Having 200 Employees in your Organization is NOT the Same as 200 Employees in an Hour: Understanding the Differences and Key Impacts
Juanita Coley
Advocate for women in Tech ???? | WFM Enthusiast | 2x Best Selling Author | Speaker | 2022 Mrs. Corporate America | Voted 2022 Most Influential Technology Advisor | Top 25 ICMI | Verint Expert
In contact centers, numbers can be deceiving. Saying you have "200 employees" might sound impressive—but how those employees are distributed across time matters more than the headcount alone, and it usually takes a trained Workforce Management (WFM) eye to spot the impact.
There’s a massive difference between 200 employees spread across the week versus 200 employees working within the same peak hour. And failing to distinguish between the two can create significant operational blind spots, impact service levels, and strain both employee and customer experiences.
Let’s break down the differences and explore the top three impacts this misunderstanding can have on your contact center performance.
What’s the Difference?
200 Employees Across 24 Hours:
200 Employees in a Single Hour:
Why Does This Distinction Matter?
When contact centers fail to clarify the distribution of staff, they risk significant performance issues. Here are the top three operational impacts:
1. Forecasting Accuracy and Staffing Gaps
The Problem: If you only consider the total headcount without factoring in shift distribution, your forecasts can be wildly inaccurate. You may assume sufficient coverage while certain high-demand periods remain understaffed.
Example: 200 agents working over 24 hours or the week might mean:
However, 200 agents working simultaneously in a single peak hour would mean far more capacity to handle sudden volume spikes but could result in overstaffing during non-peak hours.
Key Takeaway: Workforce planning must focus on interval staffing (hour-by-hour coverage), not just total headcount.
2. Service Level and Customer Experience (CX) Impact
The Problem: A misalignment between staffing and demand can devastate service levels, increasing customer wait times and decreasing satisfaction.
Example: If 200 agents are distributed unevenly, you might experience:
Conversely, 200 agents working simultaneously might reduce wait times but risk idle time when demand drops.
Key Takeaway: Proper skill optimization and forecasting ensure the right coverage at the right time, improving both CX metrics and operational efficiency.
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3. Employee Burnout and Turnover
The Problem: When schedules aren’t optimized, the strain on your team increases. Understaffing during peak hours can lead to:
Example: If 200 agents are distributed over 24 hours without considering peak demands, 50 agents covering peak hours could be handling the bulk of the workload, while 25 agents during off-peak hours might be underutilized.
Key Takeaway: Balancing workload distribution prevents burnout and supports healthier Employee Experience (EX)—which directly influences retention and performance.
How to Solve the Distribution Challenge: Key WFM Strategies
To avoid the pitfalls of misunderstanding employee distribution, consider these WFM strategies:
? Interval-Based Forecasting:
? Skill Optimization & Blending:
? Flexible Scheduling Models:
? Real-Time Management Tools:
Final Thoughts: Why Headcount Isn't Enough
Headcount alone doesn’t tell the whole story. The distribution of your workforce directly affects forecasting accuracy, service quality, and employee well-being.
By moving beyond total employee numbers and focusing on interval staffing, skill optimization, and proactive scheduling, you can create a workforce that is efficient, effective, and engaged.
Ready to Take Your WFM Strategy to the Next Level?
Think your WFM strategy is set up for success? Find out! Take the WFM: Go Beyond Score Assessment at wfmgobeyondscore.com and discover where your workforce strategy stands—and how you can level up for even better results.
That’s all…That’s the article! Thee Contact Center Whisperer That WFM Girl
#WFM #WorkforceManagement #CX #EX #EmployeeExperience #CustomerExperience #Forecasting #OperationalExcellence #GoBeyond