Proactive Workforce Planning: Key Strategies for Navigating Challenges

At the beginning of each year, as a Workforce Management planner, I analyze my plan on a monthly basis for the entire year. This process involves taking stock of capacity levers, potential headwinds and tailwinds, and the operating budget. It’s similar to how a traveler might review their itinerary before embarking on a journey. By planning in advance, travelers optimize their experience and manage costs while avoiding major pitfalls that could derail their journey. Similarly, proactive planning in WFM at the start of the year helps optimize contact center performance and ensures a smoother operational year.

Capacity Levers

The key capacity levers include volume, Average Handle Time, shrinkage, attrition, and the hiring plan. These variables directly impact the contact center's capacity to meet customer demand. To prepare for uncertainties, I run several scenarios to understand how customer experience might be affected if these variables worsen, improve, or remain neutral. By doing so, I create a range of potential outcomes, which allows me to develop specific tactical and strategic plans. When capacity is strained, I can quickly reference my notes and execute solutions that address the challenges effectively.

Potential Headwinds and Tailwinds

These refer to significant initiatives or external factors that could influence the business throughout the year. Examples include launching a new product or service, implementing new technologies or processes, or making major changes to promotional or retention strategies. These initiatives are often difficult to quantify, making their exact impact on customer experience uncertain. However, it’s important to identify these factors, note their potential launch dates, and assess how they align with capacity projections. If capacity already appears tight during these periods, preemptive actions can be taken to fortify the contact center’s capacity. This ensures that even during challenging launches, the organization is equipped to handle change in demand effectively.

Operating Budget

If WFM planners had unlimited budgets, managing capacity challenges would be far simpler. However, in reality, we all operate within the constraints of a budget set by the business. While these budgets can sometimes be adjusted, the flexibility is typically limited. Understanding the starting point and current operating expense projections is key. If the financial outlook is favorable, I know I can begin implementing plans to strengthen areas where capacity is challenged. Conversely, if the budget projections are unfavorable, it becomes necessary to communicate with stakeholders to explore ways to improve capacity levers or consider adjustments to the operating budget. The latter requires time so the earlier these financial gaps are discovered the better from the view of securing capacity.

By taking some time early in the year to review capacity levers, identify potential headwinds and tailwinds, and carefully manage the operating budget, planners can ensure their contact centers are well-prepared to navigate the uncertainties of the year. Just like a well-planned trip, a proactive WFM strategy optimizes outcomes, minimizes risks, and creates the best possible experience for both customers and the business.