For contact center leaders, few metrics tell a clearer story than service level, abandonment rate, and average handle time (AHT). When all three trend in the wrong direction, the root cause often isn’t a motivational problem or a staffing shortfall — it’s the absence of disciplined workforce management (WFM).

A technology company serving the travel market discovered exactly that when its 40-associate operation couldn’t meet service level targets, and customers were hanging up before reaching help. The story mirrors a challenge many executives face: small-to-mid-size operations know they need WFM discipline, but can’t justify a dedicated, full-time WFM team. TTEC’s answer was a new delivery model that brought enterprise-grade WFM expertise on a per-task basis, turning the operation around in four months.

The problem

The client operated a single line of business with approximately 40 associates supporting two interaction channels: voice and email. Service levels were consistently below target and customer abandonment rates were climbing. AHT exceeded the operational target of 550 seconds, ballooning as high as 683 seconds.

The client didn’t have an internal WFM function or personnel with workforce management expertise, which made it difficult to identify root causes, implement sustainable solutions, and proactively manage staffing requirements. Without formal forecasting, capacity planning, or scheduling discipline, the operation was reactive rather than proactive. Staffing decisions were made on instinct rather than data, and leadership lacked reliable visibility into performance.

TTEC was positioned to help because of our deep WFM expertise and ability to deliver that expertise through a flexible, cost-efficient model. Our WFM Managed Services model allowed the client to access specialized WFM expertise and deliverables without the cost of a traditional dedicated-resource model. 

Our solution

TTEC’s work began with a detailed review of the client’s service level and abandonment rate calculations. Digging into the data surfaced inconsistencies that had led to inaccurate performance reporting and decision-making. To prevent these inconsistencies going forward, we established standardized, accurate reporting methodologies that gave leadership reliable visibility into operational performance for the first time.

A dedicated WFM account manager served as a trusted advisor, translating operational insights into actionable recommendations. TTEC implemented a data-driven forecasting methodology that used 13 statistical forecasting models to improve workload prediction accuracy and staffing alignment. The team developed both short-term and long-term staffing plans – based on data, not guesswork. We also designed optimized schedules based on forecasted demand patterns. This improved coverage across voice and email channels, particularly during periods where service levels had declined and abandonment rates had increased.

In addition, we implemented and standardized processes that had previously been missing entirely: 

• Formal forecasting processes
• Capacity planning methodologies
• Workforce scheduling practices
• Performance reporting standards
• Workforce governance and operational review routines

These processes created a sustainable foundation for ongoing operational management and continuous improvement, replacing the reactive, ad hoc approach that had defined the operation before.

Results

Our work drove significant results in the first four months. The service level jumped 66%, from just under 50% to about 82% within a four-month span. During that same time, the abandonment rate decreased 12% and AHT dropped  20%, from 683 seconds to 544 seconds.

These results directly affected both customer experience and operational cost. More calls answered, fewer abandoned calls, and shorter handle times meant customers reached help faster, and the existing associate team handled more volume without adding headcount.

The client noted our data-driven approach, saying, “They [TTEC] bring the data to support your business decisions and save a lot of time.” Regarding the partnership, the client also said: “[The TTEC team] matched my energy and my business’s needs and turned a team that couldn’t hit SLAs [service level agreements] into one that’s productive and efficient.”

Following our initial success, we’re working with the client to further improve productivity and operational efficiency while maintaining current staffing levels. Things on our radar for the future include: further optimizing workforce productivity without increasing headcount, enhancing forecasting and scheduling effectiveness as business volumes evolve, and evaluating real-time management capabilities.