In the first blog article of our Contact Center Forecasting Fundamentals series, we covered different methods to forecast workload. That is, in fact, the first step in the process. However, despite workload forecasting, it’s equally important to invest time in forecasting the workforce required to staff against the demand you’ve identified in the first step. Ultimately, the objective is to not determine the mere requirement, but to uncover the gap of actual vs requirement in staffing. The work you do in forecasting the workforce will then drive a more accurate picture of existing staffing gaps and helps you to cover each of them to increase efficiency in Workforce Management.
This article is the first part of an upcoming 3-part series on Contact Center Forecasting Fundamentals with everything you need to know to excel in workforce management. In fact, one of the biggest challenges in contact centers today is getting the forecasting and planning right. If you do that well, the rest is much easier. Over the next 6 weeks, we’ll have a 3-part series to help you incorporate some of the best techniques in the industry to forecast and plan smarter. We hope these tips and tricks help turn you into a forecasting hero!
In many of my writings so far, there’s been a lot of focus on how to make workforce management, or your business operate more effectively. In this post, I want to talk about employee engagement in the contact center and why it’s critical to have engaged agents. I will also focus on some simple ways how workforce management can help drive motivation and employee engagement to sustainably benefit customer service and entire operations.
As you’ve probably seen, the contact center industry continues to change at an increasing pace. Technology advances in both customer service and communication changes how we have to think about how we work in the contact center today. Customers continue to demand superior customer service experiences and can quickly switch to your competitors if they don’t get it. Your employees have options to change jobs as well if they don’t like working at your company, or aren’t happy with how they are treated. Amongst others, these external and internal factors have an impact on contact center operations and challenge CC professionals to stay up-to-date and flexibly respond to changes and trends in the industry.
If you’re in Workforce Management (WFM) or Forecasting long enough, you’ll hear just about everything that doesn’t work when it comes to planning in the contact center. Often bad information gets passed down from analyst to analyst, or people build forecasting models that they love, but aren’t able to be flexible in adjusting the methodology as they grow in the craft, or as the business changes. There are some sciences that apply to any contact center forecast.