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The Next Step: Moving From Workforce Optimization
to Operational Optimization
Few will deny the need for help in managing the complexities
that make up the call center environment. Most in the contact
center industry are familiar with software tools offered to
help in workforce management. In general, these applications
are designed to deal with the issues that surround staff scheduling,
tracking, and demand forecasting. Of late, new tools have
emerged under the umbrella of "workforce optimization"
that offer a more comprehensive approach, addressing the need
for management of other key operational process components
such as budgeting, strategic planning, performance evaluation,
skill-gap analysis, recognition and rewards systems.
For the organization looking to improve workforce management,
such tools can provide the mechanisms that can help them begin
to meet the challenges faced in the call center environment.
However, for the organization that is prepared to impact
its entire operational process in such a way that not only
improves workforce management and performance, but positively
impacts profitability, customer satisfaction, and overall
ROI as well, there are ways to add value to their basic workforce
optimization efforts.
This "value add" piece is critical to bringing
the entire process together. Without it, tools become limited
in most cases to functioning as boilerplate solutions that
often provide little more than the improvement of efficiency
in a few operational areas. With it, appropriately selected
tools can become part of an integrated process that creates
a culture of continuous improvement. With it, workforce optimization
moves up a level and becomes total operational optimization.
STEPS TO OPERATIONAL OPTIMIZATION
Identify the Overall Goal of the Organization
Before considering the implementation of any program it is
vital that the organization have a clear understanding of
its overall goals and objectives. This may sound rather obvious.
However, unless executive management is able to identify and
consistently articulate the "big picture" to middle
management and staff, the operational process is fragmented.
It is these goals that must drive the operational process.
In turn, any mechanism to improve workforce performance must
support the attainment of these corporate goals. Each employee
must understand not only what is expected of them individually
and as a member of their department, but also how they impact
the achievement of corporate goals overall.
Identifying Key Tasks
Once goals are clearly articulated, the next step is to determine
how each component of the operational process should feed
into, support and promote the achievement of those goals.
These components should then be broken down into key tasks
- the nut-and-bolts of the operational system that can be
monitored, improved, and measured, together with the employees
responsible for their execution. In this way the entire process
can be streamlined and managed for maximum performance, and
problem areas can be identified before they threaten the entire
process. Training and recruitment also become more effective
as skill sets required for each task are identified.
Once the over-arching corporate goal has been put into focus
and key tasks identified, a model of an operational process
can be developed. One that suggests objectives and skill sets
required in order to move the entire process smoothly and
efficiently toward goal. This, in simplest terms, is operational
optimization.
Each element of the call center operation can then be examined
against this model to determine the extent to which it promotes
or hinders realization of the goal. As a result, objectives
contributing to the success of the complete operational process
can then be set for individual tasks and component processes.
Developing Metrics for Key Tasks
Setting metrics for key tasks has a powerful effect on performance.
Being clear on what is expected energizes a level of performance
improvement that results in operational optimization. It brings
focus to the efforts of the workforce. For management, it
creates a consistent means of measuring performance together
with pro-active identification of potential problem areas,
allowing for timely and appropriate intervention. It also
stimulates a type of ownership and self-accountability that
raises the bar for employees across the board.
Identifying Problem Areas
Determining areas that need improvement is the next step
toward operational optimization. It is important to establish
problem areas not only as they manifest in a particular area
of operation, but by ascertaining root causes and subsequent
effect on other components of the operational process.
One of the most effective ways to identify areas of weaknesses
in performance and disconnects in the process is the use of
an operational baseline audit. Such an audit is best performed
by an independent consultants with expertise in call center
operational performance improvement. Prior to the audit, the
consultant meets with management to determine the organization's
goals and objectives, strengths and weaknesses, using this
information to develop a plan for use during the audit. The
plan is then reviewed with both management and staff in order
to promote the all-important commitment of the entire organization
necessary for successful implementation of the level of change
necessary to effect operational optimization.
Following detailed process audits of all key tasks, findings
are analyzed and reviewed with management. The consultant
can then make recommendations for actions to be taken in order
to begin the process of operational improvement.
Measuring Performance Against an Independent Standard
To insure a consistent and appropriate measurement, performance
of key tasks should be evaluated against an independent standard.
Using an internally generated standard is a flawed approach.
Regardless of how rigorous a criterion the organization believes
it has set for itself, using a self-generated standard to
measure operational performance is comparable to offering
internally audited financial statements against a loan. Both
are vulnerable to bias and subjectivity that dilutes their
effectiveness as well as their credibility.
Electing to pursue certification to a recognized and respected
standard provides criteria for continual process improvement
together with a comprehensive model covering all aspects of
contact center operation.
Care should be taken in selecting a standard that will give
direction and maintain contact center operational excellence.
Here are some things to keep in mind:
- Clearly outline the rationale and objectives for implementing
a standard for improvement.
- Consider carefully if the prospective standard provides
a well-defined roadmap for reaching those objectives.
- Test the standard for is Return on Investment (ROI) by
segmenting your analysis into relevant time frames. The
first year will be the investment year during which, at
minimum, you should expect to break even. The second year
and following will be when significant gains are obtained
and sustained.
- If ROI is disappointing, the standard may not be rigorous
enough.
The most effective standards will include elements in the
critical areas of planning and leadership, performance, processes,
as well as workforce management.
Software Tools as Part of the Solution
This discussion began with mention of workforce optimization
software tools. There's no question that appropriately selected
application has an integral role to play in the collection
and organization of the detailed information required for
workforce optimization and process improvement. Engaging in
certification to a global standard, such as the COPC-2000®
Standard, will provide a clear, in-depth picture of the entire
operational process is invaluable in this regard. Armed with
this information, a software solution can be selected that
will adequately and cost-effectively support optimization
by providing a closer fit with the organization's operational
objectives, rather than forcing the organization to conform
its improvement efforts to the software. Implementing a software
application prior to developing this information may well
prove to be the classic case of horse before the cart. Bringing
together both the technology and the support of contact center
operations improvement professionals has the potential for
enhancing service delivery and increasing customer satisfaction
while reducing operational costs.
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