How to Calculate Schedule Adherence
Apr 15, · I need to create a formula to find out the original schedule adherence - how much time they are working out of the time for which they are originally scheduled, with 1 being all time schedule and being half of the time. Here is the data I have to work with. Schedule . Jan 25, · 2. Count business days between Actual Finish Date and Actual Finish Date. If value of #1 = n (below) then % (below) If value of #2 = n (below) then % (below) 0 = %. 1 - 7 days = 90%. 8 - 15 days = 50%. > 15 days = 0%. Schedule Adherence = % of #1 + % of #2 divided by 2.
In this article we are going to look at the importance of schedule adherence in the contact centre, and how to create a reliable schedule adherence figure. One of the first issues to face when understanding schedule adherence is that there are a number of different terms that are used interchangeably.
We give you the meaning of schedule adherence as well as the other terms which are often confused:. The amount of time an agent worked which aligned with the time they were scheduled to work. This includes call time, after call wrap, and scheduled activities like meetings and training.
The total amount of time an agent was scheduled to work, versus the amount of time they actually worked. Often confused with adherence, this usually refers to compliance with in-house or regulatory requirements, like PCI DSS. Read more about Compliance in the Contact Centre here. The amount of time how to adjust koni red shocks agents spend on call handling activities as a proportion of total available time.
Unlike adherence and conformance, this measure is usually only applied at the macro level rather than for individual agents. The amount of time that agents spend on call handling activities as a proportion of total scheduled hours. This is also generally applied at the macro level.
Read this article for more on how to calculate schedule adherence in excel Difference between Occupancy and Utilisation. In this article we are looking at schedule adherence, and by extension, conformance. Broadly, they are both measures of how well an agent is sticking to their schedule, and they are both worth measuring. The agent is supposed to work for the full hour, which is until am. Conformance looks at the total amount of time the agent worked 65 minutes and divides that by the total amount of time they were scheduled to work 60 minutesexpressing the result as a percentage.
But what about their adherence? For this, we first need to know how many of their scheduled minutes they worked. In this case it is 55 minutes. For more tips on improving this by reading this article on Improving Attendance and Adherence. In most contact centres that use a modern WFM system, schedule adherence will be automatically calculated at specific intervals. Without this resource, contact centres can calculate adherence themselves, usually by using data from their ACD.
This data, which relates to a single agent, can be averaged with the adherence figures from all agents to give an adherence figure for the entire contact centre.
Within the schedule adherence calculation, sanctioned activities like meetings and coaching are considered adherent when they are carried out during scheduled hours. If we consider a hypothetical contact centre, receiving calls over thirty minutes with an AHT of secondswe how to configure linux dns quickly see the impact of even a few agents failing to adhere to their schedule. By the time five agents are missing, ASA has gone from around ten seconds to over one and a half minutes, seriously damaging the customer experience.
These figures can also carry a substantial financial implication. Some estimations indicate the annual cost for non-adherence of ten minutes per agent per day is about the same as the agent wage bill for a full week. This estimation is highly elastic and depends largely on the variability of contact volume for the centre. Nonetheless a financial penalty, on top of the staff and customer experience issues, makes a strong case for tight adherence monitoring.
The use of technology can help prevent these issues. Find out how to boost low schedule adherence rates by reading our article: 17 New Ways to Improve Schedule Adherence in the Contact Centre. If improving adherence figures across the contact centre becomes a key target, managers and planners will need to identify the drivers that are keeping adherence down.
One of the most common explanations given by agents is that calls routinely begin just short of scheduled how do u pass a gallstone. This doubtless happens on a regular basis, but to get an idea of how big an issue it really is, planners need only look at their AHT.
If AHT is less than the average deviation from adherence, the explanation does not meet with the reality. Some analysis has shown that, based on agent working patterns, supposed last minute inbound calls occur more frequently around break times than around the end of shifts.
This suggests that a certain amount of deliberate manipulation is involved, to get preferred break times. To prevent this, some contact centres adapt the way they allot breaks time. For example, in a team of eight how many years are us senators elected for there is need for minutes of morning break time — fifteen minutes each.
But rather than scheduling exactly which fifteen minutes they get, the entire team can be given a block of time in which each of them must take their break. This can be controlled through something as simple as a laminated break card that the agent hangs over their computer monitor, and which gets passed to the next agent afterwards. Many contact centre use a variety of separate computer systems that the agent must open, while also logging in to systems like the ACD. This sometimes takes up to ten minutes, meaning the agent will either need to arrive early or start taking calls ten minutes late.
As businesses cannot reasonably ask their staff to set up before their shift, there are really only two options. The first is an expensive upgrade of computer systems, aimed at ensuring the login process is as fast as possible. Building this kind of information into training is likely to have a large benefit, as well as making proper adherence monitoring a part of regular performance reviews.
In particular, explaining the impact that low adherence has on colleagues is an effective way of changing behaviours. You can help your staff adherence by taking steps to avoid schedule dissatisfaction.
Given that there are a number of situations where an agent might not be adherent, it can help to look at exactly when their non-adherence is happening. Obviously routine lateness for a shift is highly problematic, and should be subject to how to prepare for gate exams disciplinary procedures. If breaks are out of alignment, how much and how regularly? Are their breaks too long, or are they early or late? This is where conformance data, combined with adherence, is the most useful.
Managers should look out for patterns, and try to find out if there are regular problems that the agents is facing. They need to revisit their shift timing, or they might have other obligations like childcare. Even though contact centre performance is very closely monitored, in large centres agents can feel somewhat invisible.
It helps to reinforce from the beginning that their performance is important, and that it is something that you keep up to date with. To get the best possible breakdown of agent activity, deploy separate codes for available, after-call wrap, break time, lunch time, and schedule time away from the phone.
If this is new to the contact centre, it is important to lay out the benefits for the agents. Otherwise, it can seem invasive. How do I Calculate… Schedule Adherence? Recommended Articles. How to Manage and Improve Schedule Adherence.
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Calculating Man Hours And Days Worked Over Multiple Sheets - Excel I'm trying to come up with a solution to calculate the man hours and days worked over multiple sheets. I have a file that has 8 sheets. the first seven sheets are the days of the week and the 8th sheet is where I want to calculate the hours.
Definition: The percentage of time your agent was exactly where they were scheduled to be. Example: An agent is scheduled to work 8 hours minutes and is five minutes late going to break and five minutes late returning from break, for a total of 10 minutes out of schedule adherence. The idea here is to encourage agents to follow the schedule as it was designed. Agents may decide to cut the conversation short in order to be adhere to their exact schedule. Realistic Schedule Adherence Goals.
This can become cumbersome and lead to a situation where Supervisors or Work Force Management staff spend all their times entering exceptions. You will save time and aggravation if you set a reasonable goal for schedule adherence, perhaps in the low 90s or high 80s, depending on your circumstances. Your email address will not be published.
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