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Headcount Forecasting Help Messages in this topic - RSS

zwilson622
zwilson622
Posts: 1


5/30/2017
zwilson622
zwilson622
Posts: 1
Hi all, I work for a fairly large employer in the service industry and we recently consolidated all of our customer service centers (CRC's) into 3 large call centers (in the U.S.). Since this is fairly new to our company, we're struggling with forecasting the amount of headcount needed to manage the centers. We'll have roughly 1000 customer service reps spread evenly across all 3 centers.
We're attempting to figure out how many people we need to hire in each of the call centers. Assuming we'd have 1000 customer service reps, how many of each job function do you recommend having? I listed the following job functions we're posting. Any help would be greatly appreciated!
(1) Supervisors

(2) Managers
(3) Knowledge Management Analyst
(4) Workforce Analyst
(5) Reporting Analyst
(6) Online Specialist
(7) Escalation Specialist
(8) Customer Credit Specialist
(9) Customer Data Specialist
(10) Trainers - people actually on-boarding the rep's

Thanks!

Zach
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pmedina
pmedina
Posts: 5


7/14/2017
pmedina
pmedina
Posts: 5
This is a very open ended question.
Supervisors: that would be based on the CSR to Supervisor you dictate - no WFM analysis needed. Do you want 1 Sup for every 15 CSRs? for every 20? History should show based on their workload/bandwidth what the cap should be to ensure that Sups have time to coach, monitor their team & floor and handle all necessary admin work
Managers: again...how many Sups should roll up to a Mgr is up to you based on the R&R's of the Mgrs and hours of operations you need to cover
WFM Analyst: If you have three redundant sites, I have to believe your set up is a WFM team at your command center with local WFM support in each site. Again, this number for staffing is arbitrary - it's based on your desired set up, hours of operations, etc.
Reporting Analyst: Will a team support all sites or one per site? Will they only do initial WFM reporting or will they support Mgrs for QBR's, monthly reporting, etc. For example, I had access to a team of report analysts that could pull any report I wanted/needed for real-time and overall operational support but as well would work with to develop the needed reports, charts, graphs for any decks I needed to prepare. Staffing is based on organizational/departmental design.
6-9: I assume these are your "CSRs"....you should have historical reporting to figure out the FTE needs and how to staff throughout your day, night. If you run a 24/7 day operation vs a 8-5 M-F site, your staffing will change. Add in desired AHT, SL, agent utilization, etc. and your numbers change again - sounds like you need a real WFM team to wade through historical data and throw it into a workforce tool such as Intraday to kick out numbers for you
Trainers - again arbitrary - what is your attrition like? what is your training retention like? what headcount do you need to get to and how quickly? how many concurrent classes can your sites run, will payroll budget support what you need?
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