For decades now, I've defined contact center management as the art of having the right number of properly skilled people, aligned technology, and supporting resources in place at the right times to handle an accurately forecasted workload, at service level and with quality. (This definition has, with only minor tweaks, been part of all editions of my book, Contact Center Management on Fast Forward.
The fundamental definition remains solid. Getting the right people and resources in place at the right times will always be central to workforce management (WFM). However, the landscape has clearly evolved with new digital channels, artificial intelligence-driven technologies, and shifting customer expectations.
Contrary to early predictions, AI hasn't replaced WFM; it has amplified its importance. We're now leveraging AI to identify previously invisible patterns, predict customer behavior with unprecedented accuracy, and make real-time adjustments that would have been difficult even five years ago. These advancements have raised the stakes, making WFM more critical than ever for organizations committed to delivering great customer experiences.
In organizations focused on customer experience (CX) excellence, WFM has transformed from a behind-the-scenes function to a strategic differentiator. Today's WFM leaders aren't just managing schedules; they're helping to shape customer interactions. They're taking their place at the leadership table, influencing technology investments, refining customer journey design, and ensuring that CX strategies are backed by the right resources.
The role has evolved from simply asking, "How many people or bots do we need?" to a more impactful question: "How do we create meaningful customer interactions that truly matter?" This shift highlights a fundamental truth: Great customer experiences don't happen by accident. They must be designed and orchestrated. When WFM is positioned strategically, it becomes a driving force behind customer satisfaction, employee engagement, and operational excellence.
Every effective workforce plan starts with a strong customer access strategy. This involves defining key elements, such as who your customers are, why they need to interact with you, the channels they prefer, service level objectives, operating hours, and resources (human and tech) required.
With a solid strategy in place, the next step is putting it into action through a disciplined planning process: Set service level objectives; forecast workload across multiple channels and time periods; determine staffing and technology needs while considering skill sets, channel expertise, and efficiency; organize schedules that balance service requirements with employee satisfaction; build the business case for the resources you need; make real-time adjustments and continuously improve based on performance data.
The key is not just following a cookie-cutter process. It's also building a culture where WFM is understood and valued. When leadership, operations, and employees are aligned on the why behind workforce planning, the contact center sees better results across the board.
The Future WFM Leader: A Multidisciplinary Approach
Looking ahead, successful WFM leaders will need a "T-shaped" skill set. They'll still need deep vertical expertise in core WFM disciplines like forecasting, scheduling, and real-time management. But they'll also need a broader horizontal understanding of how workforce planning connects with other business functions, including customer journey mapping, finance, HR, IT, and beyond.
The most effective WFM professionals will do the following:
- Balance human and AI-driven workforce strategies.
- Recognize when to leverage automation and when human expertise is essential.
- Understand both machine learning and the psychology of customer interactions.
- Advocate for smart staffing decisions, explaining trade-offs to leadership.
- Work cross-functionally to align workforce planning with business goals.
It's no longer enough to manage the numbers. Tomorrow's WFM leaders will need to connect the dots between workforce planning and customer experience, operational efficiency, and employee engagement. Workforce management is not a rigid process. It's a dynamic, living system. The best organizations will adapt and refine their WFM strategies as customer behaviors, technology, and business needs evolve.
So how do you stay ahead? Let me make three suggestions. First, invest in flexible, scalable tools that can grow with your organization. Technology should enable agility, not lock you into rigid processes.
Second, build teams that thrive in change. The most effective WFM professionals are comfortable navigating uncertainty, testing new approaches, and learning from data.
And most importantly, never lose sight of the human element. As automation becomes more sophisticated, the ability to support both customers and employees with empathy and insight will set the best organizations apart.
AI, digital channels, and evolving customer expectations are making WFM more exciting and more essential than ever. Organizations that recognize the strategic role of WFM will be well-positioned to deliver exceptional customer experiences in an increasingly varied service environment.
Brad Cleveland is a customer service consultant and senior advisor to the International Customer Management Institute (ICMI).