567 words, 2.1 minutes read. By Gerard Blokdyk
Workforce Planning 1 big thing: Track, monitor, and report on workforce action plans, including activities, timelines, progress, and success.
The big picture: Make sure your operation is leading and establishing goals, objectives, performance measurement and evaluation methodologies, and technical guidance agency-wide to improve the quality of services delivered and to minimize waste.
Why it matters: Check that your operation maintains and analyzes records of actual call volumes compared to forecasted call volumes, and recommends action plans to enhance productivity and (internal) customer satisfaction.
What we’re hearing: “Enable the effective diagnosis of business issues strategy and goals, turning such into talent strategies, with integrated interventions and solutions that deliver against key.“, Workforce Director
Under the hood: Warrant that your organization performs detailed review and analysis of call center statistics and trends to develop long-term and short-term forecasting and capacity planning models for the purpose of staffing, scheduling, and hiring needs.
Top Workforce Planning Must Haves
Workforce Planning Executives tell us every quarter about their must haves.
Here are their most urgent ones:
Learn the Top Emerging Workforce Planning Risks HERE: store.theartofservice.com/Workforce-Planning-critical-capabilities/
Top thinkers are using The Art of Service Critical Capabilities Analysis, the guide that’s helping leaders stay ahead of what’s next.
This guide will help you plan your roadmap. The Critical Capabilities and Priorities Guide enables leaders to shortlist hundreds of appropriate results, already prioritized.
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What they’re saying: “Ensure adherence to and become branch expert on all quality and compliance requirements as set forth by the Field Quality Management System requirements.“, Talent Sourcer/Recruiter
Meanwhile: Make sure your organization establishes effective relationships with internal and external partners including Finance, Business Systems, IT, Data Management and Continuous Improvement as well as company leadership to ensure daily service level metrics and business goals are met.
How it works: Be confident that your personnel creates a vision for talent strategy at the business unit level by understanding the talent needs of the business and identifying talent issues before they impact the business.
State of play: Drive Vendor Operations supporting teams in the Devices and Services area, including process improvement, access management, metrics improvement, supplier diversity, and implementation, driving efficiency, invoicing, etc.
Between the lines: Use workforce management software and call volume history to help manage intra-day staffing levels and to determine the most effective methods for staffing levels and to determine the most effective methods for staffing adjustments.
The backdrop: Support the design of regional strategic management programs and associated implementation plans to create strategic alignment between associates, work teams, and the organization; utilizes various strategic alignment and communication tools, identifies program parameters, defines overall objectives.
Yes, but: Ensure your operation manages and implements change management initiatives and have to be accountable for leading a portion or work stream of a larger change management strategy.
The bottom line: Provide guidance and input on organizational design/restructure, help to ensure people changes are landed successfully through effective communication plans, and help functional leaders manage the impact of changes on the wider team.
What’s next: Warrant that your staff reinforces and cultivates a culture with a strong safety awareness including compliance with all local, state, and overarching laws and organization policies.
ICYMI: Ensure the final taxonomy meets the both the mutual exclusivity and the end-to-end criteria to be able to support capacity planning and strategic decision making across the Risk and Control populations.
A MESSAGE FROM THE ART OF SERVICE
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