Plan requirement
| Subscription | Any plan |
| Also required | Workforce Management or Workforce Engagement Management |
| Access | Admin |
The hours the forecast plans for. Wrong here, and every schedule built from it is wrong the same way.
Set them
- Set the Operational hours on each location first: Open 24/7, or Specific hours with the days and times. The forecast's own hours default to these.
- In Workforce management, click Forecasting in the navigation bar and select Forecast scenarios. Open the scenario.
- Under the staffing parameters, turn Availability on and select the business hours it should use.
- Click Save, then check a generated forecast respects them.
Per location, always
Different countries work different hours, and the hours belong to the location rather than to the account. One global setting produces a forecast that is right for the head office and wrong everywhere else.
There is no holiday list here
This is the omission people expect to find and cannot. A location holds a time zone and operational hours; it does not hold public holidays, and neither does the forecast.
So a public holiday arrives in the forecast as an ordinary day of demand. The way to handle a known quiet day is a volume adjustment on the forecast scenario, made before the day rather than explained after it.
Contact outside your hours is still real
Email arriving overnight is demand you will handle in the morning. Setting hours does not make it disappear; it decides when you plan to work it.
Where volume outside hours is large, that is an argument about opening times rather than a forecasting setting.
Watch the clock changes
Countries move to summer time on different dates, so the usual offset between two sites is briefly wrong. Coverage gaps appear then and nobody expects them.
Review each December
Any change to opening hours, and the list of days next year that you already know will be unlike the rest. The hours take fifteen minutes; the quiet days are a note to yourself to adjust the scenario when each one comes into view.
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