1

Workforce ManagementWorkforce Management

Capacity PlanningCapacity Planning

Training GuideTraining Guide

2

Overview

Capacity Plan Forecasting Cap Plan Overview

Technology and Systems EWFM Essbase Resource Planning System(RPS)

MIS Headcount Reconciliation Staffing Strategy Occupancy Regression Analysis Plan Time Reports Divmon National MIS Business Performance Website

3

Capacity Planning

ForecastingForecasting What is a forecastWhat is a forecast Purpose of long term forecastingPurpose of long term forecasting Forecasting and re-forecastingForecasting and re-forecasting Forecasting fileForecasting file

Cap Plan OverviewCap Plan Overview What is a Cap PlanWhat is a Cap Plan Cap Plan SummaryCap Plan Summary Opportunity/RiskOpportunity/Risk Hiring SchedulesHiring Schedules Attrition SchedulesAttrition Schedules

4

Technology and Systems

eWFMeWFM ChecklistChecklist EWFM HousekeepingEWFM Housekeeping Running Budget Forecast for RequirementsRunning Budget Forecast for Requirements Running a Call Volume ForecastRunning a Call Volume Forecast Applying FiltersApplying Filters

EssbaseEssbase What is EssbaseWhat is Essbase Connecting to EssbaseConnecting to Essbase Setting up a pull sheetSetting up a pull sheet

Resource Planning SystemResource Planning System Navigating through RPSNavigating through RPS Viewing ReportsViewing Reports Adding a classAdding a class

5

MIS

Headcount ReconciliationHeadcount Reconciliation Headcount databaseHeadcount database Reconciliation processReconciliation process

Staffing StrategyStaffing Strategy Using the Staffing Strategy template and understanding the calculationsUsing the Staffing Strategy template and understanding the calculations

Occupancy Regression AnalysisOccupancy Regression Analysis Understanding the calculations used to determine Occupancy and Service Understanding the calculations used to determine Occupancy and Service

Level targetsLevel targets

Plan Time ReportsPlan Time Reports Understanding the components of the Plan Time TemplateUnderstanding the components of the Plan Time Template

DivmonDivmon Reviewing reports and notes in DivmonReviewing reports and notes in Divmon

National MISNational MIS National Report walk throughNational Report walk through Availability drilldowns and reportsAvailability drilldowns and reports

Business Performance WebsiteBusiness Performance Website Information on the websiteInformation on the website Available reportsAvailable reports

6

Introduction-Expectations and Responsibilities

• Meet regularly with the Regional Meet regularly with the Regional and Site directorsand Site directors

• Accurate long-term forecastingAccurate long-term forecasting• Forecast the impact of marketing Forecast the impact of marketing

initiatives, providing cost-benefit initiatives, providing cost-benefit and “what if” analysisand “what if” analysis

• Staffing recommendations – Staffing recommendations – New HiresNew Hires

• Maintain reports for review of Maintain reports for review of key indicators to include attrition, key indicators to include attrition, hiring, graduates, volumes and hiring, graduates, volumes and handle time.handle time.

• Understanding of business Understanding of business processesprocesses

• Meet established goalsMeet established goals

• Challenge each otherChallenge each other

• Challenge the ‘status quo’Challenge the ‘status quo’

• Identify, develop, & implement Identify, develop, & implement

best practicesbest practices

• Share best practicesShare best practices

• Suggest ideas for automation Suggest ideas for automation

and process improvementand process improvement

• Analyze & question everythingAnalyze & question everything

• Look forward, not backwardLook forward, not backward

• Enjoy your work!Enjoy your work!

ExpectationsExpectations ResponsibilitiesResponsibilities

7

Introduction-Capacity Planning Process

Set Up Capacity Plan Documentation:1. Annually, in June2. By Product3. Cap Plan Template Used (Carried Forward from Current Year)4. Naming Convention: FYF#_# (Full Year Forecast(1 = January, 2= February, 3 = March, etc.)_(Version#)

In New Volume Forecast Detail Worksheet, Link to Current FY Actuals:1. Inbound Contact Rate**2. Contact Rate w/o By Pass3. Inbound to Activation NIVR4. Inbound Project Activations5. Rep Offered for Activation Projects6. Rep Offered Program Calls **Cards Links Only Previous Year Contact Rate, RPL Links All Historical Data

Due July 1st for Plan for Next Calendar Year

Notify Staffing When Complete

Volume Variance, Headcount, Trends

1. Finance May Request Changes/ Adjustment Based on Budget Plan2. Also Review with Operations, TCC, Regionals.3. Meet Via Phone Conferences, Weekly Meetings, etc.4. Meetings / Discussions Typically Occur Throughout July & August

Plan Agreement?

No

Yes

2.1.1.1Create

Spreadsheet for Next Fiscal Year Working Model

2.1.1.2Review Results from Previous

Year and Current YTD

2.1.1.3Link Actual

Results for Current Year by Month to

New Template

2.1.1.4Load Average

Active Accounts from Finance

Driver File

2.1.1.5Run Requirements

in eWFM for Headcount Projection

2.1.1.6Submit Next Fiscal

Year Capacity Plan to Finance

2.1.1.7Review and

Revise Capacity Plan

2.1.1.9Projections Booked into EssBase by

Finance – Cap Planning Notified

2.1.1.10Estimate Classes

Required to Support Projected

Headcount

2.1.1.11Upload Estimated Classes to RPS

Customer Service Phones

2.1.1.8Check for plan

agreement

1.0Data

Preparation

New Year PlanningNew Year Planning

8

Introduction-Capacity Planning ProcessForecasting Monthly Volume & CapacityForecasting Monthly Volume & Capacity

By Product: 1. Via EssBase Retrieval - Click on EssBase Download Button (Excel Add-In)2. If EssBase Not Linked, Manually Load Volume Data from NMIS Report.

By Product: 1. Via EssBase Retrieval - Click on EssBase Download Button (Excel Add-In)2. If EssBase Not Linked, Manually Load Volume Data from NMIS Report.

**Note** Not published until 2nd Week of Month; Use Flash Numbers Until Final Data Available.

Volume Data:1. Average Active Account2. Inbound to Main NIVR3. Balcon Hotlead4. NIVR By-Pass5. Inbound Project Activations6. Inbound to Activation NIVR7. Operational Completed Project Activations8. Operational Completed Activation NIVR9. NIVR BT Sales Volume10. Rep Offered for Activation Projects

Complete Reconciliations in Capacity Plan 1. Headcount Reconciliation (By Product / By Site)2. Hiring Projections (By Product / By Site)3. Attrition Reconciliation (By Product / By Site)4. Opportunity/(Risk) Summary (by Product)5. Workspace Utilization Analysis (By Product / By Site)

Due by 3rd Tuesday of each Month

Review Schedule:1st Day: High Level/Bullets2nd – 3rd Day: Executive Summary Meeting (WFM Management) 8th – 10th Day: “Big Deck” Presentation (WFM/Ops/Leadership)3rd Tuesday: Final Review Meeting (All)

Yes

1. # Plastics issued2. Project Information

2.1.2.3Pull Volume Data

2.1.2.4Load Average Active Account

Data from Finance

2.1.2.5Pull Data from

Transaction Services

Communications

2.1.2.6Input Monthly

Volume Data to VFD

2.1.2.7Link Updated VFD to Capacity Plan

2.1.2.8Convert Cust Svc

Program Management to

Cap Plan

2.1.2.9Run Requirements

in eWFM for Headcount Projection

2.1.2.11Update Current Month Capacity

Plan

2.1.2.12Review Capacity

Plan

2.1.2.13Publish on WFM

Intranet

2.1.3Weekly Update

to Capacity Forecast via

Flash

No

Yes

No

Beginning of New Month?

Month-EndData Uploaded

from NMIS?

2.1.2.1Check for

beginning of New Month

2.1.2.2Check whether

Month-EndData Uploaded

from NMIS

Customer Service Phones

2.1.2.10 Reconciliation

2.1.1Forecast Annual

Volume & Capacity

1.0Data

Preparation

2.1.3 Weekly update to capacity

forecast via flash

9

Introduction-Capacity Planning ProcessReconciliationReconciliation

10

Introduction-Shared File Structure

2008_Capacity Plans

2009_Capacity Plans

2010_Capacity Plans

Analytics

End User Computing (EUC)

Essbase

Essbase Training

Flash

Headcount

Incremental Projects

Line Balance

LostFiles

Macro Library

Monthly Documents for Review

PTO Reports

Team Calendar

Web

Workstations

Capplan2$ on ‘nsusfla90ce01’Capacity Planning

Historical Final Files (Zipped)

Current Files

New Year Files

Files for each team member for adhoc files

Historic and current Gold copies for EUC inventory

Master files for database structure

Training Files

Weekly Flash and attrition reports

Monthly Headcount

Projects for Citi Cards

Monthly line balancing files for all products

List of cap plans

Storage of all macros utilized across the team

Documents updated weekly or monthly for use in reviews

Monthly Plan Time Reports

Team documents; contacts, time off and calendars

Folders to save files to be published to website

Workstation files updated monthly

ContentsContentsFolder NameFolder Name

11

Introduction-Shared File Structure2009_Capacity Plans

Each year contains Business Unit Files

CreditCards

Financial Submissions for Current Year Plan.

FYF forecasts during the current year.

List of folders for each business.

AAP Business Cards

Published folders containing prior cap plans.

Working folders to contain the current working file until publish date.

Historical information, scenarios/iterations (what-ifs) and other files with support documentation.

Citi Financial

ConsumerLendingGroup

CreditCards

Retail

2009 FYF0 Financial Forecast 01.09

2009 FYF7 Financial Forecast FYF8 06.25.09

2009 Plan Finance Submission (06-30-08)

AAP Business Cards

Account Activations

Ad hoc

Drivers

Headcount

Historical

Iterations

Published

Working

ContentsContents

ContentsContents

ContentsContents

12

Introduction-Timelines

Planning TimelinePlanning Timeline

• Timeline can vary based on business, but should follow closely to these Timeline can vary based on business, but should follow closely to these deadlines.deadlines.

13

Introduction-Average Speed of Answer (ASA)

Average Speed of Answer (ASA)

Average length of time it takes to answer each call during the measurement period (I.E. half-hour, day, etc)

• Measurement begins when the call leaves the NIVR and is made available to an associate

• ASA target ranges vary by product

• Expressed in seconds

• ASA can be affected by the following:

- Average Handle Times (AHT) coming in over forecast

- Volumes coming in over forecast

- Staffing shortages due to high unplanned/planned

- Market forces

Service Level/ASA drivers:

Planning: Capacity Planning Intra-Day Planning

Contact Center Levers:

Volumes Average Handle

Time Availability Scheduling Occupancy People

14

Introduction-Service Level

Service Level Agreement (SLA)

Measurement of the percent of calls answered within a specific number of seconds of being offered to an associate

• Goal is to answer 80% of the calls offered within 20 seconds or less

• Measurement is only for rep offered volume and does not include VRU only calls

• Expressed as a percentage

• Service Levels can be affected by the following:

- Average Handle Times (AHT) coming in over forecast

- Volumes coming in over forecast

- Staffing shortages due to high unplanned/planned

- Market forces

Service Level/ASA drivers:

Planning: Capacity

Planning Intra-Day

Planning Contact Center

Levers: Volumes Average Handle

Time Availability Scheduling Occupancy People

15

Introduction-Occupancy

Occupancy is primarily impacted by...

SCHEDULE EFFICIENCY

Interval

FT

E

Required Staff

Scheduled Staff

Occupancy result is also driven by...

ASA

Occu

pan

cy

SERVICE LEVEL TARGET

Talk Time equal

s

ACW Time plus

Idle Time

Percent Occupied

ACD Time:

Occupancy is defined as...

16

Introduction-Occupancy

Occupancy

Percentage of phone (ACD) hours that associates are productive (not in an idle state)

• Implement effective scheduling processes

• Develop and implement initiatives and processes that also impact occupancy

- Intelligent call routing (volume segmentation strategy)

- Staffing Strategy

• “Best in Class” contact centers should have an Occupancy target of 87% to 90%

     Results driven by: Scheduling Efforts Line Balancing Staffing Strategy

(VTO)

17

Introduction-Average Handle Time (AHT)

Handletime is defined as...

Performance is managed through...

Agents

Han

dle

tim

e

Handletime

Base

Learning Curve

Sales Impact

Secon

ds

Handletime is analyzed by understanding...

Tenure

Han

dle

tim e

TALK TIME [1]

AFTER CALL WORK

TIME plus

[1] Talk Time includes Hold Time

18

Introduction-Average Handle Time (AHT)

Average Handle Time (AHT)

Sum of Talk Time and After Call Work for all calls during a measurement period

• Average Talk Time (ATT) consists of time spent talking directly with the customer, as well as any Hold Time

• Hold Time is defined as the average length of Hold Time for all calls during a measurement period

• After Call Work (ACW) is the average amount of time agents spend working on customer’s accounts after the caller has disconnected and during which they are unavailable to take another call

• AHT is also commonly referred to as Weighted Call Value (WCV)

• AHT is measured in seconds Results driven by:

Performance Scorecards Outlier Management After Call Work Optimize System Response

Time

19

Introduction-Availability

Availability is defined as...

ACD Time

Sales/Meetings/Training

BreaksUnplanned Time

Planned Time Percent Shrinkage

Percent Available

Availability ReportDate:

Availabilty Site #1 % Site #2 % Site #3 % TOTAL %

Scheduled Span: 5,348 2,487 5,038 12,873UnPaid Break: (303) (141) (271) (715)Total Scheduled Hours: 5,045 2,346 4,767 12,158

Gross Overtime + 0 0.0% 0 0.0% 0 0.0% 0 0.0%No Show Hours for Overtime (-) 0 0.0% 0 0.0% 0 0.0% 0 0.0%Make Up: + 77 1.7% 20 0.8% 140 3.4% 237 2.1%Flex/ Weather Abs (making up) (-) (56) (1.2%) (25) (1.0%) (59) (1.4%) (140) (1.3%)LOA (-) (473) (10.5%) 112 4.6% (461) (11.1%) (822) (7.4%)Reclass Financial (-) (77) (1.7%) 0 0.0% (244) (5.9%) (321) (2.9%) Total Available Hours: 4,516 2,453 4,143 11,112

Total Lost Hours: 1,243 27.5% 700 28.5% 1,135 27.4% 3,078 27.7%

Unplanned 7.0% 317 7.0% 112 4.6% 209 5.0% 638 5.7%Planned 8.5% 367 8.1% 198 8.1% 344 8.3% 909 8.2%

Breaks 5.8% 252 5.6% 145 5.9% 219 5.3% 616 5.5%

Training 2.7% 112 2.5% 51 2.1% 134 3.2% 297 2.7%

Meeting 1.2% 2 0.1% 45 1.8% 23 0.6% 70 0.6%

Associate Development 0.6% 17 0.4% 5 0.2% 12 0.3% 34 0.3%Controllable Other 2.2% 80 1.8% 51 2.1% 78 1.9% 209 1.9%

AUX 0.3% 18 0.4% 9 0.4% 11 0.3% 38 0.3%

Uncontrollable Other 0.7% 6 0.1% 18 0.7% 14 0.3% 38 0.3%

Sales Development 72 1.6% 66 2.7% 91 2.2% 229 2.1%

Net Hours: 3,273 72.5% 1,753 71.5% 3,008 72.6% 8,034 72.3%

Total ACD Hours: + 2,864 58.2% 1,554 58.2% 2,635 58.2% 7,053 58.2%

VTO (added in Total Staffed Hours) + 353 7.8% 179 7.3% 319 7.7% 851 7.7%

TOTAL STAFFED HOURS: = 3,217 71.2% 1,733 70.6% 2,954 71.3% 7,904 71.1%

Unaccounted Time: 56 1.2% 20 0.8% 54 1.3% 130 1.2%

Sales Adjusted Availabilty 72.8% 73.3% 73.5% 73.2%

And...

Availability is managed utilizing...

20

Introduction-Availability

Availability

Percentage of paid hours that associates are logged into the phone (ACD) available to take calls

• Availability is always measured as a percent

• On average the target is to be on the phone at least 70% of paid hours for the measurement period

• Focus on this lever should center around the following:• Managing unplanned time through Partners in Accountability

• Verify unaccounted time (time off the phone not previously approved by the TCC) daily

• Manage planned time based on goal for the month

• Manage controllable other (I.e. C-Keys, ACCT work, etc)

Results driven by: Detailed Availability

Reporting Performance Scorecards Outlier Reporting

(Absenteeism) “Partners in Accountability” On-Line Resources

21

Introduction-Putting it all together

6,108,213

X 228

1,392,672,564 [SECONDS]

=

3,600 [SECONDS PER HOUR]

/

386,853.5 [HOURS]=

/ 173.3 [FTE HOURS]

2,232 [FTE]=

/ 91.0%

2,453 [FTE]=

/ 69.0%

3,555 [FTE REQUIRED]

=

EXAMPLE May 2009:

AGENT VOLUMES

TIMES HANDLETIME

BASE WORKLOAD REQUIRED [SECONDS]

EQUALS

3,600 [SECONDS PER HOUR]DIVIDED

BY

BASE WORKLOAD REQUIRED [HOURS]

EQUALSDIVIDED

BY FULL-TIME EQUIVELENT [HOURS]

BASE WORKLOAD REQUIRED [FTE]

EQUALS

DIVIDED BY

OCCUPANCY

ADJUSTED WORKLOAD REQUIRED [FTE]

EQUALS

DIVIDED BY

AVAILABILITY

FTE REQUIREDEQUALS

FTE CALCULATION:

22

Definitions

Active AccountsActive Accounts – The # of customers who receives a statement due to – The # of customers who receives a statement due to transactions or carrying a statement balancetransactions or carrying a statement balance

Agent/UM Span of ControlAgent/UM Span of Control - Ratio of Agents to Unit Managers (Ex: 20:1) - Ratio of Agents to Unit Managers (Ex: 20:1)

AttritionAttrition – People exiting the phones business. Can be either exiting the – People exiting the phones business. Can be either exiting the business or transferring to another business within the companybusiness or transferring to another business within the company

Annualized Attrition Annualized Attrition – Attrition for the month/Total headcount at the end – Attrition for the month/Total headcount at the end of the prior month * 12of the prior month * 12

Average Handle Time (AHT)Average Handle Time (AHT) – Talk Time + Work Time + Hold Time – Talk Time + Work Time + Hold Time

Average Speed of Answer (ASA)Average Speed of Answer (ASA) - Average length of time it takes to - Average length of time it takes to answer each call during the measurement period (I.e. half-hour, day, etc)answer each call during the measurement period (I.e. half-hour, day, etc)

AvailabilityAvailability – The percentage of time an associate is available to take – The percentage of time an associate is available to take calls during their schedule or the time it takes to process Paper. calls during their schedule or the time it takes to process Paper. Excludes time off the phone such as meetings, breaks, etcExcludes time off the phone such as meetings, breaks, etc

Base PositionBase Position – The staff position stated in +/- FTE as a result of – The staff position stated in +/- FTE as a result of calculating required FET minus Available FTE to represent over or under calculating required FET minus Available FTE to represent over or under staffed position staffed position

23

Definitions

Blaster CampaignsBlaster Campaigns – Dialer campaign that leaves an automated message – Dialer campaign that leaves an automated message advising customer of delinquencyadvising customer of delinquency

Booked PositionBooked Position – A financial term used to indicate a forecast officially – A financial term used to indicate a forecast officially recognized as a “goal” position for the business with expenses recognized as a “goal” position for the business with expenses calculated for the workflows and staff included in the forecast. Typically, calculated for the workflows and staff included in the forecast. Typically, this forecast is compared to actual results to determine variances and this forecast is compared to actual results to determine variances and reasons for the differencereasons for the difference

COBCOB – Continuity of Business; plans in place for seamless service to – Continuity of Business; plans in place for seamless service to customers or for workflows within the business due to system outage, customers or for workflows within the business due to system outage, sever weather or other special circumstancessever weather or other special circumstances

Contact RateContact Rate – Percentage of total drives that will contact the bank in a – Percentage of total drives that will contact the bank in a given time frame (usually 1 month)given time frame (usually 1 month)

Contingent StaffContingent Staff – Staff that resides in another department but is – Staff that resides in another department but is available to handle excess volume if neededavailable to handle excess volume if needed

Contractual Write-OffsContractual Write-Offs – Accounts that the oldest payment due becomes – Accounts that the oldest payment due becomes greater that 185 days delinquent – it then becomes non-receivablegreater that 185 days delinquent – it then becomes non-receivable

24

DefinitionsDelinquenciesDelinquencies – Accounts that are 1 to 180 days delinquent/past due. These – Accounts that are 1 to 180 days delinquent/past due. These accounts are worked by outbound collections through dialer and manual accounts are worked by outbound collections through dialer and manual campaignscampaigns

Dialer Campaigns Dialer Campaigns – Campaigns queued to dialer for outbound collections that – Campaigns queued to dialer for outbound collections that are logged into a dialer. Typically early stage delinquent account – Buckets 1-are logged into a dialer. Typically early stage delinquent account – Buckets 1-44

DriversDrivers – Metrics determined to have a relation to the customer – Metrics determined to have a relation to the customer

EssbaseEssbase – Database utilized by Finance and Capacity Planning to store – Database utilized by Finance and Capacity Planning to store business metrics such as customer volumes, productivity measurements, business metrics such as customer volumes, productivity measurements, headcount an all financial calculationsheadcount an all financial calculations

eWFM eWFM – Electronic Workforce Management. A software package utilized for – Electronic Workforce Management. A software package utilized for scheduling, forecasting and resource requirements for planningscheduling, forecasting and resource requirements for planning

Flex Time Flex Time - Allows an agent the flexibility to take time off on a regularly - Allows an agent the flexibility to take time off on a regularly scheduled day in exchange for making it up at a later date and timescheduled day in exchange for making it up at a later date and time

Forecast Forecast – What you expect to happen based on previous recent history– What you expect to happen based on previous recent history

25

DefinitionsFull Time Equivalent (FTE) Full Time Equivalent (FTE) - Refers to an 8 hour a day/ 40 hour a week person or - Refers to an 8 hour a day/ 40 hour a week person or a combination of people equating to this amount of timea combination of people equating to this amount of time

FYF FYF – Full Year Forecast; a naming convention used in capacity planning to – Full Year Forecast; a naming convention used in capacity planning to denote an update in the forecast position and inclusion of prior month’s resultsdenote an update in the forecast position and inclusion of prior month’s results

Idle Time Idle Time – The time a phone agent is logged into the phone waiting on a – The time a phone agent is logged into the phone waiting on a customer call customer call

Learning CurveLearning Curve – The incremental number of seconds over the base AHT it – The incremental number of seconds over the base AHT it takes for a newly hired employee to complete a calltakes for a newly hired employee to complete a call

Line BalancingLine Balancing – Support given from one answering group to another – Support given from one answering group to another

Net PositionNet Position – The staffing position on the capacity plan summary indicating the – The staffing position on the capacity plan summary indicating the final staffing position for a month, determined by base staff +/- contingent staff final staffing position for a month, determined by base staff +/- contingent staff “to” or “from” other groups to balance the staff available to the staff “to” or “from” other groups to balance the staff available to the staff requirementrequirementNIVRNIVR – Network Interface Voice Response. Also called VRU or IRV – Network Interface Voice Response. Also called VRU or IRV

OccupancyOccupancy – The amount of time an agent spends with a customer while logged – The amount of time an agent spends with a customer while logged into the phoneinto the phone

26

DefinitionsOJTOJT – On the job training. Rather than classroom training, this training – On the job training. Rather than classroom training, this training occurs in the production environment with a ”buddy system” or coaching to occurs in the production environment with a ”buddy system” or coaching to assist with learning processassist with learning process

Open AccountsOpen Accounts – Accounts with a credit line available for use. Could be – Accounts with a credit line available for use. Could be active or in-activeactive or in-active

Overtime (OT)Overtime (OT) - Measures adjustments to base scheduling by offering agents - Measures adjustments to base scheduling by offering agents the ability to work over their existing schedule in order to help the business the ability to work over their existing schedule in order to help the business meet cardholder needsmeet cardholder needs

Paid HoursPaid Hours – The number of hours an average FTE is paid during a given – The number of hours an average FTE is paid during a given month. Business days plus holidays multiplied by 8 hoursmonth. Business days plus holidays multiplied by 8 hours

Paid Hour ProductivityPaid Hour Productivity – The total monthly call volume, divided by the total – The total monthly call volume, divided by the total paid hours for the month.paid hours for the month.

Par 3Par 3 – External Vendor used to contact Early Stage customer to collect – External Vendor used to contact Early Stage customer to collect paymentpayment

Planned TimePlanned Time - Pre-scheduled time provided to associates away from the - Pre-scheduled time provided to associates away from the bank.bank.

27

DefinitionsProductive HoursProductive Hours – [ FT hours + PT hours + OT hours – Unpaid Hours – VTO +/- – [ FT hours + PT hours + OT hours – Unpaid Hours – VTO +/- Line Balancing hours ] Line Balancing hours ]

Productive FTEProductive FTE – FTE available to do the job – FTE available to do the job

Queue VolumeQueue Volume – Daily workable outbound collections accounts – Daily workable outbound collections accounts

Resource Planning SystemResource Planning System– Online human resources website that complies – Online human resources website that complies the hiring needs, summaries, and detail. Also known as RPSthe hiring needs, summaries, and detail. Also known as RPS

Sales Impact Sales Impact – The incremental number of seconds required to offer the sales – The incremental number of seconds required to offer the sales efforts to a customer as compared to a base service callefforts to a customer as compared to a base service call

Scheduling Scheduling - The process of assigning resources to meet your demands- The process of assigning resources to meet your demands

Schedule EfficiencySchedule Efficiency - The use of scheduling resources with the least amount of - The use of scheduling resources with the least amount of waste as possiblewaste as possible

Schedule AdherenceSchedule Adherence - Measures the percentage of time your agents are on the - Measures the percentage of time your agents are on the phones when they’re supposed to bephones when they’re supposed to be

Service LevelService Level – The percent of calls answered within the targeted number of – The percent of calls answered within the targeted number of seconds. seconds.

28

DefinitionsShrinkageShrinkage – The % of available hours lost to paid non-phone activities, such as – The % of available hours lost to paid non-phone activities, such as meetings, training, breaks, planned or unplanned timemeetings, training, breaks, planned or unplanned time

Staffing StrategyStaffing Strategy – Percentage of required staff added to the required staff to – Percentage of required staff added to the required staff to cover variability in call volume and productivity measurementscover variability in call volume and productivity measurements

Unpaid HoursUnpaid Hours – Hours not paid for by the business, i.e. lunch – Hours not paid for by the business, i.e. lunch

Unplanned TimeUnplanned Time - Unplanned time provided to associates away from the bank. - Unplanned time provided to associates away from the bank. Unplanned hours are generally used for sick days, emergencies, etc.Unplanned hours are generally used for sick days, emergencies, etc.

Voluntary Time Off (VTO) Voluntary Time Off (VTO) - Measures adjustments to base scheduling by - Measures adjustments to base scheduling by allowing agents to vacate the remainder of their shift without payallowing agents to vacate the remainder of their shift without pay

VRU By-PassVRU By-Pass – Call is routed out of the VRU to an associates - usually – Call is routed out of the VRU to an associates - usually qualifies for sales potentialqualifies for sales potential

UM/OM Span of ControlUM/OM Span of Control – Ratio of Unit Managers to Operation Managers (Ex: – Ratio of Unit Managers to Operation Managers (Ex: 6:1)6:1)

UM/Agent Span of ControlUM/Agent Span of Control – Ratio of Unit Managers to Agents (Ex: 20:1) – Ratio of Unit Managers to Agents (Ex: 20:1)