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Workforce Management - ICMI @ Dreamforce 2010 Handout - Brent Haferkamp
1.
Workforce Management:
Are we doing the right things? Doing things right? Brent Haferkamp Senior Consultant, ICMI ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
2.
Today’s Agenda
• What is WFM? • Where are you now? • What should my team look like? • How can we tell if they are doing a good job? • Can we get the rest of the center on board? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
3.
What Is Workforce
Management? The process of forecasting the workload and applying the appropriate resources to handle that workload at service level 1. Workload includes inbound calls, outbound calls, emails, web chats, faxes, mail, etc. 2. Appropriate is important because you have to include all the factors that pull your agents from the phones and/or production work 3. Service Level – The basis for inbound call center staffing, but also includes response time objectives (email) and productivity (outbound) ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
4.
©2010 International Customer
Management Institute. All Rights Reserved. icmi.com I 800.672.6177
5.
Proactive
Data Administration Real-time mgmt Reporting Reactive Reports Short Term Methods Forecasting Long Term Scheduling Shrinkage Long Term/ Budget Staffing ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
6.
Where Are You
Now? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
7.
WFM Maturity Grid
5 Stages…You tell us… 0. Non Existent (N/A) Not doing it 1. Emerging (EMG) Trying to do it 2. Intermediate (INT) Doing the basics 3. Advanced (ADV) Doing advanced stuff 4. Mastery (MAS) Doing it right! ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
8.
WFM Maturity Categories
• Reporting • Scheduling – Data Administration – Methods – Reports – Shrinkage • Forecasting • Real Time – Long and Short Term Management • Staffing – Proactive – Long Term/Budget – Reactive ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
9.
Data Administration
0. N/A Do not manage rosters, calls and ACW Rosters inaccurate, difficulty counting calls 1. EMG and ACW Good call counting, rosters, and ACW but 2. INT difficulty managing changes Consistent use of phone modes, calls counted 3. ADV accurately, rosters effectively managed in major systems Full and effective integration between all 4. MAS systems that affect call center and other departments ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
10.
Reporting
0. N/A Do not look at numbers Use basic ACD reporting, creates some custom 1. EMG reports but have data or calculation errors Creates custom reports from main call center 2. INT systems with occasional data, definition or calculation errors Using a database to consolidate data and 3. ADV generate reports. Agreed upon definitions and calculations Has fully implemented report change control 4. MAS process ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
11.
Where Are You
Now? Post-Assessment 1. Data Administration 2. Reporting Any surprises? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
12.
Long and Short
Term Forecasting 0. N/A Not currently forecasting 1. EMG Let the WFM system do it, or use a “same as last week” model Actively cleans data for major anomalies, basic event or 2. INT driver planning and evaluates forecast performance at monthly or daily level Cleans data at the interval level, uses complex models to 3. ADV forecast and has dialogue with departments that effect forecasting Uses statistical methods to clean data, forecast and evaluate forecast performance. Has a clearly defined 4. MAS forecasting process and accountabilities, measures accuracy at the interval level and is proactively engaged regarding forecasts by all other departments ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
13.
Where Are You
Now? Post-Assessment 1. Long and Short Term Forecasting Any surprises? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
14.
Staffing: Long Term/Budget
Planning 0. N/A WFM team not involved in budget planning Using calls per hour or production based 1. EMG methods Using service level and set shrinkage 2. INT percentage to demonstrate center capacity but plans to not meet service level Has collaborative process that clearly identifies 3. ADV different types of shrinkage and plans to meet service level in all months Ties results into customer experience and 4. MAS validates results with payroll hours ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
15.
Where Are You
Now? Post-Assessment 1. Staffing: Long Term/Budget Planning Any surprises? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
16.
Scheduling
0. N/A Schedules created/maintained by supervisor or manager Manually building schedules based on “seat of pants” feel 1. EMG of busy periods. Little or no off-phone work scheduling Possess Erlang based WFM tools, but scheduling not tied 2. INT to workload. Schedules are generated based on employee preference or cost-basis. Scheduling based on interval workload and agent availability preferences. Scheduling off-phone work and 3. ADV have balanced net staffing results. Accounting for shrinkage factors Different schedules sets for seasonality, continual tweaking for events and hiring/attrition, adherence 4. MAS reviewed regularly and used to improve future schedule; balance of interval service level and employee satisfaction ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
17.
Where Are You
Now? Post-Assessment 1. Scheduling Any surprises? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
18.
Real Time Management
0. N/A Do not monitor real time performance “Calls in queue” focused, react when calls are in queue, 1. EMG but not much focus when there are no calls in queue Focus on adherence in the current interval, most off- 2. INT phone activity not scheduled, so time spent “hunting down” people All off-phone work is scheduled, beginning to focus on 3. ADV future intervals, however real-time “fire fighting” is still taking up large amount of time Utilizes escalation plans based on call thresholds, 4. MAS monitoring real-time, but majority of focus is future intervals and making adjustments to ensure target performance for future intervals ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
19.
Where Are You
Now? Post-Assessment 1. Real Time Management Any surprises? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
20.
What Should My
Team Look Like? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
21.
Workforce Management Team
Sizes • Overall ratio: 1 WFM per 45-60 agents • Factors that complicate that… – Number of forecast groups – Number of groups to staff – Complexity of workload – Amount of automation/self service – Bizarre business rules – Number of sites ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
22.
WFM Structure
WFM Leader Tactical- Long Term Plan Strategic- Enterprise Integration and Consistency Accountability- Long Term Staffing and GOS Forecasting Scheduling RTM Reporting T-Interval T-Schedule all T-Proactive T-Operational FCST shifts planning Reporting S-Long Term S- Shrinkage S-Real Time S-Data Reaction Plan Administration FCST A-Planned A-Actual GOS A-Report A-Forecast GOS (shared with effectiveness Accuracy Management) ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
23.
Workforce Management Job
Descriptions Workforce Forecaster Scheduler Real-Time Manager Reporting Management Administrator Leader Team’s primary Collects & stores Generates Maintains daily Produces & presents contact for WFM- historical data. schedules using roster changes for WFM reports on a related issues with Cleans & forecasts non-discretionary regular basis: other departments documents data instances Forecast Accuracy, Financial Service Level & Agent Coordinates training Researches Assigns Plans & schedules Ensures availability of and cross-training forecast drivers schedules to events like raw data flow from on the WFM team agents meetings, training & system to forecaster, vacation forecaster to scheduler, etc. Establishes & Generates Regularly Optimizes net reports on goals & forecasts: interval, optimizes breaks staffing with milestones for WFM daily, weekly, and lunches overtime and flexible team &quarterly/annual scheduling basis; re-forecasts if/when needed Reviews forecast Maintains Manages schedule accuracy schedule roster adherence changes due to attrition/hiring ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
24.
WFM Role Banding
Report Forecasters Developers Report Schedulers Clerks RTM Data Admin ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
25.
WFM Hiring/Training :
Myth or Fact? 1. They must be math geeks 2. Your supervisors can run the system themselves 3. They can train their replacements 4. Hire the person with Excel experience 5. You learn everything you need to know in the initial training 6. The system can do it all for you! 7. You only need 1 Administrator They are all myths! ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
26.
Hiring Workforce Managers
What makes a good workforce manager? – Loves numbers – Is sensitive to people – Leads from within – Fosters mutual respect – Appreciates collaboration – Values the opinions of others – Is by nature a detailed, analytical planner ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
27.
Hiring Process
1. Provide them with some “clean” data (not too clean but not crazy bad either); ask them to create forecast and 2. Provide actual (after you get the forecast) Have them create a presentation of Forecast and result 3. Conduct live presentation *Important note: Always check with and get Human Resources involved prior to implementing any new hiring/screening process ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
28.
How Can We
Tell If They Are Doing A Good Job? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
29.
WFM KPIs
Business Need KPI Definition Sample Goals Forecast IAP- Interval Percent of intervals 80% of intervals Accuracy Accuracy within +/- given within +/- 10% Percentage percent Scheduling Scheduled SL Percent of intervals at 80% of intervals Effectiveness by Interval end of schedule with predicted SL process that project between 75%- within goal range 95% Service Level Actual SL by Percent of intervals at 80% of intervals Performance Interval end of day within goal with SL between range 75%-95% Long Term Workload Workload hours 45%-55% Planning Percentage divided by Payroll Effectiveness of Payroll hours (incl. OT) Hours ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
30.
Create A Dashboard
• A Good Start: Create an internal dashboard for your WFM team and review it on a monthly basis • A Great Finish: Integrate and communicate with other parts of the organization! ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
31.
How Do We
Get The Rest Of The Organization On Board? ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
32.
Balancing the System
and the People WFM System Wants Agent Wants • Variable start times • Consistent schedule • Flexible hours per day stat/stop • Flexible days per week • Breaks and lunches with friends • Flexible breaks and lunches • Weekends off • Off phone time planned • Guaranteed hours around workload • Ability to switch when they • Exceptions in advance want • Consistent meeting times ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
33.
Where Is WFM
in the Big Picture? 1. The Final Authority – Creates a nasty, calls-per-hour culture – Results in an unbalanced focus on efficiency 2. The Disenfranchised Guru – suggestions on what to do if you know everything, but no one is listening 3. System Administrators – danger ahead ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
34.
Where Is WFM
in the Big Picture? 4. Balanced Workforce Management “Plan it … prove it!” ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
35.
Top 10 Pitfalls
To Avoid 1. Trying to do too much, too fast, too soon 2. Viewing WFM software as THE answer to all our challenges 3. Forgetting the human element 4. Isolating the WFM team from the rest of the center and the organization 5. Not communicating the WIIFM ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
36.
Top 10 Pitfalls
To Avoid 6. Backdating exceptions and focusing on “catching agents” 7. Not measuring and reporting on the WFM function 8. Having the wrong people in the roles. 9. Wrong tools, processes, methods, models 10. Don’t know what we don’t know…doing what we’ve always done ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
37.
Try something new!
"If you always do what you've always done, you'll always get what you always got.“ - Anonymous ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
38.
Thank you! ©2010 International
Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
39.
Sites/tools mentioned during
the presentation and/or Q&A… • www.erlang.co.uk - FREE Erlang add-in for MS Excel (the “erlang97.zip” works for all versions of Excel [97 and newer]) • EZForecaster - Forecasting add-in for MS Excel www.ezforecaster.com • ICMI - www.icmi.com • cc-Modeler - www.kooltoolz.com • Pipkins - Cloud based WFM solution www.pipkins.com ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
40.
ICMI
102 South Tejon Street, Suite 1200 Colorado Springs, CO 80903 US US and Canada: (800) 672-6177 Brent Haferkamp: brenth@icmi.com icmi.com Copyright © 2010 International Customer Management Institute (ICMI). All rights reserved. ICMI assumes no liability for error or omission. No part of this publication may be reproduced without the consent of the International Customer Management Institute (ICMI), with the exception of trade publications reporting on the data. In such cases, credit must be given to ICMI. The International Customer Management Institute (ICMI) is a registered trademark of United Business Media Limited in the United States and other countries. ICMI is a part of UBM Live, a division of United Business Media Limited. ©2010 International Customer Management Institute. All Rights Reserved. icmi.com I 800.672.6177
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