# Workforce Management in the Contact Center

Size: px
Start display at page:

## Transcription

4 Allocating Resources We learned earlier that the workload is the product of call volume times average handle time. It s important to remember that average handle time is comprised of 1) average talk time and 2) after-call work time. Average talk time is straightforward it s the time the agent spends talking with the customer (including time when the customer is placed on hold). After-call work time represents the time the agent spends doing work directly associated with the conversation just completed. This may entail the completion of data entry fields, coding the transaction, or performing follow-up activities. Transactions do not arrive in an orderly fashion, with one right after the other. Like customers at a bank, telephone calls arrive at random times, independent of each other. With the workload figure in hand, we can begin the task of discovering how many resources we will need to handle the work at our service-level goal. At face value, it would seem logical to determine the number of agents needed in a contact center by dividing the number of calls expected to arrive by the average handle time of the calls. For example, if 100 calls arrive in 30 minutes, and each call takes on average three minutes to service, then each agent can take ten calls per hour. Therefore, it appears that ten agents and ten telephone lines should be able to service the anticipated call load. Calls Arrive Randomly The flaw in this logic is that transactions do not arrive in an orderly fashion, with one right after the other. Like customers at a bank, telephone calls arrive at random times, independent of each other. The average arrival rate in the example above is one call every 18 seconds, but the actual arrival time is distributed randomly. Some calls will arrive at the same time, others will arrive while the first calls are still being served, and during some intervals, no calls will arrive at all. The fact is there are an almost infinite number of ways for 100 calls to arrive randomly in 30 minutes. The figure below depicts just one random call arrival chart: CALL ARRIVALS MINUTES VIEWED AT 1 MINUTE INCREMENTS Figure 1: 100 Call Arrivals in 30 Minutes Viewed at 1-Minute Granularity 4

5 The large variances in call arrivals depicted in this time line are not exaggerated and are actually quite representative of real-world experience. If we staff our center with ten agents, there will be times during the half hour when many agents are idle, and other times when many callers linger in queue. Of course, this creates short-term havoc with contact center performance measurements. Clearly, we should schedule some number of agents beyond ten. How many more involves the interaction between service level and occupancy at given staffing levels. For a given workload, the faster you want to answer the calls, the more agents you need. But it s not a linear relationship. Although the mathematic relationship between workload, service level, and required staff is quite complex, it has been studied for decades and is well understood. Erlang C Tables Nearly a century ago, Agner Erlang, a Danish mathematician, created a set of statistical tables that help solve this problem. Specifically, the Erlang C tables consider transaction volume, average handle time, and desired service level to determine the number of staffed agent positions required. The solution works for one queue being served by one agent team. Simple computer programs are available for little to no cost that automate the calculation, and there is even an Erlang function that can be added into spreadsheet programs. Using an Erlang calculator for 100 three-minute calls in 30 minutes with a service level of 80 percent in 20 seconds produces the following data array: For a given workload, the faster you want to answer the calls, the more agents you need. But it s not a linear relationship. STAFF AVERAGE SPEED OF ANSWER SERVICE LEVEL OCCUPANCY AVERAGE DELAY FOR DELAYED CALLERS sec. 38.9% 90.9% 180 sec sec. 64.0% 83.3% 90 sec sec. 79.6% 76.9% 60 sec sec. 88.8% 71.4% 45 sec sec. 94.1% 66.6% 36 sec sec. 97.0% 62.5% 30 sec sec. 98.5% 58.8% 25 sec sec. 99.4% 55.5% 22 sec. How many staffed positions we require actually depends on other considerations, such as whether these calls have revenue attached, how much value each transaction carries, and what the total cost is for a staffed position. Putting those considerations aside, we 5

6 might choose to staff either 13 or 14 positions, depending upon the patience of our callers. Notice the relationship between staff, service level, and occupancy. The faster we want to answer calls, the more staff we require. Ironically, as we add staff, they become individually less busy. There is no way to answer calls faster without agents becoming less busy. Measuring Occupancy Levels Agent occupancy is an important issue and tends to be poorly understood. Occupancy is a measure of how hard the agents are working. The standard calculation is: OCCUPANCY PERCENTAGE = TOTAL TALK TIME + TOTAL AFTER-CALL WORK TIME TOTAL SIGN-ON TIME Larger agent teams are more efficient than smaller teams. Small agent teams typically have trouble meeting service-level goals and maintaining high occupancy. The misunderstood element of agent occupancy is that it is an outcome based on the choice of a service level and the workload. While it is always a concern, it is not a metric that can be actively managed. An illustration can clarify this point: The first center expects to have 500 calls arrive in one hour, with a total average handle time of 210 seconds. Using Erlang C statistical tables, if you staff 34 agents, the expected service level will be 84 percent in 20 seconds, and the agent occupancy will be about 86 percent. The second center is much smaller and expects only 100 calls in one hour with the identical average handle time. Erlang C now predicts that if you staff at nine agents, the expected service level will be 88 percent and the agent occupancy will be about 65 percent. The third center is the largest and expects 2,000 calls in one hour with the same average handle time. Erlang C predicts that if you staff at 123 agents, the expected service level will be 82 percent and the agent occupancy will be about 95 percent. Three differently sized agent teams dealing with demand at essentially the same service level have very different occupancy. As you can see from the numbers, larger agent teams are more efficient than smaller teams. Small agent teams typically have trouble meeting service-level goals and maintaining high occupancy because of the probability of an agent becoming available at the same time a new caller enters the queue. To answer a random incoming call, an agent has to be waiting, ready and available. With lower call volumes and therefore longer periods between call arrivals, there will be more waiting, which lowers occupancy. With higher call volumes, there will be less waiting and higher occupancy. You can affect occupancy only by consciously over-staffing or under-staffing. As a general rule, service level and occupancy are inversely proportional. For a given workload, as service level goes up, occupancy goes down. 6

7 Non-Productive Time During the scheduling process you must consider non-productive time as well. The industry term shrinkage is defined as employee time that you pay for, but for which you get no work. Shrinkage in a contact center can include vacation, holidays, sick time, breaks, lunches, training, one-on-one coaching sessions, project work, and unscheduled breaks. The effect of shrinkage means that to make sure we have 13 staffed positions, we will need to schedule a greater number of agents because of breaks, training, absences, and so on. The formula that captures the impact of shrinkage is as follows: SCHEDULED STAFF = BASE STAFF (1 - SHRINKAGE PERCENT) Applying the formula to our example and assuming our shrinkage has been measured to be 34 percent, we would find the following: SCHEDULED STAFF = To ensure that we have 14 staffed positions throughout the day, we will need to schedule 21 people. The concept and effect of shrinkage is sometimes confusing. A useful way to think about it is to imagine that instead of a 30-minute period, we are attempting to have 14 staffed positions all day long. With this thought in mind, it s easier to see that breaks, lunches, tardies, and meetings reduce the number of people available to handle transactions. Whenever an agent leaves his or her position, another agent has to step in. 14 (1 -.34) = 21 Modern automatic call distributor (ACD) technologies offer powerful call routing tools that can help centers recapture lost economies of scale when the transactional complexity exceeds the abilities of the average agent. The example also vividly demonstrates why centers can spend much time and energy trying to manage shrinkage. In our example, if the center management team can reduce shrinkage from 34 to 30 percent, they can save the cost of one agent. Skilled Agents Are More Beneficial Modern automatic call distributor (ACD) technologies offer powerful call routing tools that can help centers recapture lost economies of scale when the transactional complexity exceeds the abilities of the average agent. Centers establish queues that separate and distribute the incoming calls according to transaction type and complexity. Agent skill groups are created that identify the available resources to the ACD routing engine. The more skills agents have the more groups 7

8 they can be assigned to, allowing them to take calls from a variety of different queues. We ve already seen that larger agent teams are more efficient than are smaller teams. Using sophisticated routing rules, ACD systems can create pseudo-large agent teams from smaller skill groups. They accomplish this by relying on the random nature of call arrivals. For example, The ACD can aggregate the workload from three separate queues. It directs a particular call type to the agents that have the best skills for that call type. If they are busy, the ACD looks to other agents who also have the skill to handle this call type, but with perhaps less efficiency. In effect, the ACD borrows an agent from a different group that primarily handles a different call type. It can do this successfully over and over because of the random nature of call arrivals. In this way, it creates a large team effect from the aggregation of smaller queues. Using sophisticated routing rules, ACD systems can create pseudo-large agent teams from smaller skill groups...by relying on the random nature of call arrivals. Unfortunately, Agner Erlang never anticipated such a development. When multi-skill agents and skill routing appear, manual and spreadsheet processes that rely upon Erlang C agent requirement calculations are no longer useful. His approach to calculating agent requirements just doesn t work in a multi-skills environment. There have been some attempts to remedy the Erlang skills deficiency, but all of them require arbitrary assumptions about how a multiskilled agent will apportion his or her time among the various queues. The only practical method for creating schedules in a skill routing environment is through simulation. This is clearly beyond the capabilities of manual or spreadsheet-based systems. Scheduling Agents Once we understand how many agents we need to schedule, we can start to deploy our resources. When should agents report for work? When should their respective breaks and lunches occur? How many full-time staff versus part-time staff should we have? What s the role of overtime? Developing forecasts may involve working with lots of data, and calculating agent requirements may involve a lot of tedious arithmetic, but trying to put together cost-effective schedules that meet service level goals is even more difficult. One approach is to build a matrix based on time of day that reflects your weekly operating hours. Suppose, for an example, that the center is open five days a week from 6:00 a.m. to 10:00 p.m. The center has five 16-hour days broken into half-hour segments. From the forecast and the Erlang tables, we know how many staffed positions we require in each half-hour segment to achieve our service level goal, if the day unfolds as expected. It s useful to remind ourselves that the resources we are trying to place into the matrix are people. Our society has rules, some established as law and others simply common sense and best practice, with respect to work. Full-time work is generally considered to be 40 hours a week. Usually, the work week is Monday to Friday. The workday actually occurs mostly during daylight hours. 8

9 Agents must take rest breaks and lunch for a standard shift (by law). Moreover, agents have lives and responsibilities that the employer needs to recognize and accommodate when practical. The complexities of matching all these requirements along with trying to provide a consistent service level will quickly overtake the capabilities of manual or spreadsheet-based forecasting and scheduling. An example of a scheduling matrix is provided below: TIME 7:00 7:15 7:30 7:45 8:00 8:15 8:30 8:45 9:00 9:15 9:30 Required Scheduled Actual / NAMES Agent B Agent B Agent B 1 1 Agent B 1 1 Agent B 1 Agent B 1 Agent B Agent B Agent Agent Agent Agent Agent The only practical method for creating schedules in a skill routing environment is through simulation. This is clearly beyond the capabilities of manual or spreadsheet-based systems. Figure 2: Scheduling Matrix Figure 2 depicts a portion of a scheduling matrix. The time-of-day intervals are arrayed along the top. The required number of staffed positions has been calculated based on the forecast of call demand and average handle time. Agent schedules are portrayed horizontally using the integer 1 to represent the agent available in that time interval, and using other letter conventions to represent breaks and lunches. Agents 1 through 13 all begin their workday at 7:00 a.m. Agents 1 and 2 have their first break at 8:45 a.m. and so on. The Actual line will be used to indicate whether and if the agent actually adhered to the planned schedule. The +/- line informs us whether we have scheduled too many or too few agents with respect to the required line. In a manual or spreadsheet-based system, the scheduler will usually work with fixed shift patterns in which the start time, breaks and 9

11 below and above the call arrival curve something that spreadsheets handle poorly. 8 HOUR SHIFT TIME OF DAY CALL ARRIVAL PATTERN Figure 3: Block scheduling Spreadsheets and optimized scheduling where start times, breaks and lunches are dynamically determined based on computer matching of demand with agent availability are by nature incompatible. The result is a schedule that does not meet the objectives of meeting service levels while minimizing center expenses. THE IMPACT OF INADEQUATE TOOLS We ve already touched on a few of the problems and issues associated with manual and spreadsheet-based forecasting and scheduling. Specifically, these approaches fall short in the following areas: Data Acquisition ACD systems generate lots of data that must be painstakingly transcribed from the reports onto paper-based manual systems or rekeyed into spreadsheets. This takes time and effort and competes with other obligatory tasks for attention. Trend Spotting There are long-term trends, particularly in the forecasting process, that can have profound influence upon the accuracy of the forecast. In manual and spreadsheet systems, it is very hard to identify the trends, since the process entails the analysis of data that typically spans many months. Time-Consuming Methods Rekeying and manipulating the data and performing arithmetic operations over and over without error is tedious and takes time. Staffing Tradeoff Analysis Since the scheduling of agents is the key process (although entirely dependent upon a good forecast), victory is often declared when a schedule that meets minimum requirements is generated at all. It seems almost cruel to suggest that the scheduler continue to slave away to create alternative schedules that also meet requirements, in order to have some Fundamentally, the scheduling process is not a simple arithmetic process that can be automated inside a spreadsheet. 11

14 in service level ranging from 20 to 97 percent, and an average speed of answer ranging from more than 130 seconds to slightly less than 2 seconds. From the customer s perspective, there would be no consistency in service at all! From the agents perspective, there would be periods of boredom and periods of intense activity. These wild swings in service level and agent occupancy can give rise to a whole host of related problems for SME centers, including: The stress levels in SME centers often are much higher than in larger centers, owing to the wold swings in service level, queue times, and resulting caller attitudes. Excessive administrative time expended Without appropriate tools, center management tends to spend far too much time on manual processes, to the detriment of agent development via coaching. Frequent schedule changes Because schedules tend to be fixed and poorly linked to call demand, center management often is in a perpetual crisis management mode of operation, characterized by changing individual agent schedules on the fly based on ACD real-time queue results. Tracking adherence and attendance Accounting for agent time is typically a major task, taking away the opportunity of the management team to engage in development activities and creating an adversarial environment between management and the agent staff. Excessive agent idle time Inaccurate forecasts, fixed agent shifts, and the inability to easily develop alternative scheduling approaches can result in excessive agent idle time that produces nothing for the company. High agent turnover The stress levels in SME centers often are much higher than in larger centers, owing to the wild swings in service level, queue times, and resulting caller attitudes. The volatility of the center can wear down even the most highly motivated agents over time. Improving agent productivity The only way to improve agent productivity is to first identify which agents are in greatest need of coaching and then to work with those agents closely to discover their skill gaps and devise programs to close the gaps. This requires time that often is unavailable, owing to the problems created by manual and spreadsheet-based forecasting and scheduling. Minimizing costs Every center is challenged to hold or reduce costs while holding or improving service. Since agent labor costs are the largest component of overall center expense, suboptimal approaches to forecasting and scheduling can hamstring management s attempts to deliver what senior executives demand. Many of these issues and problems are the direct or secondary effects of inefficient scheduling. Consideration of the costs associated 14

17 Here s a simple use case as a proof point for our argument: Suppose the forecaster believes that the third week of this month is best forecasted by using the third week from the previous six months of history. This is simple to do in Workforce Management and does not require building a forecast elsewhere and importing it into the forecasting engine. This can help forecasters find the models that are most accurate for each contact center environment. Multi-Skill Scheduling - Erlang s formula doesn t work in skillrouting environments Computer simulation is required to model an operation and then use it to test agent schedules. In a sense, the computer is putting together schedules and testing how well they work against the workload expected. The computer keeps experimenting with schedules, keeping an efficiency score for each, until the improvements created by adjusting the schedules fall below a certain threshold or the user indicates enough time has been spent. Workforce Management makes it simple to define individual agent skills. The scheduling engine employs simulation technology to create agent schedules that help maximize performance across multiple queues with minimized labor hours. Agent Skill Proficiencies Drives Precision Schedules - A common shortcoming of scheduling algorithms is that they treat agents as interchangeable cogs that perform identically at an agent group average. Clearly, this is not reality. Agent performance is very different, even among a group of agents with similar tenure and experience. Failure to account for individual agent performance differences is among the key reasons why many solutions aimed at the SME contact center can create service-level volatility. Workforce Management is able to account for real-world performance differences among agents. This is more than an esoteric point. Having insight into the actual performance capabilities of each agent enables the Workforce Management scheduling engine to achieve greater precision in matching the workload with the workforce. Excess idle time can be sharply reduced. Agents Actively Involved in the Scheduling Process incontact Workforce Management provides a browser-based capability that enables agents to participate in the scheduling process and help manage their schedules. This functionality is extremely useful, since dealing with requests for schedule changes can take up an inordinate amount of administrative time. This problem has a double impact on center performance: First, the supervisor has to spend time performing low-value administrative tasks. Second, the agent vacates his or her position to speak with the supervisor to make the desired schedule changes. Workforce Management provides functionality via industry-standard browsers that permit agents to view their schedules, request one-way or two-way shift swaps with other agents when the published schedule Workforce Management provides a browser-based capability that enables agents to participate in the scheduling process and help manage their schedules. 17

Spreadsheets and Workforce Management An Odd Couple A Verint Systems White Paper by Bill Durr, Principal Global Solutions Consultant Table of Contents The Basic Tasks of Contact Center Management........................................2

### The Math of Call Center Staffing Calculating Resource Requirements and Understanding Staff and Service Tradeoffs

The Math of Call Center Staffing Calculating Resource Requirements and Understanding Staff and Service Tradeoffs Sharpen your pencils. Dust off the calculator. It s time for a math lesson. Running a successful

### Accurate Forecasting: The Heart of Call Center Success

Accurate Forecasting: The Heart of Call Center Success Accurate Forecasting: The Heart of Call Center Success Page 2 Overview In times of economic crisis and dwindling profits, it is more important than

### Accurate Forecasting: The Heart of Call Center Success

Accurate Forecasting: The Heart of Call Center Success Accurate Forecasting: The Heart of Call Center Success Page 2 Overview In times of economic crisis and dwindling profits, it is more important than

### Contact Center Math:

Operations Summit 2012 Contact Center Math: Managing g by the Numbers Presented by: Session Overview In today s session, you will learn to: Establish a balanced set of performance objectives that align

### Making WFM Work: Best Practices and ROI Model

The Power of Real-Time Delivery: Using Agent Idle Time to Improve Service Making WFM Work: Best Practices and ROI Model Sponsored By: 2011 DMG Consulting LLC - 1 - April 2011 Executive Summary The contact

### Solution Ought to be Delivering

October 2008 Six Essential Capabilities your Workforce Management Solution Ought to be Delivering Optimize Contact Center Performance Table of contents Executive Summary...3 Workforce Management Today...4

### Contact Center Workforce Management Market Report Reprint Reprinted for:

Contact Center Workforce Management Market Report Reprint Reprinted for: - 1 - DMG Consulting LLC Table of Contents 1. Introduction 1 2. WFM Market Challenges 1 3. Meeting the Challenge of Intra-Day Management

### Call Center Metrics: Glossary of Terms

Call Center Metrics: Glossary of Terms A. abandoned call. A call or other type of contact that has been offered into a communications network or telephone system but is terminated by the person originating

### THE ROLE OF SIMULATION IN CALL CENTER MANAGEMENT. Roger Klungle AAA Michigan. Introduction

THE ROLE OF SIMULATION IN CALL CENTER MANAGEMENT Roger Klungle AAA Michigan Introduction With recent advances in technology and the changing nature of business, call center management has become a rapidly

### Five Secrets to Contact Center E-learning and Coaching Success

Five Secrets to Contact Center E-learning and Coaching Success A Guide to Best Practices An Ovum White Paper sponsored by Publication Date: August 2010 INTRODUCTION Training tools are valuable to contact

### Workforce Management Software. How to Determine the Software You Need and Justify the Investment

W H I T E P A P E R Workforce Management Software How to Determine the Software You Need and Justify the Investment C O N T E N T S Executive Summary..................................... 1 Why use workforce

### Workforce Management Software Delivers Rapid ROI for Outbound, Inbound and Blended Centers

Workforce Management Software Delivers Rapid ROI for Outbound, Inbound and Blended Centers What Can Workforce Management Do for Your Contact Center? Streamline Tasks & Boost Performance Increase Service

### The Evolving Role of Process Automation and the Customer Service Experience

The Evolving Role of Process Automation and the Customer Service Experience Kyle Lyons Managing Director Ponvia Technology Gina Clarkin Product Manager Interactive Intelligence Table of Contents Executive

### Employee Productivity Improvement Strategies In Oil Refinery Environments

Employee Productivity Improvement Strategies In Oil Refinery Environments Automated Workforce Management Helps Reduce Maintenance Backlogs, Increase Safety Compliance and Improve Profitability CONTENTS

### Prescriptive Analytics. A business guide

Prescriptive Analytics A business guide May 2014 Contents 3 The Business Value of Prescriptive Analytics 4 What is Prescriptive Analytics? 6 Prescriptive Analytics Methods 7 Integration 8 Business Applications

### Everything you need to know about call center service level. talkdesk www.talkdesk.com // 2

// 2 // table of contents // INTRODUCTION // 04 01 // Selecting a Service Level Objective // 08 02 // Calculating Service Level // 17 03 // Causes of Low Service Level // 26 04 // How to Enhance Service

### Forecasting and Planning a Multi-Skilled Workforce: What You Need To Know

Welcome Forecasting and Planning a Multi-Skilled Workforce: What You Need To Know Presented by: Skills Scheduling What is it? Scheduling that takes into account the fact that employees may have one or

### Contact Center Planning Calculations and Methodologies

Contact Center Planning Calculations and Methodologies A Comparison of Erlang-C and Simulation Modeling Ric Kosiba, Ph.D. Vice President Interactive Intelligence, Inc. Bayu Wicaksono Manager, Operations

### A Contact Center Crystal Ball:

A Contact Center Crystal Ball: Marrying the Analyses of Service, Cost, Revenue, and Now, Customer Experience Ric Kosiba, Ph.D. Vice President Interactive Intelligence, Inc. Table of Contents Introduction...

### LEAN & MEAN: COST REDUCTIONS STRATEGIES FOR THESE UNCERTAIN ECONOMIC TIMES by Maggie Klenke and Penny Reynolds The Call Center School

LEAN & MEAN: COST REDUCTIONS STRATEGIES FOR THESE UNCERTAIN ECONOMIC TIMES by Maggie Klenke and Penny Reynolds The Call Center School While some businesses have been thriving lately, most have been feeling

### Customer Care Management

Customer Care anagement Just in time!! Knowledge and skills for the customer support professional Time Tracking in the Contact Center Time Tracking Command and control is, perhaps, the most fundamental

### IE X TotalView Wor k force Management Advanced Features

The IEX TotalView system s powerful advanced features help contact centers enhance operational efficiency and effectiveness Benefits: multiskilled environment versus results critical applications IE X

### AS-D2 THE ROLE OF SIMULATION IN CALL CENTER MANAGEMENT. Dr. Roger Klungle Manager, Business Operations Analysis

AS-D2 THE ROLE OF SIMULATION IN CALL CENTER MANAGEMENT Dr. Roger Klungle Manager, Business Operations Analysis AAA Michigan 1 Auto Club Drive Dearborn, MI 48126 U.S.A. Phone: (313) 336-9946 Fax: (313)

### A New Definition of Workforce Management

A New Definition of Workforce Management Ric Kosiba, Ph.D. Vice President Interactive Intelligence, Inc. Brian Spraetz Solutions Marketing Manager Interactive Intelligence, Inc. Table of Contents Introduction...

### A New Look at the Call Center Top Twenty

A New Look at the Call Center Top Twenty The evolution of a simple call center into a multi-channel contact center doesn t just happen overnight. You many need to add or upgrade technologies, and certainly

### WHITE PAPER. Remedy Your Scheduling Pains and Meet Financial, Clinical, and Operational Goals

WHITE PAPER Remedy Your Scheduling Pains and Meet Financial, Clinical, and Operational Goals Despite healthcare s embrace of cutting-edge clinical technology, it s not uncommon today to find hospital managers

### Exceptions Policy: Effective Schedule Management

Exceptions Policy: Effective Schedule Management Rebecca Wise Abstract So much energy goes into creating a daily plan for meeting contact center objectives only to be wasted when the plan is not followed

### Business Motivators for Cloud-Based Contact Center Interaction Recording and Quality Monitoring

Business Motivators for Cloud-Based Contact Center Interaction Recording and Quality Monitoring Business Motivators for Cloud-Based Contact Center Interaction Recording and Quality Monitoring About incontact

### 2014 Workforce Management Seminars

2014 Workforce Management Seminars 5 Module Workforce Management Core Programme Data Collection and Analysis: Getting Off to the Right Start Review data sources for the WFM process and needed adjustments

### Call Center Workforce Management Competency Definitions

Call Center Workforce Management s Contact center management professionals pursuing certification will demonstrate an understanding of the principles that form the foundation of these competencies and

### Easy Start Call Center Scheduler User Guide

Overview of Easy Start Call Center Scheduler...1 Installation Instructions...2 System Requirements...2 Single-User License...2 Installing Easy Start Call Center Scheduler...2 Installing from the Easy Start

### WHITE PAPER. The Five Fundamentals of a Successful FCR Program

The Five Fundamentals of a Successful FCR Program April 2012 Executive Summary Industry analysts agree that First Contact Resolution (FCR) is the best way to measure the effectiveness of your contact center.

### Workforce Management:

Workforce Management: What Is It? Do You Need It? Rebecca Wise In order to meet the objectives of Workforce Management of having the right people in place at the right time, contact center managers must

### Workforce Management for Skills Based Routing:

Workforce Management for Skills Based Routing: The Need for Integrated Simulation Paul Leamon Abstract Typical scheduling methods, such as Erlang C or multi-server queuing formulas, become less effective

### NICE BACK OFFICE SOLUTIONS. Improve the Efficiency and Effectiveness of Your Back Office Operations. www.nice.com. Insight from Interactions

NICE BACK OFFICE SOLUTIONS Improve the Efficiency and Effectiveness of Your Back Office Operations Insight from Interactions www.nice.com INTRODUCTION In today s competitive marketplace, your company has

### The Pipkins Advantage Five Powerful Features That Set Us Apart

The Pipkins Advantage Five Powerful Features That Set Us Apart The Pipkins Advantage Five Powerful Features That Set Us Apart Page 2 Overview The current economy is driving financial decisions and it is

### KRONOS iseries CENTRAL SUITE

KRONOS iseries CENTRAL SUITE Scheduling Solutions Guide Optimize Staff Schedules and Productivity GAIN A COMPETITIVE EDGE with Automated Labor Scheduling Every industry faces changes in business demand

### Measures of WFM Team Success

Measures of WFM Team Success By Maggie Klenke, The Call Center School A frequent question from workforce management (WFM) professionals is how do I measure the success of the WFM team? This is a challenge

### Creating Real Value for Your Customers and Your Organization in the Call Center

2011 The Business Value in Balancing Call Center Efficiency with Customer Satisfaction Creating Real Value for Your Customers and Your Organization in the Call Center Sponsored by 1 Striking the Balance

### CONTACT CENTER TEAM PRODUCTIVITY SUITES ENHANCE EFFICIENCY

CONTACT CENTER TEAM PRODUCTIVITY SUITES ENHANCE EFFICIENCY A WHITE PAPER ON THE BENEFITS OF DEPLOYING AN ADVANCED, CONFIGURABLE CONTACT CENTER TEAM APPLICATION SUITE; ENHANCES PRODUCTIVITY, DELIVERS SUBSTANTIAL

### Call Center Workforce Management Competency Definition Outlines

Call Center Workforce Management Competency Definition Outlines Workforce Management The purpose of this document is to provide definition around the Call Center Management Competencies for the Workforce

### Prepared On Behalf of:

C3-8 ICBC Call Center Workforce Review Prepared On Behalf of: The Canadian Office and Professional Employees Union 378 (COPE 378) December 2014 Submitted by: Penny Reynolds Call Center Workforce Consultant

### 4 Steps For Improving Healthcare Productivity Using Dashboards and Data Visualization

Steps For Improving Healthcare Productivity Using Dashboards and Data Visualization p Steps For Improving Healthcare Productivity Introduction In our real-world example hospital, it s the job of the Chief

### ( ) The CFO Guide to Budgeting Software: 10 Key Elements Companies Should Look For

The CFO Guide to Budgeting Software: 10 Key Elements Companies Should Look For ( ) A mid-sized business needs the same financial performance control and measurement capabilities as a large corporation,

### Finding Costs Hidden in Your Contact Center Plans

Finding Costs Hidden in Your Contact Center Plans Ric Kosiba, Ph.D. Vice President Interactive Intelligence, Inc. Table of Contents The Core Contact Center Management Problem... 3 The Role of the Operational

### Working Hand In Hand to Deliver the Customer Experience - Workforce Management and Intelligent Routing

1 Working Hand In Hand to Deliver the Customer Experience - Workforce Management and Created by Jamie Pickup Workforce Optimisation Business Consultant Sabio Workforce Management and Call Routing systems

### Simulation of a Claims Call Center: A Success and a Failure

Proceedings of the 1999 Winter Simulation Conference P. A. Farrington, H. B. Nembhard, D. T. Sturrock, and G. W. Evans, eds. SIMULATION OF A CLAIMS CALL CENTER: A SUCCESS AND A FAILURE Roger Klungle AAA

### Moving from Zero to 90 in 60 Seconds Your Contact Center on the Fast Track to Efficiency, Productivity, and Profitability

White Paper Moving from Zero to 90 in 60 Seconds Your Contact Center on the Fast Track to Efficiency, Productivity, and Profitability Executive Summary If your operations are comparable to those of the

### The 5-P Prescription for Getting Workforce Management. Authored for NICE Systems by Wise Workforce Strategies. www.nice.com

The 5-P Prescription for Getting Workforce Management Authored for NICE Systems by Wise Workforce Strategies www.nice.com TABLE OF CONTENTS EXECUTIVE SUMMARY... 3 THE IMPORTANCE OF GETTING WORKFORCE MANAGEMENT...

### Analytics-driven Workforce Optimization

Analytics-driven Workforce Optimization > What if your organization could improve everything about how it delivers customer service? What if you could serve customers better and more cost effectively while

### Break Down the Contact Center Wall

FINANCIAL SERVICES Care Services Break Down the Contact Center Wall Four reasons consumer banking profits from a flexible contact center model. Break Down the Contact Center Wall Four reasons consumer

### ABSTRACT. 2016 Workforce Management Product and Market Report

ABSTRACT 2016 Workforce Management Product and Market Report 1 DMG Consulting s 9th annual Workforce Management Product and Market Report provides the most thorough and detailed overage of this technology

### Rule-based Traffic Management for Inbound Call Centers

Vrije Universiteit Amsterdam Research Paper Business Analytics Rule-based Traffic Management for Inbound Call Centers Auteur: Tim Steinkuhler Supervisor: Prof. Dr. Ger Koole October 7, 2014 Contents Preface

### Executive Insight: Multi-Sourcing. By Rudy Vidal, incontact and Matt McConnell, Knowlagent

Executive Insight: Multi-Sourcing By Rudy Vidal, incontact and Matt McConnell, Knowlagent Although call center environments vary, most executives share two common goals for improving the frontline: to

### 4 steps for improving healthcare productivity. Using data visualization

steps for improving healthcare productivity Using data visualization p Introduction In our real-world example hospital, it s the job of the Chief Nursing Executive (CNE) to manage overall patient care

### Strategies for Improving Schedule Adherence. How to Realize the True Value of Workforce Management

Strategies for Improving Schedule Adherence How to Realize the True Value of Workforce Management Los Angeles, November 2011 Strategies for Improving Schedule Adherence The True Value of Workforce Management

### Brochure. HP Qfiniti Workforce. Expedite superior contact center performance with the HP Qfiniti 10 workforce management module

Brochure HP Qfiniti Workforce Expedite superior contact center performance with the HP Qfiniti 10 workforce management module HP Qfiniti s intelligent modular product suite for multichannel contact centers

### WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE

WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE FROM A LEADER IN WORKFORCE MANAGEMENT SOLUTIONS www.mitcsoftware.com INTRODUCTION Labor costs are the largest controllable expense for most contractors. Contractors

### Performance Management: Timely Information to Drive Results

Performance Management: Timely Information to Drive Results Paul Leamon Looking for ways to ways to improve the efficiency and effectiveness of your contact center? Want to transform your operation from

### Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas

Introduction to Strategic Supply Chain Network Design Perspectives and Methodologies to Tackle the Most Challenging Supply Chain Network Dilemmas D E L I V E R I N G S U P P L Y C H A I N E X C E L L E

### Workforce Optimization

Workforce Optimization What if your organization could improve everything about how it delivers customer service? What if you could serve customers better and more cost effectively while mining valuable

### Schedule Adherence: WHITE PAPER. 7 Not- So- Best Practices and How to Make Them Better. Authored by: Rebecca Wise Girson Wise Workforce Strategies

WHITE PAPER Schedule Adherence: 7 Not- So- Best Practices and How to Make Them Better Authored by: Rebecca Wise Girson Wise Workforce Strategies Sponsored by: NICE Systems Executive Summary Many of today

### WHITEPAPER. 5 reasons why you need to move to cloud HRMS

WHITEPAPER 5 reasons why you need to move to cloud HRMS Introduction Global economic growth is creating new levels of competition for people and there is an ongoing battle for talent. Organizations are

### Kronos. Workforce Ready for small and midsize businesses. It s enterprise-class workforce management. Simplified.

Kronos Workforce Ready for small and midsize businesses It s enterprise-class workforce management. Simplified. How can you best grow in today s tough economic climate? A key strategy in the current economic

### Driver-Based Planning for Budgets & Forecasting

Line managers and finance staffs are frustrated by the inadequacies of spreadsheet based planning systems for delivering useful budgets and rolling forecasts. A major problem is the disconnect between

### A Practical Guide to Seasonal Staffing Alternatives

A Practical Guide to Seasonal Staffing Alternatives It s summer and time to plan for your peak staffing needs for the busy holiday season. While your base staff will carry you throughout the summer, you

### It s Time to Fix Back-Office Operations

It s Time to Fix Back-Office Operations September 2013 Sponsored By: - 1 - DMG Consulting LLC Table of Contents Introduction... 1 Back-Office Workforce Optimization Suites... 1 Solving the Work Allocation

### Workforce Management for Non-Workforce Managers

Workforce Management for Non-Workforce Managers Michele Borboa April 28, 2008 Introductions Michele Borboa 25 years of call center experience Former VP of Workforce Management at a large Fortune 250 corporation.

### Creating an effortless customer experience requires insider knowledge from three key stakeholders:

Consider the impact of every contact center agent having the knowledge, tools and ability to provide a flawless experience; think about the results that are possible when an organization perfectly aligns

### Realizing the Full Promise of Workforce Management Technology:

Realizing the Full Promise of Workforce Management Technology: Avoiding Mistakes that Short-Change Your Investment Maggie Klenke Founding Partner The Call Center School Since the cost of staffing in most

### Labor Planning and Budgeting for Retail Workforce Agility

Labor Planning and Budgeting for Retail Workforce Agility To establish an optimal workforce, retailers must eliminate the inefficiencies in managing their staff to more accurately schedule employees. This

### SCHEDULING REMEDIES FOR HUMAN SERVICE ORGANIZATIONS

SCHEDULING REMEDIES FOR HUMAN SERVICE ORGANIZATIONS FROM A LEADER IN AGENCY WORKFORCE MANAGEMENT SOLUTIONS www.mitcsoftware.com INTRODUCTION Despite embracing technology, human service organizations today

### White Paper: Cost Effective Work Force Optimization for the Small Call Center

White Paper: Cost Effective Work Force Optimization for the Small Call Center Cost Effective Work Force Optimization for the Small Call Center According to conventional wisdom, the return on investment

### A Model for Creating and Measuring Productivity Improvement

A Model for Creating and Measuring Productivity Improvement If you can measure it, you can improve it. Peter Drucker Peter Drucker s well-known comment sets a deceptively simple expectation for us namely

### The Modern Contact Center and Workforce Management s Vital Role:

The Modern Contact Center and Workforce Management s Vital Role: Debbie May Contact center managers are under increasing pressure to deliver a higher level of customer service with a lower operating budget.

### Hospital Staffing Optimizer. Forecasting patient demand for better hospital staffing. Profit from Big Data flow

Hospital Staffing Optimizer Forecasting patient demand for better hospital staffing Profit from Big Data flow 2 Overview Advanced science and predictive analytics can now be applied to accurately predict

### BEFORE YOU HIRE: IDEAS FOR MEETING SERVICE LEVELS WITH EXISTING STAFF

strategic staffing / dec 2014 BEFORE YOU HIRE: IDEAS FOR MEETING SERVICE LEVELS WITH EXISTING STAFF Address staffing needs by optimizing schedules, crosstraining and reducing absenteeism. By Joanna Marks

0 Contents 1 Introduction... 3 2 History and Evolution... 4 2.1 What Is Skills Based Routing?... 4 2.2 Applications of Today's Skills Based Routing... 6 2.2.1 Overflow Routing... 6 2.2.2 Highly Targeted

### Justifying Simulation. Why use simulation? Accurate Depiction of Reality. Insightful system evaluations

Why use simulation? Accurate Depiction of Reality Anyone can perform a simple analysis manually. However, as the complexity of the analysis increases, so does the need to employ computer-based tools. While

### Time and Attendance Strategies for the Modern Workforce

White Paper Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking

### Project Costing for Maximum Profitability. Companies Rely on Project-Based Timesheet Solutions to Increase Profits and Surpass Competitors

Project Costing for Maximum Profitability Companies Rely on Project-Based Timesheet Solutions to Increase Profits and Surpass Competitors To be competitive in most markets today, companies must have a

### It s enterprise-class workforce management. Simplified.

It s enterprise-class workforce management. Simplified. ---.. ' ---- - ---t -- - - - - -....-,~ - r.- -- How can you best grow in today s tough economic climate? A key strategy in the current economic

### WHITE PAPER ANALYSIS AND CASE STUDIES. Making big gains with agent motivation

WHITE PAPER ANALYSIS AND CASE STUDIES Making big gains with agent motivation THE IMPORTANCE OF AGENT MOTIVATION Employee motivation is one of the most important factors in your call center s success. It

### Call Center Math: Managing by the Numbers

HTHTS April TeleConference Workshop Leader Call Center Math: Managing by the Numbers Presented by: Penny Reynolds is a Founding Partner of The Call Center School where she heads up curriculum development.

### Schedule, Jr.: Professional Scheduling in a Small Company Alex S. Brown, PMP Strategic Planning Office Manager, Mitsui Sumitomo Insurance Group, USA

Schedule, Jr.: Professional Scheduling in a Small Company Alex S. Brown, PMP Strategic Planning Office Manager, Mitsui Sumitomo Insurance Group, USA Introduction Most scheduling techniques were developed

### System Overview. Tel: 1.877.501.7776 spro@edpsoftware.com

System Overview Tel: 1.877.501.7776 spro@edpsoftware.com 1 SYSTEM BENEFITS Reduce the time and cost of scheduling Automate schedule creation and overtime allocation to employees. SchedulePro simplifies

### Top Tips for Managing the Contact Center Strategy. Ric Kosiba, Ph.D. Vice President, Bay Bridge Decision Group, Interactive Intelligence, Inc.

Top Tips for Managing the Contact Center Strategy Ric Kosiba, Ph.D. Vice President, Bay Bridge Decision Group, Interactive Intelligence, Inc. Table of Contents Introduction... 3 The Importance of the Strategic

### Building Capacity. Final Report. November 2013

Building Capacity Final Report November 2013 1. Background One of the key challenges facing Personal Tax is improving the service we offer our customers against a backdrop of compressed budgets. Although

### WHITEPAPER PROACTIVE PERFORMANCE MANAGEMENT USING INTELLIGENT INTRADAY AUTOMATION

WHITEPAPER PROACTIVE PERFORMANCE MANAGEMENT USING INTELLIGENT INTRADAY AUTOMATION PROACTIVE PERFORMANCE MANAGEMENT USING INTELLIGENT INTRADAY AUTOMATION Executive Summary Each day, contact center workforce

### Risk Assessment Worksheet and Management Plan

Customer/Project Name: The Basics There are four steps to assessing and managing risks, and effective risk management requires all four of them. 1. Identify the risks 2. Qualify the risks a. Assess each

### Transforming Back Office Efficiency: Five Steps to Peak Performance

Transforming Back Office Efficiency: Five Steps to Peak Performance TABLE OF CONTENTS Introduction...1 Complexity Beyond the Contact Center...1 The Back Office Opportunity... 2 Five Steps to Peak Back

### Time and Attendance Strategies for the Modern Workforce. Moving beyond yesterday s solutions in workforce management

Time and Attendance Strategies for the Modern Workforce Moving beyond yesterday s solutions in workforce management Executive Summary Organizations today are operating in a period of breathtaking technological

Forward Visibility for Your BusinessTM TM Strengthen Customer Relationships. Why is planning in the contact center environment difficult? A company s call center is its most visible strategic weapon. It

### Customer Service Analytics: A New Strategy for Customer-centric Enterprises. A Verint Systems White Paper

Customer Service Analytics: A New Strategy for Customer-centric Enterprises A Verint Systems White Paper Table of Contents The Quest for Affordable, Superior Customer Service.....................................