Managing contact centre workforces has traditionally been a challenge, given above-average attrition rates, complex working conditions, and problematic customers. Contact centre agents report some of the highest levels of stress in the world and are extremely prone to turnover. That’s why WFO and WFM are such vital concepts – they allow you to orchestrate resource utilisation in a manner that reaches productivity targets without overburdening agents. WFO and WFM use statistical analysis and AI algorithms to recommend the most effective resource mix for a particular contact centre scenario (multiple channels, peak periods, etc.) This ensures that agents achieve steady levels of job satisfaction, even as they stay productive and meet KPIs.
The terms WFO and WFM are often used interchangeably because they both deal with workforce utilisation approaches. However, while they might share the same ultimate goal, there are subtle differences between the two concepts, and understanding these nuances can help you make the most of your contact centre resources in the long term.
WFO vs WFM
Workforce management or WFM can be defined as the set of strategies, processes and tools employed to increase agent productivity in a contact centre, primarily comprising demand forecasting, scheduling, and shift management tools. Its main purpose is to make sure that your contact centre is never understaffed, and there’s a contingent workforce in place to address peak periods.
WFM tools help to create schedules, assign agents to different shifts and channels, forecast unexpected traffic volumes, and quickly revise intra-day operations to adhere to a predetermined service level.
Workforce optimisation or WFO, on the other hand, refers to the set of strategies, processes, and tools employed to increase agent productivity, quality, efficiency, and sustainability in the long term, with a keen focus on talent development and quality assurance. While WFM deals with day-on-day productivity and KPI adherence, WFO provides high-level visibility so that overtime, agent stress, disengagement, or too many idle hours don’t get in the way of a contact centre’s long-term success.
