Plan requirement
| Subscription | Any plan |
| Also required | Workforce Management |
| Access | Agent |
Reading a forecast in Workforce Management, and the weekly comparison against reality that makes it trustworthy.
Look at it
- Open the forecasts in Workforce Management.
- Choose the period and the channel.
- Read the volume and the staffing requirement by interval.
- Compare last week's forecast against what actually happened.
The comparison is the point
A forecast on its own is a prediction. A forecast next to what actually happened is feedback, and it is what turns the tool into something people plan around.
Ten minutes each week, and after two months you know how much to trust it.
Read the shape, not the total
A daily total that is right with the wrong shape produces a schedule that is understaffed at eleven and overstaffed at four. The interval curve is what you are staffing against.
Watch the peaks specifically
Being a little wrong in a quiet hour costs nothing. Being wrong at the peak is where queues form and customers notice.
Judge the forecast on its peaks rather than on its average error.
Adjust for what it cannot know
A campaign, a launch, a known incident. Those need a manual adjustment, and the real work is finding out about them in advance rather than making the adjustment.
A standing arrangement with marketing is worth more than any setting here.
Note why you adjusted
Otherwise next quarter's review cannot tell an intervention from an error, and the same discussion happens again.
Share it with the team
Agents who can see what is expected understand why the rota looks as it does. It changes a schedule from something imposed into something explained.
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