BEST_WFM
BEST_WFM
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BEST 2020- Changes
PLAN
Minimum Skill
Minimum Skill
After Training
Standardized Reporting
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.
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.
• 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.
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.
• 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
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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