Paul Meredith 0:00:11.2:
Okay, welcome, everybody. As you can see, we're talking about contact centers today, and our brand new application Contact Center Planning which was just launched today, so very exciting.
James Wilby 0:00:26.4:
A lot of energy right here.
Paul Meredith 0:00:29.3:
I can see we're going to have problems with this bunch of rowdy crowd, too much caffeine. Keep it up, I love it. I want to go through today what we're going to talk to you about. Firstly, introductions. No, I'm not going to ask you all to introduce yourselves or talk about your biggest trauma at work or anything like that, or your secrets that nobody knows about you. We're going to introduce ourselves. James, do you want to go right ahead and start us off?
James Wilby 0:00:54.8:
Sure. Thanks, Paul. I'm James Wilby, I'm a director at Keyrus, and in partnership with Anaplan I am leading the global Contact Center Planning app rollout. We're in New York, but we're rolling out this app. Like Paul just said, it's live as of today across the globe, so in Europe, out in APAC, and in partnership what we're going to get into is between Anaplan and Keyrus how we brought this product to life, but also where and how we're going to be rolling it out. My role is really the global rollout, so it's great to be here.
Paul Meredith 0:01:28.8:
Thank you, and so the partnership we've had with Keyrus has been awesome on this. My name is Paul Meredith. I should do a little warning here. Most of my presentation is going to be done in a British accent, so a heads up for that. It's not a Welsh accent because if I did that, nobody would understand me at all, but I work at Anaplan. I've been at Anaplan now for nine months, and this has been my life for at least eight of those months, working on the Contact Center Planning with Keyrus. It's been really good and it's been really delightful to have it finally be available for customers. Okay, so this is what we're going to cover today. Introductions, check, we've done that. We're going to talk a little bit about trends and challenges in the market. Now, for anybody who has an organization with a contact center, this probably won't come as any great news to you or great revelations, but it is the basis of why we built this app in the first place. The business problems we're seeing in the market from talking to customers and how we can solve this, and us actually building an app for it instead of having a use case on the platform as was previously with Anaplan. Then James is going to go into an overview of the new Contact Center Planning application, and follow that with a demo, so you'll get to see it as well, see it in action.
James Wilby 0:02:27.5:
What?
Paul Meredith 0:02:48.7:
Yes. He didn't know that, I sprung it on him. That's the plan for us today, and also with some Q&A at the end. For those of you in the past session and you're wondering why it said FY27 Q1, it's now, this Q1, so it's been released. Okay, so I'm going to talk a little bit about trends and challenges. I may wander around a bit. It's a bad habit I have, but I've been told I have to stay in the light, so I will try and do that as well. This is the audience participation part of the proceedings this afternoon. These are the main buckets that we worked out with talking to a lot of customers, talking to a lot of analysts in the market, talking to experts like Keyrus. What are the big problems that customers are seeing in terms of their contact centers, and their workforce planning and their capacity planning around contact centers? As you can see for those, I'm not going to read them all out, but a lot of times there's a complex planning process, using spreadsheets. Now, a little bit of a heads up about my history. Before I joined Anaplan, I worked for a long time at SAP and SuccessFactors. It was all in the HR world, and prior to that I was a technical writer, so I like words. Spreadsheets scare me. I know I shouldn't say that to this audience, and I shouldn't really say that to any Anaplan audience, but I don't like spreadsheets. I like words and I like AI, and I like things the way you can make logical business decisions based on that.
Paul Meredith 0:04:16.0:
Using multiple spreadsheets that are maybe out of date, have different data in different ones, there's no way to run a really good coordinated planning business for your contact centers. It's difficult to consolidate those, and also to get the transparency in between the different organizations, between finance, between HR, between CX, between operations. All of those people need to be on the same page, and that's a large part of what Contact Center Planning is all about. A lot of the staffing in a contact center spend more time actually crunching the numbers than analyzing the insights provided by the numbers. We want to help provide that insight for you and take away that crunching of the numbers as part of the work. Can't run scenarios on internal level schedules, so basically what-if scenarios. A lot of people are not able to run what-if scenarios. What if this is going to happen six months down the line? What if this happens next month? Those scenarios could be anything along the lines of a competitor has a new product, you put out a new product, a new marketing campaign. Lots of different things in the market that can affect how your volume of contact center calls come in, or whichever channels you're using. A lot of the planning process is manually intensive. Again, going back to spreadsheets, the things that scare me. If I see a spreadsheet which has a horizontal and vertical scroll bar, no, that's too much. A lot of the spreadsheets are error prone, and they lack the transparency again, going back to that I mentioned before.
Paul Meredith 0:05:55.2:
Really one of the big areas is, and John mentioned this earlier with the workforce planning overall strategy, is we're looking beyond the immediate. There's a lot of tools out there that do a really good job in terms of workforce management and handling what your workforce is now, your current workforce. We're not looking to change that. What we're trying to do is do the long term planning, the 6 months, the 12 months, the 18 months out, so you get a better source of planning for your workforce over that period of time rather than immediate. In other words, we want to be more strategic and less tactical. Audience participation part of that: show of hands, going across from left to right. Number one, who votes that as your biggest problem in your organization, the planning process is complex? We have a couple of hands. Very scientific study. This is going to be used for a whole white paper, it's amazing. Number two, it's difficult to do things in a timely manner to consolidate the information. We have a couple of hands there as well. The crunching data, spending all the time crunching data rather than getting insights from it. Again, a couple there. I think we've no clear winner so far. This could mean that we're hitting all the right spots. It could be a very good thing as a validation for us. Running what-if scenarios, having a real problem doing that. Sorry about this holding the hand up, but I feel like I'm just in a spotlight right now. There's a few there as well, thank you. Manually intensive and error prone processes.
James Wilby 0:07:43.6:
That might be the winner.
Paul Meredith 0:07:44.4:
Oh, it might be so far, yes. Yes, you see, spreadsheets, that's the problem. Then finally the last one, being able to do more long term planning rather than the short term tactical stuff. That's not so much, apparently not a problem. Okay, great. Moving on to that, thank you for your participation in that. One thing I do want to mention is that, it probably goes back to the whole idea of this British accent thing. The way we split this presentation is that it's kind of a good cop bad cop thing. As I'm the British person here, and for anybody who's watched movies over the last several years, especially since Die Hard, if you're a British person then you're the bad cop, right? British guys are the bad guys and we're the terrorists. We're okay with that because it gets us work. All these British actors need work in American movies, they've just got to play the bad guy. I'll be Hans Gruber and you'll be John McClane. What I'm going to do is I'll talk about some of the problems and the issues that we see and the reason why this application exists, and then James will come along and show you how to solve all those problems. Sound good?
Paul Meredith 0:08:58.6:
So, business challenges. Again, this is nothing new to anybody who's running contact centers, but it does give us guidelines in terms of what we need to focus on. I want to draw attention to the first two things at the top. Some data which maybe will help you a little bit. Customer service is important to 90 per cent of consumers. It affects their choice of loyalty to a brand. Now, just on a macro level, for me that's very, very true. I could tell you all kinds of stories, I'm not going into them now, but if I get really good customer service, that really does make me think I'll stay with them. Especially if it's an organization, a place where it's a subscription model, where it may be easy to move along, where you've got high, very elastic demand for your services and a lot of competitors. Also, customer service requests such as fraud claims, they've been increasing 17 per cent year on year. Again, so that's a big area for banking and insurance. You'll see the business challenges on the right, what it actually means. If you've got poor visibility into your workload, that could lead to lost revenue when you haven't got the right number of resources allowed. It could be delayed projects, it could be lower sales. It's not all about incoming calls in the contact center. It could also be your outgoing calls, the sales as well. There are contact center staff that do both service tickets and also sales, so you want to be able to use that as well.
Paul Meredith 0:10:22.6:
If you've not got the right people and the right number of people doing the right things at the right time, that's going to affect your bottom line. If the demand has outstripped the supply of available workers, you haven't got enough, then you're going to have to go outside. You're going to have to go out and hire contact center workers, external. Some people do that completely anyway, but sometimes it's short term, and that can affect your budgets. That can affect budget overages which you don't want to have. Again, going back to trying to predict what's going to happen and plan for those using those what-if scenarios. Insufficient lead time to find and onboard qualified people. This is a big area for CX in terms of training and onboarding your people. How quickly can you get them up to speed? If you know it's going to take you one, two months, three months, then you can talk to HR and go, 'This is where we need you to go,' and this is where talent acquisition comes in and says, 'Okay, we need to be able to try and make sure we have the pipeline ready to go.' Of course, one of the things as well is if you don't get your numbers right, then that leads to a lot of attrition. It leads to high stress and attrition, and you're losing a lot of your best people.
Paul Meredith 0:11:34.3:
A few more numbers to go through. John actually mentioned this one earlier as well, so I know it's true. Seventy per cent of business spend is on workforce. That's a lot, and yet a lot of studies are showing that HR only spends about 15 per cent of their time trying to solve that problem and planning for the workforce, so again, a big discrepancy there. That's a large number, so you want to make sure that you're getting your workforce planning as correct as possible, whether that's contact center or not. Sixty per cent of jobs may be impacted by AI. Well, that's not a maybe. That is already happening, and that number may be up fairly soon as well, but that doesn't necessarily mean it's a negative thing. That could mean, especially in the contact center context, that could be a case of whereby AI is taking on the simpler, more transactional tickets and service elements that you want to do, leaving your staff to take on the more complicated cases, for example. Now, there's a cost to everything. If your staff is taking on more complicated cases, the average handle time is going up, quite inevitably.
Paul Meredith 0:12:43.8:
I remember one time I was having an issue with my internet, and the guy was on the phone with me for an hour and a half. That's a serious KPI issue if you want to do that, but did he have a satisfied customer at the end? Yes. Am I still with that company? Yes, I am, and I will always write really good things about them for that reason. Having the AI being able to come in and take on the easier tasks is great, but you also need to think about how you're going to plan around the fact that the workload is going to be different for the more complex tasks. Burnout. We all talked about this before, getting the right levels. It's a bit of a no-brainer: 40 per cent of employee turnover is due to burnout. Now, burnout can be two things. It could be overwork or underwork. There's no job satisfaction if you're sitting around twiddling your thumbs, and it's not good for the business either, so you want to make sure that you're getting that sweet spot where you're getting the right number of people that are not stressed out to the max, and you have actually advances and possibilities for each person within the organization to move up in that organization too. It's not just they're going to be doing the one thing over and over. Finally, according to a lot of studies we've seen, most HR and CX and ops people are really only about 33 per cent effective at using the data very well for workforce planning. Again, there's room for improvement of that.
Paul Meredith 0:14:14.8:
This is a variation on a slide you may have seen already. Many, many Bs: build, buy, borrow, bot, etc. Contact Center Planning, is that going to tell you exactly what you should do, whether you should be hiring more people, whether you should be going out to contract more people on short term or whether you should be handing it over to AI? No, it's not going to tell you that, but it's going to give you a good idea of what the best balance of those is. Your organization is going to be very different with your data, so you're going to be able to use that to find out, this is the best way to go. How am I going to solve this immediate problem? How am I going to solve this problem six months down the line? Or it's a seasonal problem, right? Building that into your planning can help you, so you're not going into that, 'Oh my God, we've got to get 50 new agents next week,' because then that means you've got some real budget issues. Okay, so this I think is my last slide before I hand over to James. What I want to show and talk about with this slide is mostly because the fact that really, despite that there are three different organizations involved here, what they're saying and what they want to achieve and the questions they're asking aren't exactly that different.
Paul Meredith 0:15:27.6:
They may have different terminology, but basically what it's boiling down to is the people running the contact centers are wondering about, these are the skills and the roles that we need. I need to know, how do we do that? How do I get to hire them? How much time do I need to do? Is that aligned with business strategy? What possible scenario should we account for? It's not so desperately different from what we talk to finance people and what they think too. Are we sure we've got the cost forecast correct? What roles do we need to hire? Is this, again, aligned with business strategies? Finally, HR and talent acquisition. They need to know in advance, okay, what do we need to do? What's our pipeline? It also comes down to, what positions and roles do we need? What about the budget? Again, are we aligned with the recruiting activities and the business goals that we want to do? Everybody's coming into it with slightly different terminology, but essentially they want to know who, what, where, when, how, and with what skills. That's where you want one system where everybody's looking at the same data, making a good decision based on that information. With that I'm going to hand over to James, and he's going to give you an overview of this very exciting new app and get into some more details.
James Wilby 0:16:42.7:
Awesome. Thank you Paul, I appreciate it. Actually, before we switch to the demo, I've got like, two slides, if that's okay. The very first is a shout out to the org that I work for, Keyrus. Very energetic group, thank you. We're about 250 global Anaplanners. We are in just about every time zone in the world, and we've been around for ten-plus years as an Anaplan partner. We just won trailblazer of the year, so we are tied at the hip with Anaplan, and that's definitely the case with this app. How did this app come about? I promise it's not too many slides. We're almost at the demo, but I do think it's important to emphasize that the purpose of this app is to lead our customers. It is to set a best practice for how capacity planning works. We're talking about, yes, contact center, but at its core this is a capacity planning app that's based off of volume. I'll say that again. It is a volume-based capacity planning application. It doesn't have to be just calls, chats, emails. It could be we've got one customer that uploads millions and millions of videos to their website, and that's the volume that they use to plan their FTEs. They've got another customer that all they do is they read a bunch of charts in a healthcare organization. If I have to go read a million charts, it's a volume that drives a capacity. How many people do we need? The culmination of this application is actually, gosh, about ten years in the making. Five specifically for this use case, hundreds of projects, two Fortune 500 companies use Anaplan for what we're going to show today.
James Wilby 0:18:29.5:
In terms of the timeline overview, it's ready right now. It's ready today, this morning, and then who is the app for? Anyone that has trouble with volume-based capacity planning. Now, frequently this is a contact center. That's the example that we're going through today. That was the initial driver of the use case for the app to keep it focused, but you could use it for any type of volume-based capacity. On the contact center side, front and back office, phone, chat, email, claim, case, we talked about fraud a little bit. Orgs with at least 500 agents. Just as you think about your own organization, you can get away with a spreadsheet if it's not too complicated, right? I've got my own personal budget spreadsheet at home. I can use that instead of, I don't have to go buy Anaplan to do my own personal budget. Similar for contact centers. We say, hey, right around 500 agents, once you exceed that, that's when it starts to get a little more complicated, and that's really who we're targeting. Any organizations frustrated with Excel-based planning, like Paul mentioned, and an increased forecast accuracy, and that's a big one. Hey, we expected we were going to need 100, we'll call them full time equivalents, FTEs or headcounts. We needed 200, we were 100 people short. That's inaccurate. We're helping organizations today improve that workload accuracy.
James Wilby 0:19:53.7:
Cool, let's go to the next one here. A couple of just clarifying comments. Who here, maybe just a show of hands; who has some sort of contact center in their organization or customer service arm? I see a few. Okay, so looks like actually the majority of people here do, so I would assume everyone kind of knows what a WFM, or has heard the acronym WFM before. Anaplan is not a WFM. I think that's a very important point. Instead, we integrate with every WFM on the market. We integrate with Nice, Verint, Genesys, Aspect, even Intradiem, which is more of an automation tool. Instead, we are the capacity planning arm. We don't touch the scheduling. We don't touch the real-time command center where you're saying, 'Oh my gosh, a thousand new calls right this second.' We really like to pick up two to three weeks out in the time horizon, and then to Paul's point, we can go out 18 months, two years, three years, five years. I just wanted to differentiate, if you were thinking in the back of your mind, 'Well, I use Nice for WFM.' Amazing, perfect, we integrate with them, cool. We showed this slide a little bit earlier, and then this is the last one before the demo.
James Wilby 0:21:11.4:
What comes out of the box with the Contact Center Planning? At the very top is that workload. How many people, hours, FTE do we need? Ramp planning. You've got to have new hires, right? Unfortunately, there is a higher attrition. It's about 15 per cent on average for front and back offices in terms of attrition, so you've got to start planning your new hires, your back fills, so we have specific productivity ramp out of the box. Our staff capacity planning - I'm moving clockwise through the circle here. Internal and external allocations; I was actually talking to someone earlier right before this presentation who they have internal resources, maybe W-2 and they've got BPOs or outsourced vendors. How do we allocate the work appropriately so that we are maximizing our customer service but managing our costs? So, the allocation of work. As I go down, scenario planning across the entire application. There's actually a financial lock process - I'm making sure I didn't get logged out here - a financial lock process specific to submissions.
James Wilby 0:22:09.1:
One more time in the audience, does anyone have to submit or know that your team has to submit a recurring capacity plan? Maybe it's every month. Hey, our number went from we need 80 people to 100 people. Everyone? I'm seeing some head nods. Okay, yes, some hand raises, amazing. We actually can automate all that locking. It's awesome. What's our two plus ten in February? What's our six plus six in June? What-if modeling across, and a big differentiator between us and all of the WFM tools out there is Anaplan is great at managing the dollar. You won't find a dollar in those WFM tools. We include the dollars, we include the costs per agent, even the revenue side of the agent if you're a business services or a BPO, but we include all of the cost to serve components as well. Okay, let's get into it, and friends in the back, we can go ahead and switch the input here. Amazing, so let's get into it.
James Wilby 0:23:12.0:
The Contact Center app. I'm going to give you a quick heads up on time, so we've got about 20 minutes. Perfect. Go ahead and ask questions as you want throughout the demo. The Contact Center app is really built around three core personas. Again, it's really core capacity planning. You'll notice we don't call it a contact center planner, it's a capacity planner. They are responsible for the capacity of their teams. They then report their capacity forecast to their managers, which is the second persona that's out of the box in the app, and then we have a third persona, the finance analyst. The finance analyst is overlaying their rate structure. Maybe you've got specific vendor contracts. Maybe you like to contract by activity, 'Hey, can you go handle a thousand activities? I'll pay you a thousand bucks,' or maybe it's a headcount based contract with your contingent labor or your vendors. Show of hands, does anyone have BPOs or vendors that you guys know you work with? I'm curious if anyone. A few, okay. Handful maybe, but let's go to it. This is the landing page of the app, and it's taking me to the very first landing page of our capacity planning analyst. Amazing, all right.
James Wilby 0:24:32.7:
I'm going to get a little creative here. I'm going to reach into my pocket and I've got a Chase Sapphire Reserve. Perfect, to the highest bidder. I would assume everyone here has some credit card in their pocket, and on the back of that credit card, there's a phone number. If you've got a fraudulent instance that comes up, you see a charge you don't like, so the demo I'm about to give is I've got to call this phone number because something's going on, but Anaplan has already predicted that I'm going to call. I'm going to show you how Chase Sapphire Reserve, so JPMorgan, would have planned for this interaction, so let's do that. I'm now switching on a new hat, and I am an analyst responsible for forecasting fraudulent claims or questions around fraud. I've also got access to an account management capacity plan. I've also got access to mobile app issues. Maybe you can't log in on your Chase application. As a planner, I've got four different capacity plans, and there's a lot of head nods and a lot of hand raises around the submissions for your capacity plans. The other dimension on the top right are all of the different versions and scenarios. If I want to model out some fraud - I don't want to plan fraud, I want to plan to prevent fraud. I've got a couple of scenarios I'm calling ad hoc one, ad hoc two, and I've also got what I submitted in 2025.
James Wilby 0:26:16.3:
I can come in and go to this other version. There we go, and my entire plan is now showing me what I submitted. I can come back and say, hey, what did I submit back in February using a two plus ten? What did I submit during my May five plus seven, maybe my August eight plus four? I can even go back and see what I submitted last year. Why is that helpful? How many times have you been working in Excel and you click Save As, an in caps you say, use this one? That's what we're planning for. Hey, this was the locked version that we submitted, we can always go back and use that. Okay, enough about some dimensions. I think we've got some master Anaplanners in the room, so they're like, okay, we know what a dimension is. The purpose of this page is to plan out FTEs or hours or activities, FTEs being full time equivalent. If I maximize this chart very quickly, I can see for fraud, I've got a requirement coming up in December where I'm going to need 933 people prepared to answer fraudulent questions, like myself, a Chase Sapphire Reserve holder. However, based off my current position, I am like, double that, so I am freaking good. We are prepared to handle this fraud. We've got 2000 FTEs and I only really need 933. Well, I wonder how my other plan is looking, so I just switch to a different capacity plan.
James Wilby 0:27:50.1:
I just switch to the capacity plan focused around account management that I'm responsible for. Maybe it's I've got to change my address, or I'm having issues with whatever on my account. Total inverse. Hey, you know what? These account questions, we don't really care as much about the customer satisfaction as we do about the fraud, because the fraud, much bigger impact if we get caught on this fraud stuff. The point there is maybe they're intentionally a little bit understaffed, because they can manage to be understaffed maybe for an account question versus fraud. In terms of how the app is set up, I'm going to scroll down here. There is a constant balancing around what is required, there you go, and what is productive or what you already have planned to actually go and balance your team. I'm saying, hey, I've got 2300 FTEs covering about 500, 605 FTEs worth of work. We're going to come back, we're going to do some re-allocations if we have some time at the end of this. Now, where is this actually coming from? I talked about WFMs. I think everyone who's got a contact center knows what a WFM is, which is good. What I am showing here, I know it looks like a grid, but it's actually quite exciting, I know. Yes, I am planning for fraud, but that very first row is what we're going to call a work type. It is coming from our WFM and it says product three. Maybe product three is the Chase Sapphire Reserve. Client three, which maybe they put James Wilby in a cohort of - I wish it was this case - a high net worth individual.
James Wilby 0:29:34.2:
I'm calling through the phone and I happen to speak French. That is the granularity that the WFMs are tracking all of these millions and millions of calls. What's great about this is we can take all of those millions of calls, and we can easily bucket it into a single capacity plan. You can see all of the different types of work that we're then aggregating up into the single fraud plan. I am going to be planning at the fraud level that top level of the hierarchy, but I will be able to drill into individual call types. Super powerful. Okay, any questions as I'm going through this, again, I've still got about 15 minutes to kill. I'm just kidding, but, cool. Okay, so we've got our workload, and I can come in and maybe I want to come in and see exactly who is working within my fraud group. I showed about 15 work types. Those work types are actually staffed by two, four, six, eight, nine different teams, so now we're starting to get into the multi to multi relationship, so universal agents, we take care of. I'm about to go rip off some contact center terminology for my contact center nerds. Multi-scale universal agents. We could do blended plans for front office versus back office. Hey, I'm answering a phone call, but I'm also responding to a claim. That's called a blended plan, so we can do all of that in Anaplan thanks to multidimensionality. Purpose here is we've got a bunch of different staff groups working, or that I am planned for to actually work on the fraud.
James Wilby 0:31:12.7:
Okay, and now what does this all build into? I'm going to pick a week, October 5th. All of this builds into an over/under and a staffing position. For my product three, Chase Sapphire Reserve high net worth individual, phone, who speaks French, we're expecting for this particular week, and we could do this at the month level, we could even do this at the day level. We try to avoid interval. We could still do it, but we try to avoid it. Day, week, month, I need 2700 hours. I've got allocated across those 12 teams 50,000 hours, and I'm very overstaffed by about 47,000 hours, whereas my Portuguese and Italian customers, we've got no one allocated to go support them. Again, we can come back and we're going to go change that. We can change up the allocation. This is the capacity planning analyst. This is just to give you a sense for how complex - not complex, how detailed this application is. I just spoke for seven minutes on a single page, and that's just the landing page for the capacity planner. We can go directly into arrival rates. We can go into shrinkage, average speed of answer, occupancy. All of the core terminology that I know our capacity planning friends love.
James Wilby 0:32:30.5:
Okay, that's persona number one. Persona number two, I'm going to skip through a little bit quickly just for the sake of time. That is the manager. That is, hey, maybe you've got six plans that roll up to a particular person. The purpose here is that there is a workflow between a planner who submits and their manager, who then approves that capacity plan and hands it off to finance. The second persona is a capacity planning manager, and now I'm moving to the third persona, which is our finance analyst. The finance analyst is managing rates, both internal and vendor. You can see some of the links up at the top right. They're constantly managing the OpEx forecast for vendors and internally, and they're also managing this at the site and the week level. Okay, so what does this look like? For our fraud capacity plant, and what's really nice, it is a direct handoff. We're using the same dimensions to plan. We're saying that in September, we've got some vendors that we have to go pay. We've got vendor spend through the end of October, and then there's a big spike in spend, and it's all internal. I'm going to skip to the punchline there. It's because we have a big internal hiring class. Maybe we've got 50 people coming in, and now we're going to go pay those people because they're now W-2s instead of vendors.
James Wilby 0:34:02.4:
If I drill down into our financial analyst, we can see the total budgeted spend by capacity plan, projected spend year to date; the actual variance of our spend, which is kind of nice. I'm going to come down here and actually compare overall cost by site to their individual rates. I don't know if we've got any cost allocation gurus here, but essentially what we're saying is Amsterdam has the highest cost rate. I don't know why that is, this is a demo model. $17 an hour. Overall, in terms of the volume that's allocated to them, we're going to end up spending $6,400. We're actually spending a lot more money over in Buenos Aires. They've got a much lower rate. Same thing with London is only a 37 - that seems like some arbitrage there, to be honest, over in London. Again, this is just for one week, so you can start to see how vast this can go. This is just for a given week we're re-forecasting this. Super nice. Cool, so that's our vendors, and then not only that, we can come in and compare our budget versus forecast. Maybe we've got - I'm going to minimize this just to make it a little easier to see. Maybe we've got a bunch of different vendors in Singapore or Bangalore. We can see we're actually pretty much on budget. There's no variance expected between budget and forecast, and as we move out, I may just pick on one of our vendors. Maybe we just pick on Bangalore.
James Wilby 0:35:34.8:
We've got Bangalore here and we've got vendor A, B and C specific to Bangalore, and then we're constantly managing our over and under budget. It looks like we're actually pretty much spot on. Sorry, I take that back. This week we are about $4,000 over budget for vendor C. That was a ton of information. Is everyone with me? Questions? Cool, I like it. This group over here is getting everything I'm saying, it's amazing. This group over here is a little slow. This is my team, I can pick on them. Okay, from there, we're going to go into a little bit of the guts of the application, and then I'm going to show one report, and then I'm going to pause for Q&A. I warned you that we are about to go very deep into the actual guts of the capacity planning. The purpose of this page is to take all of our volume forecasting, all of our assumptions around handle time, all of our assumptions around occupancy, all of our assumptions around productive and nonproductive time, and we're going to build into how many FTEs we need to support the Chase Sapphire Reserve high net worth client who's calling over the phone who happens to speak French. What we're saying here is the final number is 42 for this week, 79 for this week, but we can see exactly how that's built up. We've got offered volume out of the box. We've got handle time forecasting out of the box. We even have all of our shrinkage buckets, which is essentially our way we can forecast nonproductive time, so we've got service level forecasting, occupancy forecasting.
James Wilby 0:37:15.6:
I'll just show you an example of our shrinkage, so we've got a 23 per cent shrinkage, and I want to see exactly where that's coming from. I'm going to keep going. It's rounding from 23.06, and I'm just going straight Anaplan here, a little bit off the cuff. Let's see if we can get down to our individual buckets. I think it's up here. If not, I have the actual page that'll help me out here. All right, I don't know why it's not letting me show you that. I'm going to skip to the piece there. Here's our shrinkage. Bang, look at that, so we've got our shrinkage buckets. These are just standard out of the box in terms of how we want to forecast shrink: meetings, leave, you could add whatever types of nonproductive time you want. The point there is totally customizable to however you want to model your effective time, or your work time, your nonproductive time. The last, again, I'm sparing you guys every single page in here, but the last big page I wanted to show was the actual driver for a Fortune 500 customer of ours. This is the culmination of what they want to show their executives. We call this the bridge report, and I'm actually going to jump to this one, because I've already got this one set up. Here we go, it's called the bridge report.
James Wilby 0:38:43.9:
Has anyone ever asked, what changed in your plan? Why did this go up? Why did this go down? That's the purpose of this report. We're forecasting out a specific time period. I'm looking at September through December, so let's call it essentially Q4 plus a week or two. At the very top, I've got my first scenario, or version. Maybe we should call this version, and we're calling that the two plus ten. What was submitted in February? What was submitted in February for the end of the year, that Q4, is a volume expectation of 117,000, an average handle time of 482. If you're working widgets, that could be a turnaround time. The occupancy of 83 per cent, shrinkage or nonproductive time of 22 per cent, building into a requirement of hours that we have to pay for of 24,000 hours. That is what was submitted to finance. I see some of my capacity friends shaking their head. Now, as a capacity planner, I'm now re-forecasting out 13,000 more hours. Let's just say finances are going to be super happy about that, because they now have to pay for those extra 13,000 hours. They're going to come to me, the analyst, say, what the heck? You're boosting our cost, we have to pay for 13,000 hours we didn't have budgeted in our two plus ten. What changed? Volume went up, handle time went up, occupancy went down, shrinkage went up, but not only that, what specific impact did that have to our workload?
James Wilby 0:40:31.2:
We submitted 24,000 hours, and just the change of volume, which I forgot the final number. I could give it to you real quick, so that changed, I'm going to do this very quickly in my head. Let's call it 40,000 units of volume, attributed to 8000 extra hours. Our handle time went up 70 seconds on average. Seventy seconds on average, everything else stays the same, increases our total hours by 3800. Our occupancy went down, which I know there's some math behind it, but as occupancy goes down, actually your requirements go up. It's a whole thing; 460 hours, and then shrinkage nonproductive time also is going up, which means we actually need a higher workload. These are the four different levers that are driving why we went from 24,000 hours we have to pay for, to 37,000. You can add on as many different levers you want to go into this bridge report. The most I've seen is 22, where it's like individual parts of shrinkage. It's like, okay, did PTO go up? Okay, did meeting time go up? Okay, did leave of absence go up? All of that builds into why hours are changing. Cool, I've got like, two minutes. I apologize for not giving too much time for Q&A, but that's all I've got. Any questions from anyone in the group for Paul or myself? Yes, right here.
Audience 0:42:04.3:
How do you account for overtime potentially if you don't meet your investment?
James Wilby 0:42:08.5:
The question is, how do you account for overtime if you don't meet your…?
Audience 0:42:12.6:
Your staff still have to answer the calls, and those people typically have to work overtime, so that adds a significant…
James Wilby 0:42:19.2:
That's exactly right, so we've got overtime totally baked into the app. We've got a time-and-a-half plan. I skipped over the supply planning, but as you plan overtime you can actually start to fill that gap. If I come back here, we've got some contingent time, transfer ins and outs, it should have some overtime on this view. It looks like support staff, pivot staff, transfer ins and outs, so yes, we plan for overtime to basically build up into our supply. You can customize how you want that to impact your productive hours. Yes, really good question, but it's common. I would say 100 per cent of our customers do that. Cool, any other questions?
Audience 0:43:07.5:
I have a question.
James Wilby 0:43:08.1:
Yes.
Audience 0:43:08.7:
Are there any plans, when we go back to the example - oh. I'm so loud, I don't need this. When we go back to your example of I think the surplus in the French contact center versus Portuguese where there was a gap, I know that Anaplan is doing a lot of work to build in skills insights. Is there anything that Anaplan is doing to consider, okay, what's the skill demand and implications of that? You can't just move people from the French contact center to Portuguese without considering the skills.
James Wilby 0:43:45.8:
Yes, so I would say the skill piece is one of the more common asks we get. What we end up doing is we load in skills matrices, we load in, we actually have a customer who's really interested in clearances, so hey, we need to make sure Andy over here has a clearance, but James doesn't have the clearance, so they can't do the actual work. It's a connection into the HRIS, HCM system. We typically don't want to be the skills matrix source, but we want to do the forward looking skills planning platform, if that makes sense.
Audience 0:44:20.9:
But is it showing the skills mix alongside that capacity at assignment?
James Wilby 0:44:27.4
Really good question. Out of the box, we don't have the skills output in the report, but as part of a project, that's an easy add-on. Yes, really good question. Great question, I like it. Cool, well, I'll be hanging out. Thank you guys for the time, the attention, and all the questions. Really appreciate it. Thank you, Paul.
Paul Meredith 0:44:47.0:
Thank you.