Contact Center Solutions

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Workforce Management Software Suite by Phi
Division Ltd, Hungary
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The challenge
Number of agents in half an hour
call queues above the line, free agents under the
line
Call curve

• Workforce cost is 40-60 of total operational
  costs of a call center.
• Distribution of incoming calls is not constant.
  Not controlled, external factors affect call
  quantity.
• Strategic service expectations (service levels,
  call control theories, open hours, composition of
  workforce, division of labour) creates the
  framework of workforce planning.
• 20-30 average fluctuation should be calculated
  which influences availability of call center.

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10
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Number of calls
6
4
2
0
1
3
5
7
9
11
13
15
17
19
21
23
25
27
29
interval (min)?
Underseating negative customer
experience Overseating - no significant added
value
Underseating reduced free time Overseating
growing free time
Workforce planning which fits for call curve or
optimization of existing workforce for call curve?
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Leading practices

• 40 of call handling time doesnt add any value
  regarding service level. Call handling time can
  be reduced by 15 with the detailed analysis and
  reorganisation call handling process.
• Achievments with the use of automated workforce
  planning and roster
• Management time for making roster can be reduced
  by 45,
• Service level can be increased by 10-13,
• Cost cut at least by 20 mainly due to reduced
  overtime,
• Rate of abandoned calls can be reduced by 10
• Workforce fluctuation can be reduced by 50.

Front office is overseated by min 10 (Back
Office activities in the call valleys)? Back
Office workers are logged in to ACD, to make
immediate support Front office at call
peaks. Lost back office time has to be
compensated by overtime and/or outsourced/part
time workers

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• Management Summary
• Contact center outsourcers, financial services,
  travel, hospitality, telecommunication providers,
  retailers and e-commerce companies are some of
  the most frequent users of contact center WFM
  software.
• Enterprises using WFM solutions to report the
  following achivements
• Reduced time to create agent schedules by 45
  percent to 90 percent
• Increased service levels by 10 percent to 13
  percent
• Decreased payroll costs by 10 percent to 13
  percent
• Decreased call abandon rates to 3 percent.
  (Overall call abandonment rates consistently
  average around 7 percent however, the
  best-performing 25 percent of desks average only
  3 percent abandonment, according to Gartner
  Measurement.)

MarketScope Workforce Management Software for
the Contact CenterWendy S. Close, Tom
BergDocument Type  Strategic Analysis
ReportNote Number  R-21-0614
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Case study workforce mgmt automation for
a leading telecom service
provider

• Manual roster making, based on historical data
• Chaotic seating, decreasing workforce
  satisfaction
• Varying quality parameters
• Human resources out of proportion to service
  level achieved

Flexible roster that easily follows
unpredictable events Supporting
infrastructure, time of preparing roster reduced
radically Steady service level
Requirement analysis, determined by planning
inputs
Preparing system specification
System implementation and support
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Architecture of main modules
Phinesse DB planner
Phinesse overtime
Phinesse outbound
Csiribiri client
Csiribiri client
Phinesse DB roster builder
Csiribiri client
Phinesse DB
Csiribiri admin
Application communication server
XML loader
Phinesse XML planner
Imitátor client
Imitátor client
Imitátor client
Event/ message server
Phinesse XML roster builder
CMS loader
ACD
CTI
CMS
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Integration to AIC
AIC
Phi-Nesse
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Making roster without WFMS

• A roster can be made this way as well
• WFMS is most useful at 35 agents or above
• Depends on complexity of roster (number of
  skills, cross-login etc.)?

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With PhiNesse

• This way

Input data
processing
Output data
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Input data

• Time period
• Planned traffic by skill (historical data
  trends)
• Labour regulations
• Service-Level expectations
• Requirements of agents (ad hoc / regular)?
• Quantity of back office activities, outbound
  campaignes, breaks
• Planning of outsourced workforce
• Number of seats (by skill)?
• Agent-Skill, cross-login
• Parameters of shifts (length, start time, etc)?

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The ideal output

• Should fit annual Service Level requirements.
• No accumulation in Back Office activities.
• Efficiency of outbound campaigns should be
  satisfactory for the procurer as well
• No violation of labour laws, local regulations
  and collective agreements
• Agents work in a friendly atmosphere, where
  their personal requests are considered in the
  roster. Shifts should be swapped simply and
  without managerial involvment between agents with
  the same skills.

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The process of automated roster

• Initial, static parameters
• Erlang table for workforce requirement based on
  expected service level
• Prediction of traffic curves based on historical
  data and trends
• Workforce requirement calculation based on Erlang
  values by skill
• Defining forecastable personal requirements,
  assigning skills
• Defining shift plan
• Defining dynamic parameters
• Building the roster automatically

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• Initial static parameters

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• Erlang table for workforce requirement
  calculation

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• Prediction of traffic curves based on historical
  data and trends

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• Workforce requirement calculation based on
  Erlang values by skill

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• Defining forecastable personal requirements,
  assigning skills

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• Defining shift plan parameters of shifts for
  each skill can be defined (start time, length of
  shift, required number of people)?

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• Defining dynamic parameters and building the
  roster

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Different views of the complete roster

• Global coverage

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Different views of the complete roster

• View by agent

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Different views of the complete roster

• What the agent receives

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Different views of the complete roster

• What the agent receives (Excel export)?

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Shift exchanger module
Swapping of ready rosters

• No need of management control
• Popular (25 of shifts is swapped)?

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Windows for shift swapping

• Client side windows of shift exchanger

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Bidder

• Agents can choose shifts within the given
  possibilities

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• Client side of the bidder application bidding
  for the shifts of virtual roster

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• Supervisor can review the actual state of bid

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Agent state managing module

• Scheduling of breaks is a critical factor in
  call centers

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• Planning of breaks overseating

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• Break and back-office activity schedule by agent

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• Break planning and control static vs. dynamic

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