Having 200 Employees in your Organization is NOT the Same as 200 Employees in an Hour: Understanding the Differences and Key Impacts

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:

• Employees are scheduled in shifts throughout the day and night.
• Workforce coverage fluctuates based on demand patterns (e.g., peaks and lulls).
• Certain hours may be heavily staffed while others may have minimal coverage.

200 Employees in a Single Hour:

• All 200 employees are active within the same hour.
• This scenario is often seen during emergencies, special events, or campaign launches.
• Typically results in full saturation of available resources.

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:

• 50 agents during peak hours (e.g., 10 AM - 2 PM)
• 25 agents during overnight low-volume hours (e.g., 12 AM - 6 AM)

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:

• Understaffing during peak demand → long hold times, abandoned calls, poor CX
• Overstaffing during low demand → wasted resources and operational inefficiency

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.

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:

• Increased occupancy (agents constantly handling back-to-back calls)
• Higher burnout rates and employee dissatisfaction
• More attrition as employees feel overwhelmed

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:

• Break down forecasts by 15-minute or 30-minute intervals instead of daily headcount.
• Match staffing to real-time demand curves for optimal coverage.

? Skill Optimization & Blending:

• Ensure agents have multi-skill capabilities without overloading them.
• Use skill-based routing to balance workloads between teams.

? Flexible Scheduling Models:

• Implement dynamic shift bidding and split shifts to match demand fluctuations.
• Use part-time or gig workers to fill low-demand periods without overstaffing.

? Real-Time Management Tools:

• Leverage real-time adherence tools to adjust staffing levels on the fly.
• Monitor queues and adjust reskilling or overtime during unexpected demand spikes.

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

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