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Determining Enterprise Workforce Capacity through Modeling Disclosure Number: IPCOM000167187D
Publication Date: 2008-Feb-01
Document File: 13 page(s) / 86K

Publishing Venue

The Prior Art Database


The Workforce Capacity Modeling Process provides an organization (e.g., an integrated financial services organization) with the ability to model and track both front-office and back-office operations and their corresponding FTE requirements. In addition, the Process provides the organization with the ability perform “What-If” scenarios at the individual model level as well as at a consolidated enterprise level. As a result, an enterprise has the ability to identify process improvements as well as to track and forecast workforce requirements more accurately.

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Determining Enterprise Workforce Capacity through Modeling


    Workforce Capacity Modeling has been a challenge for organizations that employ numerous categories of employees. Examples of four categories of employees for an organization for which Workforce Capacity Modeling has posed a challenge are as follows.
· Contact Center - workforce employees who log into Automatic Call Distributor (ACD) systems that track hours worked and key functions performed by this category of workforce employees (front-office customer contact, customer contact from Contact Centers, etc.).

· Back Office - workforce employees who do not log into ACD systems (i.e., non-ACD employees); key functions perform by this category of workforce employees include "back-office" functions to support customer contact.

· Non-Customer Contact - employees typically not directly engaged in customer contact (e.g., management, security personnel and other support employees, staff agency employees, . . . ).

· Third Party - employee category that includes contractors and temporary employees.

Each of these categories of employees presents its own set of unique challenges in terms of forecasting workforce capacity needs.

    Contact Center employees require different types of skill sets depending on the types of contacts that they handle. If a Contact Center (e.g., with 50 employees) took phone contacts of only one type (e.g., concerning a mutual fund


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investment for an integrated financial services organization), capacity planning would be fairly straight forward because all 50 employees could be prepared to take phone contacts of only that one type (i.e., each of the 50 Contact Center employees could be trained so as to have generally all skills necessary to handle any contacts of that one type).

    On the other hand, a Contact Center of 50 employees would face a greater challenge if multiple contact types were possible so that multiple skills could be required of each Contact Center employee. However, a Contact Center (Figure 1) is typically aided by the fact the ACD systems track and forecast contact volumes, handle times, and time away from work (shrinkage), making capacity planning for this scheduled workforce category more manageable than it would usually be for a non-ACD workforce center. ACD systems also allow Contact Centers to utilize "best service" routing, which enables workflow to be distributed to the most available attendant employee who is capable of performing the tasks necessary to insure a high level of customer satisfaction.

Agent A


Type 1






Type 2

Agent C


Type 3

Figure 1.


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    Because Back Office employees generally do not log into ACD systems that track the hours they have worked or the functions they have performed, forecasting both the workload and the resulting wo...