusinesshoursreflectabeliefinAlasascalabilityplay.Allorganizationswillinevitablyencountervolumesurgesandreceiverequests

outsideofbusinesshours.Basedontheirresourceneeds,theycandeterminethebalanceofAlandhumansupportthatwillkeepwaittimesandoperatingcostsaslowaspossible.

Whenitcomestofrontlineengagement,whatdoyouseeastheidealAI/techvs.humanbalance?

27.7%CertainissuesarefullyhandledbyAlself-service,

othersarefullyhandledbyhumanagents

29.8%Alhandlesmostoftheactualfrontlinecommunication,butahumanisinthelooptoprovideguidanceand

jumpinwherenecessary

19.2%Humanshandlemostoftheactualfrontline

communication,butAlsupportsthemwithcontext/data/knowledge

21.3%MostconversationsinvolveacombinationofAl-andhuman-ledcommunication

2.1%Other

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

RedefiningtheAgentRole:AVisionfortheFutureofAgentWork

ThereisadistinctionbetweentrumpetingtheimportanceofanAl-humanbalanceandactuallydefiningit.HowwillAltransformthefutureofcustomerinteractions?Howwillemployee

responsibilitieschangeasaresultofthattransformation?

Thereisalsoadistinctionbetweendefiningthe

Al-humanbalanceandactuallyoptimizingit.Aretasksandresponsibilitiesbeingallocatedatrandomorbasedonpastexpectations?Or,aretheybeingdividedinawaythatwill

maximizeperformance,efficiency,andcustomercentricity?

Mostbusinessesareawareofthehigh-levelcall-to-action—theyknowtheywanttouseacombinationofAland

humanity.Many,however,areuncertainaboutthespecificdynamicsofthatbalance.

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Morethan23%ofleaders,infact,havenorealclarityon

whattheriseofAlwillmeanforhumanworkers.Justshyof64%knowhowday-to-daycustomerserviceinteractionswillchange,buttheyareunsureofthenewtasks,focuses,andresponsibilitiesthatwillbecomepartoftheiragents’workflows.

Only13%feelconfidenttheyunderstandhowtheagentroleisevolving.

WhenAlwasinitsmostexperimentalstages,thisambiguitywaspermissible.Alwasnotmeaningfullyimpacting

workflow,whichmeantthatorganizationsfacedlittle

pressuretorethinktheirhiring,training,compensation,andperformancemanagementstrategies.

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2025NOVEMBERMARKETSTUDY|Techvs.Humanity:RedefiningTheAgentRole

Doesyourorganizationhaveclarityonwhat

theriseofAIwillmeanforemployeeworkflowsandresponsibilities?

23.4%Notyet-wearestillevaluatinghowAlwillimpacttheroleoftheagent

63.8%Wehaveanunderstandingofhowtheircoreday-to-daytaskswillchange,butwe’veyettomapoutthenew

tasksandfunctionsforwhichtheywillberesponsible

12.8%Wehaveacompleteunderstandingofhowagentrolesandresponsibilitieswilltransform

WhichbestdescribeshowagentsfeelabouttheconceptofAIautomatingsimpleissuessotheycanfocusonmorecomplexones?

13.8%Unclear;ourorganizationhasnotdoneenoughto

clarifyhowsimplevs.complexissueswillbedefined

5.3%Theyarenotinterested;theypreferhandlingstraightforward,simpletasks

69.2%Theyarepotentiallyinterested,butitwilldependon

factorslikethenatureofthework,changingprocesses,andcompensation/careerpathing

11.7%Theyareall-in;theyarecravingmorecomplextasksandwilljumpatthemevenifsystems,processes,andcompensationdonotmeaningfullychange

ButasAlbecomesacornerstoneofthecustomercontact

operation,anyambiguitywillbecomecatastrophic.Workflowwillchangedramatically,whichmeansorganizationsrequirevividinsightintotheramificationsforagents.Withoutthat

clarity,theycannotdesigntherightworkflows,cultivatetherightskills,allocatetherightresources,andanalyzetherightmetrics.Theycannotelevatetheiroperation.

THEBUY-INCHALLENGE:AREAGENTS

EMBRACINGNEXT-GENERATIONWORK?

Notsimplyathreattooperationaldecision-making,workflowuncertaintyjeopardizesagentbuy-in.

Whereascustomercontactleadershavehistorically

positionedtheriseofAlasaninherentlypro-employee

movement(Alwillhandletheboringworkagentsdonot

wanttodo,enablingthemtoonlyfocusonmore“complex,”exciting,andrewardingwork),manyrecognizethehazard

intakingthatstanceforgranted.

Employeesmayappreciatethebroadpromiseofvarianceintheirworkdays,buttheystillrequirespecifics.They

stillwanttoknowexactlyhowtheirjobwillchange,and

exactlywhatthosechangeswillmeanfortheirday-to-dayexperiencesandlong-termcareertrajectories.

Theywanttoknowifthepivottomorecomplex,

consultativeworkwillbemoreengagingorrewarding-orsimplyharderandmorementallydraining.

Only12%ofleaders,infact,saytheiragentsare“all