workforce management

1. Advanced WFM

3. 9/2/2023
Putting the right people, with the right skills, in the right place, at the right time,
to balance our client expectations, optimize internal efficiencies, while
considering our unique employee requirements.
Introduction WFM Mission Statement
3
WFM Mission Statement
| GEO@CRM | WFM Framework |
science and art

4. Contact Center Dynamics
Customer Satisfaction
Responsiveness Resolution Courtesy
Available agent Knowledgeable agent Courteous agent
Client Satisfaction
Customer Satisfaction Survey
Client Satisfaction Survey
Scheduled agent Quality evaluated agent
Trained agent
Staffed Planned agent
Recruited agent
Free channel
Long Term Plan
Short Term Plan
Real Time
Management
Budget allocated

5. Performance Measures
Customer Satisfaction
Responsiveness Resolution Courtesy
Available agent Knowledgeable agent Courteous agent
Client Satisfaction
Customer Satisfaction Survey
Client Satisfaction Survey
Scheduled agent Quality evaluated agent
Trained agent
Staffed Planned agent
Recruited agent
Free channel
Long Term Plan
Short Term Plan
Budget allocated
FCR Attrition
SL Aban ASA Help Desk Quality
Agent abuse AHT leaves backlog shrinkage
Customer Critical Error Accuracy
Business Critical Error Accuracy
Compliance Critical Error Accuracy
Client Satisfaction and
Dissatisfaction
Customer Satisfaction and
Dissastisfaction
CSS Absenteeism
Occupancy
CSS Utilization
Adherence
Real Time
Management
Scheduling Forecast Accuracy
Scheduling AHT Forecast
Accuracy
Staffing Forecast Accuracy
Training Quality
Recruitment Quality / On time
Cost/Unit

6. Analysis -
Reporting
Control -
Realtime
Management
Reporting
• Results communication sharing
• Analyze the gaps Vs the expected
• Corrective actions
Forecasting
• Makes reliable and/or construct
according to history (volume, AHT,
shrinkage…)
• Analysis, anticipation and collaboration
with the client
• Distribution by interval
Capacity Planning
• Construction of the requirement (volume  …)
• Construction of the capacity (staffing  …)
• Objective: coverage rate >= 100% in mid/long
term
• Strategic decisions (hiring, training, KPI
management)
Scheduling
• WFM Tool = Aspect eWFM
• Compliance and utilization of the WFM Tool
(configuration, rosters, coverage of the
workload…)
• Staffing optimization vs requirement by interval
• Human and social aspects
Real Time Management
• Observe, analyze and act
• Manage to optimize (plan vs. reality), operational KPI’s
achievement
• Adapt to the unexpected
• Production and Client support
In conformity with the WFM Tool…
… in conformity with the Capacity Planning
Is the basis for Capacity Planning
WFM Life Cycle
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| GEO@CRM | WFM Framework |

7. FIX COSTS
People related production costs (CRM SG)
=
2/3 of the Revenue (inshore)
NON
BILLABLE
HOURS
EBIT
BILLABLE
HOURS
People
related
production
costs
REVENUE
WFM :
Optimizing the
production costs
by increasing the
% of billable
hours
INTRODUCTION
Applying WFM to the economic model – Example 1
FIX COSTS
NON
BILLABLE
HOURS
EBIT
BILLABLE
HOURS
REVENUE
Example 1 : decreasing the
amount of non billable hours
 decreasing the amount of
PRPC
 same amount of billable
hours, same revenue BUT
increasing the EBIT.

8. FIX COSTS
People related production costs (CRM SG)
=
2/3 of the Revenue (inshore)
NON
BILLABLE
HOURS
EBIT
BILLABLE
HOURS
People
related
production
costs
REVENUE
FIX COSTS
NON
BILLABLE
HOURS
EBIT
BILLABLE
HOURS
REVENUE
by increasing the
% of billable
hours
WFM :
Optimizing the
production costs
INTRODUCTION
Applying WFM to the economic model – Example 2
Example 2 : decreasing the
part of non billable hours
into the same amount of
PRPC
 increase the amount of
billable hours
 Increase the revenue and
so the EBIT.

9. Scheduled hours Gross
9/2/2023
Capacity Planning Requirement Calculation
Scheduled hours Net
Volume to handle
Transaction hours
Production hours
Attendance hours
Scheduled Working Hours
Agreed Forecast (in offered volume)
* Handled rate
* Agreed AHT Forecast
/ (1 – Available rate)
+ In-office shrinkage hours
/ (1 – Unplanned absenteeism rate)
+ Planned absenteeism hours
Agreed Forecast = an internal decision based on the Client Forecasts and the
Internal Forecast
Internal expected AHT (according to the CSR seniority etc.)
Note : To be constantly compared with the contractual assumption
Internal “ideal” assumption
Note : To be constantly compared with the contractual assumption
Training + Coaching + Breaks etc.
Note : To be constantly compared with the contractual assumption
Sick + Late + No Call No Show etc.
Vacation etc.
+ Exempt absenteeism hours
Long known absences (= CSR “out of the model”)
= Leave of absence medically + Maternity + Predicted departures etc.
9
| GEO@CRM | WFM Framework |

10. 9/2/2023
Capacity Planning Capacity Calculation
Expected number of
Transaction hours
/ Agreed AHT Forecast
Number of Gross FTE
Number of Net FTE
Number of Scheduled Working
FTE
Expected number of Scheduled
Working hours
Expected number of
Attendance hours
Expected number of
Production hours
- Number of Exempt FTE
- Number of FTE in planned absenteeism
* Contractual h/week for a full-time
* (1 – Unplanned absenteeism rate)
- In-office shrinkage hours
= Exempt absenteeism hours in the requirement
/ Contractual h/week for a full-time
= Planned absenteeism hours in the requirement
/ Contractual h/week for a full-time
Depends on the country
= Same assumption as in the Requirement !
= Same number of hours as in the Requirement !
* (1 – Available rate) = Same assumption as in the Requirement !
Staffing projection to be forecasted by week according to attrition (regular attrition
or at the end of trial period), transfers from/to other Client/LOB, new hiring etc.
10
| GEO@CRM | WFM Framework |
Expected number of Handled
Volume
= Same assumption as in the Requirement !

11. BUSINESS MODEL KNOWLEDGE
Hours Breakdown Model
More details and explanations:
Offered Volume
Handled rate
Handled Volume
AHT
Transaction hours
Available
Production hours
In-office shrinkage
Attendance hours
Out-office shrinkage 1 :
Unplanned absenteeism
Scheduled Working hours
Out-office shrinkage 2 :
Planned absenteeism
Scheduled hours Net
Out-office shrinkage 3 :
Exempt absenteeism
Scheduled hours Gross

12. BUSINESS MODEL KNOWLEDGE
General P&L Components
P&L
(profit and loss statement)
= financial statement that summarizes the flows of revenues, costs
and expenses incurred during a specific period of time.
REVENUES COSTS
-
=
ECONOMIC RESULT
> 0 = PROFIT
< 0 = LOSS

13. BUSINESS MODEL KNOWLEDGE
Majorel P&L Contribution Scheme and Definitions
Position Abbr.
Revenues PL1
- Consumption of unf./fin. goods
- Other direct costs
Total direct costs
= Gross Margin PL2
- People related production costs PRPC
- Other production costs
Production costs
= Contribution Margin I M1
- Local business management costs
- Operational IT costs
- Client management costs
- Client project & set-up costs
= Contribution Margin II M2
- Central business management
costs
= EBITO EBITO
- Staff assigned to a production site
- Staff assigned to the CRM SG
- Transverse staff
Support functions
- Extraordinary costs
= Operating EBIT EBIT
More details and explanations:

14. Understanding Historical Data
Analyzing historical data through searching and focusing on:
TRENDS
SEASONALITY
ABNORMALITIES
SPECIAL EVENTS

15. Trends
Trend is the direction upwards or downwards that a series take over a period of time

16. Trends 2

17. Trends 3
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
1-Oct
2-Oct
3-Oct
4-Oct
5-Oct
6-Oct
7-Oct
8-Oct
9-Oct
10-Oct
11-Oct
12-Oct
13-Oct
14-Oct
15-Oct
16-Oct
17-Oct
18-Oct
19-Oct
20-Oct
21-Oct
22-Oct
23-Oct
24-Oct
25-Oct
26-Oct
27-Oct
28-Oct
29-Oct
30-Oct
31-Oct
1-Nov
2-Nov
3-Nov
4-Nov
5-Nov
6-Nov
7-Nov
8-Nov
9-Nov
10-Nov
Top
Calls
Volume
TE Nov 08
Top 10 Calls Reasons
Line(Product)Complaint-Other Campaign-Promotion
Products Inquiry-New line activation Billing-Billing Dispute
Billing-Balance General Info-Service Number 140/141 Directory
General Info-Others FCC-FCC Incident Inquiry
Billing-Payment Info Promotion response-Newspapers

18. Seasonality
Seasonality is a repetitive trend that occurs over a series of time (monthly,
quarterly, specific month of the year)

19. Seasonality 2
Internet Unicycle Sales (1000's)
0
50
100
150
200
250
300
350
400
450
500
Jan-03 May-04 Sep-05 Feb-07 Jun-08 Nov-09 Mar-11 Aug-12
Month
Units

20. Seasonality 3

21. Seasonality
Y 2009
forecast 15,656,558 W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13
Y2009 Q1 3,601,008 53,007 39,755 19,878 36,442 39,755 49,694 53,007 62,946 69,571 82,823 99,388 106,014 115,952
Y2009 Q2 4,227,271 73,047 54,785 27,393 50,220 54,785 68,482 73,047 86,744 95,874 114,136 136,964 146,094 159,791
Y2009 Q3 4,070,705 67,737 50,802 25,401 46,569 50,802 63,503 67,737 80,437 88,904 105,838 127,006 135,473 148,174
Y2009 Q4 3,757,574 57,716 43,287 21,644 39,680 43,287 54,109 57,716 68,538 75,753 90,182 108,218 115,433 126,254
Y2009 Q1 23
% 1
% 1
% 1
% 1
% 1
% 1
% 1
% 2
% 2
% 2
% 3
% 3
% 3
%
Y2009 Q2 27
% 2
% 1
% 1
% 1
% 1
% 2
% 2
% 2
% 2
% 3
% 3
% 3
% 4
%
Y2009 Q3 26
% 2
% 1
% 1
% 1
% 1
% 2
% 2
% 2
% 2
% 3
% 3
% 3
% 4
%
Y2009 Q4 24
% 2
% 1
% 1
% 1
% 1
% 1
% 2
% 2
% 2
% 2
% 3
% 3
% 3
%

22. Abnormalities

23. Abnormalities
Abnormality is an unexpected occurrence usually due to
SYSTEM OUTAGE PRODUCT FAILURE
IVR OUTAGE/DROP CERTAIN TYPE OF TRANSACTION SPIKE UNPLANNED PROMOTION

24. Exercise
CAN YOU FORECAST AVG MONTHLY VOLUME FOR 2009?

25. Thank you for your attention!
9/2/2023 25
| GEO@CRM | WFM Framework |