Plan requirement
| Subscription | Any plan |
| Also required | Workforce Management or Workforce Engagement Management |
| Access | Admin |
Teams decide who is scheduled together. They are not Support groups, and treating them as the same causes trouble.
Create one
- In Workforce Management, click People in the sidebar and select Teams.
- Click +Add team and enter a Team name.
- Select a Manager from the list of users.
- Click Edit agents assigned to this team and select the users. The list can be filtered by group, location or team.
- Check the forecast covers the work this team does.
Location is not set here. It is a separate part of the structure, and that is where the scheduling rules live.
People can be in more than one team
Agents and managers can belong to several teams. That takes the pressure off the structure: somebody who genuinely works across two areas does not have to be forced into one, and you do not need a hybrid team to describe them.
It also means a bulk move is often an addition rather than a move, and the two are easy to confuse when you are tidying up after a reorganisation.
Group by what you schedule together
People who cover the same demand, in the same hours, with the same skills. That is the unit a schedule is built for, and it does not always match a Support group.
Where they differ from groups
A Support group routes tickets; a workforce team plans people. Somebody can be in one Support group and scheduled with a different set of colleagues, and that is normal.
They are also maintained separately, so a change in one does not carry across.
Location is where the scheduling rules sit
Locations group agents who share a geographic location, and a team spread across countries under one location produces schedules that are wrong for most of them. Split by location before splitting by anything else.
They do more than geography, though: you can also use a location to split people who sit in the same building but work to different shifts and scheduling rules. If two halves of a team keep needing exceptions, that is usually the signal.
Shifts themselves come in two kinds: automatic, generated from forecast need, and fixed, with specific start times.
Keep teams large enough to schedule
A team of three cannot be scheduled meaningfully against a demand curve. Below about five, combine them and use skills to distinguish who handles what.
Review after any reorganisation
Teams go stale the moment people move, and a schedule built on stale membership staffs the wrong people. It is the first thing to check when adherence suddenly looks poor.
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