重度視障者擔任話務人員的困難及因應策略之研究─以臺北市政府1999話務中心視障話務小組為例
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2016
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本研究旨在探討1999視障話務小組的重度視障者擔任話務人員之困難、因應策略及其影響與成效。透過質性研究的方式蒐集相關資料，如：年度報告相關資料、訪談話務人員及技術督導等，輔以研究者的札記等觀察記錄，並透過NVivo第十版質性軟體進行分析，研究結果如下說明。
重度視障者從事臺北市政府1999市民當家熱線主要包括：(一) 業務內容方面的困難，如：業務內容太複雜、工作時需常移動；(二)話務值機系統方面的困難，如：無法支援電腦螢幕報讀軟體或放大軟體、操作介面含有視覺化的設計、須切換多系統介面、缺少資料庫查詢功能、資訊更新較慢等；(三)職場融合方面的困難，如：雇主、同儕對視障者的不瞭解及業務內容包含視力協助的工作；(四) 教育訓練方面的困難，如只提供視覺性資料；(五)個人移動的困難，如：交通往返；(六)個人社會化能力的困難，如溝通應對、問題釐清、統整與分析能力。
因應策略包括：(一)容許職務的調整，如：設計成高諮詢、變動性小且資訊量少的業務、適當的切割業務、調整複雜的服務內容、在電話系統作分流設計；(二)優化話務值機系統，如：畫面簡單且支援螢幕報讀軟體、訊息以文字呈現、多系統整併單一介面、設置快速鍵、增加視障特別需求元素、電腦軟體操作代替手動撥號；(三)加強職場互動，如主管主動提供友善支持及鼓勵個人主動參與團體；(四)規劃完善人才培訓制度，如依需求提供適切的培訓教材；(五)促進職場熟悉，如結合相關資源提供定向行動訓練；(六) 強化個人社會化能力，如以實際演練方式加強個人溝通技巧等。
從研究過程中亦發現：雖透過預擬困難及因應策略，確能解決大部分的難題，然陸續仍有問題浮現與待克服，因此職場持續的提供友善支持與改善是必要的；以及話務人員本身的積極努力亦是成就重度視障者能穩定的在職場擔任話務人員的關鍵；因為適切的支持，視障話務人員能勝任上線服務、珍惜工作、離職率很低。
The purpose of this research was to investigate the difficulties, adaptive strategies, influence and effectiveness of severe visually impaired people working as telephone agents in 1999 visually impaired group of the call center. The research was conducted by qualitative research, which included the annual report, the interview data of the visually impaired agents, two technical supervisors, and one counselor. It also complemented by notes and observation records of the researcher. The collected information was analyzed by NVivo 10, and the results were as follows: There are six main difficulties of severe visually impaired people engaged the Visually Impaired Group of Call center on Taipei City Government 1999: (1) difficulties on work content, such as complex job, moving around frequently while working; (2) difficulties on using the telephone service system, such as unable to support the computer screen reader software or magnifier software, visual user interface design, multi-system switch interface, lack of database query function and information updating slower; (3) difficulties on workplace integration, such as the employers or colleagues not understanding the visually impaired and vision-assisted work content; (4) difficulties on education and training, such as only visual training materials; (5) difficulties on personal commuting, such as transportation to and from the workplace; (6) difficulties on personal social capabilities, such as communication, response, clarification of issues, integration capabilities and analysis capabilities. There were three main adaptive strategies: (1) tne work content adjustment, such as choosing high frequently asked questions, choosing work content not change frequently, choosing work content with less information, appropriate work content, adjustment of complex work content and triage design of the telephone system; (2) telephone service system optimization, such as simplified computer screen, supporting screen reader software, message rendering in text format, integration multi-system to a single user interface, setting computer hotkeys, adding special needs elements for visually impaired people and using computer software instead of manual dialing; (3) strengthening workplace interaction, such as proactive friendly support from supervisor and encouragement of individuals to actively participate in community; (4) planning perfect talent training system, such as providing appropriate training materials on demand; (5) improving familiarity with workplace, such as combining resources to provide orientation and mobility training; (6) strengthening personal socialization skills, such as enhancing personal communication skills by practical exercises. The author also found something from the course of the study. Although the advance simulation of difficulties and adaptive strategies could solve most of the problems, there were still emerging problems needed to be overcome. It was necessary to continue providing friendly support and improvement of the workplace. The positive efforts of visually impaired agent were also a key to achieve that the severe visually impaired could be stable as a visually impaired agents in workplace. Because the appropriate support, visually impaired agent could be qualified employees on the call center. They cherished their jobs and the turnover rate of them was very low.
The purpose of this research was to investigate the difficulties, adaptive strategies, influence and effectiveness of severe visually impaired people working as telephone agents in 1999 visually impaired group of the call center. The research was conducted by qualitative research, which included the annual report, the interview data of the visually impaired agents, two technical supervisors, and one counselor. It also complemented by notes and observation records of the researcher. The collected information was analyzed by NVivo 10, and the results were as follows: There are six main difficulties of severe visually impaired people engaged the Visually Impaired Group of Call center on Taipei City Government 1999: (1) difficulties on work content, such as complex job, moving around frequently while working; (2) difficulties on using the telephone service system, such as unable to support the computer screen reader software or magnifier software, visual user interface design, multi-system switch interface, lack of database query function and information updating slower; (3) difficulties on workplace integration, such as the employers or colleagues not understanding the visually impaired and vision-assisted work content; (4) difficulties on education and training, such as only visual training materials; (5) difficulties on personal commuting, such as transportation to and from the workplace; (6) difficulties on personal social capabilities, such as communication, response, clarification of issues, integration capabilities and analysis capabilities. There were three main adaptive strategies: (1) tne work content adjustment, such as choosing high frequently asked questions, choosing work content not change frequently, choosing work content with less information, appropriate work content, adjustment of complex work content and triage design of the telephone system; (2) telephone service system optimization, such as simplified computer screen, supporting screen reader software, message rendering in text format, integration multi-system to a single user interface, setting computer hotkeys, adding special needs elements for visually impaired people and using computer software instead of manual dialing; (3) strengthening workplace interaction, such as proactive friendly support from supervisor and encouragement of individuals to actively participate in community; (4) planning perfect talent training system, such as providing appropriate training materials on demand; (5) improving familiarity with workplace, such as combining resources to provide orientation and mobility training; (6) strengthening personal socialization skills, such as enhancing personal communication skills by practical exercises. The author also found something from the course of the study. Although the advance simulation of difficulties and adaptive strategies could solve most of the problems, there were still emerging problems needed to be overcome. It was necessary to continue providing friendly support and improvement of the workplace. The positive efforts of visually impaired agent were also a key to achieve that the severe visually impaired could be stable as a visually impaired agents in workplace. Because the appropriate support, visually impaired agent could be qualified employees on the call center. They cherished their jobs and the turnover rate of them was very low.
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Keywords
重度視障者, 話務人員, 值機系統, 職務再設計, severe visually impaired people, visually impaired agent, call center, job accommodation