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Support from National Science Foundation grant DMI-0099821

Robust Strategies for Cross-Training Call Center Agents - Taxonomy, Models, and Analysis

gsbdata.wt.luc.edu/~vanoyen/WorkSmart

VanOyen-CallCenter.ppt

Mark P. Van Oyenwith

Seyed M.R. Iravani

& Wallace J. Hopp

Associate Professor

Info. Systems & Operations Management

vanoyen@nwu.edu orion.it.luc.edu/~mvanoye/

Call Center Cross-training Frameworks:

Strategic and Tactical

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Outline

• Workforce Agility via cross-training to achieve flexibility in the face of variability

• Why use it?– Symptoms

– Strategy Matrix

• How to do it – tactical considerations

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Cross-training & Workforce Agility Decisions

1) Recruitment: sets plan for overall characteristics of workforce and workplace.

2) Cross-Training Skill Set Design: defines which task-types each worker is qualified/authorized to perform.

3) Worker Coordination Policy (Routing): allocates workers to tasks (or tasks to workers) over time.

4) Team Structure: communication & reporting, authority, learning, team problem solving, mentoring, other interactions between agents

5) Scheduling: short term planning of worker schedules and task assignments.

STRATEGIC

TACTICAL

Def’n: Cross-training = XT = training for multiple skills/tasks

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Dimensions of Cross-training (XT) Implementation

Cross-training Architecture - two basic components:

•Skill Set Design: specialists (no XT), nonoverlapping zones, overlapping zones (e.g. chain), full cross-training, etc.

This talk de-emphasizes the second component:

•Agent Coordination - ROUTING: FCFS, queue/task priority, longest queue, longest wait, etc.

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Conceptual Model of Cross-training (XT) in Practice

A mental model for thinking about XT

• Individuals with 1 or more skills

•Scheduled working hours– Possibly restricted task sets utilized at specific

times

•Matching of agent schedules to demand rates

•Agent schedules generate ensemble “teams” that are robust to variability/uncertainty.

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Worker-Task Matrix: Snapshot in Time

Worker\Task 1 2 3

Maria (specialist - 1) A

Fred (1, 2) A A

Tom (2,3) A A

Suzy (1,3) A S A

Jose (1,2) – Vaca. S S

Antoine (2,3) - lunch S S

…

Date: 5/20/04 Time: 14:24:33

Hypothetical matrix tells what workers are assigned (doing) what tasks at all times. A workforce agility architecture consists of anything that influences the evolution of this matrix over time.

A = Active, S= Scheduled

…

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Variability is an Important Driver

There are many reasons to cross-train,

but coping with variability

is an operationally important ingredient.

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Common Variability Issues in Call/Contact Centers and

Service Centers

• Short-term demand fluctuations

• Long-term demand fluctuations

• Product (service) life-cycle

• Contact length (service time) variation

• Scheduling difficulties, changes, and absenteeism

• EE turnover

• Patience and abandonment characteristics

• Variability in supporting resources (network, databases, decision support, level of scripting)

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Variability & Three Buffering Mechanisms

Variability Law: Increasing variability (and uncertainty) always degrades the performance of a production system.

Buffering Law: Systems with variability must be buffered by some combination of:

1. Inventory (Does not apply with customer service)

2. Time (on hold)

3. Capacity (agents)

Hopp and Spearman, 2000 Factory Physics 2nd Ed., Irwin/McGraw-Hill.

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Buffer FlexibilityBuffer Flexibility Corollary: Flexibility

reduces the amount of variability buffering required in a production system.

For an in-bound call center, our options are limited!

• Flexible Capacity: cross-trained workers– Scheduling, staging shifts– Skills-based routing (SBR)– Scripting, decision support,– Databases

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Outline

• Workforce Agility via cross-training to achieve flexibility in the face of variability

• Why use it? + Why NOT to. – Symptoms

– Strategy Matrix

• How to do it – tactical considerations

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Undesirable Effects - Symptoms

Let’s examine through the lens of cross-training some of the primary symptoms that call centers may experience:

• • • • •

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Symptoms & Possible Contributing Factors

• Some workers are significantly more utilized than others. • Concern: Capacity Imbalance: agent overutilization at

some call types causes congestion at the same time some task-types are overstaffed!

• Excessive congestion: Poor Service Level (SL), long waits, high abandonment, etc.• Concern: Problems with staffing; forecasting errors; Root

may be insufficient flexibility

• Low customer-perceived quality due to insufficient complementary experience• Concern: Overspecialization is preventing workers from

developing a sufficiently broad skill and experience base • COUNTER: Low Quality due to insufficient focus/depth

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UnDesirable Effects - Symptoms

• Variation in demand/workload that hurts performance and makes staffing difficult.• Concern: Need greater risk pooling and flexibility to cope

with uncertainty

• Excessive turnover (especially from potential leaders)• Concern: Lack of perceived career path• COUNTER: cross-training seen as eroding security,

adding to stress.

• Excessive absenteeism• Concern: Rampant boredom. May need to create

learning/growth.• COUNTER: Excessive absenteeism due to stress caused

by XT?

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1. Cost (labor is large, technology, training)

2. Quality (customer-perception, errors, …)

3. Leadtime (ASA, SL, Abandonment, …)

4. Variety (increased number tasks, call types, channels, …)

A basis for STRATEGY …

Dominant Bases for Competition

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Strategy Matrix for Use of Cross-training

Direct Indirect Cost Higher Labor Productivity:

improved labor utilization

Time Increased Responsiveness: reduced congestion via flexibility shorter tasks shorter handoff times (changeovers)

Knowledge Scope Communication Problem Solving Motivation

Quality Improved Internal/External Quality handoff elimination (customer

service) improved labor/task matching

Retention Ergonomics

Variety Broadened Offerings of Products/Services expanded task range increased production flexibility

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Strategy Matrix Examples

CC-FULL: Strategy Matrix for a large call center which handles HR Benefits for multiple clients. Solution has been to create teams dedicated to each client. A worker is trained to utilize an Info. Sys. to effectively answer any call on any benefit. Variety of task types. Similar performance metrics and levels across task types. Solution: Non-overlapping Zones with full cross-training within zone (i.e., client team).

Direct Indirect Cost Robustness to turnover, scheduling Time Shorten task times Quality Better service via

handoff elimination Increase knowledge scope,

Variety Organizational skill development

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Strategy Matrix Examples

CC-N: Strategy Matrix for a call center with 40 agents, 6 task-types – similar task types, similar performance metrics and levels with one exception. High % of volume to one basic call type.Solution to date has been to cross-train with a type of “N-pattern” to provide most of capacity to first call type while maintaining variety and flexibility. Note: low turnover, high commitment to workforce)

Direct Indirect Cost Labor utilization,

given multiple low-volume task types

Improved scheduling

Time Skills-based routing and XT for congestion reduction

Quality Variety Organizational skill development –

hierarchical phased approach

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Motivation/Retention: Worker Job Satisfaction

(Red = Clear link to cross-training)

• Full display of ability

• Improvement of ability

• Fair recognition of ability • A vision of his/her advancement (growth)• “work” is not just a sequence of tasks, but includes

one’s role in org. and responsibility for related matters• Appropriate teamwork• Support for accomplishment

Sources: F. Herzberg, “One more time: How do you motivate employees?”, HBR Jan-Feb. 1968 and Toyota Executive Seminar Presentations

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Strategy Matrix Examples

CC-OVERLAP: Strategy Matrix for a large call center with more than 8 products – high variety of task types, various performance metrics and levels.Solution to date has been to cross-train with overlapping zones, but there is no clear, defined strategy.

Direct Indirect Cost Labor utilization

Agent performance via motivation; retention via job satisfaction

Time Skills-based routing for congestion reduction

Quality (Avoid too many skills/agent) Variety

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Outline

• Workforce Agility via cross-training to achieve flexibility in the face of variability

• Why use it?– Symptoms

– Strategy Matrix

• How to do it – tactical considerations

– Canonical Skill Set Patterns

– Tactical Framework

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Possible Approaches …

• Specialists without cross-training

• Rotation: workers scheduled over time (org. learning)

• Pooling: Non-overlapping Zones

• Overlapping Zones •Cherry-picking (cross-train underutilized workers to help

overutilized)•“N-Pattern”•Chained cross-training

• Full cross-training: Single, common pool

• Etc.

11 22 NN

...

1 2 N

T

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Canonical Skill Patterns:Graphical Description

Example: Benefits Services Provider

• Inbound HR administration for 2 corporate clients: CoA and CoB

• Suppose each has services for• Health Care• Life Insurance• Retirement Plan

• Suppose each benefit area for a specific firm is regarded as a task-type (limited cross-training is already in place)

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Specialist Approach

CoA CoA CoA CoB CoB CoB

Team Task1

Task2

Task3

Task4

Task5

Task6

W1

W2

W3

W4

W5

W6

Six Skills or Task-types, 6 worker teams“Teams” are used to obtain the necessary capacity – not for cross-functionality

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How to Provide Flexibility?

Cherry-picking Rationale:

What if for CoA, Health Care (1) is experiencing very long waits, while Life Insurance (2) is experiencing low agent utilization?

How can cross-training help with emphasis on minimizing the amount of cross-training?

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Cherry-picking for Capacity Balancing

CoA CoA CoA CoB CoB CoB

Team 1 - heavy

2 - light

3 4 5 6

W1

W2

W3

W4

W5

W6

Six Skills or Task-types, 6 worker teams, 2 skills/worker for Team W2

Cherry-picking: cross-train underutilized workers to help overutilized. (Can solve via math program)

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“N-Pattern” (Overlapping Zones) Capacity Balancing with Var. Buffering

CoA CoA CoA CoB CoB CoB

Team 1 - heavy

2 - light

3 4 5 6

W1

W2

W3

W4

W5

W6

Tasks 1, 4 have high demand volumes, 2 skills/worker Max

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“N-Pattern” (Overlapping Zones) Capacity Balancing with Var. Buffering

When

1. There is one or more call times with a large fraction of the demand2. A specialist approach suffers from either poor

• Capacity balancing (utilization)• Variability buffering (congestion)

THENAn “N-Pattern” is often effective

WorkerTeams(Pools)

Demand Types

(Queues)

High volume

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Pooling: Non-overlapping ZonesQuest for High Utilization and Simplicity

CoA CoA CoA CoB CoB CoB

Team 1 2 3 4 5 6

W1

W2

W3

W4

W5

W6

One choice of pooling (with full XT for CoB tasks)

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How to Provide Flexibility?

Example: Due to bursty, unpredictable fluctuations in the incoming calls, the CC has found it impossible to keep waiting times as low as they want.

If capacity can be dynamically allocated to where it is needed, we will help minimize the times when there are idle “Life Ins.” agents, while “Health Care” has a long queue and excessive abandonment.

How can cross-training maximize variability buffering?

The following skill pattern comes from THEORY and manufacturing. (We have not seen it in a call center.)

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2-Skill Chaining (Partially Overlapping Zones)

D=2 skills/worker, Chain limited to client

We can generalize to D-skill chaining (D=2, 3, …) to get the desired effect.

CoA CoA CoA CoB CoB CoB

Team 1 2 3 4 5 6

W1

W2

W3

W4

W5

W6

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2-Skill Chaining (Fully Overlapping Zones)Conjecture: Maximizes flexibility given a fixed number of skills.

Observe the symmetry of skill chaining – across all the skills, thereby allowing CoA capacity to flex “into” and “out-of” CoB’s.

CoA CoA CoA CoB CoB CoB

Team 1 2 3 4 5 6

W1

W2

W3

W4

W5

W6

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“D-skill Chain” (Overlapping Zones) Modest Capacity Balancing with

High Variability BufferingWhen1. Demand is spread across multiple call types2. Variability buffering is important for reducing congestion3. D skills per worker is an effective number4. Every task-type can be cross-trained

THENAn “D-skill Chain” is often very effective (perhaps optimal)

WorkerTeams(Pools)

Demand Types

(Queues)

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Outline

• Workforce Agility via cross-training to achieve flexibility in the face of variability

• Why use it?– Symptoms

– Strategy Matrix

• How to do it – tactical considerations

– Canonical Skill Set Patterns

– Tactical Framework

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The TACTICAL FRAMEWORK

Factors shaping how best to implement workforce agility:

1. Training Efficiency2. Handoff Reduction3. Task-type and Resource Transition Efficiency4. Multi-tasking Efficiency

+ [Strategy Factors]5. Capacity Balancing (utilization)6. Variability Buffering (congestion)7. Knowledge Scope/Depth (value of breadth vs. depth)8. Communication: Org. learning and capability development9. Problem solving10. Motivation11. Retention12. Ergonomics

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TACTICAL FRAMEWORK

1. Training Efficiency: • Gauge how effectively workers can be trained for

new skills. [individual-dependent learning curves and forgetting of skills, equipment, layout, ergonomics, career path, etc.]• Cost of Skill Acquisition captures the average

expense of training workers to cover and to retain new task types. [e.g. order processing vs. tech support]

• Skill Level Variation: the range of difficulty of acquiring different types of skills. Quality variation. [e.g. troubleshooting requires aptitude]

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2. Handoff reduction

• Assess efficiency and quality gains by avoiding handoffs

• Mechanism: Job enlargementExample: Savings of handoff elimination include:• Customer frustration• Time repeating information• Quality loss due to fragmentation of knowledge at

provider

TACTICAL FRAMEWORK

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TACTICAL FRAMEWORK

3. Task-type and Resource Transition Efficiency

• Impact of time lost when a worker switches between task types or workstations Examples: • CSR switches from sales to service calls may need to

close one database and open another.• agent needs to move to a different workstation (call A

fax A call B mail B)

Design workstations & IT resources to support XT/SBR

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TACTICAL FRAMEWORK

4. Multi-tasking Efficiency:

Gains from a worker performing multiple tasks simultaneously.

[e.g., ability to maintain more than one on-line chat session at a time].

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Summary View of TACTICAL FRAMEWORK

Workforce Agility Strategy

Cross-Training Skill Sets and Skill Pattern

Routing &Worker

Coordination

-Training Efficiency-Capacity Balancing-Variability Buffering-Knowledge Scope/Depth-Communication-Motivation-Retention

-Handoff Reduction-Task-type & Resource Transition Eff.-Multi-tasking Efficiency-Problem solving-Ergonomics

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Summary & Future Work

• Thorough, systematic structure offer step towards a science of Workforce Agility via cross-training

• Linkage to business strategy• Guidance for tactical-level implementation.

Open questions• Better methods to assess factors (tailored to call centers)• How to better create Employee Satisfaction & Motivation to

drive retention and quality? • With significant abandonment and complex performance

criteria, how to accomplish skills-based routing (simple, robust policies)? How much difference does it make?

• What skill patterns make routing easy? (chain, ??)

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gsbdata.wt.luc.edu/~vanoyen/WorkSmart