Why Interviewing for Internal Roles May Be the Key to Your Next Career Move

Call Design on November 30, 2023

In many organizations, people are promoted because they’ve been in a role for a while, and they know the right buttons to push or the right people to work with. And I think that’s a problem.

Don’t get me wrong, I think internal promotion and giving people a career path is fantastic! Study after study has shown how important professional development and career growth are to retaining talent, especially younger generations. The point isn’t to say we should stop promoting people internally, but I think that people should be interviewed, even internally, when receiving a promotion.  

I can hear your comments now. “I shouldn’t have to interview for a position I’ve already earned” … “Interviewing for a promotion is just an extra hoop to jump through” … “I hate interviewing! If they make me interview, I’m going to tank and lose out on this opportunity.” I get it and I think your concerns are valid and should be considered as these processes and policies are implemented. But what you don’t realize is that the organization is doing you a disservice by not interviewing you for the role. Hear me out.

In my role, I’ve had an opportunity to help people move from one organization to another. Whether that’s hiring them into my team or coaching them through their job search process. One of the biggest challenges I’ve seen from people is their inability to articulate their value in an interview. “Why should we hire you.” It’s a common enough question but so many people swing-and-miss on this question and it’s such a critical answer for you to nail!

I’ve heard plenty of people mention how they are self-starters, self-learners, quick learners, self-motivated, team players, great communicators, etc, etc. These are likely all true and possibly valuable. However, why would I hire you, a self-starter who loves to collaborate, over someone else that expresses the same thing? There needs to be more definition, a finer point, or a better way to communicate your value.

And here is where interviewing for internal roles comes in.

When organizations interview for internal roles, it gives you the opportunity to practice articulating the “why me” answer. It gives you the chance to self-assess and look for the core nuggets of why you’ve been successful and then how to articulate that to other people.

There will be a temptation to simply point toward the projects you’ve run well or the team that has grown under you. The problem is that those examples don’t get to the core of your value add. Great, you ran a project well, but what was it about your skillset and unique ability that allowed you to do that? You’ve got to dig deeper and articulate something specific and unique.

So how do we do this and what does it look like? I’m so glad you asked!

You think you work well in team environments and that is a reason someone should promote you or possibly hire you. But when is that true and when has it not been true? Do you work best when teams are made up of certain people or in certain environments? So you refine your answer to “I’m a great team player with people who love to dream and cast vision”, but why is that true? What is it about working with them that you enjoy and that makes you so valuable in that environment? You refine further. “I love working in a team environment with people that cast vision and dream well because I don’t do those things well.” We’re getting closer but we don’t want to end on a negative. Plus, we need to go one level deeper. So instead of saying “I’m a great team player” you can say “I work well in team environments with individuals that cast vision well. I’ve found that my skill is in taking someone else’s vision and making it a reality. I love refining and executing big picture thinking and I work well in environments that include that.” You don’t just work well in team environments, you’re an executor and refiner!

For myself, I could just say “I’m curious and I like to ask questions”, and that might be a bit unique but it’s far short of what it could be. My answer is “I’m incredibly curious and love to ask questions. I’m very comfortable being the dumbest person in the room and asking the questions that everyone thinks but no one wants to ask. My questions typically help teams investigate assumptions and norms to ensure everyone is aligned and on the same page before moving forward. Simply put, you should hire me because my curiosity can help your organization improve communication and move faster by uncovering the unanswered questions.”

This type of self-assessment and ability to articulate your unique value can lead to greater confidence and impact, even in your current organization. When you don’t interview for internal roles and promotions you miss out on the opportunity to assess why you’ve been successful, find a way to articulate that and practice your answer well before trying to land that dream job, possibly at another organization.

Whether you’ve been with an organization for 2 years or 20 years, do yourself a favor and practice your answer to “Why should I hire you”, your next career move may just depend upon it!

At Call Design we believe that employees have the right to be happy, engaged, fulfilled, and aligned at work. Part of finding fulfillment at work includes knowing what you’re good at and what you love to work on. If you’d like help discovering your unique skills or being able to articulate them, please reach out and let us know. One of our coaches would love to work with you and help you find fulfillment at work!

How to Build Culture Driven Teams

Call Design on November 22, 2023

What is a Culture-Driven Team?

A culture-driven team is intentionally built around shared cultural values and norms, which are considered essential for success. It’s about identifying the values that resonate with your team and using them as the compass to guide your hiring, onboarding, and development processes. Building a culture-driven team means going beyond individual expertise and focusing on collective growth and collaboration.

Hiring for the Team, Not Just the Individual:

To build a culture-driven team, it’s crucial to prioritize the team dynamic over individual roles. Instead of solely focusing on qualifications, seek candidates who are the best fit for the team’s cultural fabric. You may be tempted to think that your new hire will typically have few opportunities to work with other people, so you don’t need to worry about team dynamics. Their “just” a forecaster, or scheduler that will be in the corner just pushing a few buttons (an oversimplification of their role!). The reality is that each person, regardless of how vocal or connected they are, impacts the whole team. As you hire each role you need to be thinking about the values your team is centered around, finding those values in the interview process, and then supporting the values during the training and onboarding process. Remember, a strong team always outperforms a lone superstar.

Possible Team Values:

There are a ton of values you can center your team around, and which ones you should pick will be dependent upon your leadership style, company values, and even your geographical area. For this blog, we’ll focus on four values that Call Design sees as important to helping people be Happy, Engaged, Fulfilled, and Aligned at work.

  • Curiosity: Look for candidates who exhibit a genuine thirst for knowledge and a desire to continuously learn and grow. This soft skill can be developed in others, but it’s incredibly hard to impart it to people who lack it entirely. Find individuals that naturally ask questions and look to dig into things.
  • Embracing Chaos: Seek individuals who thrive in dynamic environments and see chaos as an opportunity for innovation and adaptation. Contact center and WFM teams are full of days where things are constantly changing. The key isn’t just how they respond in chaos, but how they feel in chaos. Is the constantly changing environment life-giving or life-taking for them? Plenty of people can put up with the chaos, but where are the people that enjoy the chaos?
  • Transparency: Value candidates who prioritize open and honest communication, even if it means challenging the status quo and leadership! Organizations that not only allow but encourage people to push boundaries and innovate position themselves to be successful long-term. Sure, curiosity is important to innovation, but even more important is an environment where people are open and honest to push on bad ideas and share their opinions, even if it’s the opposite of the boss.
  • Kindness: Prioritize kind team members. It’s simple to say but hard to do. We all know that kindness doesn’t make up for an inability to do a job. We’ve all worked with a Kind Karen who is super sweet but is constantly needing help. And we’ve also worked with a Mean Megan who gets work done but no one wants to work with her. Reminder, we’re trying to build a team and not just fill roles. Karen’s kindness is going to have a bigger positive impact on the team than Megan’s, even if you try to isolate Megan to minimize the negativity while still benefiting from her efforts.

Interviewing for Cultural Fit:

Here are some questions you can use to find the four team values we’ve already highlighted.

  • Curiosity: “What questions do you have for me?” Normally we ask this question at the end of an interview but when we start with this question we learn a few things immediately. Did the person do any research and come prepared with a list of questions? If they didn’t, how quickly are they able to switch into questioning mode and how insightful are their questions? We can learn a lot about someone’s curiosity within the first few minutes of an interview by starting with this question.
  • Chaos: “Is chaos life-giving or life-taking”. Most people have a great answer as to how they respond in chaos, but the key here is how they feel in chaos. You can teach someone the steps you want them working through during fire drills, but if your chaotic environment is going to suck the life out of them, well that’s the opposite of what we’re looking for. Hire for feeling and train for action.
  • Transparency: “Tell me about a time you told your boss they were wrong.” If they can come up with a dozen examples they may be more interested in pointing out flaws than coming up with solutions. If they’ve never told their boss they’re wrong then they may not feel comfortable sharing honest feedback. This question allows you to see how easily the person can push against authority and possibly provide helpful feedback, even for the boss.
  • Kindness: Observe how candidates speak about their former employers and colleagues, looking for indications of a cooperative and compassionate mindset. Again, this value is so simple but it’s incredibly impactful on your team. Don’t overlook how well the interviewee would or would not get along with the rest of your team.

Side note: If you’d like some additional tips for interviewing check out our blog on being a servant leader during the interview process.

Reinforcing Culture through Onboarding and Development:

Once team members join your organization, it’s crucial to nurture and reinforce the desired culture:

  • Curiosity: Don’t just encourage curiosity, communicate that it’s an expectation. Every team meeting, 1-1 interaction, or catch-up conversation ask them what questions they have for you. If they are consistently saying they have none then that should be a big red flag. Help them understand that you expect them to have questions and to come to you with them. More than any other time, onboarding is when they need to be bringing questions to the table.
  • Embracing Chaos: After they’ve been on your team for a while ask them how they feel their job description should change. What should be removed and what should be added? Help them see that they have a chance to shape the chaos and focus on what brings them joy. Plus, they’ll be engaged and find fulfillment in a role they help shape!
  • Transparency: Lead by example and share your challenges, creating an environment where honesty and open communication are rewarded. Help them see that you value honesty and openness over being right and perfect. They’ve likely made a career of constantly having the right answer and getting things correct. Show them that even their leader is still making mistakes and trying to learn things. Set a tone that promotes transparency and honesty.
  • Kindness: Encourage team members to connect on a personal level and build relationships with their colleagues. It’s easy to do meet-and-greet meetings and just learn about the person’s role in the organization. Push your team to really find out about the person. The more they can learn about the person’s personal and professional life the better they’ll be able to collaborate and work together.

Building a culture-driven team is an investment that pays off in multiple ways. It not only enhances productivity and collaboration but also creates an environment where employees can be happy, engaged, fulfilled, and aligned. At Call Design, we are passionate about helping contact centers and workforce management teams unlock their full potential. We believe in the power of culture-driven teams and the positive impact they can have on organizations. If you’re ready to take your team to the next level, let’s connect and explore how we can collaborate to elevate your workforce management strategy. Together, let’s build a culture-driven team that drives lasting success!

Navigating WFM Challenges with Call Design Connectors

Call Design on November 15, 2023

Too often the WFM teams find themselves caught between two worlds. Between data-driven decisions and gut feeling, between customer needs and agent needs, between automated workflows and manual interventions. How often have you heard “WFM is both art and science”, and it’s true! Sometimes the tension benefits the environment, refining processes and people towards excellence. Other times the tension is unnecessary and just causes friction without benefit. That unnecessary friction, lacking any real benefit, is often because of pointless manual work. Do any of these manual processes sound similar to your environment?

The PTO Balancing Act

You have a workforce management software that can approve or decline PTO requests based on forecasting and staffing. It’s a powerful tool, but it falls short in one critical aspect—it can’t see your agents’ actual PTO balances. The result? Your WFM team ends up manually approving or declining requests, creating unnecessary work. Or perhaps, your system has a bucket for PTO balances, but it’s not synced with the HR/payroll system, and you’re still left with a manual process to ensure alignment. It’s a headache, to say the least.

The scenario becomes even more challenging during peak vacation season when many of your agents need the same day(s) off. It’s not only adding unnecessary frustration to your WFM team’s process, but it also adds a delay to the approval process for your agents. All because two systems don’t automatically synch up.

The Isolated Omnichannel Platform

You’ve invested in a cutting-edge omnichannel platform that promises to revolutionize your operations. It’s packed with features, but here’s the catch—it’s not connected to the rest of your ecosystem. Quality management, workforce management, performance management—everything has to be manually linked to the new platform. The IT team assures you they’ll build an automated process, but they’re swamped, and it won’t happen anytime soon. Now you’re stuck with manual data entry and countless workarounds.

This isolation not only hampers efficiency but also hinders your ability to adapt quickly to changing customer needs. You find yourself in a dilemma, torn between the potential of the omnichannel platform and the reality of manual data integration.

Your role as a WFM leader is about optimizing resources and ensuring that customer interactions run smoothly. The disconnect between your new omnichannel platform and the rest of your tools is like driving a high-performance car on a muddy track. You have the power, but the environment holds you back.

The Not So Real-Time Dilemma

Your WFM and ACD platforms talk to each other, but it’s a conversation that happens only once an hour. The data is reliable, and you can reforecast intraday, but there’s a crucial piece missing. You can’t monitor agent statuses in real time against their schedules. It’s a back-and-forth game, and it consumes your day.

You see the agent status on one screen and look to another screen to see their schedule. By the time you realize that they are in the wrong state they’ve already moved on and you’ve lost them in a sea of agent extensions. Your real-time adherence team spends their whole day trying to move back and forth between two screens that you’re concerned they might need FMLA to deal with the whiplash!

The hour-by-hour data transfer may not seem like a big issue, but in the world of WFM, a lot can happen in an hour. Service levels can fluctuate, agents can become unavailable, and customer interactions need immediate attention. The inability to monitor agent status in real-time adds unnecessary complexity and manual processes to your already chaotic environment.

Maybe There’s Another Way

Now, picture this: Call Design connectors that make all your horribly manual processes go away.

No more manually checking the HR system to find the PTO balances. With the right connectors, the information can be brought into the WFM tool AND the information can be pushed back into the HR system. So now your WFM team can fully leverage the automation your platform has but was lacking the real PTO balances.

Your omnichannel platform can seamlessly integrate with the rest of your tools with the right connectors. Eliminating manual data entry and giving your WFM team’s Ctrl C and Ctrl V buttons a rest.

The hourly data feed becomes real-time, letting you track agent statuses against real-time schedules effortlessly, and your RTA team sings your praises.

As a WFM leader, the impact of these data connectors goes beyond solving technical challenges. It’s about creating a work environment where your team can focus on what truly matters—delivering exceptional service while maintaining a work-life balance. These connectors might just be the missing piece of the puzzle that empowers you to excel in your role.

In the world of WFM, challenges are aplenty, but solutions are invaluable. Call Design’s data connectors are not just a technological fix; they’re a lifeline for WFM leaders who understand the nuances of their role. They empower you to make informed decisions, save time, and focus on what truly matters—creating a happy, engaged, fulfilled, and aligned workforce.

Unlocking Success in Hybrid Work with Alvaria Workforce Reserve

Call Design on November 8, 2023

In a post-pandemic workplace landscape, the future is clear: it’s hybrid. According to a recent Gallup article by Ben Wigert, Jim Harter, and Sangeeta Agrawal, eight in 10 remote-capable employees expect to work in a hybrid or fully remote fashion. This shift is a testament to the changing dynamics of the modern workplace, and as Workforce Management (WFM) leaders, we need to stay ahead of the curve. At Call Design North America, we’ve always believed in aligning with the latest trends and research, and we’re thrilled to share our insights on why the Alvaria Workforce Reserve is more relevant than ever.

The Changing Landscape

Since the onset of the pandemic, the global workforce has been navigating an ongoing experiment in remote work. The tug-of-war between employers and employees on returning to the office has been a consistent headline. Yet, as organizations like Meta, the U.S. federal government, and Zoom mandate hybrid work, it’s clear that the office landscape is evolving.

As WFM leaders, it’s crucial that we understand the implications of this shift. Gallup’s extensive research shows that hybrid work is the new norm, with a significant percentage of employees embracing it. In fact, only 20% of remote-capable employees work entirely on-site, while 29% are fully remote, and 50% work in a hybrid model.

(Another example of a changing landscape: Franconia Notch State Park in October)

Best Practices for Hybrid Workplaces

As hybrid work becomes the new norm, it’s essential to leverage key insights from Gallup’s research while tailoring them to your organization’s needs:

  1. Define a Compelling Office Experience: With remote work on the rise, leaders should make in-office experiences purposeful. The office should be a hub for collaboration, professional growth, and relationship-building. Design hybrid policies and office spaces that inspire teamwork and align with your organization’s culture.
  2. Empower Teams to Shape Hybrid Work: Rather than imposing rigid guidelines, encourage teams to adapt hybrid work practices to their unique requirements. Collaborative decision-making ensures team members understand their roles and responsibilities, fostering a sense of shared ownership.
  3. Enhance Performance Management: Trust in hybrid work hinges on accountability. Implement a performance management system that provides visibility into goals, key metrics, and regular progress checks. Beyond metrics, prioritize coaching and behaviors aligned with your organization’s values.
  4. Invest in Training: Equip managers and teams with the skills needed to succeed in a hybrid work environment. Training is crucial to ensure effective collaboration and leadership in this evolving landscape.
  5. Adapt Office Space Strategically: As the nature of work changes, consider the impact on office space. Reconfigure your workspace to accommodate a hybrid workforce and embrace the shift toward remote participation in meetings. Ensure both office and home environments are optimized for productivity and collaboration.

The Role of Alvaria Workforce Reserve in Achieving Best Practices for Hybrid Workplaces

As contact centers transition to hybrid work, Alvaria Workforce Reserve can play a vital role in aligning with best practices tailored to the contact center.

  • Define a Compelling Office Experience: In the contact center, it’s crucial to make in-office experiences purposeful. Contact centers should be hubs for collaboration, professional growth, and relationship-building. Alvaria Workforce Reserve streamlines seat assignment changes, ensuring that when employees come into the office, they find seats that match their needs. This design encourages teamwork and collaboration, enhancing the overall office experience.
  • Empower Teams to Shape Hybrid Work: Reserve empowers teams to adapt to hybrid work practices by automating seat assignments based on business rules, schedules, and capacity. This automation allows WFM teams to have flexibility without the burden of manual seat management. It aligns with the best practice of collaborative decision-making by giving teams the autonomy to shape their workspace.
  • Enhance Performance Management: Reserve plays a role in performance management by ensuring that employees adhere to their assigned seats, minimizing disruptions, and contributing to schedule adherence for contact center operations. This feature, along with Reserve’s automation capabilities, supports an environment where performance can be effectively monitored and managed, crucial in the context of contact centers and WFM.
  • Invest in Training for Contact Center Success: With Reserve, contact centers can ensure that agents are optimally positioned based on their specific training needs. This feature facilitates the onboarding process, allowing new agents to be strategically located for better learning and support. Additionally, Reserve can be used to manage seat assignments for training rooms, ensuring that the training environment is conducive to productivity and collaboration.
  • Adapt Office Space Strategically: Reserve’s automated seat planning and management tools allow contact centers to efficiently generate seating plans for both front and back office personnel. It ensures that the right seats are matched with the right agents at the right time, which is essential in a contact center setting. As the nature of work changes, Reserve supports contact centers in reconfiguring office space to accommodate a hybrid workforce and remote participation in meetings, aligning with the best practice of adapting office space strategically.

(Remote work can sometimes look like early morning work chats by the beach)

What Call Design Offers: Navigating the Hybrid Landscape with Confidence

At Call Design North America, we’ve been at the forefront of the remote and hybrid work revolution for over six years, long before it became the norm. Our extensive experience in navigating the intricate dynamics of this evolving landscape positions us as leaders in the field. We understand the complexities of managing contact centers and WFM teams in remote, hybrid, or in-person settings.

Our seasoned professionals have been leading WFM and contact center teams remotely for more than a decade, accumulating a wealth of knowledge and expertise. CDNA’s commitment to staying ahead of the curve ensures that we’re well-versed in the best practices that enable WFM teams to thrive in any work environment.

Your Trusted Partner in the Hybrid Future

Whether you’re seeking solutions for optimized seat allocation, remote engagement, or strategic workforce management, CDNA has the experience and tools to guide your organization to success. We recognize that every organization’s needs are unique, and our tailored approach ensures that we align with your specific goals and values.

In an era where workplace flexibility is paramount, CDNA is your steadfast ally, offering cost-effective solutions that meet your organization’s evolving demands. As the workplace landscape continues to transform into a hybrid model, our commitment to adaptability and the latest workforce management trends remains unwavering. Embrace the future with confidence, knowing that CDNA and Alvaria Workforce Reserve are here to support your organization on this transformative journey.

Overcoming Resistance to New WFM Software

Call Design on October 25, 2023

After a long road, you’re finally ready to implement. You did the research and selected the platforms you wanted to look at. You sat through too many demos and sales calls and finally selected your new Workforce Management (WFM) platform. The platform has been installed, you’ve set up the initial configuration, and you’ve gone through the training. Everything is ready to go, and then, like an amusement park ride at Disney World, the resistance begins to rise. You start getting pushback from the agents, their supervisors, or maybe even your own WFM team. What is this all about?!

Well, let’s start with why you might be getting some of this internal resistance.

Understanding the Resistance

Internal resistance to change isn’t unique to WFM or contact centers. From professional to personal, non-profits to Fortune 10 companies, the world is full of people who are scared or uneasy about change. Whether it’s because of loss of control, excess uncertainty, or past resentments we need to stop and consider the environment of our key stakeholders. Why might they be resistant to a WFM software change?

1. Agents: Balancing Work and Life

Agents often view changes in WFM software through the lens of their daily routines. This software, more than others, directly impacts their work/life balance. Issues like schedule selection and management, PTO requests, and overtime availability are vital to them. Study after study has shown work/life balance can have huge positive impacts on employee engagement. When WFM software is introduced to an environment agents are rightly going to be concerned that it may negatively impact their work/life balance and be resistant to this change.

2. Agent Supervisors: The Changing Roles

Agent supervisors are often the bridge connecting management’s directives and the agents on the frontline. When new WFM software is introduced, it can signify a shift in their roles, and this can lead to resistance.

Imagine you’re a supervisor accustomed to handling PTO approvals, schedule adjustments, or real-time monitoring. These responsibilities are integral to maintaining team performance. However, as the new WFM software takes its place, these tasks might transition to automation. For supervisors, this shift can be met with skepticism and apprehension. They may wonder if their importance is diminishing, as the software now handles functions they previously managed.

3. WFM Team: Embracing Automation

Similar to the supervisors, the WFM team may see the new software as a threat to their roles. Automated forecasting by just clicking a few buttons can feel threatening to a forecast analyst who has built a career on the accuracy of their Excel spreadsheets. Schedule optimization and what-if scenario building can also look like a threat to the WFM professional who has always heard “Your schedules are so creative!” Automation can appear to replace their expertise, potentially leading to downsizing, and this will consistently lead people to resist change.

4. Company Leadership: The Big Picture

For company leaders, software changes represent more than just a shift in tools; they can affect the entire organization. These leaders, responsible for steering the company toward its goals, often view such transitions with a critical eye. They may be concerned that these changes could disrupt daily operations and potentially divert attention from primary objectives. Anything that may negatively impact customers, employees, or the business is going to be met with resistance.

(Sure, we might have forced a dog picture into this blog off of the “adoption” header… but aren’t you enjoying this blog a bit more now that this picture is in here?)

Fostering Buy-In and Adoption

Now you better understand why the people around you may be resistant to change, but what do you do about it? Regardless of role, there are three keys to fostering buy-in and adoption that you need to keep in mind:

1) Know and Connect with Stakeholders

Before you can connect the software to what matters to them, you have to know what matters to them. Get to know your stakeholders and understand their priorities and challenges before you start implementing new software.

Once you know their priorities and challenges you can then connect the new WFM software to what’s important to them. Coming to them with WFM bells and whistles that aren’t grounded in what they care about will do nothing to reduce or eliminate their resistance. Get to know them, and then show them how the new software will help remove their challenges and reach their goals.

2) Don’t Stop Training

You’ll certainly adjust the training of the platform to the audience, but you at least need to introduce the product to all of your stakeholders. Company leaders need a walk-through, the agents need to understand how to submit requests, and the WFM team needs to understand how to administer the platform. We all know the value of training, and differing that training for the audience, but one training isn’t sufficient.

Of course, the contact center environment is often hard-pressed to find another 30-60 minutes for classroom training. However, there are a variety of ways that you can go after additional training.

WFM team members can get additional training through the user groups, WFM networking groups, or 3rd party consulting. This is especially critical as new features are released in the tool and new functionality is made available. They can also sign up for online webinars that they can either attend live or watch the recording afterward.

Agents and supervisors may need less access to consistent training, but the adoption of the platform will benefit from the WFM team making themselves available. This might look like Office Hours where WFM is available to field any questions they may have. It could also take a more structured approach where WFM shares best practices during a town hall or webinar.

The key to long-term adoption is consistent training. Helping people understand the value the platform provides, how it continually adds value to their environment, and how to best use it for their needs. You may not have another 30-60 minutes for in-classroom training, but you shouldn’t need it to still provide additional training.

3) Communicate Throughout the Process

One of the best ways to create buy-in from all your stakeholders is to keep them in the loop throughout the process. You should have already connected with them and you’re able to show how the platform benefits them. But if you’re not communicating with them about the changes that are coming, before they happen, then all of the benefits in the world won’t be able to overcome the resistance to sudden and unknown change.

Agents and Supervisors – You may want to wait until you’ve settled on which platform you’re going with, but letting them know a change is coming in a few months will help. This gives you a chance to explain to them why it’s happening and how the new platform can help them.

WFM Team – You’ll probably want to include them in the research and vetting process. Maybe the whole team doesn’t need to be involved, but you’ll get great buy-in from your team if they feel like their opinion is being heard when it comes to selecting the tool they’ll use every day.

Company Leaders – Varying what you share can be important for this group. You don’t want to overshare details with them that they aren’t going to find helpful. However, keeping them in the dark until rollout will also likely frustrate them. Pay attention to how involved they are with the contact center. If they are heavily involved then they’ll likely want updates throughout the selection, training, and implementation process. If they have little to do with the contact center, then just give them an overview as you select the tool and roll it out to the team.

Understanding the Benefits

You get the resistance to change, and you understand how to get buy-in, but maybe you aren’t sure about why people would care about WFM software. As a leader in WFM, we can easily miss the larger picture and just see the value of our environment. Ease of use, increased forecasting, better reporting, and visibility, all these features clearly benefit WFM, but they can benefit others in the organization as well.

As mentioned above, knowing how the software can benefit others is critical for adoption, and you still need to hear from them before you can sell them. But as you’re listening to their challenges and priorities having these benefits in mind may help you highlight the value of the software.

For Agents

  • Improved Work/Life Balance: WFM software can streamline scheduling, making it easier for agents to request time off, pick up extra shifts, and maintain a better work/life balance.
  • Empowerment and Autonomy: The ability to indicate their shift preferences and availability can give agents a sense of empowerment and greater control over their work schedules.
  • Fair Scheduling: With the help of the software, agents can ensure a fair distribution of shifts and opportunities, reducing any perceived scheduling biases.

For Agent Supervisors

  • More Time for Coaching: With automation handling administrative tasks, supervisors can focus more on coaching and providing support to agents to improve their performance.
  • Data-Driven Decisions: WFM software provides valuable data and insights that can highlight performance gaps for supervisors and enable more data-driven decisions.
  • Team Visibility:It can be challenging, especially in remote environments, for supervisors to see who is working and when their team might be able to meet for a team meeting. WFM software can provide them visibility, and could even go a step further in scheduling team meetings at optimal times.

For WFM Team

  • Enhanced Efficiency: Automation in forecasting and scheduling simplifies complex processes, increasing efficiency and accuracy in their roles.
  • Creative Scheduling: WFM software can help the team develop more creative scheduling solutions, enabling them to create schedules that meet business needs, while still providing exceptional customer service and employee schedule flexibility.
  • Real-Time Monitoring: The software provides real-time data, enabling the WFM team to make informed, timely decisions based on the latest customer and employee data. It isn’t just seeing what is happening in the moment, but also better predicting what will happen the rest of the day and making adjustments accordingly.

For Company Leadership

  • Optimized Staffing: WFM software ensures that staffing aligns with customer demand, reducing unnecessary labor costs and increasing operational efficiency.
  • Improved Customer Experience: Through efficient scheduling and staffing, the software helps maintain high service levels, leading to improved customer satisfaction.
  • Increased Employee Engagement:  The software can also provide agents the schedule flexibility they’ve been asking for without having to sacrifice customer or business outcomes. This will increase employee engagement, helping the organization retain talent that they likely see as their strategic advantage in the marketplace.

Implementing new WFM software comes with its share of challenges. Agents, supervisors, the WFM team, and company leaders may resist the change, but it can be effectively managed by understanding their concerns and offering ongoing training. Embrace the software’s benefits, such as improved work-life balance for agents, streamlined decision-making for supervisors, and better staffing alignment for company leadership.

At Call Design North America, we’re here to guide you through this transformative journey, ensuring your organization is fully prepared for the transition. We don’t just implement or train and leave, we make sure you are thinking through all of the challenges of change management and helping you avoid common pitfalls. We can also help with continuous training, ensuring you’re getting the most out of your WFM platform.

Change may be challenging, but it’s also an opportunity for growth and success. With the right strategies and the right partner, resistance can transform into enthusiastic adoption, propelling your contact center to new heights.

Celebrating Our Great Place to Work Certification

Call Design on October 18, 2023

We are thrilled to announce that Call Design North America (CDNA) has achieved Great Place to Work certification! This certification shows our commitment to great employee experience and our dedication to creating a nurturing work environment. We’re excited to share why working with Call Design is so rewarding for employees and customers.

What is the Great Place to Work program?

It’s a global program that recognizes companies that have outstanding workplace cultures. The program measures things like employee satisfaction, leadership, and other factors that make a workplace great.  There are two main types of criteria that are used to evaluate companies for the Great Place to Work certification. The first is what’s called “quantitative criteria”, which are things like surveys of employees and other data. The second type of criteria is called “qualitative criteria”, which is more subjective and involves interviews and observations of company culture.

To get certified, a company needs to meet both quantitative and qualitative criteria. Companies that are certified by Great Place to Work are considered to be great places to work, and this can be a huge benefit for attracting and retaining talent. It can also improve productivity and profitability.

Setting Expectations and Providing Guidance

At CDNA, we understand that constructive guidance, coupled with constructive criticism, is essential for personal and professional growth. We take pride in maintaining open lines of communication with our team. Our employees always have a guiding hand and a source of inspiration to help them navigate their career journeys.

In fact, we believe that clear expectations and regular feedback are the building blocks of any thriving workplace. Our approach ensures that every team member understands their role and how it contributes to our shared goals. We’ve seen firsthand how setting clear expectations fosters personal accountability and empowers our employees to excel.

Work-Life Balance is a Major Priority

We acknowledge that achieving work-life balance is crucial for the overall well-being of our employees. In fact, our commitment to providing a supportive work environment goes beyond just offering flexible scheduling options. We’re dedicated to ensuring that our team members can enjoy the best of both worlds, both personally and professionally.

In a recent survey, when asked about work-life balance, one of our employees stated, “I really appreciate CDNA’s schedule flexibility—work-life balance is extremely important to me and my family.”

Call Design North America strongly believes that when employees can maintain this balance, it contributes to their overall well-being, ensuring they can be at their best in both realms. It’s all about ensuring that our employees are happy, engaged, fulfilled, and aligned at work (HEFA).

Empowering Our Team Through Learning

The world is evolving at an unprecedented pace, with new technologies and tools reshaping the workplace. At CDNA, we’ve made it our mission to ensure that our employees remain at the forefront of industry trends. We are committed to investing in their growth and development, particularly in emerging fields such as Artificial Intelligence (AI).

Our dedication to continuous learning and skill-building creates viable career paths within our organization. We take pride in providing opportunities for advancement, recognizing that our team members’ success is intertwined with the growth of our company.

In a recent interview, one of our employees shared, “I really like the emphasis on professional development. It’s a big part of my objectives.”

Leadership That Cares

What truly sets us apart is our exceptional leadership. Our leaders have created an environment where people feel safe and cared for. This leadership ensures that CDNA is not just a place to work but a place to thrive.

Our CEO, Michelle Gaffney, embodies this caring culture. In a recent interview, she explained, “Call Design believes that people are an organization’s most strategic asset, and every one of them deserves to be happy, fulfilled and aligned at work. This belief drives our work and behaviors with customers, and enables us to balance customer satisfaction, employee well-being, and operational efficiency.”

Supporting Non-Profits

In the past year, we have gone above and beyond to care for not only our employees but also our community. During an in-person team meeting in March, we organized a heartwarming initiative where our team members wrote over 20 letters for seniors in the Nashville area. These letters were presented to the Greater Nashville Regional Council, contributing to their broader letter-writing campaign during the month.

In May, we not only sponsored the ContactNB conference and trade show but also played a vital role in helping the event raise over $2000 for local food pantries. This commitment to community support showcases our dedication to making a positive impact.

We are deeply committed to charitable causes, including our support for the Multiple Sclerosis Society. One of our employees, Nate, participates in the annual Bike Jack and Back bike ride to support the MS society, and we consistently support his fundraising efforts. Additionally, at conferences and trade shows, we encourage attendees to submit forms through QR codes, with each form submission resulting in a donation to both the Multiple Sclerosis Society and Thistle Farms in Nashville.

Consulting Services for Our Customers

Our journey towards becoming a Great Place to Work has equipped us with invaluable insights that we now extend to our customers. We understand that many companies might still be on their journey to creating a great place to work. That’s where our experience and knowledge can make a significant difference.

We offer comprehensive consulting services that delve into effective hiring strategies, techniques for interviewing and selecting the right candidates for workforce management teams and building winning Workforce Management (WFM) teams. Our expertise in creating an exceptional workplace is now available to help other companies on their path to success. Find out more about how CDNA can help you build a thriving WFM team that can help build a foundation for your own Great Place To Work! Contact us by clicking here!

For Call Design North America, achieving certification as a Great Place to Work is a milestone that signifies our commitment to our employees, our nurturing work environment, and our aspiration to be an industry leader. It serves as a reminder that the most successful companies are deeply invested in the success and well-being of their people. We look forward to continuing our journey of excellence and empowerment, setting new standards for the workplace and for our industry.

Complex WFM Software Integrations Made Simple

Call Design on October 11, 2023

We may be a little bit biased, but we believe that the role of Workforce Management (WFM) software cannot be overstated. It’s the linchpin that keeps operations optimized and agents in sync. However, we also realize that implementing WFM software is not without its hurdles. One of the most prominent challenges that contact centers face is the complexity of integration. Whether that’s integration to your ACD, HRIS/payroll, or even your performance management platform, all of these systems can benefit from WFM data and your WFM platform can benefit from their data. But too often it isn’t as simple as plug-and-play, but could it be that simple?

Why is Integration Complex?

To grasp the essence of integration complexity, it’s crucial to understand the inherent intricacies that come into play. First and foremost, the challenge arises from the need to synchronize data seamlessly between various systems. When you integrate with WFM software, you’re essentially building bridges between databases and applications that may use different data formats, protocols, and technologies. Too often may feel like you’ve integrated a system but then find out that the data doesn’t match the original system and the WFM system. The challenge to build well-structured and consistently available “data bridges” can be incredibly challenging.

Moreover, the availability of data adds to the complexity. Many systems will say that they integrate with your WFM platform, but they may only mean 2 to 3 data points. This can leave WFM leaders incredibly frustrated as they need a full system integration between ACD to WFM and WFM to HRIS. Also, the data may be available, but the lack of timeliness can often make it pointless. How is WFM supposed to forecast intraday when the interaction volume is only updated daily? Or how can we provide intra-day flexibility to agents when we only get updated PTO allotments weekly?

Lastly, by integrating systems you may disrupt existing workflows, something that most contact centers strive to avoid at all costs. Agents rely on smooth, efficient processes to deliver top-notch customer service, so any disruption is a cause for concern.

Key Platforms for Integration

We’ve already mentioned how WFM can benefit from integration with other platforms. Here are a few key ones to consider: 

1. Communication Channels: Integration with various communication channels such as phone, email, chat, and others is essential. Without the ability to access interaction volume, workload time, and unproductive activities, WFM teams will fly blind when creating forecasts and schedules.

2. Reporting and Analytics Tools: For data-driven decision-making, integration with reporting and analytics tools is paramount. WFM may be able to analyze data inside of the channel distribution platform, and they may be able to pull that data into the WFM platform for further review. The ideal scenario, though, is being able to have all of that data in a BI tool. When WFM data is integrated with performance, productivity, and customer experience data WFM leaders are able to better justify the impact of their processes.

3. HR and Payroll Systems: Integrating WFM software with HR and payroll systems streamlines workforce management processes. Sure, your WFM platform may be able to create schedules, but if it isn’t integrated with the time-keeping software then schedule adherence can become an incredibly manual process for the WFM team. The manual work for WFM also increases when PTO approval has to be reviewed in two different systems. When WFM teams can see both the employee’s personal account balance and the forecasted net staffing the PTO approval process can be significantly streamlined. Add an ability to apply checker rules that automatically approve PTO requests based upon If/Then logic and you’ll really be moving!

Additional Considerations

1. Selection of Compatible Software and Tools:
Compatibility is not just about technical integration; it’s about harmonizing the various components of your technology ecosystem.

This is where third-party integration companies specializing in building WFM connectors come into play. Companies like Call Design, with decades of experience in this field, offer a unique value proposition. They bring a deep understanding of WFM software and its intricacies, which means they can tailor integration solutions to match your specific needs and platforms.

The advantage of working with such experts is their ability to bridge the gap between your existing systems and the WFM software you’re integrating. They not only ensure compatibility but also optimize the integration for maximum effectiveness. This can save your organization valuable time and resources, as you’re not left grappling with technical challenges.

2. Thorough Planning and Assessment:
If we don’t know the value of good planning, are we even doing WFM?!

There’s no sense in looking to ingrate systems “just because”. The platforms need to be helping the WFM team move towards a particular goal, or set of goals, that are supportive of the larger organizational strategy. Sure, improving automation of manual processes is great by itself, but once that manual work is automated what do you do with the labor associated with it? Where will we now have the WFM coordinator’s focus?

The planning and assessment process includes the project and change management necessary for all effective software rollouts, but it also includes mapping out how the WFM team will conduct their work differently once the integrations are complete.

3. Continuous Monitoring and Optimization:
Implementing the integrations is just the start of a long process. The WFM team needs to continually review and refine how the data flow is helping or could help additional processes.

It could be that the integration was just meant to improve the connection and accuracy of PTO balances between the WFM and HR teams. However, WFM may also be able to help HR with payroll accuracy based on ACD data coming in for schedule adherence. Or maybe there’s an ability to tie all three systems together. Where the agent logs into the phone system, which logs a clock-in action for payroll, and then submits a schedule adjustment for WFM schedule adherence all done automatically through integrations.

The key here is to continually review what additional systems, processes, and teams might benefit from deeper integrations.

As you consider how your WFM team can benefit from additional integrations, rest assured that experienced partners are here to assist. Call Design, with over 20 years of expertise in building and implementing WFM connectors, stands ready to walk you through the full process. From identifying which platforms you want to integrate with, to building the actual connectors, and implementing the solutions; we are here to help. We understand the challenges you face and are well-equipped to help you navigate the path to seamless integration, ensuring your WFM efforts yield optimal results for your employees, customers, and business leaders. Integrations can be complex, but they don’t have to be intimidating when you have the right partner with you.

Dan and Shawn Chat About the Role of Tech in EX/CX

Call Design on October 4, 2023

In a world where cutting-edge technologies have become commonplace, it’s no surprise that the business landscape is evolving rapidly. Dan Smitley and Shawn McCormick get into the heart of this transformation in a recent conversation.

The buzz around Employee Experience (EX) and Customer Experience (CX) isn’t just a passing trend; it’s a pivotal shift that’s here to stay. But what’s driving this movement, and how is it shaping the way businesses operate? Keep reading if you’re curious about the driving forces behind the EX/CX revolution and how technology can enhance the human element in the workplace.

Dan Smitley: Shawn, why are EX and CX such hot topics?

Shawn McCormick: The buzz around EX/CX topics right now can be attributed to a few key factors. In today’s tech-driven world, many once-cutting-edge technologies have become quite commonplace. Chatbots and AI solutions are almost a dime a dozen now.

However, when everyone in the industry has access to similar tools, the question arises: how can a company distinguish itself? This is where the significance of EX and CX comes into play. With the increasing prevalence of remote work and an abundance of choices, both customers and employees have become discerning consumers. They expect exceptional service, rapid responses, and seamless experiences. Waiting four days for a shipping update, for example, can feel like an eternity in our fast-paced world.

The barriers to entry have significantly diminished, leading to heightened competition. So, the key is differentiation – how can a business retain customers and ensure the satisfaction and well-being of its employees? Happy customers and fulfilled employees often translate into repeat business and sustained profitability.

Dan: Is the growing emphasis on EX/CX simply a generational thing? You know, with all the talk about Millennials and Gen Z, the perception sometimes is that they’re entitled and want everything handed to them on a silver platter.

Shawn: I wouldn’t dismiss it as a generational issue so easily. If you look at the research on work attitudes, service expectations, and even political outlooks, you’ll find that it’s not as simple as labeling these younger generations as entitled.

Let’s consider the facts. Gen Z and millennials are already decision-makers and consumers. They’re shaping the market, and their preferences matter. But here’s the kicker: their desires aren’t solely about entitlement. They seek meaningful work, a balanced work-life equation, and a personalized customer experience.

The resurgence of the labor movement this summer and the calls for narrowing the wage gap between upper management and entry-level employees are signs of these evolving expectations. Young and old generations alike are tired of repetitive tasks that could be automated and yearn for jobs that provide purpose and intellectual challenge.

So, it’s not just about catering to a particular generation; it’s about meeting the evolving needs and expectations of today’s workforce and consumers. And trust me, these changes are not confined to the young. Even as a Gen Xer, I’ve come to value these shifts in priorities, and I don’t think I’m alone in that.

Dan: I hear you saying that improving EX and CX is here to stay, and the bar has been set high. But I’m particularly curious about its impact on the contact center. How has this shift, which maybe we can call a movement, uniquely influenced the contact center environment?

Shawn: On the customer side, the demand for personalized service across multiple channels is undeniable. While some vendors may proclaim that omnichannel is dead, I believe that having the flexibility to meet customers where they want to be met is essential.

However, we should take a critical look at certain strategies, like “call deflection.” While the goal of reducing the number of phone calls is understandable, the philosophy behind avoiding direct customer interaction needs reevaluation. Why would any organization want to distance itself from its customers? The goal should be to offer personalized, value-added service, not just cost-cutting measures.

The good news is that technology is catching up to these expectations. Responsible AI vendors are exploring ways to personalize customer experiences, reduce average handle times (without rushing customers), minimize transfers, and enhance overall satisfaction. We’re at an inflection point where technology can empower both employees and customers.

However, how companies deploy this technology matters. It’s a choice between enhancing customer experience or solely pursuing cost savings by replacing labor. This decision will shape their future success, and it applies to employees as well. People don’t wake up aiming to do a terrible job; they often become disengaged due to a lack of tools and knowledge.

With knowledge management tools and real-time analytics, employees can be informed, empowered, and less stressed. They deserve access to the information they need to provide excellent service. The technology exists, and it aligns with the desire for a relaxed, less stressful work environment where they can excel.

Dan: Shawn, you’ve highlighted the importance of knowledge accessibility in the employee experience and the role of technology in both CX and EX. However, I’m curious whether the CX and EX conversation is primarily technology-driven, or if there’s more to it. Is this truly just a technology movement?

Shawn: The desire for personalization and an improved experience is a fundamental human instinct. Technology is merely the tool that enables us to deliver on this desire. It’s not technology-driven; it’s technology-enabled.

A critical point to consider is that deploying technology without a clear purpose or plan is counterproductive. Just look at chatbots – if you deploy one without a clear understanding of why and how it serves your customers, it becomes another barrier between you and your customers.

The same principle applies to AI. Without a well-defined purpose and a guiding North Star focused on benefiting customers and employees, AI deployment can be futile. If you don’t care about your employees or if you don’t have a clear goal for AI in your organization, it won’t lead to success.

So, whether a company knows its guiding North Star or needs help discovering it, the key is to translate that vision into technology that aids in achieving the goal and supports the team. It’s not just about reducing headcount; it’s about creating better-trained, happier, and more loyal employees who can provide superior service.

Dan: It’s interesting that you see technology, particularly AI and automation, as tools to enhance the humanity in the workplace rather than diminish it. Many discussions in the industry suggest that AI will replace and dehumanize jobs. Can you elaborate on why your perspective differs from this prevalent narrative?

Shawn: Absolutely. Historically, every major technological advancement has raised similar concerns. For example, when Henry Ford introduced the assembly line, it disrupted the horse carriage manufacturing industry, causing people to lose their jobs. But this disruption also created new opportunities and transformed the workforce.

The fear of change is natural, and it requires change management and a thoughtful approach to help employees adapt. However, what’s often missed in these discussions is that when technology is implemented correctly, it can actually make work more human, not less.

Consider a contact center environment where agents face a constant grind of stressful calls, chats, and emails. In such a situation, where is the room for humanity? How can employees think about their culture, purpose, and worth in their jobs when they’re constantly overwhelmed?

If AI is used to relieve some of the burden, like summarizing calls and automating routine tasks, it benefits everyone. It saves time for agents, reduces customer wait times, and allows employees to focus on more meaningful interactions. This shift allows organizations to think about culture, career growth, and job satisfaction. It’s not just about squeezing more work out of employees; it’s about creating a workplace where people can thrive and find fulfillment.

So, while some may focus on the immediate gains in efficiency, forward-thinking organizations see the potential for AI to transform jobs into something more enjoyable and sustainable, rather than just a grind.

Dan: I was thinking and would love your thoughts on this. It’s clear to me that this isn’t just a generational shift, but there seems to be a broader technology enablement movement at play. I wonder how much of this shift is due to increased visibility. Glassdoor, for example, wasn’t a thing 15-20 years ago. Social media and platforms like LinkedIn now allow employees to not only air their grievances but provide critical feedback for everyone to see. This shift is tied to technology, and it’s giving people a voice they might not have had in the past.

Shawn: You’re absolutely right, Dan. The rise of platforms like Glassdoor and social media has given employees and customers a megaphone to share their experiences. It’s not just about generational differences; it’s about transparency and accountability. People have a platform to demand better treatment, both as employees and consumers.

Dan: It’s interesting how technology isn’t just shaping the way we work and serve customers but also how it’s giving people the power to expect and demand better experiences. It’s not solely a generational shift; it’s a broader societal transformation. And as we wrap up this conversation, I see a clear theme: technology is a tool, not the destination. It can enable us to reach new heights in employee and customer experience, but the key is thoughtful implementation.

Shawn: That’s a great way to sum it up. Technology is a means to an end, and that end is creating a workplace and customer interactions that are more fulfilling and human. It’s about achieving authentic, meaningful experiences for both employees and customers. It’s not just about having the technology; it’s about using it wisely to make work and life better for everyone.

If you’re interest in learning more about the connection between EX, CX, and AI you can check out Shawn’s whitepaper on the subject: The CX/EX Connection: Investing in Your Employees. Here he shares the latest research on EX and CX and gives a convincing argument as to why each organization should be looking to invest in their employees.

How Call Design Provides Stability Amidst the WFM Chaos

Call Design on September 27, 2023

Workforce Management (WFM) managers often find themselves in a constant battle to adapt. Call Design understands the unique challenges and frustrations that accompany this dynamic environment. In this blog, we address into the hurdles faced by WFM managers, including leadership changes and internal shifts, and showcase how Call Design stands as a steadfast partner, providing stability amidst the chaos.

The Challenge of Software Changes:

Picture this – you invest in a WFM software solution, believing it’s the answer to your needs, only to discover that the company behind it has been acquired or merged with another platform. Suddenly, the software you’ve come to rely on faces an uncertain future, and you’re left grappling with the frustration of a limited service life.

While we can’t shield you from the industry’s corporate maneuvers, we can certainly guide you through the maze. Call Design has connections throughout the WFM space includes the major WFM platforms. We know the players, we understand their trajectories, and we’re well-equipped to help you navigate through the challenging terrain of end-of-service timelines. With us by your side, you won’t have to face these uncertainties alone.

Keeping Pace with New Players:

The WFM landscape is a bustling marketplace with new entrants popping up year after year. Staying updated and discerning which platforms are worth your consideration has become a daunting task. Moreover, the risk of new players being absorbed by legacy giants adds another layer of complexity to the decision-making process.

We keep our finger on the pulse of emerging players and maintain a deep understanding of their potential trajectories. Instead of drowning in an ever-growing list of platforms, you can turn to us for the latest insights and guidance.

Navigating Leadership Changes:

Leadership changes within software providers can be incredibly challenging. Imagine having to retrain your vendor’s account manager repeatedly due to constant employee turnover. It’s frustrating when the vision and promises made by one set of leaders vanish with their departure, only to be replaced by new faces with new strategies.

Call Design provides a sense of stability that’s often missing in this industry. Our core team, led by Michelle and Burke, has been a constant presence since our inception. This continuity ensures that your client relationships remain uninterrupted, and you won’t have to repeatedly adapt to new leadership styles.

Dealing with Stagnant Platforms:

Occasionally, the challenge doesn’t lie in platforms changing too much, but rather in them changing too little. Large legacy players may lack the features and functions that you urgently require for your new processes and projects, leaving you stuck with a system that falls short of your needs.

We’ve helped shape the product roadmaps WFM software companies for years. While we can’t promise the immediate development of every desired feature, we can assure you that your voice won’t go unheard. We lend our industry expertise and unwavering support to amplify your requests and efforts. While change may not happen overnight, with Call Design behind you, your journey towards a more responsive platform becomes all the more achievable.

Navigating Internal Changes:

In the ever-competitive landscape of organizations, contact centers often find themselves subject to rapid shifts in priorities and unforeseen challenges. Whether it’s the shifting directives of upper management or the influence of other departments, WFM teams frequently face overwhelming changes.

We understand the unique challenges of internal changes. Our consultants are deeply ingrained in the contact center space, having spent most of their careers in the trenches. While we can’t eliminate internal changes, we advocate for a more strategic approach. We encourage WFM teams to shift from a reactive mode to a proactive stance, aligning their efforts with broader organizational objectives. With our support, you can navigate internal changes with resilience and purpose.

In a contact center landscape defined by its relentless pace of change, Call Design stands as a beacon of stability and support. We embrace the inevitability of change, recognizing it as a fundamental aspect of the industry. However, we also understand the value of stability and continuity in our client relationships. As you navigate the challenges of the evolving contact center environment, remember that Call Design is here to provide expertise, guidance, and tailored solutions to elevate your operations.

Your journey toward a more stable and strategically aligned contact center begins with us. Contact Call Design through our contact page or by emailing us at [email protected]. Let’s work together to transform today’s challenges into the successes of tomorrow.

WFM: The Missing Link in Your Strategic Vision

Call Design on September 20, 2023

WFM teams can be, and should be, part of the strategic planning process. Unfortunately, though, Call Design has seen dozens of organizations that don’t understand why. Sometimes it’s the leadership above the WFM team that doesn’t get it, and other times it’s the leadership in the WFM team. Regardless of who doesn’t get it, we believe that WFM teams are critical to the success of every organization because of their added value to the strategic planning process.

To the Leaders Above WFM Teams:

One – We Sit at the Crossroads of the Organization:

As WFM professionals, we have a unique perspective that allows us to witness the intersections of various organizational functions. By being at the forefront of operations, we can identify opportunities to drive efficiencies, cut costs, and optimize resources. Our insight into the intricacies of agent management and scheduling positions us to contribute significantly to strategic planning discussions.

Two – Front Row Seats to Improve Agent Lives:

Happy, engaged, fulfilled, and aligned (HEFA) employees are the backbone of any successful organization. WFM plays a crucial role in shaping the work environment for agents. By involving WFM in the strategic planning process, leaders can leverage our expertise to design flexible schedules and implement automation solutions that enhance agent satisfaction. Happier agents lead to improved customer experiences, reduced turnover, and increased productivity. And that’s a strategic advantage!

Three – Early Adoption of Data-Driven Decision-Making:

Long before the term “data-driven” became popular, WFM teams have relied on data and analytics to optimize call center operations. By incorporating WFM into the strategic planning process, organizations can tap into our wealth of data and insights to inform future forecasts, resource allocation, and performance measurement. WFM professionals are well-equipped to guide organizations toward evidence-based decision-making and help align strategic goals with operational realities.

Four – Maximizing Cost Efficiency Through Resource Optimization:

One of the key contributions of WFM teams to the strategic planning process lies in their ability to drive cost savings through effective scheduling of resources and accurate forecasting. By leveraging historical data, advanced analytics, and industry expertise, WFM professionals can optimize staffing levels, align them with anticipated demand, and minimize overstaffing or understaffing situations. This proactive approach not only improves operational efficiency but also helps organizations allocate resources more judiciously, resulting in significant cost savings. By involving WFM teams in strategic discussions, leaders can harness their knowledge and insights to make informed decisions that directly impact the bottom line. Embracing WFM’s expertise in resource management is a strategic imperative for organizations seeking to achieve sustainable financial success while maintaining operational excellence.

We’re more than just the team that produces schedules and makes sure people are adhering to their schedules. The nature of our team requires us to hear from differing voices, digest qualitative and quantitative data, and make sure that appropriately balance the business, customer, and agent needs. If there was ever a team that needed to be at the table of strategic planning, it’s us!

To the Leaders In WFM Teams:

One – Don’t Just Focus on Tactics, Look Up and Consider the Strategic Direction:

While tactical execution is essential, as WFM leaders we must broaden our perspectives and align our efforts with the overarching strategic goals of the organization. Whether you want to positively impact your team, make a bunch of money, get promoted, or feel like you’re making a difference, all of these paths lead towards you participating in strategic planning. The best way for you to accomplish your goals is to elevate your impact past just tactics and start thinking strategically for your organization.   

Two – Manage Up:

Building strong relationships with leaders above the WFM team is crucial for gaining recognition and influence. Proactively engage with senior management, provide regular updates on WFM initiatives, and articulate the value that effective WFM brings to the organization. By effectively managing up, we can secure a seat at the strategic planning table.

Three – Support Others First:

To become trusted advisors, we should approach strategic planning discussions with a mindset of support and collaboration. By actively listening to and understanding the needs and challenges of other departments, we can tailor our contributions to align with broader organizational objectives. By demonstrating a commitment to supporting others, we can earn the trust and respect necessary to lead strategic conversations.

Four – Lead with Expertise and Influence:

As WFM leaders, we possess a wealth of knowledge and experience in optimizing operations, enhancing customer experiences, and driving employee engagement. By confidently showcasing our expertise and providing strategic recommendations, we can shape discussions and guide decision-making. By becoming influential voices within our organizations, we can elevate the role of WFM and solidify its position in the strategic planning process.

Integrating WFM into the strategic planning process is a win-win situation for organizations and their WFM teams. By recognizing the unique insights and contributions of WFM professionals, leaders can unlock opportunities for operational efficiencies, agent satisfaction, and overall business success. Embracing WFM as a strategic asset paves the way for a future where organizations thrive, employees are happy, engaged, fulfilled, and aligned, and customer experiences are exceptional.

Remember, WFM is more than just a tactical function; it is a strategic enabler that empowers organizations to achieve their goals while creating a fulfilling work environment for employees. Let’s work together to elevate the role of WFM and drive positive change within our organizations.

–Dan Smitley