Mastering Workforce Optimisation, Insights from the WFM Trifecta!
Great Contact centres operate at the intersection of strategic planning, cultural engagement, and technological enablement. This month at The Contact Centre Network hosted by Garry Gormley, founder of FAB Solutions, we invited some great industry legends and explored how all of these elements—dubbed the WFM Trifecta of Purpose and Strategy, People and Culture, and Technology and Insights—can transform workforce management (WFM) and create thriving operations
The Foundation: Purpose and Strategy
At the heart of workforce optimisation is a clear, intentional strategy. Phil Anderson set the tone, emphasising the importance of alignment: “The first step is understanding the purpose of your contact centre—what are
you trying to achieve? Strategy without clarity leads to misalignment and inefficiency.” The panellists agreed that resource planning must go beyond headcount calculations. It requires a comprehensive view of the operating model, cross-functional dependencies, and long-term goals.
As Phil explained, “Ambition must align with your resource and operating models. If it doesn’t, you’re setting yourself up for failure.”
Chris Rainsforth underscored the need to avoid reactive decision-making, which can disrupt operations. “Strategic intent changes too quickly in many organisations,” he said. “True strategy takes time to embed. Leaders must resist the urge to pivot constantly and instead build toward a stable, long-term vision.”
The discussion also touched on the diversity of operating models—remote, hybrid, or office-based—and the considerations each entails. Julie Mordue highlighted the importance of intentionality: “Be honest about what you’re solving for—costs, location, efficiency—and design your model with integrity.”
People and Culture: Building Resilience Through Engagement
Culture emerged as a critical pillar of the WFM Trifecta. Julie pointed out that employee retention challenges often stem from a lack of flexibility and unclear career pathways. “Forcing people back to the office or failing to offer growth opportunities alienates talent,” she said.
The panel discussed innovative approaches to onboarding, including Julie’s concept of “Learnboarding”, which bridges the gap between pre-boarding and onboarding. “We’ve seen a significant reduction in attrition by engaging employees before day one,” Julie shared. This approach includes familiarisation sessions, clear role expectations, and exposure to real-world scenarios, such as shadowing calls.
Phil added that flexibility needs to be individualised. “Flexibility means different things to different people,” he noted. “For some, it’s about scheduling. For others, it’s career progression or work-life balance. Leaders
must listen to their employees and adapt.”
The session also explored the importance of robust recruitment strategies in a competitive talent market. Julie emphasised, “Focus on the employee experience. Be clear on your values and operating model—these are the differentiators that attract the right candidates.”
Technology and Insights: Enabling Success Through Innovation
Technology is often seen as the backbone of workforce management, but as Scott Budden cautioned, “A WFM solution isn’t a magic wand. It’s an enabler. The key is using it thoughtfully to improve both agent and customer experiences.”
Scott highlighted tools like workforce engagement platforms that empower agents with self-service options, such as shift swaps and schedule adjustments. “Technology must make agents’ lives easier, not harder,” he said. He also pointed out that solutions like automated quality management and real-time analytics can enhance decision-making and personalised coaching.
However, the panel acknowledged common pitfalls in implementing technology, such as failing to identify the real problem or over-engineering solutions. Scott advised, “Understand what you need the technology to do and involve the right stakeholders early. Poor adoption often stems from mismatched expectations.”
Phil concluded with a reminder about the role of data: “Data isn’t a replacement for gut feel—it’s a complement. Use it to inform decisions and guide strategy, but don’t let it overshadow the human element.”
Three Key Takeaways
- Anchor Your Strategy in Purpose – To build an effective workforce management strategy, organisations must align their ambitions with realistic resource and operating models that support long-term success. By embedding a clear and intentional strategy, contact centres can create a strong foundation for sustainable growth.
- Redefine Flexibility and Engage Early – Flexibility is not a one-size-fits-all solution, as it means different things to different people; organisations must tailor their approach to meet individual needs. Engaging new hires early through Learnboarding and introducing recruits to the environment and role before day one helps reduce early attrition and build confidence
- Leverage Technology Thoughtfully – Technology should empower agents by improving their autonomy and enhancing decision-making, rather than simply replacing manual processes. To maximise its impact, Contact centre operational leaders must align technology solutions with both immediate needs and long-term strategic goals.
