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DRIVE PROFITABILITY BY LEVERAGING WFM PRINCIPLES: STRATEGIES ON HOW TO LEVERAGE THE POWER OF YOUR WFM TEAM TO REDUCE COSTS
Charles Watson, Innovative Workforce SolutionsTatiana Goff-Morrell, AMEX Global Business Travel
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SPEAKER BIO – CHARLES WATSON
CEO, Innovative Workforce Solutions, a company focused on call center and back office optimization for companies of all sizes
Experienced Operations Planning and Workforce Management Executive
Over 20 years in Workforce Management
Expertise in contact center and back office WFM and operations planning technologies
Has lead Workforce Planning functions for large BPOs, leading financial services, travel and healthcare companies
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SPEAKER BIO – TATIANA GOFF-MORRELL
Director of Workforce Management – Americas region at AMEX Global Business Travel
18 years in Workforce Management
Responsible for Capacity Planning, Scheduling, and Real Time Management for US, Canada and Latin America
MBA from Regis University with emphasis in International Business
BS from Regis University in Computer Information Systems
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YOUR WFM TEAM IS A STRATEGIC ASSET
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In today’s competitive environment, organizations are called upon to leverage all capabilities for a competitive advantage
WFM is at the intersection of the people, data and productivity of an organization
WFM is well-positioned to serve up intelligence and recommendations to fundamentally change the profitability of a business
Leverage these strengths to make a difference in your organization!
WHERE TO LOOK?
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These areas can drive significant financial savings!
Team/queue set-up Balance economy of scale with processing efficiency Hours of operations
Utilization Shrinkage – Where is this spend going? Occupancy – Increasing has direct savings
Service level objectives Rethink your SL objectives
Most organizations set this and never revisit Look at customer experience data for correlations
Always communicate in terms of dollars or FTE
TRANSFORMING INFORMATION INTO ACTION
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Calculate benefits and formulate tradeoffs and scenarios
Use the data to tell a financial story – Get their attention
Involve stakeholders - Are you solving their problem?
Gain buy-in before involving senior leadership
Use your data to tell a story people want to hear
SAVING $$$ THROUGH CONSOLIDATION
SCENARIOS:P4 P5 P6 P7 P8 P9 P10 P11 P12
A: Hal HT and Aur HT 1 Combined: HAL HT Current Req. 10.1 8.7 9.6 10.1 9.8 9.6 10.3 9.8 11.2Aur HT 1 Current Req. 22.8 21.8 21.9 23.1 19.6 19.6 18.6 17.2 18.6
Total Current Req: 32.9 30.5 31.5 33.2 29.3 29.2 28.9 26.9 29.8Combined Req: 30.8 28.6 29.9 31.4 27.1 27.0 26.8 24.8 27.3
FTE Savings: 2.0 1.8 1.6 1.9 2.2 2.1 2.1 2.2 2.5
P4 P5 P6 P7 P8 P9 P10 P11 P12B: HT Red and Roch HT Combined: HT Red Current Req. 14.0 11.1 11.0 12.7 13.0 12.5 13.6 12.9 16.4
Roch HT Current Req. 12.3 9.4 9.5 10.6 9.3 9.3 8.9 8.5 9.9Total Current Req: 26.3 20.5 20.4 23.3 22.3 21.8 22.5 21.4 26.3
Combined Req: 24.5 18.8 18.7 21.4 20.2 19.8 20.4 19.4 23.5FTE Savings: 1.8 1.7 1.7 2.0 2.1 2.0 2.1 2.1 2.8
Total FTE savings in 2 Teams: FTE Savings: 3.9 3.5 3.3 3.8 4.3 4.2 4.3 4.2 5.3
P4 P5 P6 P7 P8 P9 P10 P11 P12C: All 4 Groups Combined: HAL HT Current Req. 10.1 8.7 9.6 10.1 9.8 9.6 10.3 9.8 11.2
Aur HT 1 Current Req. 22.8 21.8 21.9 23.1 19.6 19.6 18.6 17.2 18.6HT Red Current Req. 14.0 11.1 11.0 12.7 13.0 12.5 13.6 12.9 16.4
Roch HT Current Req. 12.3 9.4 9.5 10.6 9.3 9.3 8.9 8.5 9.9Total Current Req: 59.2 50.9 51.9 56.6 51.7 51.0 51.4 48.3 56.0
Combined Req: 53.5 46.0 47.0 50.9 45.6 45.2 45.5 42.5 48.9Total FTE savings: One combined team FTE Savings: 5.7 5.0 4.9 5.6 6.1 5.8 5.9 5.8 7.1
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For this organization:• A savings of 2 FTEs would be ~$60k annualized• A savings of 5 FTEs would be ~$150k annualized
Keep in mind that while you get economy of scale, AHT may go up
THE RELATIONSHIP BETWEEN KEY METRICS
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ServiceLevel
ASAOccupancy
AHTAbandon
ASA •ASA up when SL down
SL%•SL down when ASA & occupancy up
Occupancy
•Occ% up when SL down
•$ savings
AHT•AHT up when SL
down & occupancy up
•$ cost
ABN%
•Abandon up when SL down & occupancy up
•$ cost
Educate your operations for better decision
making
SERVICE LEVEL / OCCUPANCY TRADEOFF
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ASSUMPTIONS• Performance metrics - Daily • Average period level volume - SA Premier calls ~162k (P9‘14 – P3‘15)• Current SL goal - 70% in 30 seconds
• ASA 28 seconds• Occupancy 92%• Abandon 3%
FINDINGS• Increasing ASA increases occupancy and decreases cost• Ensure resulting service level and abandon rate meet your customers’ expectations
Abn Rate Abn calls ASA Occ % SL% Occupancy Savings by Period
Sample Team
3% 4,225 28 92% 70% Baseline3% 4,875 35 93% 65% $ 5,524 4% 6,499 40 94% 60% $ 10,931 4% 6,337 45 94% 57% $ 10,931 5% 7,312 50 94% 52% $ 10,931 5% 8,287 55 95% 49% $ 10,931 6% 9,749 60 95% 48% $ 10,931 6% 10,237 70 95% 45% $ 16,223 7% 11,212 80 95% 40% $ 16,223 8% 12,674 90 96% 36% $ 16,223 9% 13,811 100 96% 28% $ 21,406
SUMMARY
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Leverage WFM to become a powerful asset:
Use data to tell a story• Communicate in the language of your stakeholders
Scenarios• Provide options and tradeoffs so the business can make informed
decisions
Be active• Actively engage the business, don’t let WFM be just order takers
THANK YOU !!
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For more information:
Charles Watson – Innovative Workforce SolutionsWebsite:
http://innovativeworkforce.solutions Blog: http://charlesawatson.wordpress.com
• Phone: (210) 722-1336• E-mail: [email protected]
Tatiana Goff-Morrell – AMEX Global Business Travel• Phone (425) 208-1471• E-Mail: [email protected]
