This is the fourth in a five-part series called “Customer Service Essentials,” a series showcasing the foundations of operating a service organization and how our research can help you shape better customer service. You can read Part One, Part Two, and Part Three here.
Managing a team is never easy. Between the careful scheduling and constant monitoring, overseeing an entire workforce can be a daunting task to say the least. Add to that the complexity of today’s customer service world – with dozens of customer touchpoints and unpredictable volume – and you’ve got a real headache on your hands.
It’s no surprise that more than 70% of companies report using workforce management (WFM) technology as an aid. But, what we’re hearing from executives in our forums makes us think this tool may be creating more problems than it helps solve. Many admit they struggle to use the technology effectively. In fact, some even opt to forecast manually, saying that it’s more accurate than using expensive technology platforms.
So, what’s the solution? WFM technology is certainly designed to work effectively—but it requires the right inputs and necessary rigor. To fully utilize the promise of WFM technology and create a good workforce management strategy, it’s important to first get these basics right.
- Create accurate forecasts. Layers of customer-facing channels, call types, and rep responsibilities can easily make forecasting a difficult task. With so many service level goals to reach and call types to handle, it’s no surprise that many companies struggle to keep everything in order. To make forecasts as accurate as possible though, it’s important to establish rigor. Prioritize business objectives to avoid clouding forecasting with too many various goals, and separate forecasting by call type to consider factors that are unique to each.
- Create effective schedules. Striking that right balance in scheduling can be difficult, but it’s important to remember that flexibility is paramount. Give reps a variety of scheduling options—“weekend warrior” shift vs. compressed workweek shift—and more freedom to manage their own time. This lets employees tailor their schedules to their own needs and preferences, and does a lot to increase staff engagement and improve productivity.
- Drive efficiency through adherence. Service levels mean little without adherence, but unrealistic adherence goals can do more harm than good. Instead, foster true rep desire in meeting goals by making them realistic and logical for reps. Educate staff on the larger impacts of the goals and create guardrails to protect reps against factors outside of their control.
What do you think? What are your concerns about your WFM system, and what are some creative ways you’ve solved them?
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