Adapting WFM for the Future: The Role of Team Size
In what may seem like a unconventional opinion, I argue that Workforce Management (WFM) departments should be cautious about expanding their team sizes in the future. Reflecting on my early years in the industry, decision-makers often relied on a simple ratio method to determine the number of RTA/Schedulers/Forecasters needed per frontline associate, with ratios varying from 50:1 to 100:1, or 25:1. These ratios, or the number of lines of business supported, informed the size of the department.
This approach usually led to inflated WFM teams and a considerable amount of leadership time spent on defining RACIs (Responsible, Accountable, Consulted, Informed), which outline the level of ownership for each team member. This becomes increasingly challenging with larger teams, as it's hard to keep everyone's ownership levels updated each time the business evolves.
Moreover, larger teams tend to foster a culture where accountability is diluted, and responsibilities are diffused. I've witnessed numerous instances where teams have failed to complete tasks, citing dependencies on other teams. This not only hampers performance but also deteriorates stakeholder support and negatively impacts customer experience.
The advantages of maintaining a streamlined WFM team include:
1. Limited diffusion of responsibilities, ensuring clearer ownership of tasks.
2. Opportunities for skill development, as team members are challenged to learn new skills to address complex issues and can’t rely on others all the time.
3. Enhanced prioritization, allowing leaders to focus on tasks with the highest impact.
4. Improved return on investment, this is obvious but more streamlined the operating cost of the WFM department the higher the return on investment of the WFM team.
It's important to balance workload management to avoid overburdening the team. Listening to team feedback about stress and workload is crucial, and solutions should focus on eliminating non-critical tasks, providing productivity-enhancing tools, or reallocating tasks to more capable departments. If necessary, expanding the team should be considered as one of the last resort.
Looking ahead, the advent of generative AI necessitates that not only WFM but all support departments adapt and become more efficient. Being proactive in shaping our departments for the future will enable us to stay ahead of the curve, rather than scrambling to adapt to changes imposed by technological advancements.
I would love to hear other people’s opinions on this topic!