Disclaimer · 2019-11-25 · “Act vs Intra/Rev/Run rec %” for Inbound entities “Act vs Intra/Rev/Run %” for Outbound entities. New read-only column named “Act vs Intra/Rev/Run

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DisclaimerDisclaimer

Introducing our new

brand identity

Workforce Management Roadmap

• Joel Webb – Enterprise Solutions

• NICE Australia & New Zealand

• NICE WFM Roadmap Highlights

• WFM 6.5 Enhancements Overview

• Adaptive WFO

• Back Office WFM + Demo

• Robotic Automation

AGENDA

Where Are We Going?

PERFORMANCE

IMPROVEMENTS

5

NEXT STOP

V6.5

Distance: 05/05/16

FEATURE

ENHANCEMENTS

SERVICEABILITY

IMPROVEMENTS

TIME OFF MANAGER:

• Calculates future # of hours & days to work based on

employee’s work rules

• Option to manage time off in day increments as

opposed to hourly increments only

BACK OFFICE:

• Work Journal: AWS & SWS screen where employees

can enter number of work items completed each day

(by Queue or Agent) to ensure data collection even for

work items having no ACD interface

• Time Standards: Enables customers to enter a

“standard” AHT value for forecasting even if they have

no reliable way to capture historical AHT data

And More…

• “Select All” Reports for Easy Deletion

• Remember Input Parameters on Meeting Scheduler &

Schedule Optimizer

• Date Navigation on Schedule Management & Queue

History Screens

• Personnel Planner: Export to Spreadsheet option

allows supervisors to analyze long-term forecasts in

Excel.

6

FUNCTIONAL ENHANCEMENTSV6.5

7

INFRASTRUCTURE UPGRADES

WFM Tech Stack/ Security Upgrades to Java (JDK) version 1.8; Spring 4; and JBOSS 7.5

WFM Market Standards AlignmentThe product now supports SQL 2014, Oracle 12 and Windows 10 (Client side)

V6.5

8

Roadmap Preview…V6.6

New UI / UX update for an enhanced

user experience

Mobile application enhancements for

increased agent satisfaction

HA (Phase I) – Apache Server Monitoring (Phase I) – new logger for

System events

Back Office enhancements (RTA UI for

RTAM integration)

Multi-channel enhancements for email &

chat

Easy Database Access for hosted

environments – custom report creation

Security improvements & more…

Content subject to change

TIME STANDARDS

10

6.5 enhancements

AHT Time Standards

11

AHT Time Standards

12

AHT Time Standards

Active or What-if Short-term:

Time standard values entered for the date range will override the normally forecasted AHT

values for each CT/WT in the EG.

If Time standard values do not exist, the normally forecasted AHT will be used.

If an interval is left blank, the normally forecasted AHT value will be used.

The Generate Forecast process will not ignore Time Standard values if the CT belongs to

a BU.

What-if Long-term:

The normally forecasted AHT values will be used unless the “Use daily table below” option

is selected.

If a day is left blank, the normally forecasted AHT will be used.

Time standard values entered via the Forecast objectives view will be ignored.

13

14

WORK JOURNAL

6.5 enhancements

Work Journal

15

Work Journal

16

Work Journal – By Agent

17

All “Work Journal” queues for which the agent has the associated skill

are listed.

User can enter the number of items completed and a note for each

queue.

This screen is available in AWS and SWS.

Work Journal – By Queue

18

All agents who have a skill associated with the queue are listed.

Pagination available in 100, 200, or 500 items per page

19

TIME OFF

MANAGER

6.5 enhancements

TIME OFF MANAGER – KEY UPDATES

Time off can now be managed in DAYS or in HOURS

Previously only supported hours

The system can now use employee work rules to determine future day lengths

Fixed day lengths are also still supported

20

TIME OFF RULES

21

Rules use either Days or

HH:MM as the calculation

unit

(Can’t be changed once it

has been saved)

TIME OFF RULES

22

If an agent requests a partial

day of Vacation, how do we

know how much time to

count?

TIME OFF RULES

23

For Days rules, Deduct Conditions

replace “Partial Day Deduct”

settings.

DEDUCT CONDITIONS

24

Deduct conditions determine how much time is deducted for a partial day.

Full days always count as 1.

“Ratio” is

(Time Off Length) / (Schedule Length)

But for future days, how do we

know the length of the agent’s

schedule?

DEDUCT CONDITIONS

25

AGENT TIME OFF PARAMETERS

26

New Length field specifies how the agent’s full

day length is determined

Shortest / Median / Longest:

Uses the shortest / median / longest daily rule in the weekly rule

Hours per day:

Uses the fixed Hours per day values

WEBSTATION: My Time Off

27

Time Off Summary data shown in

days

MINI FEATURES

28

- Schedule Change Requests

- Select All Reports

- Intraday Enhancements

- Personnel Planner Updates

- Holiday Preferences

- Date Navigation Arrows

- Remember Last-used Settings

6.5 enhancements

SWS Schedule Change Request Approvals:

Show request type (add, delete, change)

29

NEW COLUMNS

SWS: View Reports – Select All Button

New checkboxes added to the header row of Data and Process reports that will allow all

reports to be selected.

NEW CHECKBOXES

Intraday –Column to compare actual to forecast as a %

New read-only columns in the Contacts section will be added to the Intraday view in the RCP:

“Act vs Intra/Rev/Run rec %” for Inbound entities

“Act vs Intra/Rev/Run %” for Outbound entities.

New read-only column named “Act vs Intra/Rev/Run %” in the AHT section will be added to the

Intraday view in the RCP for Inbound and Outbound entities.

The calculations were voted on by NUG members. Options B and X won.

Intraday – Column to compare actual to forecast as a %

Personnel Planner

Actual FTE Capacity calculation includes shrinkage and MSEff

Not including these factors caused Actual FTE Capacity to be inflated

Now matches the calculation used for requirements

Actual FTE Capacity is used to calculate Backlog

33

Personnel Planner

Export to Excel

Exports in the format currently displayed

Exports only the data currently displayed

Does not export all CTs at once

34

Personnel Planner

Edit SL Time and AHT in the displayed format

Edit in Days when formatted as DD:HH:MM:SS

Edit in Seconds when formatted as Seconds

Could previously only edit in seconds, regardless of the display format

35

Holiday Preferences

New page opens in SWS

36

Selector options:

- MU or MU Set

- Agent Data

- Holiday

Holiday Preferences

New page opens in SWS

37

One holiday at a time

Each agent’s preference is shown

Totals for each preference

Last modification time

Date Navigation Arrows

38

Schedule Management

Queue History

Remember Last-used Settings

Meeting Scheduler, Schedule Optimizer, and Generate Schedules

Settings are remembered per login

User can go to a different machine and settings will still be recalled

Settings are saved when the user clicks Finish

Nothing is saved if the user clicks Cancel

If a saved entity no longer exists, it is not included in the dialog

E.g. deleted activity codes, moved or deleted agents, deleted MUs

39

Meeting Scheduler

40

Schedule Optimizer

41

Generate Schedules

42

Addressing the challenge of

assisted channels

Adaptive WFO

Top Contact Center Challenges

“The Total Cost per agent turnover is

as high as 60-70% of the annual salary

of a new agent in the US”(Frost and Sullivan)

High agent turnover (around 33%) and absenteeism is disruptive and costly

Delivering a consistent customer experience

Predicting contact center performance

Engaging remote or home-based agents

Being productive with complex and rigid processes

Managing Increasingly sophisticated customer expectations

Dealing with more & more complex interactions

45

As simpler transactions move to self-service channels, contact centres are dealing with greater complexity

Merchants - 2015 Global Contact Centre Benchmarking Report

Reasons for These Challenges The Agent Adapts to the Process

Generic approach to agent experience

• “One size fits all” onboarding,

coaching, incentives

• Inflexible scheduling

• Managing to averages

Workforce expectations shift

Too much data, not enough insight

Lack of agent advancement opportunity

Static processes

Obsolete management models based on

outdated manufacturing principles

Transform the Agent Experience

Personalize the agent experience on

a large scale

Improve the agent and customer

experience

Adapt to the changing workforce

expectations

The Process Adapts to the Agent

“High levels of employee

engagement contribute to higher

levels of customer satisfaction”(Gartner)

Adaptive management processes deliver better business outcomes

On average, they deliver

45% better customer

outcomes

43% better agent attitude

Enthusiasm, interest, confidence, attentiveness

44% better Socio-emotional behaviors

Politeness, friendliness, helpfulness

36% better call handling skills

Listening skills & questioning skills

45% more successful contact outcome

Call objectives fulfilled, positive image

presented

“The real art of discovery consists

not in finding new lands but in

seeing with new eyes”

Proust

Source: UK research by Aston Business School

Adaptive Workforce Optimisation

Agent characteristics

based on MAP

Attributes

Preferences

Metrics

How does it work?

Persona MAP

AgentPersona

Development

MetricsAttendance

Evaluation score

FCR

CSAT score

Long wrap-up time

Attributes Good listener

Impatient

Personable

Articulate

Influential

Knowledge

PreferencesSchedule Shift

Personal goals (career advancement)

Development - frequency & delivery

Adaptive WFO In Action Data capture and aggregation

AGENT PERSONAMULTIPLE SOURCES OF DATA

OTHER

INTERACTIONS

FEEDBACK

QUALITY SCORE

PREFERENCE

SPEECH

ANALYTICS

COMPLIANCE

DESKTOP

ANALYTICS

KPI

PERFORMANCE

Development

Adaptive WFO In Action

AGENT PERSONA ADAPTIVE ENGINE

Quality

Coaching

Leadership

Training

Gamification

Schedule

Agent and Supervisor

Engagement using

Gap analysis

Analytics driven modeling to extrapolate correlations and

predictive patterns that can be adapted to processes

Personalized Process

Development

Let’s see how it works

Before Adaptive WFO:

Same Monthly Coaching

Millennial

College graduate

First job

Jack

Before Adaptive WFO:

Same Schedule

Millennial

College graduate

First job

Jack

Before Adaptive WFO:

Performance

Millennial

College graduate

First job

Jack

CSAT (low), FCR (good), is always late for work

Before Adaptive WFO:

Millennial

College graduate

First job

Jack

Persona MAP

Sales Skills

MetricsLow CSAT

High FCR

Attributes Lacks patience, a fast talker

Attendance

Ambitious, responds well to contests

Articulate

Influential

PreferencesJack wants to sell

Metrics are better in the evening

Sales Skills

Jack’sPersona

How does

the process

adapts to

jack?

The Process Adapts to Jack

Scores all interactions

Identifies process to focus

& frequency

Evaluation30%

Milestone

Milestone

My Progress

Milestone

YOU ARE

HERE

My Skills 3% Technical Support Sales My Plan

My Persona Development

Evaluation

Coaching

Schedule

Incentives

The Process Adapts to Jack

Self Service

Communications

Skills Coaching

Self Assess

Real-time Guidance Identify

Sales Opportunities

Coaching30%

Milestone

Milestone

My Progress

Milestone

YOU ARE

HERE

My Skills 3% Technical Support Sales My Plan

My ?Persona Development

Evaluation

Coaching

Schedule

Incentives

The Process Adapts to Jack

Late shift options

Added chat and email

support to schedule

Schedule30%

Milestone

Milestone

My Progress

Milestone

YOU ARE

HERE

My Skills 3% Technical Support Sales My Plan

My Persona Development

Evaluation

Coaching

Schedule

Incentives

The Process Adapts to Jack

30%Milestone

Milestone

My Progress

Milestone

YOU ARE

HERE

My Skills 3% Technical Support Sales My Plan

My Persona Development

Evaluation

Coaching

Schedule

Incentives

Coaching results FCR target

Incentives

The Process Adapts to Jack

30%Milestone

Milestone

My Progress

Milestone

YOU ARE

HERE

My Skills 3% Technical Support Sales My Plan

My Persona Development

Evaluation

Coaching

Schedule

Incentives Congratulationson your promotion

Adaptive WFO In Action

Automated, industrial scale, continuous improvement process

Provides focused coaching & incentives based on gaps

Directs agents, supervisors & teams on the best path

Back Office WFO

What happened to the Future?

Expansion of WFM Concepts to Non-Phone Channels is the #1 trend in Workforce

Management

)SWPP Surveys(

Few companies have deployed WFM in their back offices to improve planning and staffing

efficiencies

Companies are looking at WFM outside of the contact center.

Companies that want to optimize their front and back office are looking for a single WFM

solution

(Trends reported by DMG in their March 2015 WFM Report)

Business leaders are pushing for cost savings in areas of the business that don’t have WFM

solutions in place

WFM Trends

How Does Back Office WFM Compare to Contact Center WFM?

CONTACT CENTER WFM BACK OFFICE WFM

LOW Visibility into Employee Productivity

Forecasting DEFERRABLE Work and MULTI-STEP Work

Less focus on START/STOP times, more on theTYPE OF WORK per employee

Intraday tracking of SERVICE LEVEL andBACKLOG

Terminology: WORK ITEMS, BACKLOG, EMPLOYEES

Historical Data from MULTIPLE SYSTEMS W/O AHT

HIGH Visibility into Employee Productivity

Forecasting IMMEDIATE Need Work

Scheduling employees to meet CONTACT VOLUMES per interval

Intraday tracking of SERVICE LEVEL andABANDON RATES

Terminology: CONTACTS, ABANDONS, AGENTS

Historical Data from ACDS, INCLUDING AHT

Why is the Back Office So Important?

69

of customer dissatisfaction originates in the back office

60%Back office execution

problems cause

of call center volume

Poor work affects

customer

satisfaction and

business results20%

2.5 Back Office Workers For every Front Office Worker

Personnel Costs

are Significant

Regulatory fines

and penalties can

be huge Average cost per year of compliance

$3.5MAverage cost per year of non-compliance

$9.4M

Back Office Pain Points

70

Excel for workforce management and planning

Tick sheetsto report work processed

Time-and-motion studies to establish performancestandards

Lack of visibility into performance and chair drops for performance reporting

Manually moving work around, unsure if service levels will be met

Doing mundane tasks, repeatedly with high error rates

Proficiency Solution

Back Office Suite

71

NICE Work ManagerReal-Time Activity

MonitoringWorkforce Management

Performance

Management

Advanced Proficiency Solution

Optional Solutions

Call and Screen

Recording and Call

Quality

Management

Robotic Process

Automation

Real-Time Process

Optimization

Work Inventory

Management

Back Office

Proficiency Solution

72

NICE Back Office WFO

0 100 200 300 400 500 600

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

Production Time (Avg Min)

The Back Office Proficiency Solution Quick Win

73

333 Min Avg.

390 (6.5 Hrs) Goal

480 (8 Hr) day

OpportunityProduction Time Goal 6.5 hours

Avg. Production Time 5.6 hours

Total Employees 300

Recapture Rate 50%

Hours Saved / Year 35,000

~ $750K in Annual

Savings

PERFORMANCE

CAPTURE

&

ANALYZE

FORECAST & SCHEDULE

Proficiency Solution

PROFICIENCY

SOLUTION

CAPTURE & ANALYZE Component

75

Tracks individual work items and actual handle time

Tracks off desktop activities

Captures employee desktop activity and categorizes activity into ‘productivity buckets’

Forecast and Schedule the required staffing taking into account expected work items and average handling times and availability.

Measures employee adherence to their schedule in real time.

76

Forecast Schedule

Real-Time Adherence

FT

E

JUN 2014 JUL 2014 AUG 2014 SEP 2014 OCT2014 NOV 2014 DEC 2014 JAN 2015

0

5

10

15

20

25

30

35

40

45

Supply vs Demand

Actual FTE FTE Req FTE Req +/-

0

5

10

15

20

25

30

35

40

-5

FT

E R

eq

+/-

FORECAST & SCHEDULE Component

Back Office Workforce Management

77

Work JournalAHT

Standards

Enhanced Personnel

Planner

Multi-Step Workflow

Forecasting

Actual Backlog, Intraday

Backlog and What-If Backlog

Coming soon: Additional RTAM information in Real-Time Adherence

Process View

Shows the currently

active process from

Desktop Work Tracker

Shows alerts that are

configured in RTAM

Coming soon: Additional RTAM information in Real-Time Adherence

TotalView

FirstName

LastName

Scheduled Activity

Actual State

Time in State

Reported State

Time in State

ApplicationWindows Title

URLProcess Name

Alert

Adherence View

FirstName

LastName

Scheduled Activity

Actual StateTime in State

Reported State

Time in State

ApplicationWindows Title

URL

Joe Shopper OpenNon-Productive, Non-Business

10:25 ChromeApple MacBook Pro

http://www.ebay.com/itm/NIB-Apple-Macbook

StateView

FirstName

LastName

Scheduled Activity

Actual StateTime in State

Reported State

Time in State

ApplicationWindows Title

URL

Jane News OpenNon-Productive, Non-Business

65:45 Lunch 65:00 ChromeFoxNews –Breaking

http://www.foxnews.com/

ProcessView

First Name Last Name Process Name Process ID Time in Process Alert Time in Alert

Jim Slow Medical Claim MD-1234-GRAFF 35:05Over ProcessTime Threshold

10:05

AlertView

First Name Last Name Alert Time in Alert Actual StateTime in

StateApplication Windows Title URL

Sue PriceyHigh Value Claim

10:25 Productive 20:00 ChromeClaim View-1234

http://claimview/1234

Coming soon: WFM Intra-View screen for DAILY/WEEKLY/MONTHLY time periods

Daily, Weekly or Monthly ViewEnterprise

Group, Work

Type or Work

Type Set

MU or MU Set

Proficiency Solution DemonstrationPROFICIENCY SOLUTION DEMONSTRATION

Proficiency Solution Benefits

MEASURE MANAGE IMPROVE

Skill Vs. Will

True Handle Time

Employee Proficiency Progress

First Touch Resolution

Accurate Forecasting

Efficient Scheduling

Backlogs

Real-Time Adherence

Performance to Key Metrics

Employee Motivation to Excel

Results-Driven Culture

Coaching Effectiveness

JOEL WEBB

Solution Consultant

Joel.Webb@nice.com

Thank YouQuestions??