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Jun 4, 2020

We are currently offering an opportunity for individuals with the right qualifications and technical requirements to work from home as market research interviewers on a part time casual basis.

What we offer:

• The opportunity to work from the comfort of your own home office
• Full training on our state-of-the-art remote system
• Flexible hours
• Opportunity for advancement
• Competitive wages

Requirements:

• Fluent English
• Typing speed of 40 wpm or better
• Excellent communication skills and phone demeanor
• Self-motivated and goal oriented
• Other language fluency an asset but not required
• PC running Windows 7 or higher
• A stable high speed internet connection

Apply for this Job

• Resume * Accepted file types: pdf, doc, docx.
• Cover Letter

• Business & Enterprise
• Education, Learning & Skills
• Energy & Environment
• Financial Services
• Health & Wellbeing
• Higher Education
• Work & Welfare
• Behavioural insights
• Business Spotlight – IFF’s business omnibus
• Customer experience research
• Customer satisfaction measurement
• National statistics and complex surveys
• Stakeholder research
• Tenant satisfaction measures
• Our approach
• Trusted partner
• Equality, diversity & inclusion at IFF
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• Meet the team
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Remote telephone interviewing jobs

Flexible work opportunities

Looking for a job with flexibility? With the ability to pick your own shifts, and work from home? Join our home-based interviewing team and benefit from flexible work patterns, from the comfort of your home, while making a difference to our clients, our business and wider society.

Linked to our Values, we believe in rewarding people fairly. So, all our telephone interviewers are paid a London Living Wage on completion of training – regardless of location. With the opportunity to earn bonuses on top during each shift.

Sound good?

Why join us at iff.

Flexible working

Enjoy flexibility, working from home at hours that suit you and fit your life.

Competitive rewards

Earn a London Living Wage, regardless of your location, with the opportunity to enhance your income through competitive bonus payments.

Make a difference

Make a difference to the lives of many through the delivery of impactful social and policy research.

The life of a telephone interviewer at IFF

One of our core services at IFF is conducting research on behalf of government, businesses and not-for-profits, speaking with people over the phone to capture their opinion and feedback on various topics. Our telephone interviewers – who conduct these surveys – are therefore a critical part of our team.

If you’re not familiar with the world of telephone interviewing, here’s a little insight into what it entails and what you can expect from a telephone interviewing job with us.

We offer two different types of telephone interviewing opportunities – consumer and B2B. Consumer interviewing is speaking with the general public and consumers, while B2B, or business to business, is conducting surveys where you’ll speak directly to business people.

The type of studies you work on is usually dictated by when you want to work, with consumer shifts usually offered during evenings and weekends and B2B shifts normally running Monday to Friday, between 9 and 5.

You’ll usually work on a particular study for a given period so you can build confidence and skills. At the beginning of any project you’ll receive a thorough briefing, then you’ll follow a script to deliver the survey, with feedback and support from your Team Leader throughout your shift.

“Working for IFF has allowed me to focus my energy on my side business as I can pick and choose hours in conjunction with my other work – picking up more when business is slow and less when its booming. Ive had some really kind and considerate team leaders that have gone above and beyond. And, Ive gained a lot of confidence from speaking to people from all walks of life and being an interviewer has really improved my communication skills.”

Telephone Interviewer

“I really like working with IFF because the staff and management are very friendly, supportive and responsive. No question is silly, and when I have any on shift, I can reach out to my team leader who’ll respond within minutes with help and advice. There also isnt a big gap between individuals and management. Recently, I gave suggestions about how interviewers can look after their mental health and my advice was well acknowledged and appreciated.”

Setting you up for success.

With a flexible team of over 1,000 people at a peak, we’re proud to have some of the best interviewers in the industry. As an IFF interviewer, you’ll have the opportunity to learn from others and share best practice whilst receiving dedicated support each shift to help you reach your potential.

We’re proud that a number of our interviewers have taken different career paths within the company growing into new roles and broadening their skills. So, whether you simply want to earn some money alongside other things or develop a career with IFF we’ll help you develop and thrive.

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• Test for Fentanyl
• if You Think Someone is Overdosing
• Stop Overdose
• Naloxone FAQs
• Stigma Reduction

About Stop Overdose

• Through preliminary research and strategic workshops, CDC identified four areas of focus to address the evolving drug overdose crisis.
• Stop Overdose resources speak to the reality of drug use, provide practical ways to prevent overdoses, educate about the risks of illegal drug use, and show ways to get help.

Drugs take nearly 300 lives every day. 1 To address the increasing number of overdose deaths related to both prescription opioids and illegal drugs, we created a website to educate people who use drugs about the dangers of illegally manufactured fentanyl, the risks and consequences of mixing drugs, the lifesaving power of naloxone, and the importance of reducing stigma around recovery and treatment options. Together, we can stop drug overdoses and save lives.

What you can do

• Get the facts on fentanyl
• Learn about lifesaving naloxone
• Understand the risks of polysubstance use
• Reduce stigma around recovery and treatment

Explore and download Stop Overdose and other educational materials on CDC's Overdose Resource Exchange .

• Centers for Disease Control and Prevention, National Center for Health Statistics. National Vital Statistics System, Mortality 2018-2021 on CDC WONDER Online Database, released in 2023. Data are from the Multiple Cause of Death Files, 2018-2021, as compiled from data provided by the 57 vital statistics jurisdictions through the Vital Statistics Cooperative Program. Accessed at http://wonder.cdc.gov/mcd-icd10-expanded.html on Mar 5, 2024

Every day, drugs claim hundreds of lives. The Stop Overdose website educates drug users on fentanyl, naloxone, polysubstance use, and dealing with stigma.

The state of AI in early 2024: Gen AI adoption spikes and starts to generate value

If 2023 was the year the world discovered generative AI (gen AI) , 2024 is the year organizations truly began using—and deriving business value from—this new technology. In the latest McKinsey Global Survey  on AI, 65 percent of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey just ten months ago. Respondents’ expectations for gen AI’s impact remain as high as they were last year , with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead.

About the authors

This article is a collaborative effort by Alex Singla , Alexander Sukharevsky , Lareina Yee , and Michael Chui , with Bryce Hall , representing views from QuantumBlack, AI by McKinsey, and McKinsey Digital.

Organizations are already seeing material benefits from gen AI use, reporting both cost decreases and revenue jumps in the business units deploying the technology. The survey also provides insights into the kinds of risks presented by gen AI—most notably, inaccuracy—as well as the emerging practices of top performers to mitigate those challenges and capture value.

AI adoption surges

Interest in generative AI has also brightened the spotlight on a broader set of AI capabilities. For the past six years, AI adoption by respondents’ organizations has hovered at about 50 percent. This year, the survey finds that adoption has jumped to 72 percent (Exhibit 1). And the interest is truly global in scope. Our 2023 survey found that AI adoption did not reach 66 percent in any region; however, this year more than two-thirds of respondents in nearly every region say their organizations are using AI. 1 Organizations based in Central and South America are the exception, with 58 percent of respondents working for organizations based in Central and South America reporting AI adoption. Looking by industry, the biggest increase in adoption can be found in professional services. 2 Includes respondents working for organizations focused on human resources, legal services, management consulting, market research, R&D, tax preparation, and training.

Also, responses suggest that companies are now using AI in more parts of the business. Half of respondents say their organizations have adopted AI in two or more business functions, up from less than a third of respondents in 2023 (Exhibit 2).

Gen AI adoption is most common in the functions where it can create the most value

Most respondents now report that their organizations—and they as individuals—are using gen AI. Sixty-five percent of respondents say their organizations are regularly using gen AI in at least one business function, up from one-third last year. The average organization using gen AI is doing so in two functions, most often in marketing and sales and in product and service development—two functions in which previous research  determined that gen AI adoption could generate the most value 3 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. —as well as in IT (Exhibit 3). The biggest increase from 2023 is found in marketing and sales, where reported adoption has more than doubled. Yet across functions, only two use cases, both within marketing and sales, are reported by 15 percent or more of respondents.

Gen AI also is weaving its way into respondents’ personal lives. Compared with 2023, respondents are much more likely to be using gen AI at work and even more likely to be using gen AI both at work and in their personal lives (Exhibit 4). The survey finds upticks in gen AI use across all regions, with the largest increases in Asia–Pacific and Greater China. Respondents at the highest seniority levels, meanwhile, show larger jumps in the use of gen Al tools for work and outside of work compared with their midlevel-management peers. Looking at specific industries, respondents working in energy and materials and in professional services report the largest increase in gen AI use.

Investments in gen AI and analytical AI are beginning to create value

The latest survey also shows how different industries are budgeting for gen AI. Responses suggest that, in many industries, organizations are about equally as likely to be investing more than 5 percent of their digital budgets in gen AI as they are in nongenerative, analytical-AI solutions (Exhibit 5). Yet in most industries, larger shares of respondents report that their organizations spend more than 20 percent on analytical AI than on gen AI. Looking ahead, most respondents—67 percent—expect their organizations to invest more in AI over the next three years.

Where are those investments paying off? For the first time, our latest survey explored the value created by gen AI use by business function. The function in which the largest share of respondents report seeing cost decreases is human resources. Respondents most commonly report meaningful revenue increases (of more than 5 percent) in supply chain and inventory management (Exhibit 6). For analytical AI, respondents most often report seeing cost benefits in service operations—in line with what we found last year —as well as meaningful revenue increases from AI use in marketing and sales.

Inaccuracy: The most recognized and experienced risk of gen AI use

As businesses begin to see the benefits of gen AI, they’re also recognizing the diverse risks associated with the technology. These can range from data management risks such as data privacy, bias, or intellectual property (IP) infringement to model management risks, which tend to focus on inaccurate output or lack of explainability. A third big risk category is security and incorrect use.

Respondents to the latest survey are more likely than they were last year to say their organizations consider inaccuracy and IP infringement to be relevant to their use of gen AI, and about half continue to view cybersecurity as a risk (Exhibit 7).

Conversely, respondents are less likely than they were last year to say their organizations consider workforce and labor displacement to be relevant risks and are not increasing efforts to mitigate them.

In fact, inaccuracy— which can affect use cases across the gen AI value chain , ranging from customer journeys and summarization to coding and creative content—is the only risk that respondents are significantly more likely than last year to say their organizations are actively working to mitigate.

Some organizations have already experienced negative consequences from the use of gen AI, with 44 percent of respondents saying their organizations have experienced at least one consequence (Exhibit 8). Respondents most often report inaccuracy as a risk that has affected their organizations, followed by cybersecurity and explainability.

Our previous research has found that there are several elements of governance that can help in scaling gen AI use responsibly, yet few respondents report having these risk-related practices in place. 4 “ Implementing generative AI with speed and safety ,” McKinsey Quarterly , March 13, 2024. For example, just 18 percent say their organizations have an enterprise-wide council or board with the authority to make decisions involving responsible AI governance, and only one-third say gen AI risk awareness and risk mitigation controls are required skill sets for technical talent.

Bringing gen AI capabilities to bear

The latest survey also sought to understand how, and how quickly, organizations are deploying these new gen AI tools. We have found three archetypes for implementing gen AI solutions : takers use off-the-shelf, publicly available solutions; shapers customize those tools with proprietary data and systems; and makers develop their own foundation models from scratch. 5 “ Technology’s generational moment with generative AI: A CIO and CTO guide ,” McKinsey, July 11, 2023. Across most industries, the survey results suggest that organizations are finding off-the-shelf offerings applicable to their business needs—though many are pursuing opportunities to customize models or even develop their own (Exhibit 9). About half of reported gen AI uses within respondents’ business functions are utilizing off-the-shelf, publicly available models or tools, with little or no customization. Respondents in energy and materials, technology, and media and telecommunications are more likely to report significant customization or tuning of publicly available models or developing their own proprietary models to address specific business needs.

Respondents most often report that their organizations required one to four months from the start of a project to put gen AI into production, though the time it takes varies by business function (Exhibit 10). It also depends upon the approach for acquiring those capabilities. Not surprisingly, reported uses of highly customized or proprietary models are 1.5 times more likely than off-the-shelf, publicly available models to take five months or more to implement.

Gen AI high performers are excelling despite facing challenges

Gen AI is a new technology, and organizations are still early in the journey of pursuing its opportunities and scaling it across functions. So it’s little surprise that only a small subset of respondents (46 out of 876) report that a meaningful share of their organizations’ EBIT can be attributed to their deployment of gen AI. Still, these gen AI leaders are worth examining closely. These, after all, are the early movers, who already attribute more than 10 percent of their organizations’ EBIT to their use of gen AI. Forty-two percent of these high performers say more than 20 percent of their EBIT is attributable to their use of nongenerative, analytical AI, and they span industries and regions—though most are at organizations with less than $1 billion in annual revenue. The AI-related practices at these organizations can offer guidance to those looking to create value from gen AI adoption at their own organizations.

To start, gen AI high performers are using gen AI in more business functions—an average of three functions, while others average two. They, like other organizations, are most likely to use gen AI in marketing and sales and product or service development, but they’re much more likely than others to use gen AI solutions in risk, legal, and compliance; in strategy and corporate finance; and in supply chain and inventory management. They’re more than three times as likely as others to be using gen AI in activities ranging from processing of accounting documents and risk assessment to R&D testing and pricing and promotions. While, overall, about half of reported gen AI applications within business functions are utilizing publicly available models or tools, gen AI high performers are less likely to use those off-the-shelf options than to either implement significantly customized versions of those tools or to develop their own proprietary foundation models.

What else are these high performers doing differently? For one thing, they are paying more attention to gen-AI-related risks. Perhaps because they are further along on their journeys, they are more likely than others to say their organizations have experienced every negative consequence from gen AI we asked about, from cybersecurity and personal privacy to explainability and IP infringement. Given that, they are more likely than others to report that their organizations consider those risks, as well as regulatory compliance, environmental impacts, and political stability, to be relevant to their gen AI use, and they say they take steps to mitigate more risks than others do.

Gen AI high performers are also much more likely to say their organizations follow a set of risk-related best practices (Exhibit 11). For example, they are nearly twice as likely as others to involve the legal function and embed risk reviews early on in the development of gen AI solutions—that is, to “ shift left .” They’re also much more likely than others to employ a wide range of other best practices, from strategy-related practices to those related to scaling.

In addition to experiencing the risks of gen AI adoption, high performers have encountered other challenges that can serve as warnings to others (Exhibit 12). Seventy percent say they have experienced difficulties with data, including defining processes for data governance, developing the ability to quickly integrate data into AI models, and an insufficient amount of training data, highlighting the essential role that data play in capturing value. High performers are also more likely than others to report experiencing challenges with their operating models, such as implementing agile ways of working and effective sprint performance management.

About the research

The online survey was in the field from February 22 to March 5, 2024, and garnered responses from 1,363 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 981 said their organizations had adopted AI in at least one business function, and 878 said their organizations were regularly using gen AI in at least one function. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

Alex Singla and Alexander Sukharevsky  are global coleaders of QuantumBlack, AI by McKinsey, and senior partners in McKinsey’s Chicago and London offices, respectively; Lareina Yee  is a senior partner in the Bay Area office, where Michael Chui , a McKinsey Global Institute partner, is a partner; and Bryce Hall  is an associate partner in the Washington, DC, office.

They wish to thank Kaitlin Noe, Larry Kanter, Mallika Jhamb, and Shinjini Srivastava for their contributions to this work.

This article was edited by Heather Hanselman, a senior editor in McKinsey’s Atlanta office.

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Related articles.

Moving past gen AI’s honeymoon phase: Seven hard truths for CIOs to get from pilot to scale

A generative AI reset: Rewiring to turn potential into value in 2024

Implementing generative AI with speed and safety

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Programs 2024 TechSprint: Generative AI in Housing Finance

Register to Livestream FHFA’s Generative Artificial Intelligence (AI) in Housing Finance TechSprint

Register here  to livestream Opening Day and Demo Day of FHFA’s Generative AI in Housing Finance TechSprint.

• Opening Day, beginning at 10:30 am EST on Monday, July 22, will feature remarks from FHFA leadership and keynote speakers.
• Demo Day, beginning at 9:00 am EST on Thursday, July 25, will feature remarks from FHFA leadership and keynote speakers and presentation​s from the TechSprint teams.

About th​e FHFA Generative AI in Housing Finance TechSprint

The FHFA Generative AI in Housing Finance TechSprint will be an in-person, team-based problem-solving event hosted by the Federal Housing Finance Agency’s (FHFA) Office of Financial Technology (OFT). The TechSprint will bring together technology, regulatory, housing, and consumer finance experts to identify use cases and associated control measures to support the responsible use of generative AI in housing finance.​

Partici​pants are organized into TechSprint teams and work over a three-day period to solve for problem statements centered around the question:

“How might the responsible use of generative AI promote a transparent, fair, equitable, and inclusive housing finance system, while fostering sustainable homeownership and rental opportunities?”

The TechSprint culminates in a Demo Day where each team will present its ideas to an independent panel of judges drawn from subject matter experts in government, industry, nonprofits, and academia.

The Generative AI in Housing Finance TechSprint will be held at FHFA’s Constitution Center headquarters in Washington, DC, and will run from July 22 to July 25, 2024. The application period to participate in-person at the TechSprint was open from March 20 through May 24, 2024.

FHFA Generative AI in Housing Finance TechSprint: Problem Statements

Umbrella Stateme​​nt​

Generative artificial intelligence (AI) has captured the imagination and interest of a diverse set of stakeholders, including industry, government, and consumers. For the housing finance system, the transformative potential of generative AI extends beyond technological advancement. Generative AI presents an opportunity to promote a housing finance system that is transparent, fair, equitable, and inclusive and fosters sustainable homeownership. Realizing this potential, however, is contingent on a commitment to responsible innovation and ensuring that the development and use of generative AI is supported by ethical considerations and safety and soundness.

FHFA’s Generative AI in Housing Finance TechSprint challenges participants to address the question,  “How might the responsible use of generative AI promote a transparent, fair, equitable, and inclusive housing finance system while fostering sustainable homeownership and rental opportunities?”​

TechSprint participants will demonstrate:

• A key  use case  for generative AI in one of the four areas of focus provided below; and
• Recommended  control measures , incorporating​ careful consideration of the associated risks.

Focused Statements ​

The four areas of focus are as follows:

• Consumer Experience:  How might generative AI be used to further educate and empower prospective homebuyers in evaluating, comparing, and obtaining a mortgage loan and in sustaining their homeownership over time?
• Assessing Creditworthiness:  How might generative AI be used to improve the evaluation of homebuyer credit, as well as the fairness of the credit decisions related to mortgage loans, particularly for homebuyers from underserved communities?
• Operations:  How might generative AI be used to enhance the efficiency and effectiveness of operational processes within the housing finance system, from origination to servicing and secondary market activities?
• Risk Management and Compliance:  How might generative AI be used to enhance the effectiveness of risk management and compliance processes within the housing finance system?

Have additional questions about the 2024 TechSprint?  Please contact OFT at  [email protected] . To learn more about OFT, please visit  the OFT home page . And to learn more about FHFA’s inaugural TechSprint held in 2023, please visit the  Velocity TechSprint webpage .​​

Page Last Updated: May 28​​, 2024​​​​​

Lyubertsy – Lyubertsy Terminal and Logistics Center – Moscow Oblast

Unlock hidden opportunities in the Construction industry

Published: May 10, 2023 Report Code: GDCON368842-MP-L5

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