For many organizations, this is most certainly true: a contact center network’s overall efficiency is determined many months before the contact centers operated.
The contact forecast, the resulting staff plan and budget, and the assumed efficiency of the operation sets in (only somewhat pliable) stone the level of chaos of the real time operation. The “day-of” real time team operates within the constraints of the long term strategy and plan.
We are seeing many organizations reflect this new reality. For example, organizations are now combining their long term team with their real-time team into one planning team, reflecting the truth that a long term plan sets the operating conditions for the short term team. They should work closely together.
The determining factor of efficiency is most often the assumptions of the contact center strategic plan. Through non-automated methods, planners determine the use of their agent resources: their training plan, their hiring plan, their overtime/undertime plan, their cross utilization, and more. But most planners produce these plans by hand.
It is not easy to do this.
In this session, we will discuss common ways that plans become inefficient and the operational repercussions of these inefficiencies.
Thursday, June 21st at 1pm EST
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