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There are various time overheads that prevent each person from being available to actually complete the work they are employed to do; this is often referred to as shrinkage. We have to plan for it as we know it happens and it provides a realistic view of the split of activities and provides an expectation of available time. The amount of shrinkage will depend on the amount of out of office activities and offline activities you have along with the amount of wait time and work time each agent has.
Agreed categories/classification for each type of shrinkage. Don’t create too many categories, it’s ok to have a “catch all” like ‘Other’ for exception shrinkage.
In previous best practice guides we have used:
- Customer Contact
- After Call Work
- Wait Time
Track and report on all shrinkages comparing actual versus forecast and discuss these as numbers, percentages, money, impact on performance, etc…
The Productivity Journey Challenge 2015
When greater strategic attention is given to planning unproductive time significant benefits can be achieved, whether improvements in the consistency of service offered, and greater development time for front line teams or reduced costs, it is an area not to be ignored. Our challenge is a focused approach to planning and managing the cost of unproductive time. Find out more about the challenge and how to join it
Shrinkage Top Tips
Control the controllables. Communicate the importance of “keeping to the plan” and ensure there is rigour around time off. Clear annual leave processes are important to consider both the booking and cancelling of leave.
Manage the uncontrollable. Have Process and procedures around factors like sickness and non-adherence will happen and will need to be managed. Don’t set targets, e.g. 90% adherence, as this allows 10% of non-adherence each day, communicate the 5% to 10% tolerance and explain that the aim is to achieve as close as you can to 100%.
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