Some years ago, Ronco pitchman Ron Popeil had an infomercial to sell rotisserie cookers. During the demo, he kept repeating the mantra, "just set it, and forget it." While this is an appealing tag line for a kitchen gadget, the approach does not work very well in the area of workforce management. Unfortunately, in many companies that is often the fate of workforce management software and, as a result, the workforce management function breaks down.

Over the past several years, I have encountered many organizations that have invested heavily in workforce management (WFM) software. You know the high-powered packages that collect, analyze, and generate integrated forecasts, staff schedules, schedule adherence tracking, and intra-day data. These expensive systems typically require significant upfront configuration that ultimately make monitoring and management of the contact center much easier and efficient. The potential for major customer service and operational improvement is tremendous. Unfortunately, after all the upfront work is completed, many organizations adopt the Ronco approach and "set it, and forget it." Thus, they never realize any sustainable improvements. Gradually, the management team realizes they are still fighting the same fires they were fighting before the WFM software was installed, and the tool becomes yet another management obstacle and/or slips into oblivion and is not used.

From my observations, many WFM projects fail early in their lifecycle due to one or more of the following:

• IT installs and configures the software without contact center management input.
• The management team does not understand what the software is designed to do.
• The management team does not know how to use the software output.
• The management team abdicates resource management responsibilities to the WFM team.

The bottom line is that without enlightened contact center management engagement before, during, and after installation, a successful outcome is doubtful.

It is also important to remember that WFM software is not a resource management solution; it is a resource management tool that needs regular disciplined management interaction and execution in order to maximize its value. In many cases, this disciplined approach is shortchanged or omitted, and the management team finds itself working harder just to get the same results they had prior to installing WFM. (Note: a good rule of thumb for any technology installation—if you are working as hard as or harder than before the solution was launched, you have a problem.)

Therefore, contact center management engagement is the lynchpin to successful workforce management execution. I don't want to minimize the importance of the installation and configuration of the software, but the most critical success factor is regular management interaction with the WFM data. Managers need to meet daily (often throughout the day) to discuss the previous day's results and focus on allocating available resources to meet the day's goals (phones and production in a cross-functional environment). These goals must be communicated to the staff in timely intervals—a continuous process that repeats itself throughout the day as situations change. The goal is to minimize reactive management. I like to say, we are proactively reacting to changes throughout the day in a way that minimizes associate disruption and maximizes customer service. That is a wordy way to say "having the right people, in the right place, at the right time."

When this is done routinely, service levels are consistently achieved, associates are happier, and management has more time to coach and develop their staff.

I welcome your questions and comments about improving workforce management. Please contact me at Steve_Murphy@renolan.com.