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Published on 13 March 2020
It is vital that you are looking at your shrinkage levels at all stages of the WFM planning cycle. Often, we talk about getting shrinkage lower, but we need to remember that it is more that sickness and holidays.
When building a forecast, it is important to know what levels you are using in your model and if they match reality. It is good practice to show both options in your model. If we hit targets this is the result we can expect, on current numbers we expect another result. Have the conversation early about any deviance, let everyone know in advance if there are going to be issues.
During scheduling it is important to add as much shrinkage as possible in advance so we can optimise and reduce the possibility of it being pulled. It is very bad for staff morale if their 1-to-1 is often cancelled or their team meeting doesn’t happen. If the advisors feel that these are regularly cancelled, then you may see an increase in absence and attrition.
Real-time analysts need to be aware of shrinkages as they are happening, no one should be taken away from customer contact without the real-time team being consulted. In the review stage we need to monitor shrinkages to ensure they are happening. While we may want to drive down sickness levels it is important that holidays are being used up, so we don’t have an issue at the end the year.
In any customer operation it is not unusual to have 50% of an advisor’s time taken up by Shrinkage so we need to focus on this as much as any other metric such as call volumes. It should never be an after thought or seen as a way of saving time and money. In fact, not including the right shrinkage can cost your business.
If you have any questions or thoughts please share your comments on the LinkedIn post here: https://www.linkedin.com/pulse/planning-wellness-importance-shrinkage-alison-conaghan/?published=t
Planning & Insight Specialist
Date Published: 13/03/20
Author: Leanne McNamee
Categories: Library, Planning & Resourcing