2020 BEST WFM

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BEST 2020- Changes
PLAN
Minimum Skill

Defined in the Competency Matrix.

• Competency Matrix is owned by
recruiting, training and WFM
Minimum • Should be joint project by all parties,
Minimum should include:
Skill • Minimum to hire
Skill to hire
Verification • Minimum after training
• Minimum after On the job training
OJT (90 days)
• Yearly Minimum Skill Verification

Minimum Skill
After Training
Standardized Reporting

Benefits of Standardized reporting Tip:

• Information can be always available for execution of Teleperformance The success of standardized reporting
processes, ensuring that the process will be available with all necessary inputs to process can be guaranteed if the
define the possible failures structure of reporting contains the
• Facilitates the accuracy & transparency of KPIs which are the outputs of the following:
consistent process delivery • Absenteeism
• Minimize the time spent for end - users to accommodate the structure of • Conformance
reporting process giving them the chance to spend more time in analysis • Adherence
• Good visualization which gives the opportunity for easy diagnosis of results and • Bill to Pay
drives the stakeholders to take necessary actions • Utilization
• Over / Under
• Actual to Forecast
How to implement Standardized reporting • Forecast Accuracy
• The WFM/reporting Team should be well trained in order to know how to • Staffing Accuracy
“READ” the outcome and proceed to necessary actions • Occupancy
• All campaigns, regardless the sizing or the complexity should have established a • Service Level
group of reporting items because this is the mirror of Operational delivery • Abandonment Rate
• Automation and visualization of reporting is mandatory in order to minimize the • AHT
time spent on creation and utilize it to analyze the outcome. Standardized
reporting should be structured in a way that everyone can understand the figures
inside
• Validation of reporting delivery is vital to ensure the integrity of the numbers and
strengthen the trust with internal partners (Operations/support functions) and
external partners (Clients). Regular meetings with Operations are strongly
recommended because WFM Team contributes to the development of
Operations to the correct usage of information delivery.
WFM Game Plan

Game Plan is the WFM´s Analyst tool to plan the daily, weekly, and monthly tasks, with this the
analyst can ensure the completion of the required tasks. In the case of multiple WFM Analyst in
the same team this tool will allow to manage task assignments.

Requirements of WFM Game Plan

• The main objective of the Game Plan is for WFM Analyst knowing
exactly what are the tasks that should be completed on any given day
and by when.
• The Game Plan should contain all tasks regardless of their frequency,
hourly, daily, weekly, monthly or any other.
• Each task should be identified with the frequency of execution,
approximated execution time, deadline, owner and creation date
• For reporting purposes, it may be useful to create task groups (example:
Forecast, Staffing, Real Time, Reporting, etc..). It should allow the
analyst to set “Completed” on the tasks done, like a checklist
• The Game Plan should be followed up by the WFM Manager to ensure
that the days are well planned and priorities aligned with the operations.
WFM Game Plan

Benefits of Game Plan

The WFM Analyst’s day is very dynamic with meetings, many requests from
agents, Operations, HR, Training, Quality, etc. The Game Plan is there to
ensure we keep our focus on the most relevant deliveries for the day and the
main priorities.
How to implement Game Plan

WFM Analysts
• The Game plan must be followed up every day.
• The tasks must be set as “completed” as soon as they are done.
• Having said that, the best way to measure the success is by verifying that
all the tasks for the day, the week and the month were completed within
the proposed timeframe.

WFM Team Leaders/Managers

• The Game Plan tasks must be re-evaluated and updated at least once a
month, for teams with multiple members tasks should be assigned on
weekly basis
• The Game Plan must be followed up during the week to ensure that WFM
Analysts are being able to perform all the tasks on time
WFM Staffing Gaps
The best way to success and meeting Client needs related to staffing is to understand where are
we expecting to have challenges, is the process on which a validation takes place to identify
opportunity areas on our projected coverage, create suggested adjustments in schedules and
additional efforts that needs to be shared with the operations team to achieve the right coverage
of each Client.

Requirements How to implement

• Most recent staffing requirements per skill and interval (daily, hour, 30 • Provide a list of New Schedules suggestions to
minutes or 15 minutes) operations
• Most recent schedules • An Action Plan to reduce overstaffing - Voluntary
• Over-under calculated by comparing previous metrics. Time Off (VTO)
• Pinpoint every excess (over) or lack (under) of coverage and/or cover gaps with additional hours Over
Time (OT)
Benefits • Compare the improvement in the KPI with the new
It is critical to understand where we stand in a staffing perspective, is the projection vs
pillar to define what strategies will be recommended on following to original picture
succeed. • That the Operations is aligned on the actions and
Identify the gaps, be in contact with operations and work in synergy will expectations
allow to solve possible issues that otherwise may cause an impact. for the week
DO
Check
WFM Analyst Shadow

WFM Analysts Shadowing is a process developed to help guide WFM leaders through
observations and on-going development of their teams.
Main objective is to manage team workload, work to make team more efficient and with a bigger
lever on quality while also improving the accuracy.

Requirements How to implement

• All WFM Analyst must have at least one Shadow observation per month • Using a monthly follow-up, identifying strengths and
• Since this is intended to be an education session all principles of coaching opportunities, and agreeing with the Leader on their
should be followed development plan. Opportunities should be
• The Leader must reinforce strengths and coach behaviors, when correlated with the efficiency of actions, Real Time
opportunities arise, the Leader must know how to identify the root cause Alerts, insights for the main KPIs.
behavior and coach to it
• The Shadowing does not need to be completed in one day, although
feedback should be given as soon as possible. The Leader should update
the CCMS, notating all the positive and negative observed. Planning and
leading on time the meeting with the WFA.
Benefits
• To have a clear and an up-close perspective of how WFM Analysts are
performing their daily tasks
• To guide the WFM Analyst through his progress and evaluating their
motivation
• To identify strengths and opportunities.
• To create personal action-plans detailed to the development of the WFM
Analyst.
Act
PSP
Problem Solving Process is a structured approach that is utilized when there is a deeper lying
issue that cannot and is not being effectively solved with outlier management.

Requirements How to implement

• After identifying gaps in performance where the variance is low (much of • As part of the PSP process the CCM or Program
the staff has the same problem) or the performance hasn't improved in Manager should define the leader of a PSP project
the previous quarter should be on a PSP project. (typically an ACM or Quality manager) and a team.
• the CCM assigns the problem to a project leader, most typically an ACM or The team should have representation from different
QA Manager, with the objective to investigate, understand and to solve support teams as needed (Recruiting, Training,
the problem. Quality, WFM, HR etc.). The team will decide the
• The project leader is supported by an expert in the field that is referred to project charter and define what success will look
as the Mentor (typically a CCM or other expert). Together they will analyze like. It can be either improving performance or
the data, investigate the causes and work to develop and implement reduction of variance (VSF). Achieving said goal
corrective actions. would be evidence that project was successful.
• WFM must partner with operations in PSP projects ensuring execution of
action plans.
Communication
The main objective of the Communication process is related with sharing data information to all
different stakeholders as well as how WFM Team is creating an action plan on staffing alerts to all
phases of Workforce (Long term – Short term – RTM). Working in the new reality of WAHA
environment, strengthen communication is more necessary than ever before. WFM Team and
mainly the mission control team should have always communication channels open, in order to
have the alert information on time and action plan in place to normalize the staffing gaps.

Requirements

There are 2 major prerequisites in order to succeed the highest quality of communication between WFM Team and
Operations as well as all necessary stakeholders:
• Available communication channels to share the information
There are plenty of available resources to share the information with stakeholders. Except from the traditional way
“email sharing”, multiple chatting tools are being used currently to “minimize the distance” especially working in
WAHA environment. The consistent and regular usage of these tools will ensure that WFM and Operations are
working together as ONE team to close the gaps
• WFM expertise in order to know how to:
• Read the data,
• create the action plan,
• follow up the execution & measure the outcome.
• In Real time, Mission control team should have all necessary reporting outcome (from standardized reporting
process) to be able to read the results. Then, WFM Team should create a specific action plan using DMAIC
methodology focusing in all possible actions need to be taken for any operation KPI failure. The action plan should
include the challenge – the reasons behind – the actions– the POC - The status and the timelines
Communication

Benefits Value Add:

Employee and
In today’s business environment that is based on what is called “knowledge economy” most of our success depends on Operational
being able to interact and work with others. In every aspect of our industry leveraging the diverse skill and experience feedback about
of our people is critical to achieve and exceed our targets. WFM remains the main source of information for all their satisfaction to
different stakeholders. During real time management, Operations should “use” the WFM resources to understand the WFM
KPIs achievements and to receive the actions that are necessary to reach the goals. deliverables will
give an additional
weapon to the
How to implement development of
communication bet
• There should be a standardized KPI tracker to share the results. Reporting should include all WFM and Operational ween WFM Team
KPIs in the most detailed granularity. WFM Team should highlight the outcome, focusing on the “green” and “red” and all different
areas of KPIs. function
• Action plan
• For the “red” areas, WFM Team should prepare the action plan (short term) and follow up the execution.
Action plan should be short – clear enough and with SMART action need to be taken
• In -shift meetings
In order to follow up the execution, WFM Team and Operations should meet at least twice per day. In these short
duration – meetings, all stakeholders should evaluate the executed actions and measure the outcome. Also, any
presentation or documentation used can be shared.
Staff Learning Plan
All WFM staff should be provisioned with tools, study material through onboarding and continuous up trainings, that way we can make
sure that staff is learning but also evaluated and followed up. Profile calibrations with R&S department to better align future staff
members competencies, welcome new team members and include them in the onboarding. Make sure that all staff participates in the
role-specifics training, apply monthly knowledge test and cultivate both High Tech and High Touch skills.

To be able to plan this process effectively you will need to keep constant track of the team results, also identify and review possible
knowledge gaps; After training WF staff, leaders need to follow up on personnel, measure personnel, evaluate results and provide
feedback on how to adjust actual onboarding so those misses are corrected, improved or complemented.

Requirements
• With the purpose of having a clear process the results from the monthly evaluation should be shared.
• Define minimum skills and knowledge for every role before hiring, after onboarding constant follow up within the next 90 days of being in the
role.
• Define how to follow up performance (Similar to operations performance needs to be measured)
• Define how to evaluate those minimum skills (Knowledge test, monthly tests, etc…)
• All WFM staff should participate in the onboarding
• All WFM staff should have a minimum skill verification on a monthly basis.
• Results from evaluation (Categorize, are they within normal distribution?).
• Results from follow up (Follow up plan for outliers)
• Effectiveness of study material (Provide spaces to impulse new knowledge)
• T-Sat for up trainings (Adjust learning plan based on feedbacks, comments, critiques)

Six sigma outlier management should be in place at all points of staff learning plan, this enables a better view of the staff knowledge gaps,
opportunity areas to be covered through the creation of new improvement plans, ending up in transition from outliers to the average performers.
Communication to team members and a follow up performance-driven actions plans are key
Not only hard skills should be measured, soft skills are key component moving into other dimensions of WFM process such as communications,
weekly meetings and other.
Thanks!
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