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Workforce ManagementWorkforce Management
for Nonfor Non--Workforce ManagersWorkforce Managers
Michele Borboa
April 28, 2008
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Introductions
Michele Borboa
25 years of call centerexperience
Former VP of Workforce
Management at a largeFortune 250 corporation.
Advisory board member
for Society of WorkforcePlanning Professionals
Call Center Consultant
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Problem Statement
Although the Workforce Management function canmake significant contributions to caller satisfaction,
employee satisfaction, operational effectiveness andprofitability, many call center professionals do not feelconfident in their WFM knowledge/understanding.
Communication challenges WFM has a lot of jargon.
Conceptual challenges Some WFM principles can seemcounter-intuitive.
Perception challenges WFM can seem mysterious.
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Course Objectives
Designed specifically for call center professionalswho do not work in the Workforce Management
(WFM) department, the goals for this sessioninclude:
De-mystifying WFM by explaining what the WFMdepartment does in jargon-free terms.
Answering the commonly asked questions that persistabout forecasts, schedules, and other components ofthe Workforce Management function.
Helping call center professionals maximize theeffectiveness of the WFM function, and the contributionit makes to the centers overall performance.
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Defining Workforce Management
Workforce Management
(WFM)
helps the contact center
provide the right numberof resources
to handle work
at the right time.
Think of it as acontinuous cycle.
Forecasting
Real-TimeManagement
Scheduling
Reporting
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WFM Inputs/Outputs
WFM
Variable Labor Forecasts
Annual Hiring Plan
Annual Forecast
Training Schedule
Weekly Agent Schedules
Weekly Overs/Unders
Daily, Weekly, Monthly Reports
Volume Forecasts
OperatingAssumptions
HistoricalTrending
Service Goals
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But why bother?
Random Call Arrival
Invisible Queue Factors Affecting Caller Tolerance
The concept of non-deferrable work
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Forecasting
Real-TimeManagement
Scheduling
Reporting
Call Center Forecasting
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Forecast Accuracy
One thing we know is thatforecasts will never be 100%accurate.
The price of accuracy is oftentime; is that affordable?
An accurate forecast is one ofseveral workforce managementtools used to achieve goals.
Other clubs in the bag includeefficient schedules and nimblereal-time decision making.
Do you know your club length?
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Forecasting
Real-TimeManagement
Scheduling
Reporting
Scheduling
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Shift Bid Frequency
Theoretically, schedules should be adjusted as oftenas call arrival patterns change, or whenever there has
been turnover sufficient to cause gaps in agentcoverage.
Some centers bid right before and after peak season,
or when the time changes.
Some centers assign a fixed base of shifts that never
change and only bid out a variable set of flex shiftsperiodically.
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Leadership Role
With shift bid frequency, and many other aspectsof WFM, a centers leadership team must decide
where on this spectrum it wants to be.
Country Club Correctional Center
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Forecasting
Real-TimeManagement
Scheduling
Reporting
Real-Time Management
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Schedule Adherence
One of the few metrics an Agent can actually control.
More adherence = less shrinkage = reduced Agent
requirement for the same workload forecast.
Measuring adherence bookkeeping adjustments.
Its all about spending more time on the phone. Managing outliers is a good way to begin.
Include Agents in the goal setting process.
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Forecasting
Real-TimeManagement
Scheduling
Reporting
WFM Reporting
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Sample Daily Report Card
Staffing Performance by Interval
100
200
300
400
500
600
700
800
830
900
930
1000
1030
1100
1130
1200
1230
1300
1330
1400
1430
1500
1530
1600
1630
Time of Day
#CS
Rs
Fcst Req Act Req Act Attend 2008 Contact Center Resources
Adherence
ASA
AHT
Calls Offered
%ActualForecast
Key Metrics
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Non-WFM Role
Know the WFM basics, because they are call center basics.
Set aside time during New Hire Training for a WFM topic.
Ensure that Supervisors can answer Agents basic FAQs .
Make sure the WFM team has a seat at the planning table.
Be prepared and engaged during budget prep season.
Be open to/supportive of new, flexible practices.
As someone outside of WFM, what should I be doing tosupport an optimal work environment?
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Contact Information
Michele BorboaContact Center Resources480-855-3870480-332-0056 [email protected]
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Reading List
Call Center Staffingby Penny Reynolds
Call Center Management on Fast Forwardby Brad
Cleveland & Julia Mayben Navigating the Customer Contact Center in the 21st
Centuryby Bill Durr
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Forecast Accuracy Survey
60% MeasureWeekly
22% Measure
Monthly
10% Measure Daily
8% Other
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Forecast Accuracy Survey
Of those who measure accuracy weekly, 68% of them arewithin 5% of forecast.
Of those who measure monthly accuracy, and only about 15%of them are within 5% of forecast. (A little over half said therewas a variance of between 16-20% to forecast.)
Of those who measure daily accuracy, 73% were within 5-10%
of forecast.
These results pertain to call volume. Regarding AverageHandle Time (AHT), all respondents reported being a little less
accurate.
(Society of Workforce Planning Professionals Quarterly Survey, 2003)