Planeación de horarios durante la temporada de festividades: ¿estás listo para la época más maravillosa del año?

Rosy Barerra on November 8, 2023

La temporalidad de festividades del Q4 ha llegado, ese momento del año cuando las demandas puestas sobre el equipo de Workforce Management (WFM) presentan más retos. Llegan uno tras otro: Acción de Gracias, Black Friday, Cyber Monday, Navidad, Hanukkah, Kwanzaa y Año Nuevo, cuando los centros de contacto deben equilibrar los extremos de lo que quieren los clientes y lo que quieren los agentes.

En nuestra lista de deseos para este blog: consideraciones de planificación específicas que pueden ayudar a su equipo de WFM a lograr ese equilibrio esencial y ganar la temporada navideña del Q4.

Su equipo de WFM (el regalo que sigue dando)

Hasta el peor Grinch de un contact center tiene que reconocer el papel fundamental del equipo de WFM durante las fiestas. Su experiencia y sus conocimientos en la resolución de problemas desempeñan un papel fundamental a la hora de determinar si las vacaciones de un contact center serán felices y brillantes o se convertirán en una Navidad azul.

No se trata sólo de satisfacer las demandas de los clientes, sino también de garantizar que sus agentes dispongan de la flexibilidad necesaria para pasar tiempo con sus familias. No se necesita la magia del Winter Warlock para que tanto los clientes como los agentes estén contentos: una planificación y una comunicación adecuadas pueden hacer que funcione.

Analicemos cuatro categorías clave que le guiarán a lo largo del proceso: Pronósticos, Planificación, Tecnología y Coordinación con otros Departamentos.

Pronósticos (No todas las festividades son iguales)

Los pronósticos son la base del éxito del cuarto trimestre. Revise los volúmenes de las fiestas anteriores, las mermas y cualquier cambio en el comportamiento de los clientes durante la temporada. En estos tiempos de cambio, compare los datos de varios años para crear un pronóstico más preciso. Recuerde que no todas las fiestas tienen el mismo impacto previsible.

El Día de Acción de Gracias es normalmente más fácil de predecir ya que es un jueves, al igual que se sabe en qué días caen el Black Friday y el Cyber Monday. Sin embargo, la fecha real de Acción de Gracias cambia, y si su sector tiene ventas a final de mes, puede que se encuentre en un entorno promocional de Cyber Monday + Fin de Mes. Navidad y Año Nuevo también son un reto para proyectar con los días flotantes y los días observados que van junto con ellos, impactando el volumen de diferentes maneras dependiendo del día de la semana en que caen, y cómo cambia de año en año. La clave está en considerar cómo los días festivos pueden ser los mismos año tras año, y cómo pueden cambiar en función de las nuevas promociones.

Programación (Una cucharada de azúcar ayuda a bajar la OT)

La comunicación efectiva es clave cuando se trata de programar durante las vacaciones. Comience por comunicar su plan de programación con antelación y hágalo repetidamente para asegurarse de que todo el mundo está de acuerdo. Si su centro de contacto está abierto en un día festivo y el volumen es menor, solicite voluntarios entre sus agentes para cubrir la base y luego asigne las horas restantes, que normalmente recaerán en los agentes de menor antigüedad, pero recuerde prever una reducción mayor para los agentes que no se ofrecieron voluntarios.

Si su centro cierra un día festivo, considere la posibilidad de trasladar a los empleados que normalmente tienen previsto trabajar ese día a uno de sus días libres entre semana. De este modo, podrá utilizar más horas de personal sin incurrir en horas extraordinarias.

Para tener en cuenta un mayor volumen después de las vacaciones, añada horas a los horarios de los días siguientes.  Por ejemplo, si cierra el lunes, añada 2 horas a los horarios de los agentes el martes y 2 horas el miércoles antes o al final de los turnos.  Sí, es como las horas extras obligatorias, pero incluir las horas extra en la programación de vacaciones y explicar la razón por la que es inevitable siempre es útil.

Insista a sus stakeholders en que el trabajo en equipo es vital para superar las festividades, y que una cantidad manejable de dolor por parte de todos los miembros del equipo ayudará a evitar que se acumule una cantidad insoportable de horas extras en unos pocos agentes desafortunados.  Además, asegúrese de tener en cuenta cualquier restricción estatal o laboral/sindical a la hora de realizar cambios.

No es mala idea mantener un exceso de personal para hacer frente a picos de volumen inesperados. Esto le permite ofrecer Tiempo Libre Voluntario (Voluntary Time Off or VTO) como forma de gestionar la carga de trabajo sin tener que recurrir a las horas extraordinarias o hacer un esfuerzo de última hora para obligar a los agentes a trabajar más horas. Si aún no lo ha hecho este año, considere la posibilidad de realizar ofertas anuales de vacaciones en el futuro para ayudar a repartir equitativamente la carga de horas extra entre sus agentes. Rote anualmente las asignaciones de vacaciones para evitar que los empleados trabajen los mismos días festivos cada año.

Tecnología

La colaboración con sus equipos de telecomunicaciones y TI es crucial para garantizar que su centro tenga la capacidad de gestionar el volumen de contactos previsto en los días punta. Si su centro utiliza troncales SIP basadas en la nube que ofrecen la elasticidad necesaria para gestionar automáticamente los picos, es increíble, pero asegúrese de que su infraestructura puede gestionar el aumento del volumen de contactos. Un ejemplo real de uno de los miembros del equipo de diseño de llamadas fue un lunes después de Acción de Gracias en el que el centro de contacto se quedó sin licencias de Citrix y los agentes no pudieron iniciar sesión para atender llamadas de voz.

Prepárese para un volumen elevado incorporando mensajes en su IVR para notificar a los clientes los posibles tiempos de espera prolongados; esto también puede ayudar a desviar las llamadas a otros canales si están disponibles. La comunicación regular con su departamento de TI también puede ayudarle a estar al tanto de cualquier congelación de la tecnología de TI prevista para finales de año.

Además, asegúrese de aprovechar al máximo la funcionalidad de cara al agente y al supervisor que debe ofrecer su software de WFM: comunicar los últimos cambios de horario a los teléfonos móviles de los agentes les mantiene al tanto de cualquier cambio repentino que el equipo de WFM tenga que hacer, incluso si los agentes no están conectados. La capacidad de enviar ofertas automatizadas de VOT/VTO en cualquier momento es extremadamente útil, y la capacidad de procesar estas solicitudes automáticamente permite al equipo de WFM responder rápidamente, lo que es crucial durante un cambio repentino en el volumen de contactos.

La oferta de turnos flexibles (shift bidding) puede ayudar a que esas 2 horas extra añadidas a su horario pasen de ser obligatorios (que no sólo son desmoralizadores, sino que además podrían distribuirse de forma desigual accidental, haciendo que algunos agentes se sientan injustamente aprovechados) a experiencias más voluntarias que permitan a los agentes que quieran horas extra elegir solicitarlas cuando estén disponibles.

Por último, las capacidades de previsión What-If son una herramienta extremadamente valiosa para permitirle hacer planes de contingencia para: la posibilidad de cambios repentinos de volumen o AHT y los beneficios de desviar llamadas a canales digitales.

Coordinación (sharing is caring)

La comunicación eficaz con otros departamentos es vital. Manténgase en sintonía con su equipo de marketing y ayúdeles a comprender el impacto de las campañas de marketing que aumentan el volumen de ventas durante las temporadas de gran volumen. También debe coordinarse con Formación y Recursos Humanos para asegurarse de que completan cualquier formación necesaria para los empleados antes de las vacaciones.

Identifique y busque recursos formados disponibles que puedan estar de guardia para apoyar al centro de contacto en caso necesario. Los supervisores, formadores y empleados de back-office pueden servir de apoyo para diversos tipos de contactos con los clientes.

Los sectores de las aerolíneas y el comercio minorista han puesto de relieve la necesidad de planificarse a uno mismo y a sus socios antes de la temporada de vacaciones y rebajas, especialmente si hay socios de BPO implicados. Además de garantizar la exactitud de las previsiones, es necesario asegurar una dotación de personal adecuada, tanto interna como externamente. Los socios de BPO deben ser notificados lo antes posible sobre el personal que se requiere de ellos para que puedan llevar a cabo la contratación y la formación adecuadas para la demanda adicional.

¿Deprimido por el frío? Ponte en contacto con nosotros

La mayoría de los que trabajamos en Call Design sabemos perfectamente cómo se siente el equipo de WFM en esta época del año. Si este año ha recibido carbón en su calcetín de WFM, estamos aquí para ayudarle. Póngase en contacto con nosotros si necesita ayuda para enfrentarse a los retos de previsión y programación que surgen en el cuarto trimestre.

-Asombrosos consejos de Kary Horsley, con la ayuda de Ken Tse y Nathan Hollman. Traducción al español por Rosy Barrera.

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.

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.

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

Excel in Workforce Management: A Versatile Tool with Limitations

Call Design on September 6, 2023

As professionals who have spent decades in the contact center space, we understand the chaotic landscape you have to navigate daily as WFM leaders. Although not the newest or shiniest, Excel stands out as a trusted ally for many. Yet, like any tool, it shines in some situations and dims in others. In this week’s blog, we’ll share when and where Excel can be a steadfast companion for WFM teams, and when it might be time to explore new horizons.

When Excel Steps into the Limelight:

Cost-Efficiency and Accessibility: The practicality of Excel’s cost-effectiveness and universal availability is undeniable. For those of us managing leaner budgets, Excel offers a lifeline to craft WFM solutions tailored to our needs without breaking the bank.

Familiar Terrain: There’s comfort in the familiar. If, like us, you’re well-versed in Excel’s realm, employing it for WFM can expedite processes and minimize the adjustment period. WFM goals become attainable with less time spent on the learning curve when you’re leveraging tools you already use daily.

Tailored Flexibility: We’re no strangers to the intricate dance of workforce variables. Excel’s flexible nature can help create custom solutions, from formulas to macros, that can align perfectly with your unique workforce rhythms.

When Excel Takes a Step Back:

Scale and Complexity: The journey of growth often unveils Excel’s limitations. As our operations expand, the sheer volume of data and intricate analytics can bog down the trusted spreadsheet. Go try applying a SUMIF on a few tens of thousands of rows and let us know how well it scales.

The Risk of Human Touch: Mistakes happen. Manual data entry and formula manipulations can introduce errors into our meticulously crafted WFM processes, leading to misguided forecasts, inefficient scheduling, and skewed reports. Plus, there’s always that chance that someone will accidentally delete a spreadsheet full of approved time-off requests (yep, we’re looking at you Bridget).

An Oasis of Advanced Features: Excel serves us well, but it’s not equipped with the arsenal of advanced WFM-specific tools that dedicated software offers. Automated scheduling algorithms, advanced forecasting functions, integrated communication platforms, real-time data sync, and the list goes on. There are plenty of bells and whistles that Excel just can’t come close to providing.

When Excel Is a Great Sidekick

Even after adopting a robust WFM enterprise platform, Excel can maintain an important role on your WFM team. Think of it as a great sidekick for your team, just don’t expect it to provide any awe inspiring business-high-fives. It’s still not human.

Data Interpretation and Validation: Excel’s data manipulation can help you validate and interpret the outputs of your WFM system. It allows you to cross-check and ensure that your enterprise platform’s insights align with your understanding. There’s little better in life than when the math of your WFM system matches the math of your spreadsheet. *chefs kiss*

Customized Reporting: Excel empowers you to craft tailor-made reports that address specific needs, offering a level of customization that might not be readily available in your enterprise software.

Side note: If you’re having issues getting data into or out of your WFM system, let us know. We probably have an integration that could help.

Skill Development: Training your team on Excel can serve as a stepping stone toward understanding more advanced analytics concepts and formulas. That might look like your team applying great analytics inside your WFM system or it maybe your team moving into the data analytics within your organization. It’s not a crazy thought to think someone might be able to move from Excel, to SQL, to Python.

While a dedicated WFM enterprise platform expands your capabilities, don’t underestimate the continued relevance of Excel. It’s like a trusted friend who’s always there to lend a hand, even as you venture into new territories.

Excel has been the cornerstone of WFM for many of us, offering a dependable foundation for smaller teams and tighter budgets. However, as operations grow in scale and complexity, it’s essential to recognize when Excel’s limitations start to show.

If you resonate with these scenarios, we want to hear from you. Your challenges, your successes, your strategies – they all contribute to the collective wisdom that guides us. Reach out to us; let’s engage in an authentic conversation, no sales pitch involved. We’re seeking to connect with industry leaders who’ve harnessed Excel beyond reporting and dashboarding. Your voice matters, and together, we’ll continue to navigate the intricacies of workforce management in pursuit of EXCEL-lence…. See what we did there?

REGRESO A CLASES: ¿pone a temblar a tu centro de contacto?

Rosy Barerra on September 1, 2023

Ha llegado esa temporada de la que nunca hablamos, pero de alguna manera sabemos que genera caos en nuestro centro de contacto: las vacaciones de verano y el regreso a clases.

De pronto hay más agentes o representantes pidiendo permisos de intercambio de turnos, ausencias, renuncias. Puede ser que ya tengas identificada la razón de estos comportamientos, o puede ser que no sea algo en lo que hayas prestado atención antes. Ciertamente, cuando yo empecé a trabajar en planeación y pronóstico, sabía que teníamos que tomar en cuenta un poco más de reducción del personal, pero no asociaba que podía hacer una planeación para enfrentar esta época.

Elimina la incertidumbre en tu centro de contacto a través de un pronóstico preciso y una buena planeación. Suena un poco más tedioso de lo que realmente es. Lo importante aquí es entender la demografía de tu centro: cuántos representantes son estudiantes, de qué nivel de estudios, o son padres de familia, de qué edades son sus hijos. Con base en este breve análisis, puedes adelantarte a crear planes de contingencia, modificar tus cálculos de personal al incrementar un poco más tus reductores de personal.

Ahora correlacionemos el objetivo y la demografía de nuestra campaña. ¿Somos atención a clientes de tarjetahabientes? ¿Somos cobranza de servicios? Pongamos este último como ejemplo: pensemos en la cantidad de personas que tal vez se puedan retrasar en sus pagos durante esta temporada porque deberán destinar sus ingresos a temas relacionados con reinscripciones, compras de uniformes, útiles escolares, etc. Eso representará un crecimiento en nuestras cargas de trabajo.

Lo más crucial en este tema es poder hacer o tener un plan anual de capacidad (capacity plan) y tomar en cuenta que esta temporada será un reto que podemos ir enfrentando con meses de antelación en términos de flexibilización de horarios y contrataciones. La clave es prevención.

En definitiva, prepararse con anticipación para el regreso a clases es fundamental para mantener la eficiencia y calidad en el centro de contacto. Entender la demografía de los empleados y clientes, así como correlacionarla con los objetivos de la campaña, permitirá establecer estrategias adecuadas para enfrentar los desafíos de esta temporada. Con un buen pronóstico y una planeación cuidadosa, podemos asegurarnos de brindar un servicio óptimo a nuestros clientes incluso en medio del caos del regreso a clases. ¡Adelante y afrontemos este desafío con éxito!

Back to School: Basic Workforce Management Principles for Scheduling in Contact Centers

Ken Tse on August 30, 2023

As we gear up for the back-to-school season, it’s the perfect time to go back to basics on the ABCs of contact centers scheduling. Workforce management (WFM) plays a vital role in the seamless functioning of contact centers, ensuring optimal staffing, exceptional customer service, and agent satisfaction. Effective scheduling is the backbone of WFM, and mastering its basic principles is essential for success. In this blog, we will delve into the fundamental workforce management principles for scheduling in contact centers, providing you with the knowledge and tools to excel in your role.

1. Accurate Forecasting and Planning

The first lesson in workforce management scheduling is accurate forecasting and planning. Effective forecasting involves predicting customer interaction volumes, including calls, emails, chats, and more, based on historical data and trends.

By analyzing past data, you can identify patterns and predict future workload, helping you plan the right number of agents needed at different times of the day, week, or month. Accurate forecasting is the foundation of successful scheduling and ensures that customer demand is adequately met without over or under-staffing.

2. Schedule Flexibility for Dynamic Demands

Contact centers experience dynamic call volumes throughout the day, with peaks and troughs driven by customer behavior, external events, and marketing campaigns. Embracing schedule flexibility is essential for effectively managing these changes.

Consider implementing flexible scheduling options such as staggered shifts, part-time shifts, or offering voluntary time-off during quiet periods. Schedule flexibility empowers you to balance workload efficiently, improving service levels and agent satisfaction.

3. Real-Time Monitoring and Adjustments

In the world of contact centers, agility is key. Unexpected changes in customer demand can occur at any moment, necessitating real-time monitoring and adjustments.

Utilize real-time metrics to monitor call queues, average handle times, and agent availability. Being proactive in monitoring enables you to make informed decisions and redistribute resources as needed, ensuring optimal service and customer satisfaction.

4. Adherence to Service Level Agreements (SLAs)

Meeting service level agreements is a primary objective of workforce management. Service level agreements can be defined as the percentage of customer interactions that must be answered within a specified time frame, such as “80% of calls answered within 30 seconds” or average speed of answer, such as “60 seconds”.

Scheduling enough agents during peak hours is crucial to meeting service level targets consistently. Adherence to SLAs enhances customer satisfaction by reducing wait times and ensuring timely issue resolution.

5. Agent Empowerment for Enhanced Engagement

Incorporating agent empowerment in the scheduling process has a direct impact on agent engagement and performance. Involve agents in the schedule creation process by considering their preferences and shift bids.

When agents have some control over their schedules, they are more likely to feel valued and committed to their roles. Empowered agents are happier, more productive, and less likely to seek alternative employment, reducing turnover rates.

6. Skills-Based Routing for Efficient Service Delivery

In contact centers, not all agents possess the same skill set or expertise. Skills-based routing ensures that customer interactions are directed to the most suitable agents, maximizing first-call resolution and customer satisfaction.

When creating schedules, align agent skills with expected call types and volumes. Skills-based routing reduces transfers, enhances agent confidence, and ultimately improves overall service delivery.

7. Adherence to Labor Regulations

Compliance with labor laws and regulations is non-negotiable for any contact center. Scheduling practices must align with local labor laws regarding working hours, break times, overtime, and rest periods.

Maintaining compliance not only avoids legal issues and penalties but also promotes a healthy work environment and safeguards agent well-being.

8. Continuous Training and Development

Effective workforce management extends beyond creating schedules. Investing in continuous training and development for agents is critical for delivering exceptional customer service.

Allocate time in schedules for agents to participate in training sessions without compromising service levels. Ongoing training keeps agents updated on product knowledge, industry trends, and customer service techniques, making them more confident and capable in their roles.

Conclusion

Congratulations! You’ve successfully completed your back-to-school crash course on the basic workforce management principles for scheduling in contact centers. Armed with these principles, you are well-equipped to optimize schedules, meet customer demands, and enhance agent satisfaction.

Remember, accurate forecasting and planning form the foundation of effective scheduling. Embrace schedule flexibility to handle dynamic demands and be proactive with real-time monitoring to make timely adjustments.

Strive to meet service level agreements consistently, empower agents in the scheduling process, and implement skills-based routing for efficient service delivery. Always maintain compliance with labor regulations and invest in continuous training and development for agents.

As you apply these principles in your role in the workforce management team, you’ll contribute to the success of your contact center and foster a positive and productive work environment. With dedication and a commitment to excellence, you’re well on your way to becoming a scheduling superstar in the world of contact center workforce management!

–Ken Tse

Back-to-School: Forecasting 101 Mastering the Art of Predicting Contact Center Demand

Kary Horsley on August 16, 2023

As the summer sun sets and the back-to-school season approaches, it’s time to sharpen our pencils, gather our knowledge, and delve into the fundamentals of forecasting in the contact center world. Just like students preparing for a new academic year, contact center professionals must equip themselves with the essential techniques to predict future contacts with precision and finesse. Welcome to “Forecasting 101,” where we’ll guide you through the key concepts of forecasting and equip you with the tools to excel in this critical aspect of contact center operations.

You can also find additional tips in Laura’s blog on forecasting for back-office: Unleashing the Potential of Back-Office WFM: Mastering the Forecasting Challenge.

Introduction: Unraveling the Mystery of Forecasting

In the world of contact centers, forecasting plays a crucial role in predicting the future. It’s the process of using historical data and trends to anticipate the volume of incoming contacts, such as calls, chats, and emails. The insights gained from forecasting are instrumental in making informed decisions about staffing, capacity planning, and budgeting.

Let’s take a closer look at the different types of forecasts used in the contact center environment:

  1. Long-term forecast: Spanning from 6 months to 2+ years, this forecast provides a broader view of future contact volumes.
  2. Mid-range forecast: Covering 3 to 6 months, this forecast helps contact centers plan for the medium term.
  3. Short-term forecast: Encompassing one week to 3 months, this forecast focuses on immediate needs.
  4. Daily forecast: This forecast provides a daily snapshot of expected contact volumes.
  5. Intra-day or Interval level forecast: The most detailed forecast, it predicts contact volumes in smaller time increments.

In contact centers, different teams handle various forecasts—the Forecaster, Planner, and Scheduler each contribute their expertise to this complex process.

The Journey of Forecasting: From Data to Patterns

The first step in forecasting is collecting relevant historical data. This data, typically derived from the contact center’s ACD, SQL, PowerBI, or other reliable sources, should cover a timeframe of 1-3 years, if available. Metrics such as contacts handled, contacts abandoned, contacts offered, and average handle time are essential for accurate forecasting. Additional metrics like chat concurrency, IVR, web, or chat deflection rates add depth to the analysis.

Next comes the analysis of patterns in the data. Identifying seasonality, trends, and other significant patterns helps in refining the forecast. Removing outliers and normalizing days with extraordinary events, such as holidays or severe weather impacts, ensure the forecast’s accuracy.

Continuous Improvement: The Refinement Process

Forecasting is not a one-time task but an ongoing journey of improvement. By analyzing forecast errors and discrepancies, contact centers can enhance their forecasting models. Adjusting parameters and incorporating new data sources contribute to the accuracy of future forecasts. Consideration of upcoming marketing campaigns or events helps prepare for potential impacts on contact volumes.

Keeping a Watchful Eye: Monitoring and Adaptation

Once the forecast is set, it requires continuous monitoring and tracking. As new data becomes available, contact centers must update their forecasts to adapt to changing conditions and trends. Regularly reviewing forecast performance ensures it remains relevant and aligned with the contact center’s needs.

Unraveling Variance: The Detective Work

Sometimes, the forecast may not align with actual results, creating variance. In such cases, contact centers need to investigate the reasons behind the discrepancy. Is it due to marketing campaigns, changes in IVR or web pages, or other factors? Talking to frontline employees can provide valuable insights into the drivers behind the variance.

Side note: Check out our very own Nate chat about the importance of machine + human logic when it comes to forecasting in this quick video.

Understanding the Magic and Limitations

While forecasting is a powerful tool, it’s important to recognize its limitations. It’s not an exact science, and there will always be some degree of uncertainty. Contact centers should be aware of the assumptions and constraints of their forecasting models. Rather than seeking absolute predictions, forecasting is about making well-informed decisions based on available data.

Enroll with Call Design – Your Partner in Forecasting Excellence

Are you ready to ace the art of forecasting? As you embark on your journey to excellence, Call Design stands by your side as your partner in forecasting and Workforce Management (WFM) endeavors. Our team of seasoned experts is eager to guide you through the intricacies of forecasting, ensuring you are well-prepared for any challenges that lie ahead. As the back-to-school season commences, don’t miss the opportunity to elevate your contact center’s performance with stellar forecasting. Reach out to Call Design today, and let’s embark on a transformative journey together. With “Forecasting 101” under your belt, you’ll be well-prepared to navigate the path to success in your contact center’s future endeavors.

–Kary Horsley

From Collaboration to Confidence: Building Leadership Buy-in For WFM Strategies

Laura Horton on July 12, 2023

In the quest for operational efficiency, back offices can harness the power of WFM through forecasting accuracy. Forecasting accuracy is one key factor that contributes to leadership buy-in. 

Gaining the Back Office management buy-in is crucial for the success of the WFM strategy. As WFM experts, our goal is to engage with and provide insights/guidance to our business leaders and all influencing departments, including HR. 

All team managers have a requirement to understand workload demand, impacts, drivers, and the resources required to service the work. They are challenged with understanding and justifying their staff requirements to ensure they can meet their objectives and service the demand. In my many years of working with leaders, there is a common theme. Managers know their business; they know their staff and they’ve acquired that knowledge without the use of WFM tools, but by working it out the hard way! Understandably, this can create a sense of protection over their information and their staff. 

So, the challenge is how do you get them to share that knowledge?  It’s important to set expectations as to our intentions, responsibility, objective, and purpose. We intend to work collaboratively, to complement and support them, to achieve common goals. For them, our supporting will free up some of their time to allow focus on other activities such as coaching, developing and support their staff, working on process improvements, completing administration tasks, and so on…

A robust workforce management plan is an art and a science. While we excel in the scientific aspects and have strong knowledge of the practicalities of forecasting – the artistic side lies in acquiring insights through collaboration with leaders, accumulating collective knowledge on the driving influencers of demand over time, and applying this knowledge and lessons learned to the forecast. 

By leveraging our Back Office leaders’ knowledge and supporting open and consistent communication, we can build leadership confidence and trust in the WFM process. Two of the best ways to build that confidence are being able to clearly articulate the benefits of forecasting to leadership and establishing an effective operating rhythm. Here are some ways to do just that!

Benefits of Forecasting Accuracy:

  1. Business Performance Evaluation: Accurate forecasting allows businesses to evaluate their performance by comparing results with forecast predictions. This evaluation helps identify areas for improvement and assess the customer impact. 
  2. Decision-Making with Confidence: Reliable forecasts provide leaders with the necessary information to make informed decisions across various business functions. Having confidence in the accuracy of forecasts helps drive strategic decisions, resource allocation, and operational planning.
  3. Resource Optimization: Accurate forecasts enable organizations to allocate resources effectively. Right people, right skill, right place, right time. Optimization of resources improves operational efficiency and productivity.
  4. Risk Mitigation: With reliable forecasts, businesses can proactively identify risks and develop contingency plans to mitigate them effectively. This proactive approach minimizes the impact of unforeseen events and changes in demand.
  5. Stakeholder Confidence: By providing reliable forecasts, leaders can demonstrate their competency and transparency, strengthening their relationship with their stakeholders and staff.
  6. Continuous Improvement: By analyzing forecast deviations and identifying problem areas, organizations can refine their forecasting models, data sources, and methodologies. This iterative process leads to better employee engagement, enhanced customer experience, and operational efficiency.
  7. Performance Benchmarks: Forecast accuracy allows businesses to benchmark their performance against industry standards and internal targets. It provides insights into areas of improvement, drives innovation, and encourages the adoption of internal best practices across the organization. 

A well-designed operating rhythm sets the stage for decision-making, collaboration, and accountability.  

Effective Operating Rhythm:

  1. Clear Communication: Encourage alignment and effective collaboration by establishing clear communication channels. This includes regular meetings, status updates, and feedback sessions. Being a trusted advisor means providing accurate and timely information, addressing concerns, and facilitating resolution of issues. Building strong communication channels fosters transparency and trust.   
  2. Structured Workflow: Define roles, responsibilities, and accountability. Clearly outlining each role’s responsibilities helps avoid confusion, duplication of effort, and gaps. Collaboration is the key to ensuring a smooth transition of handoffs and seamless coordination. 
  3. Prioritization and Time Management: Optimize results by prioritizing and managing time effectively. Prioritize the jobs to be done and ensure the timely delivery of useful information. Keep a record of any deviations and document the outcomes and lessons learned. You will be held somewhat accountable for the outcomes, so collaborate with your leaders to define priority tasks and manage your time effectively.
  4. Continuous Improvement: Foster a culture of improvement through evaluation and feedback. Regularly assess processes and identify areas requiring improvement and potential opportunities for innovation. 
  5. Training and Skill Development: Investing in employee development and leadership training is crucial for building a capable and high-performing workforce. Providing training to the leadership team and staff, on the principles of workforce management, can equip them with the necessary knowledge and tools to excel in their role. 
  6. Performance Monitoring and Metrics: Document the established KPIs between Leadership and WFM. Regularly monitor and measure progress against these metrics to gauge performance and identify strengths, weaknesses, and opportunities for improvement. 

As WFM experts, our primary objective is to provide valuable insights and business guidance. We recognize that the transition can be challenging to overcome. By fostering a collaborative environment and valuing the leaders’ experience, we can bridge the gap between science and knowledge, enhancing the effectiveness of the WFM strategy. 

This partnership approach not only facilitates the successful implementation of WFM initiatives but also fosters confidence and trust between WFM experts and business leaders. At Call Design, we are committed to enabling our clients to overcome challenges that drive positive change within their organizations.  Contact us today to learn how we can partner with you in achieving your business outcomes and empowering your back office workforce. Together, let’s unlock the full potential of your operations and create a happy, engaged, fulfilled, and aligned work environment.

From Chaos to Clarity: Building a Robust Workload Forecast for Back-Office Operations

Laura Horton on June 27, 2023

In the world of back-office operations, designing an effective workload forecast is crucial for efficient staff planning and decision-making. A well-designed forecast provides valuable insights into the volume of work coming in, the time required to complete it, and the deadlines these tasks need to be completed by. It serves as a foundation to making various staffing decisions. Additionally, it helps to guide employee development, fill skills gaps, and allows leaders to meet their objective. 

In this blog, we will explore the process of designing a back-office workload forecast.

  1. Vision and Mission: To begin, it’s important to understand the company’s vision, mission and strategy. These statements provide valuable insights into the organization’s current state and company direction. Gathering information about the company’s goals and objectives is a good way to sanity check work priorities and align those with the broader business objectives.
  2. Gathering Documentation and Insight: Next, gather as much relevant documentation as possible. Prepare in advance and make the most of leader’s and subject matter expert’s expertise. During discussions, be sure to capture the following information:
    • Operating practices
    • Work priorities (from highest to lowest)
    • Work that is not captured in the existing system
    • Tasks that require special handling or segregation
    • Service level expectations for each type of work (consider the end-to-end process)
    • Interdependencies with other teams or departments
person writing on white paper

  1. Drafting the Task List: Based on the insights gathered, create a draft task list. The task list should be designed logically and tailored to meet the business needs, but don’t overcomplicate it. Remember that you are building a workload forecast, not a list of reporting requirements.
  2. Analyzing Task List Data:  Ideally, you should have at least six weeks of intraday or daily data to identify intraday patterns and day-of-week trends. To identify seasonal and growth trends, a minimum of 13 months of daily historical data is required. Running trial forecasts using the new task list data will help demonstrate its value to each team. Be on the lookout for volatility or large fluctuations in the volume and then dig into why the fluctuations are happening.
  3. Turn around time:  How do you measure how long it takes to complete tasks in the task list? There are numerous ways in which the data can be collected. Source systems, time and motion studies, 80/20 rule. If using time and motion studies, be sure to utilize middle of the pack workers. The ones who are not your superstars and not your poor performers. Setting a standard for what is expected gives you a good baseline to grow and improve on.
  4. Service level expectations: Most of the work in the back office will come with a goal to complete. Each task type will have different expectations depending on the priority, and importance of the work to be completed.  Be sure that when you present your staffing requirements to leaders that the service level is included.

  1. Validation Workshops: Schedule a workshop where the task list and forecast workload demand are presented for validation. You should present your numbers in terms of volume, workload, and resource requirements. An open forum discussion allows for clarification regarding the task list, task mapping, and forecast details. Be mindful that not has a deep understanding of forecasting and its metrics, so explain the information in a way that can be understood by everyone. Encourage participants to challenge the insights and provide their input. This calibration process draws out missed information and outliers which improve the forecast process and to build trust. Make sure to allow sufficient time for participants to digest and reflect on the presented information.
  2. It’s time to get sign-off: Implement the pilot team with the finalized forecast. Take the time to get everything right, as gaps or omissions will quickly become apparent and could generate a lot of rework.
  3. Replicate the process from Step 2 for each team, considering the complexity of their specific operations. Following these steps diligently will result in a valid and usable forecasting task list, building confidence in achieving forecasting goals.

In conclusion, designing a robust workload forecast for back-office operations is a critical step in optimizing staff planning and resource utilization. At Call Design, we are committed to helping contact centers and back-office operations overcome challenges and drive positive change within their organizations. Stay tuned for the next instalment in our three-part blog series, where we will continue to explore WFM back-office tips and best practices. Contact us today to learn how we can partner with you in achieving your business outcomes and empowering your workforce. Together, let’s unlock the full potential of your operations and create a happy, engaged, and aligned work environment.