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SESSION 303
Wednesday, May 10, 3:00pm - 4:00pm Track: Service Desk Foundations
Workforce Management: A Must-Have Skill for Any Organization Richard Sykora Product Support Manager, Blackbaud [email protected]
Session Description IIt’s amazing how many organizations, no matter the size, don’t use workforce management (WFM) tools. Good forecasting and scheduling techniques can make or break a support center’s performance, so it’s vital that managers have a firm understanding of the concept. This session will give you that conceptual knowledge, along with best practices and peer success stories to help you implement a WFM strategy in your support center.
Speaker Background Richard Sykora has been in customer service management for more than eighteen years. Taking best practices from one organization and applying them to the next organization, Richard has developed successful models that are relevant to any organization, in any industry. Experienced in a wide range of service delivery models, including national and global operations, Richard currently manages internet product support teams at Blackbaud and is a keynote speaker in the customer service arena.
Session 303: Workforce Management: A Must-Have Skill for
Any Organization
Richard Sykora
Agenda
• Quick Intro
• Why Talk About Workforce Management (WFM)?
• Assessing The Audience
• What is WFM
• How Does Lean and Return On Investment (ROI) fit into WFM?
• Q&A
Richard Sykora
• 20 + Years in Support and Customer Service
• National & Global Operations
• Small to Medium (6 seats to 420)
• HDI Member, Past Speaker
• Community Leader/Career Counselor
• Currently Blackbaud Support Leadership Team
• Lean Practitioner
Why WFM?
2016/15 TECHNICAL SUPPORT PRACTICES & SALARY REPORT
62% Reported they do not use WFM tools
63% - 2015
Why WFM?
• Through research and discussions with peers across the industry, questions related to WFM followed a certain theme:
– What is Forecasting
– What is an FTE (Full Time Employee)
– What is Adherence/Exceptions/Shrinkage?
– What does ROI/Lean have to do with WFM?
Assessing The Audience
• Why? Help Guide The Conversation
• First Time HDI?
• New Supervisor / Manager?
• Ever Used WFM Tools?
• Size of Org? 1-7/8-15/16-40/40-100/100+
What Is WFM• Work Force Management (WFM) - is all about assigning the right
employees with the right skills to the right job at the right time. (Wiki) $$$$
• Could be done manually, typically use a tool (larger the organization, more complex)
• Essential to streamline scheduling, floor operations, headcount needs
• Assists in future needs (forecasting), can also be used as time keeping
• Helps to achieve Service Level Agreements (SLA’s) and Metric goals such as Average Speed to Answer (ASA), Average Handle Time (AHT),
What Is WFM
• Scenario – Schedule Your Team With:
– 220 call per day
– Answer contacts in less than 60 seconds
– Staff for Chat as well as phone
– 90% SLA, Average talk time 10 minutes
What Is WFM
Erlang-C A typical formula to calculate delays or predict wait times
Simple Tools to Complex Tools
Components to WFM
• There are various parts and functions of WFM
• Many variables go into calculations
• Produces staffing needs, schedules, volume trends, ad hoc needs of your operation
Components to WFM
Forecasting Volume And Seasonality
Increments Intraday Shrinkage
Channels What If Scenarios
Performance Goals
Off Schedule Needs
WFM Forecasting Meetings
Lunch/Breaks Scheduling
Adherence Exceptions Variance
Components to WFM
• Forecasting – Analyzing historical data to predict the future
• Volume and Seasonality – Typically use 8-12 weeks past data, plus any seasonality changes. Include variance for releases, special days, etc. Get rid of outliers
• Increments (30/15/10 min) – based on YOUR operation, not one way is right. Driven by telephony system and AHT data
Components to WFM
• Intraday – Change in planned setup as the day goes on. Must stay on top of intraday (ad hoc) data
• Shrinkage – A planned value to expect x FTE’s (Full Time Employees) off the schedule for variety of reasons. Typically 13%
Components to WFM
• Channels – How the user/customer contacts you… walk up/email/phone/chat. How different are they in talk time, 1:many versus 1:1. Do not blend then in scheduling for a more accurate result
• What If Scenarios – more mature WFM tools have this neat feature
• Off schedule needs – KCS, trainings, career dev, schedule these
Components to WFM
• Performance goals (manage to the monthly) –WFM tools often ask input on key performance metrics (KPI’s) targets – FTE, ATT/AHT, volume, % Abandons, SLA target, ASA. Very configurable in more mature tools. Manage to the monthly outcomes
• WFM Forecasting meetings – Recurring meetings with the WFM analyst to plan, lock in, make adjustments as needed prior to publishing schedules. Highly valuable.
Components to WFM
• Lunch/Breaks scheduling – Schedule Lunches to optimize coverage. That goes for breaks, too (some places it’s the law to show)
• Adherence – Are the agents doing the things you need them to do at the time they are supposed to do it (be in routing, doing research, at lunch) if not these cause variance and exceptions to the schedule
Components to WFM
• Exceptions – time markers, indicators, when the scheduled activity was not followed
• Variance – The difference of your planned scheduled compared to how the day ended. Volume, FTEs, exceptions, etc… need to keep eye on the variance %. Lower the variance, more targeted and focus, and accurate your schedules will be. Larger variance will cause rework, and intraday changes which may not best outcome for your coverage and SLAs
How Does Lean and ROI fit into WFM?
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Mon Tue Wed Thu Fri
Weekly Performance
volume SLA SLA Target FTEs
volume SLASLA Target FTEs
Mon 1281 91 85 44
Tue 1403 65 85 44
Wed 1340 87 85 44
Thu 1320 89 85 44
Fri 1109 94 85 44
How Does Lean and ROI fit into WFM?
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Mon Tue Wed Thu Fri
Adjusted Weekly Performance
volume SLA SLA Target FTEs
volume SLASLA Target FTEs
Mon 1281 86 85 42
Tue 1403 85 85 46
Wed 1340 87 85 44
Thu 1320 86 85 43
Fri 1109 85 85 37
How Does Lean and ROI fit into WFM?
• We shifted FTEs to accommodate Volume• More closely in line with published SLAs• More consistent customer experience for each day
• Reduced total hours by 64• Labor Rate is $41 per hour• Saved $2,624 weekly• Annualized at $136K savings just by tweaking the schedule
• More creative ways: Cross train/multi-skilling agents, flex hours, 4-10 hour shifts, use temp agencies to augment staffing (lower labor rate) especially during high season time frame
How Does Lean and ROI fit into WFM?
Observations from a team in (Actual):
• CSA scheduling random, no structure, messy• CSA’s shifts changed daily• Adherence to shifts not monitored• Volume not forecasted in BP
How Does Lean and ROI fit into WFM?Observations from a team in (Actual):
• 1:1 not being performed, few or no feedback to CSA’s• CSA’s not scheduled to receive QA
• 20 FTE’s, 9+ minute ASA, • 10%-15% Abandonment rate• 7K OT per month
How Does Lean and ROI fit into WFM?
Staggered Scheduling
Meeting SLA Goals
How Does Lean and ROI fit into WFM?
Outcomes to WFM Changes:
Decrease in ASA from 9:00 minute to 2:00 – 4:00 rangeDecrease in Abandoned call from +10% to 5% or lessDecreased OT from 7K to 1.1K per monthDecrease in Exceptions and administrative tasksStructured ScheduleDecrease in FTE heads by 4Increase CSAT from 86% - 94% (sustained, and long term)
How Does Lean and ROI fit into WFM?
ROI Impact ($3400 per month per CSA)
4 FTE decrease (3400*4*12 months) = $163KOT decrease from $7K to $1.1K (7-1.1*12) = $70K
ROI Impact $233K Annually
Contact Me!
Richard Sykora
https://www.linkedin.com/in/richardsykora
WFM
Q&A
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