It is important however not to do so at the cost of customer service. SLA constraints: Workforce scheduling aims to optimize an organization’s use of it’s resources. Rather than rely solely on overtime to make up for lost resources, proactive leaders can postpone non-priority work or training, or borrow team members from another team. While responding to these events can be challenging, front-line managers that have made a plan know exactly how an unplanned absence will affect their day, and hence are better prepared to respond. Unplanned absences / no-shows / sick: Events such as vacation or PTO requests can be accounted for in a plan, however unpanned absences are impossible to predict. Some firms have adopted flexible schedules to better align staff hours to business requirements. Those intra-day variations can have repercussions on staff’s ability to meet planned demand for that day. Workload fluctuation: While modern forecasting tools can be very accurate in predicting upcoming volumes, there may be challenges in determining exactly when work comes in. This challenge can be resolved by encouraging cross-skilling between teams which allows for loaning and borrowing, optimizing the use of the existing workforce. Skills mismatches often occur in organizations that are very siloed within and between teams. Skills mismatch: A skills mismatch between the resources available and the work required adds complexity to the workforce scheduling process. Aside from volumes, plans should factor in time for trainings, meetings and other development activities staff engage in. Volumes may be established from historical information, or using volumes from monthly forecasts. Once a time is assigned to each activity, those can be assigned to teams/departments, or to specific individuals on a skills basis. This can be done using historical averages, or using different times depending on the level of skill of each individual. In either case, it is important to determine the amount of time required to complete each task. determining how much volumes a team is to perform each day). planning all tasks to be completed by all employees at specific time intervals), or in a more generalized manner (i.e.
In general, supply will be somewhat consistent from week to week, save for employees joining or departing the team.ĭemand can be planned in a very granular fashion (i.e. In organizations where employees follow a fixed schedule, items such as Paid time off need to be factored in when determining the amount of resource hours available to perform work. Whether performed manually or using Workforce scheduling software and other tools, the Workforce scheduling process follows three key steps.
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