The Future of Waiting: How call-backs can reshape contact center performance

In an era of instant communication and rising customer expectations, the humble phone call remains the preferred method for customers to connect with businesses. Yet, long wait times remain a persistent pain point for customers and a challenge for contact centers. New research from the Haskayne School of Business explores different approaches to a promising solution: the call-back option. 

Call-back systems allow customers to leave their phone number and receive a return call later, rather than waiting on hold. This approach not only reduces perceived wait times but also helps contact centers manage peak demand more effectively.  

Dr. Marco Bijvank, associate professor of operations and supply chain management, was awarded a 2025 Insight Development Grant from The Social Sciences and Humanities Research Council (SSHRC) to explore Customer Satisfaction and Operational Efficiency of Call-Back Options in Service Centres. 

Bijvank and his research team investigate both the customer satisfaction and operational performance implications of implementing call-back options by answering two key research questions: 

1. How do customers perceive different call-back formats? 
   The team examines how satisfaction varies between concrete messaging (e.g., “We’ll call you at 4 p.m.”) and abstract messaging (e.g., “We’ll call you within 30 minutes”). Additionally, the team explores whether allowing customers to choose their preferred time interval improves their experience compared to having the contact center assign one.
2. How can contact centers optimize workforce planning with call-backs? 
   By shifting some demand to off-peak periods, call-backs offer a way to rebalance workloads. Bijvank and his colleagues analyze how service providers can efficiently manage staffing and scheduling when customer arrivals vary over time. 

Phone calls in decline – or in demand? 

Customers today have an abundance of digital channels like chatbots, email, and social media ready to offer assistance. It is tempting think communicating via person-to-person phone calls will soon become as obsolete as hand-written letters or carrier pigeons.  

Surprisingly, voice calls are actually on the rise. In fact, businesses receive 34 per cent more calls now than they did five years ago. Despite all the other options, only voice calls can deliver the efficiency, reliability, and human connection that customers are looking for. 

 “Even though phone conversations may seem old-fashioned, answering the phone effectively remains a fundamental secret weapon for many businesses” 
 

 
While customers continue to pick up the phone, ready to talk to a real person, they are often left wanting—and waiting. Instead of a friendly greeting, they are met with a variation of the dreaded message, “All our representatives are assisting other customers, please wait on the line for the next available agent.” 

The Weight of Waiting 

The emotional toll of waiting—stress, frustration, and boredom—is well documented. According to the Canadian Automobile Association, Canadians spend an average of 34 minutes daily waiting in various contexts. Reducing this burden through smarter call-back systems could significantly enhance customer satisfaction. 

Bijvank’s research is grounded in both personal experience and practical impact, motivated by different approaches companies employ:  

• Alberta Health Services’ Health Link 811 offers call-backs without specifying a time. When no nurse is available and you leave your phone number, the line is disconnected without providing any information about when a nurse will attempt to contact you. (As the father of three young children, Bijvank uses the service often, and typically receives a call back within thirty minutes.)
• The airline WestJet employs a different strategy and provides a scheduled time customers can expect a call-backs. However, delays can occur during high-demand events. During a severe 2024 hailstorm in Calgary, some customers waited on hold for 4-5 hours, or up to two days for callbacks.  

 Curious about the trade-offs between customer expectations and operational constraints, Bijvank says, “These personal experiences have sparked my interest in the topic. The potential impact our research can have on millions of people who use contact centres is very exciting.” 

Research impact 

By aligning customer preferences with system capabilities, Bijvank aims to create a more responsive and effective center experience. 

The findings will be valuable to businesses, nonprofits, and government agencies that operate contact centers. Better call-back strategies can lead to improved customer service, reduced wait times, and more efficient use of resources. Ultimately, this research contributes to a broader goal: making waiting less painful and service more personal. 

Dr. Marco Bijvank is an Associate Professor of Operations and Supply Chain Management in the Haskayne School of Business at the University of Calgary. He holds an M.Sc. in Business Mathematics and Informatics (graduated Cum Laude) and a Ph.D. from the VU University Amsterdam, Netherlands. His research interests in supply chain management and healthcare operations attempt to reduce the gap between theory and practice.