This document summarizes the accomplishments and initiatives of a workforce management project. It discusses how full forecasts and optimized schedules have now been provided for several language teams. It also covers the reintroduction of global forecasting, increased flexibility of staff, optimization of resources through scheduling, and gaining insights into service performance. Some ongoing initiatives discussed are determining staffing needs, capacity planning, scheduling, and operational delivery. Challenges mentioned are lack of confidence in the system, ignoring scenario planning implications, needing more flexible scheduling, and some teams resisting changes. Management support is emphasized as key to realizing the benefits of accurate planning, budgeting, optimization of resources, improved productivity, delivery and reduced costs.

1. WORKFORCE MANAGEMENT 1
Wayne Baird
WORKFORCE MANAGEMENT

2. WORKFORCE MANAGEMENT QBR 2
ACCOMPLISHMENTS
SEP Global Spanish team in Heathrow and Warsaw now
active with full forecast and optimised schedule for LCT
Model
A Full forecast and optimised schedule for our
SEP Portuguese Market has been provided
which now caters for our LCT Model
A Full forecast and
optimised schedule for
our SEP Mandarin and
Japanese Market has
been provided which
now caters for our LCT
Model
A Full forecast and optimised
schedule for our SEP French,
German, Italian teams in Dublin has
been provided which now caters for
our LCT Model

3. ACCOMPLISHMENTS
WORKFORCE MANAGEMENT QBR 3
The re-introduction
of Global
forecasting after an
18 Month Absence
An Increase in
flexibility of staff to
meet demand
Optimisation of
resources through
optimised
scheduling
Scheduling of front
line staff now closer
to customer
demand across the
opening hours of
the operation,
based on
Forecasting
predictions.
We now have the
analysis/insight of
service
performance to feed
future planning
processes and to
inform management
of performance
within the operation
and Impacts to
schedules and
service.

4. INITIATIVES
WORKFORCE MANAGEMENT QBR 4
• Numbers and
Skills Required
per team
• People Culture
• People and
Process Planning
Assumptions
• Processes &
Workload
Volumes

5. INITIATIVES
WORKFORCE MANAGEMENT QBR 5
*Economic Model - 12 Month Forecast to Determine requirement and costs to deliver customer
service targets, predictions of “cost per process” metrics.
* Not currently under Discussion
Capacity Planning (Currently a 5 Week rolling view) - Communicate with management the
importance of correct FTE movement within the teams. Discuss FTE requirements, and alternatives
to minimize FTE surplus/deficit derived from changing forecasts.
Scheduling (Currently a 5 Week rolling view) - Monthly meeting to discuss any new proposed
schedules taking into account Work/shift arrangements that are tailored to the needs of the staff as
well as the business, to ensure operations culture is supportive of the WFM process
Operational Delivery & Real Time Management - Monitors service delivery and schedule
adherence in real time, identifies service hotspots and remedial actions required.
Forecast/Process Results - Communicated as overall workload received and calculated as a
Actual V’s Forecast indicator. Performance communicated by number of Live calls handled V’s
Received

6. CHALLENGES
WORKFORCE MANAGEMENT QBR 6
• Confidence to make decisions based on process outputs from eWFM very minimal.
• Known implications of operational decisions through eWFM scenario planning can
sometimes be ignored
• Although schedule flexibility has improved it needs to improve
further, to accommodate the increase in Live Calls and Improve the
customer experience
• Minority of teams find it difficult to move away from “Norms” of day
to day practice and opted to stay with current schedule process. There
are forecasts and optimised schedules also in place for these teams.
• Management are afraid to rock the apple cart from fear of Upsetting
their teams

7. SUMMARY
WORKFORCE MANAGEMENT QBR 7
A truly successful WFM process is a strong combination of detailed planning and review,
supported by real time management control, review and communication – all wrapped in robust
governance processes.
Support from management at all levels is required to carry the Operational performance of the
Organisation further, the benefits of this support will enable:
• Tighter control of resources and cost across the Organization through
1. Accurate resource planning
2. Accurate budgeting
3. Optimization of resources
• Operational productivity improvements
• Improved operational service delivery
• Increased flexibility of staff to meet demand (reduced overtime reliance)
• Reduced operational recruitment costs
• Improved speed of delivery and quality of outputs