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

Embracing the AI Revolution in Contact Centers: A People Centric Approach

Call Design on September 13, 2023

The world of contact centers has been buzzing with talk of AI for years. From IVR systems and self-service solutions to chatbots and automated email responses, technology has been steadily transforming the industry. But now, it’s different. The advancements in AI technology and its widespread adoption have brought us to a new era. The landscape is shifting, and with it comes a sense of excitement and apprehension. In this blog, we’ll dive into the crucial aspects of dealing with AI in contact centers, exploring whether to embrace it or not, how to think about AI in a people-centric way, and practical steps to prepare for the inevitable changes that lie ahead.

Is this discussion really all that new?

Not really. The truth is, we’ve been anticipating the integration of AI in contact centers for quite some time now. Whether it’s IVR, self-service, chat bots, or email, these technological advancements have been transforming the contact center landscape for years, if not decades. However, what truly sets the current situation apart are the significant strides in technology and adoption. The AI revolution is no longer a distant possibility; it’s already in full swing. As we navigate this new reality, we must acknowledge that AI is set to make a profound impact, and it’s happening now. According to a recent CCW report, 71% of contact center leaders anticipate generative AI making a major impact. As of May 2023, a staggering 85% of American workers have already utilized AI in their work tasks. So, while the idea of AI in contact centers might not be entirely new, the current advancements and adoption rates demand our serious attention.

Should we embrace it or run from it?

The question on everyone’s minds is whether to embrace AI or approach it with caution. The reality is that every organization is on its own unique journey towards AI and transformational technology. It doesn’t matter if you’re a small company seeking to streamline processes or a large corporation looking to automate entire divisions. The key is to take that first step, irrespective of your starting point. As the technological advancements and AI’s influence become more pronounced, some may feel tempted to jump to extreme conclusions about its consequences. However, it’s important to resist those urges. AI is unlikely to lead to universal basic income programs or take over the world. Rather, we are experiencing a “printing press moment,” where the potential of AI is evident, yet its effects remain minimal in the short term. In the long run, AI will enhance productivity by complementing human capabilities. While some support roles may be impacted, the core value of human interaction and expertise will endure.

How we should be thinking about AI in contact centers?

To understand AI’s role in contact centers, let’s draw a parallel with the farming industry. In the past, farming was necessary for families and towns to survive. As technology advanced, fewer people needed to farm, and large-scale operations became prevalent. Similarly, technology has been enabling organizations to offload certain contact center tasks, allowing Business Process Outsourcers (BPOs) to handle the work more efficiently. With the integration of AI into contact centers, there may be further consolidation of these tasks. However, just as farmers’ markets continue to thrive in some cities, there will still be value for companies to maintain their own contact centers, especially if they can provide unique, personalized experiences. It is the middle ground, focusing on the balance between automation and human touch, that will likely get squeezed. Smaller and niche contact centers can differentiate themselves by delivering exceptional customer experiences. Meanwhile, larger centers may opt to outsource certain interactions to BPOs that can efficiently handle high volumes.

We can draw another comparison to restaurants. When we dine out, we don’t visit McDonald’s expecting a Michelin star experience. The quality and speed of service are vastly different. Similarly, AI can provide quick, automated experiences for low-hanging fruit in contact centers, streamlining processes and reducing response times. Some organizations may choose to focus here, catering to customers who prioritize efficiency over personalization. However, others will realize that a more leisurely and personalized experience still holds value for their customers. They understand that some queries or issues require the human touch to be fully addressed.

Even with the increasing automation, the core truth remains—behind all the AI and technology, there is still a person who can solve your problem. While the landscape of contact centers may have evolved, there are still contact centers, albeit they may look different. The key is understanding the expectations of your customers and delivering accordingly. Just as you wouldn’t serve fast food to someone expecting a gourmet meal, you shouldn’t expect fast-food customers to wait for an elaborate dining experience. Balancing the right level of automation and human interaction is the key to successful AI implementation in contact centers.

What steps can be taken now?

As the AI revolution unfolds, there are practical steps you can take to prepare yourself and your contact center for the changes ahead. Start by engaging in meaningful conversations with your current vendors to understand their AI plans and platform direction. Experiment with generative AI in your own environment by automating tasks such as email responses and note summaries. While technology is essential, don’t forget the power of soft skills. Focus on upskilling yourself and your team in areas like empathy and kindness, as these uniquely human qualities will continue to add significant value in a world where AI and automation handle much of the heavy lifting. Additionally, educate your contact center agents about the evolving landscape, centered on helping them grow and thrive rather than replacing them.

The journey of AI in contact centers is neither new nor unfamiliar. We’ve been anticipating its impact for years, but now, with unprecedented technological advancements and widespread adoption, it’s time to face this new reality. Instead of fearing the changes ahead, we should embrace the opportunities that AI presents. As we navigate this landscape, let’s remember the value of human touch and empathy, and how these qualities will continue to play a pivotal role in creating exceptional customer experiences. At Call Design, we are committed to helping you prepare for the AI revolution, empowering your WFM teams to become strategic assets within your organization. Together, let’s forge a path that elevates your contact center, enhances employee fulfillment, and aligns your business for a successful future in the era of AI. Reach out to us today, and let’s embark on this transformative journey together!

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?

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

Mastering the Contact Center Landscape with Bill Brooks

Call Design on August 23, 2023

Picture this: a seasoned virtuoso of customer engagement, sharing his insights and experiences like an old friend swapping stories. In this casual conversation between Dan Smitley and Bill Brooks, we’ll uncover the essence of Bill’s expertise and why he’s a sought-after consultant for all things contact centers. From unraveling industry challenges to charting the unexplored territories of AI, get ready to gain insights into the mind of a maestro who orchestrates exceptional customer experiences.

Dan Smitley: Bill, your journey in the realm of contact centers is quite remarkable. Could you share a glimpse of how you found your way into becoming a respected contact center expert?

Bill Brooks: Thanks, Dan. My journey began with a genuine interest in working with people and being part of a team. This has evolved into creating high performance teams, both in sport and in business across the globe, where one of the key learnings was the significance of effective communication. From the business perspective, as I ventured into the Contact Center world, I saw the potential to enhance customer experiences by putting the customer at the forefront of every interaction, while creating an environment for each Contact Center team I led, to delight the customer at every interaction. Why delight? Because if one just satisfies the customer, there is still the chance they may take their business elsewhere, but if one does that little bit extra, the risk of that customer taking their business elsewhere is minimized and further loyalty is built into that relationship.

Dan: You’ve recently started working with Call Design. I’m curious, why us? You could be working with a lot of other vendors and contact center groups, why did you want to work with Call Design?

Bill: There are three reasons. First, being from Australia, I’ve known about Call Design for many years and it’s always been associated with excellence in the area of WFM Second, Mark Uren is a good friend of mine and we’ve worked before in a previous organization. I didn’t want to miss out on an opportunity to work with him again. And third, as I started interacting with the people of Call Design North America, I realized there was something special there. I wanted a chance to work with people that loved their job, helping their customers, and supporting each other.

Dan: Well we’re glad to have you! Call Design focuses on solving contact center challenges. From your perspective, what are some of the primary challenges that contact centers are facing right now?

Bill: I see a lot of challenges, but if I were to pinpoint a few, I’d say retaining and recruiting the right talent is a recurring theme. People are at the core of contact centers, and ensuring a loyal, capable and engaged team is vital. The fundamentals of customer interaction haven’t changed significantly in decades – it’s still about getting, keeping, and building loyalty with customers through a Contact Center’s agents. While this has stayed consistent for decades now, I’d also mention that I feel that we’re now at an inflection point with the use and potential use of AI in contact centers.

Dan: AI does seem to come up in A LOT of webinars, case studies, and articles recently. Why do you feel like it’s such a critical moment for AI in contact centers?

Bill: AI is having its moment because of the changes we’ve seen in its modeling over the past 6-9 months. AI has been around for a long time, but only recently have Large Language Models allowed for a new form of conversational and then generative AI to take shape. When I started seeing the generative AI tools come to the market I, like many other veterans, immediately saw the impact it was going to have on contact centers.

Dan: So does that mean we all just need to “sprinkle a little bit of AI” on our contact centers?

Bill: AI is a double-edged sword, Dan. It’s seen as both a challenge and an opportunity. Many consider it a panacea, but there’s a caveat – AI is still relatively new. I’ve been in the field long enough to understand that expertise takes time to develop. It’s more than just deploying a chatbot; it’s about having a strategic vision for how AI can enhance customer interactions. That’s where I come in, helping businesses identify the right AI solutions and weaving them into their strategies then assisting them to execute such strategies.

Dan: You’ve witnessed the evolution of contact centers. How would you describe this transformation, and where does AI fit into this narrative?

Bill: It’s been quite the journey. Contact centers have shifted from transactional hubs to interaction hubs. AI plays a pivotal role by automating routine tasks, allowing agents to focus on building authentic connections. It’s akin to the transition from feather pens to typewriters, but on a larger scale, all aimed at enriching customer interactions.

Dan: Alright, let’s shift gears for a second. Organizations seek your guidance as a consultant. What makes you an invaluable asset for contact centers?

Bill: My track record speaks for itself. I’ve been a part of major transformations and I leave behind a legacy of loyal, well-trained and skilled high-performing teams. My experience is more than just implementing solutions; it’s about nurturing relationships, fostering teamwork, and ultimately delivering sustained excellence. Whether it’s navigating complex challenges or driving growth, I bring a unique blend of leadership and practical insights.

Dan: Your insights and perspectives are enlightening, Bill. What future prospects are you excited about, and how do you envision your role evolving in the ever-changing contact center landscape?

Bill: Dan, the future holds endless possibilities. Working with Call Design excites me—the people here are skilled and focused, and the company’s future is promising. I see my role evolving into a mentorship and guidance capacity, helping businesses thrive by navigating dynamic changes and delivering unparalleled customer experiences.

Bill Brooks brings a unique blend of leadership and human connection to the world of contact centers. As a consultant, his ability to navigate the evolving landscape while fostering teamwork sets him apart. With Bill’s guidance, businesses can look forward to a future where each interaction is an opportunity to make a lasting impact.

Curious to learn more about Bill Brooks and his transformative consulting abilities? Connect with us today to discover how he can elevate your organization’s contact center operations to new heights.

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

Curiosity and Consulting: How Mark Uren Helps Organizations Find Ideal Balance

Call Design on August 8, 2023

Recently Dan Smitley sat down with some of our Sr. Consultants and talked through their unique experiences and perspectives. Sometimes it’s easy to be a consultant that simply stays behind the scenes and helps our customers, but we think they are pretty amazing people and we wanted to spotlight them for all of you. So, without further ado, here’s Dan’s conversation with Mark Uren.

Dan: Mark, let’s first start with your experience. Where have you worked and what roles have you held?

Mark: I’ve had the privilege of working in various executive roles, professional services, technology, and management consulting for over thirty years.  I’ve worked in Utilities, Media, Gaming, Local and State Government, Airlines and believe it or not I ran Australia’s largest specialist veterinary hospital. I’ve done strategy work including implementation; organizational development; operations; risk; process improvement you name it but my favorite work these days is strategy work.

Dan: You mentioned your experience management consulting but “consulting” means different things to different people. What do you mean by it?

Mark: I think there are two different types of consulting. Both are valuable and can help an organization and in fact, Call Design offers both types. The first is the type where the consultant comes in already knowing the answer. They are brought in for a very specific reason and a very specific problem. They have years of experience addressing that problem and already know how to solve it as soon as they land.

An example of this would be having a Call Design consultant come in and help a customer set up the Alvaria WFM platform for their business. The consultant would need to gain some knowledge from the business like the different queues, different groups of agents, etc., but for the most part, the consultant already knows how to properly set up the forecast groups and staff groups.

The second type of consulting is where you don’t already know the answer. You can still have years of experience and knowledge, but the customer has brought you in to address a unique challenge that they might not even be able to articulate. A great example is when I worked with a utility company in New Zealand. The CEO, who by the way was the best CEO I ever worked with (no offense to Michelle Gaffney), was explaining to myself and my counterpart what he needed help with. He went to the whiteboard and drew a circle, “This is what we are today”. He then drew a square over it “But maybe this is what we need to be tomorrow”. Then he erased the overlapping square and drew a couple of triangles off the core of the circle “Or maybe this is what we need to be.” He knew he needed help thinking through the strategic direction of the organization, but he couldn’t exactly articulate what he needed to help him get to the end, or even what the end looked like.

Dan: How do you even approach that? I mean, when a customer can’t articulate exactly how you’re supposed to help, how do you help them?

Mark: With curiosity. That really is the core of a good consultant, in my opinion. Sometimes a customer knows they aren’t heading in the right direction and simply need a new set of eyes. In those situations, the consultant needs to come in and ask as many questions as possible. They have to dig in to understand what’s working well, what needs some improvement, and what’s horribly off the rails.

Dan: That feels simple enough, but that also sounds huge. There are hundreds of things that could be horribly off the rails. How do you know where to focus?

Mark: It certainly can feel overwhelming but it really just comes down to balancing three priorities: the employees, the customer, and the finances. Some organizations do a great job of providing solid returns for their shareholders, but their customer loyalty is awful and their employee retention isn’t any better. Other organizations have great cultures and their employees feel engaged and taken care of at work, but the organization lacks structure and accountability and eventually has to shut down because they cannot turn a profit. Lastly, some organizations provide exceptional customer experience and have created great brand loyalty, but don’t take care of their employees and so their profit is minimized by the constant need to backfill staff.

Imagine a three-armed scale. One arm for customers, one for employees, and one for financial returns. When an organization is healthy and heading in the right direction all three are considered, taken care of, and intentionally looked after. But most of the time one, or multiple, of the arms are out of balance. The value of a consultant is that they can come in with fresh eyes and years of experience, look at the scales, and help an organization understand which arm they need to address in the right way. Not an overcorrection where the neglected arm is now because overly emphasized, but just enough of a focus to be in proper balance.

Dan: Mark, you have years of experience, natural curiosity, an ability to help organizations balance their priorities correctly, etc. and I guess my last question is simply, why work at Call Design? It seems like you could be working for one of the big consulting firms. So why work here?

Mark: Because Call Design North America truly believes in HEFA. At the core of this organization is a belief that employees have the right to be Happy, Engaged, Fulfilled, and Aligned at work. I get out of bed every morning knowing that I can help this organization spread that message and impact organizations. We might not be able to change the world, but we can help change contact centers. Those contact centers could help change organizations, and who knows maybe those organizations can help change whole industries. I work here because I believe in the mission that Michelle and the rest of the leadership team have set and I’m excited to help them improve the lives of their customers.

In the coming weeks we’ll share more about our consultants and their unique perspectives. To check out more information head on over to https://calldesignna.com/consulting to see some additional ways we’d love to help you organization. Feel free to reach out to us today and let us know if you need some fresh eyes to ensure your business properly balanced!