Support Staffing and Workload Fit Audit
Check capacity against demand by hour and day.
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Audit staffing. Contact volume by hour for four weeks, average handling time per channel and staff schedules: [STAFFING_DATA]. Service targets: [SERVICE_TARGETS]. Calculate workload hours as contacts times handling time divided by 60 for each hour block and compare with staffed hours, allowing for breaks and training at about 20 percent. Identify understaffed blocks, idle blocks and the effect on waiting times. Check whether tasks like email could be moved to quiet periods. Return a table by day and hour block, a proposed rota change with the arithmetic, and options for peaks such as cross-training or callbacks. Add a worked block: Monday 10 to 11, 45 contacts, handling time 8 minutes, workload 6 hours; four agents are on shift, which gives 4 hours of staffed time in that hour, and after a 20 percent allowance for breaks and training that is 3.2 hours, against a workload of 6 hours (45 contacts times 8 minutes is 360 minutes), so the block is short by 2.8 hours and waits will build. Quieter block: Wednesday 15 to 16, 12 contacts, 1.6 hours of work and 4 agents, over-staffed. Proposed change: move two agents' break times and shift one start later. Add a worked weekly summary with invented totals: contacts 1,800, average handling time 9 minutes, workload 270 hours; staffed hours 300 less 20 percent allowance gives 240 hours; the week is short by 30 hours, which explains waits of about 40 minutes at peak. Options: hire part time for the busiest blocks (10 hours a day on Monday and Tuesday), shift lunch breaks, and move non-urgent email into quiet times. Estimate cost for each option with my figures, and set a target service level. Add a monthly review and a seasonal forecast for peak periods. Close with a summary line for managers: current gap in hours, the cheapest way to close it, and the risk if nothing changes.
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Invented Monday 10 to 11: 45 contacts x 8 minutes = 360 minutes = 6 hours of work. Four agents give 4 hours; after a 20 percent allowance for breaks and training, 3.2 hours. Shortfall = 6 - 3.2 = 2.8 hours; waits build. Wednesday 15 to 16: 12 contacts x 8 minutes = 96 minutes = 1.6 hours with 4 agents: over-staffed. Change: move two break times out of the Monday block; start one agent later on Wednesday. Weekly total: workload 270 hours against 240 effective: 30 hours short.
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