WFM-Cap-Training-Dec..

advertisement
MIS
Headcount Reconciliation
 Headcount database
 Reconciliation process
Staffing Strategy
 Using the Staffing Strategy template and understanding the calculation
Occupancy Regression Analysis
 Understanding the calculations used to determine Occupancy and Service
Level targets
Plan Time Reports
 Understanding the components of the Plan Time Template
Divmon
 Reviewing reports and notes in Divmon
National MIS
 National Report walk through
 Availability drilldowns and reports
Business Performance Website
 Information on the website
 Available reports
1
MIS-Headcount Reconciliation
Headcount Reconciliation
Why do we reconcile headcount?
• To ensure the cap plans are reflecting the most accurate information on
headcounts, due to attrition, transfers, etc.
What is the headcount database?
• The headcount database is an Access database, populated by Global Data
Warehouse(GDW), and is used to create reports.
• The database contains the following information by business and by site:
• Headcount
• Attrition
• Transfers in and out
• New Hires
• Officer Breakdowns
• FT/PT Status
• TCS Staff Assignments
• Moves from Staff to Officer
2
MIS-Headcount Reconciliation
Headcount Reconciliation
 Locate the database in
the following location:
Capplan2$/Capacity
Planning/Headcount/Headcount.mdb
 Choose the business
and site in the drop down
boxes.
 Select the month to
reconcile by using the
begin and end boxes.
 Click on the
“Consolidated Report”
button.
3
MIS-Headcount Reconciliation
Headcount Reconciliation
 The report contains the following information in this order:
 Headcount, Attrition, Transfers Out, New Hires, Transfers In,
PT/FT and Officer Changes, Officer Breakdown, Officer Detail,
Missing TCS, and Staff Group Detail with Grade.
4
MIS-Headcount Reconciliation
Headcount Reconciliation
 To export the report to
Excel, Select the drop
down button next to the
Microsoft Word Icon.
 Select the “Analyze it
with Microsoft Excel”
 The report will transfer
to an Excel type
spreadsheet.
 Copy and paste into the
Headcount files.
5
MIS-Headcount Reconciliation
Headcount Reconciliation
 Helpful Hints:
 Column headers are not present.
 Some columns may move over a
column if data is not available for
another field.
 If a group is missing data for a
specific field, like attrition or new hires,
it will not appear on the consolidated
report. There will be a blank space.
6
MIS-Headcount Reconciliation
Headcount Reconciliation
 What are the next steps?
 Get with Connie?
7
MIS-Staffing Strategy
Staffing Strategy Calculations
What is a Staffing Strategy?
• A calculated percentage of the workload FTE requirement added to the workload
requirement to derive to “Total FTE Required”
Why is a Staffing Strategy used?
• To ensure adequate staffing levels to cover the variables or “peaks” in call
volumes, handle times, etc.
• A Staffing Strategy allows us to be an acceptable amount over staffed to cover
these variables.
How is the Staffing Strategy % calculated?
• The target is based on the variability in the call volume, excluding any outliers or
exception days
• The variability is calculated by day, then averaged for the monthly target
8
MIS-Staffing Strategy
Staffing Strategy Model
 Excl Outliers – This is the recommended staffing strategy percent.
 In this scenario, the strategy would be 4.97% or 5%
 If a major change in the business has occurred, strategy should be
reviewed
 Data Points Included - calculates the number of days included in the
calculation as compared to the total number of days available
9
MIS-Staffing Strategy
Calls Offered
 Historical data is pulled
into model
 At least 1 year of data
should be used
 Sorted by day of week
10
MIS-Staffing Strategy
Calls Offered
 Standard Deviation is determined by Day of Week
(DOW).
 Median is determined by DOW
 The max and min ranges are determined
 Outliers are excluded based on the ranges
11
MIS-Staffing Strategy
Calls Offered Metrics
 Outliers are excluded based on the
ranges determined
 The Standard Deviation and Median
ranges are calculated on the remaining
data points
 Standard Deviation divided by median
determines percent for staffing strategy
by DOW
12
MIS-Occupancy Regression Analysis
Occupancy Regression
What is a Regression Analysis?
• A statistical technique used to find relationships between variables for the
purpose of predicting future values. The model uses numerical values, such as
call volumes, service level, occupancy and ASA.
What is the Occupancy Regression model used for?
• To determine what the appropriate target for Occupancy and ASA should be
based on the desirable service level goal.
• The model also ensures that we are employing the same methodology and data
set time period for all businesses.
When are the Occupancy targets reviewed?
• The regression is reviewed in June for the upcoming year planning.
• It is also reviewed, as needed, due to changes in the business.
13
MIS-Occupancy Regression Analysis
Occupancy Regression
 The Occupancy Regression Model can be accessed via the following
SharePoint site link:
https://cards.collaborationtools.consumer.citigroup.net/sites/NationalCapacity
Planning/default.aspx
14
MIS-Occupancy Regression Analysis
Occupancy Regression
 Under the “other” tab, open the folder called Regression Analysis
 Open the file named “Revised Service Level and Occ Model”.
15
MIS-Occupancy Regression Analysis
Occupancy Regression
 Once the model is
open, go to “Datastdev1”
tab and enter the row
number of the group that
the Regression is being
calculated on.
 The row number for
the appropriate
answering group can be
found on the ‘Answering
Group List” tab.
16
MIS-Occupancy Regression Analysis
Occupancy Regression
 Select the appropriate
date for the group that is
being targeted for the
regression. Adjust the
formulas at the bottom of
the”Datastdev1” tab to
target the correct data
set.
17
MIS-Occupancy Regression Analysis
Occupancy Regression
 Once all the volume is set
and reflected on the “All
[email protected]” tab, make
sure the “Chart” is
calculating the correct
results. The formulas on the
“Chart” tab reference data in
rows AD through AI on the
“All [email protected]” tab.
 When analyzing a new
group, that does not have
historical data for all of the
days, the trend formulas will
need to be adjusted to only
include the dates with data.
18
MIS-Occupancy Regression Analysis
Occupancy Regression
 Once the formulas are
correct, the Occupancy goal
in column G can be
calculated by adjusting the
ASA in Column B to the
desired ASA goal.
 The graph above the data
displays the results that are
calculated.
 If 2 standard deviations
are needed, change the
trend formulas to reference
the “All [email protected]”
page.
19
MIS-Variance Goal
Goals
What is a goal?
• A goal is established to achieve the plan and the forecast. It is our target.
How are goals set?
• Goals need to be obtainable, but also need to be a stretch.
If goals are easy to
obtain, the business will appear to be running better than it actually is. We are in
a business where optimal goals, not obtainable goals, should be the standard.
20
MIS-Variance Goal
Goals
What are the keys to establishing goals?
• Goals must be established beyond the forecasted targets
• Goals must be reasonable and attainable
• Goals must be measurable
• Communicating the goals to the management team so that they understand
their role
• Participation from the management team in helping to achieve the stated goals
• Management consistently providing feedback to their teams on a daily basis
21
MIS-Variance Goal
Goals
2008
07FYF9
07FYF10
07FYF11
FYF0
FYF1
FYF2
FYF3
FYF4
FYF5
FYF6
FYF7
FYF8
FYF9
FYF10
FYF11
FYF12
Final
Jan
2,041,740
2,041,740
2,041,740
1,857,214
1,907,214
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
2,054,465
Feb
1,890,478
1,890,478
1,890,478
1,729,762
1,729,762
1,764,463
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
1,823,923
Mar
2,004,602
2,004,602
2,004,602
1,771,799
1,771,799
1,983,032
1,983,032
1,915,819
1,915,819
1,915,819
1,915,819
1,915,819
1,915,819
1,915,819
1,915,819
1,915,819
1,915,819
Apr
2,008,538
2,008,538
2,008,538
1,843,605
1,843,605
1,881,538
1,847,471
1,847,471
1,878,756
1,878,756
1,878,756
1,878,756
1,878,756
1,878,756
1,878,756
1,878,756
1,878,756
May
1,919,063
1,919,063
1,919,063
1,709,953
1,709,953
1,855,059
1,834,338
1,874,802
1,874,802
1,928,399
1,928,399
1,928,399
1,928,399
1,928,399
1,928,399
1,928,399
1,928,399
Jun
1,895,993
1,895,993
1,895,993
1,635,843
1,635,843
1,675,250
1,696,313
1,722,052
1,848,907
1,848,907
1,840,564
1,840,564
1,840,564
1,840,564
1,840,564
1,840,564
1,840,564
Jul
1,898,601
1,898,601
1,898,601
1,685,183
1,685,183
1,679,937
1,703,825
1,726,225
1,873,658
1,834,449
1,804,383
1,804,383
1,804,383
1,804,383
1,804,383
1,804,383
1,804,383
Aug
2,014,818
2,014,818
2,014,818
1,775,821
1,775,821
1,769,619
1,774,619
1,782,263
1,878,708
1,858,004
1,841,840
1,841,840
1,791,289
1,791,289
1,791,289
1,791,289
1,791,289
Sep
1,920,807
1,920,807
1,920,807
1,706,215
1,706,215
1,701,395
1,708,395
1,718,967
1,876,336
1,858,470
1,840,495
1,825,839
1,825,839
1,636,267
1,636,267
1,636,267
1,636,267
Oct
1,954,219
1,954,219
1,954,219
1,718,918
1,718,918
1,712,585
1,715,585
1,743,074
1,913,901
1,909,447
1,909,124
1,923,532
1,800,648
1,800,648
1,768,864
1,768,864
1,768,864
Nov
1,978,319
1,978,319
1,978,319
1,780,700
1,780,700
1,773,925
1,777,925
1,790,306
1,859,789
1,876,478
1,856,787
1,874,977
1,865,052
1,829,675
1,829,675
1,746,816
1,746,816
2009
08FYF9
08FYF10
08FYF11
FYF0
FYF1
FYF2
FYF3
FYF4
FYF5
FYF6
FYF7
FYF8
FYF9
FYF10
FYF11
FYF12
Final
Jan
1,944,586
1,941,828
1,926,495
1,951,761
1,951,761
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
1,907,629
Feb
1,724,433
1,770,343
1,741,845
1,768,841
1,768,841
1,768,841
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
1,707,466
Mar
1,829,431
1,888,264
1,857,608
1,814,028
1,814,028
1,834,558
1,834,558
Apr
1,803,766
1,870,623
1,840,389
1,878,007
1,878,007
1,944,841
1,944,841
May
1,848,877
1,874,343
1,844,280
1,844,280
1,844,280
1,917,532
1,917,532
Jun
1,733,786
1,765,517
1,737,349
1,737,349
1,737,349
1,828,635
1,828,635
Jul
1,744,408
1,787,851
1,759,370
1,759,370
1,759,370
1,832,995
1,832,995
Aug
1,734,211
1,791,685
1,763,443
1,763,443
1,763,443
1,844,752
1,844,752
Sep
1,770,820
1,819,145
1,772,975
1,772,975
1,772,975
1,844,424
1,844,424
Oct
1,813,958
1,852,982
1,799,647
1,793,553
1,793,553
1,839,101
1,839,101
Nov
1,750,465
1,794,108
1,753,192
1,746,974
1,746,974
1,772,998
1,772,998
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Dec
1,963,811
1,963,811
1,963,811
1,756,594
1,756,594
1,751,655
1,751,655
1,756,266
1,940,819
1,927,770
1,919,045
1,921,121
1,895,084
1,880,611
1,817,920
1,817,920
1,958,834
Variance
January
February
March
April
May
June
July
August
September
October
November
December
MAD
58,856
80,358
111,009
26,092
109,861
109,105
69,514
53,428
214,018
116,824
109,807
80,150
Variance Weighted MAD Variance
2.9%
4.4%
5.8%
1.4%
5.7%
5.9%
3.9%
3.0%
13.1%
6.6%
6.3%
4.1%
5.2%
105,115
87,260
100,093
25,125
83,160
71,968
54,131
55,970
203,181
89,656
101,210
103,347
5.1%
4.8%
5.2%
1.3%
4.3%
3.9%
3.0%
3.1%
12.4%
5.1%
5.8%
5.3%
4.9%
Dec
Variance
MAD
Variance Weighted MAD Variance
1,821,996
1,854,360
1,811,756
1,805,408
1,805,408
1,836,343 January
33,539
1.8%
35,797
1.9%
1,836,343 February
55,001
3.2%
57,476
3.4%
March
1,830,055
0.0%
1,828,651
0.0%
April
1,911,424
0.0%
1,928,133
0.0%
May
1,419,836
0.0%
951,441
0.0%
June
914,317
0.0%
457,159
0.0%
July
458,249
0.0%
183,299
0.0%
August
0
0.0%
0
0.0%
September
0
0.0%
0
0.0%
October
0
0.0%
0
0.0%
0
November
0
0.0%
0
0.0%
0
December
0
0.0%
0
0.0%
0.4%
0.4%
One Month Variance
TS
10.6%
5.4%
3.4%
1.7%
2.9%
0.5%
1.6%
2.7%
10.4%
1.8%
4.5%
7.8%
4.4%
(6.3)
(2.3)
(1.4)
(3.6)
(2.5)
(2.3)
0.3
4.8
3.8
3.1
3.8
(5.3)
One Month Variance
TS
2.3%
3.5%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
17.1%
4.2
4.0
4.0
3.0
2.7
2.0
0.0
0.0
0.0
0.0
0.0
0.0
Discussion Needed around goals!
22
MIS-Plan Time Reports
Plan Time Reports
Why should Plan Time Utilization be monitored?
• To ensure availability goals are met
• To ensure that agents utilize their plan time resulting in minimum carry over
How is Plan Time Utilization monitored?
• Reports are updated monthly, detailing the most recent data available in EWFM
and Peoplesoft
• Reports are sent out to business leaders, SFE support team, and Cap Planners
23
MIS-Plan Time Reports
Plan Time Template - Summary
1
2
Albquerque, NM
3
Headcount
50
Greensboro, NC
208
Hagerstown, MD
382
Citi Cards Sales/Service
Jacksonville, FL
387
Las Vegas, NV
206
Entitlement Summary
Entitled
Carryover
Angel
Plan Other
Total
8,810
144
80
1,295
10,329
4
6.0%
33,317
461
224
1,229
35,231
10.2%
69,874
1,195
1,432
4,511
77,012
12.3%
64,767
1,302
336
2,962
69,367
11.4%
36,470
999
872
1,517
39,858
11.0%
Utilization Summary
5
Taken
Scheduled
Total
6,267
161
6,428
62.2%
6
Remaining
3,901
37.8%
20,808
6,716
27,525
78.1%
7,706
21.9%
42,944
15,661
58,605
76.1%
18,407
23.9%
34,950
9,932
44,883
64.7%
24,484
35.3%
21,821
7,883
29,704
74.5%
10,153
25.5%
Waitlist Summary
7
# of Requests
-
45
% of Requests
0%
13%
165
47%
98
46
28%
13%
Allotment Summary
Total Allotment
Less: PFML
Less: PLNO
Less: PLOV
Less: VOLT
Total
AM Shift
PM Shift
Night Shift
8
9
Division
180
-
-
-
-
1,413
30,546
864
600
1,102
33,112
-
-
-
-
243,784
4,965
3,544
12,615
264,908
0.0%
0.0%
0.0%
0.0%
-
-
-
-
0.0%
0.0%
0.0%
0.0%
11.9%
16,701
6,413
23,114
69.8%
9,998
11.1%
143,492
46,766
190,258
71.8%
-
-
-
-
30.2%
0.0%
0.0%
0.0%
0.0%
74,650
28.2%
-
-
-
-
-
354
0%
0%
0%
0%
0%
6.01%
0.00%
0.00%
0.46%
0.00%
5.55%
10.17%
0.18%
0.06%
0.54%
0.00%
9.39%
12.30%
0.21%
0.15%
0.87%
0.00%
11.06%
11.36%
0.30%
0.12%
1.24%
0.00%
9.70%
11.01%
0.44%
0.00%
1.18%
0.00%
9.39%
11.92%
0.07%
0.04%
1.71%
0.00%
10.11%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
11.06%
0.23%
0.09%
1.03%
0.00%
9.71%
5.54%
5.62%
0.00%
9.52%
9.28%
0.00%
11.33%
10.02%
0.00%
9.69%
9.58%
10.20%
9.42%
9.26%
0.00%
10.00%
11.56%
13.24%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
9.82%
9.27%
10.90%
-
-
-
-
Shift Summary
AM Shift
PM Shift
Night Shift
Total
1. Business
2. Site
3. Total productive agents in
EWFM at the end of the month
4. Total Planned, Holiday, Angel
and Carryover that each agent
is entitled for the year, as
reflected in Peoplesoft
5. Amount of hours taken and
scheduled as shown in EWFM
6. % of Remaining
7. Waitlist Detail
8. Total % plan to available hours
to estimate what plan time is
running for current year.
9. Break down of plan time by
shift status
10. Headcount by shift
Sioux Falls, SD
42
8
95
113
-
304
78
-
262
98
27
166
40
-
50
208
382
387
206
10
-
172
4
4
180
-
-
-
-
1,041
341
31
1,413
24
MIS-Plan Time Reports
2009 Plan Time Analysis
Plan Time Template – Division Total
Jan-09
2
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
2
0
0
9
N
e
w
H
i
r
e
s
4
5
6
7
8
9
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
< 5 Years
5 - 10 Years
11 - 25 Years
25+ Years
Total
Plan Hours Entitled
Holiday Hours Entitled
Total
Plan Time Entitled
2009
Curr
Hol
Volt
1.
2.
3.
4.
5.
6.
Total
96
72
168
96
64
160
96
64
160
86
64
150
75
64
139
65
56
121
54
40
94
44
40
84
34
32
66
-
24
24
-
24
24
-
8
8
96
80
176
136
80
216
176
80
256
216
80
296
-
-
1,229
185
136
5
1,555
-
-
-
-
-
44
35
-
56
140
32
-
53
133
87
42
-
47
124
89
39
-
-
1,148
184
136
5
1,492
1,068
179
133
5
1,464
1,000
162
129
5
1,524
934
161
128
5
1,543
839
146
124
5
1,413
-
19
Business
Month
Headcount by month for New Hires
Headcount by month by tenure.
Total Plan and Holiday hours entitled.
% of Entitled – Total entitled to
available hours
7. Additional entitled hours
8. % Additional Entitled – Total additional
entitled to available hours
9. Total Plan due all buckets
10. Available Hours for the month
11. Time taken by bucket
12. % Plan Taken – Plan taken to
available hours
13. Hours remaining – Plan hours
remaining, estimated by prior year
usage
14. Estimated Plan % usage, by month
15. Waitlist Summary
-
-
-
-
-
44
108
69
41
-
47
124
89
39
-
-
-
-
-
-
1,036
170
131
5
1,603
839
146
124
5
1,413
153,606
112,651
266,257
11.12%
152,440
111,989
264,429
11.04%
153,088
112,339
265,427
11.08%
140,904
102,880
243,784
10.18%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
153,315
112,744
266,059
11.11%
140,904
102,880
243,784
10.18%
7,710
4,584
96
28
796
13,214
0.97%
1
285,560
12.34%
6,995
4,360
191
42
826
12,414
1.00%
1
278,671
12.12%
6,121
4,072
187
134
809
11,323
0.99%
1
275,752
12.03%
5,746
3,960
238
34
879
10,857
0.98%
1
276,284
12.06%
4,965
3,544
199
63
803
9,574
0.89%
1
253,358
11.07%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
6,601
4,200
2,038
647
9,930
23,416
0.98%
6
289,475
12.09%
4,965
3,544
2,038
647
9,930
21,124
0.88%
Total Plan Time Due
Plan Time % (Fully Loaded)
8,069
4,680
107
3
748
13,606
0.96%
1
297,718
12.82%
Available Hours (Based on Current Headcount)
197,590
174,787
187,190
187,863
197,507
211,162
210,285
205,868
201,598
220,798
187,943
212,584
2,395,177
5,917
550
4,666
11,140
107
1,944
1,953
205
3
748
25
46
27,302
491
5,058
9,836
96
1,872
17
295
28
796
4
19
47
18,557
537
4,317
9,478
96
191
2,416
436
42
826
40
91
41
18,509
500
4,430
10,392
143
187
1,828
2
488
134
809
16
132
474
19,535
6,110
399
4,280
9,347
136
238
1,747
251
34
879
8
178
327
23,934
283
5,352
15,060
199
2,127
282
63
803
16
63
162
24,409
2,056
2
3,214
10,310
67
253
82
64
49
16,097
558
4,558
6
40
23
34
41
5,260
7,288
490
2,441
4
10,223
221
1,328
34
1,583
6,114
509
2,948
26
8
9,603
5,567
892
6,555
108
24
13,146
33,052
2,762
33,985
93,391
375
1,091
12,359
1,971
2,131
304
4,957
84
599
1,096
188,158
13.82%
10.62%
9.89%
10.40%
12.12%
11.56%
-
-
-
-
-
-
11,180
13.82%
10.62%
9.89%
10.40%
12.12%
11.56%
12.97%
%
Carryover Hours
Angel Hours
Plan Other (PLNO)
Emergency Closure (PDECB)
Jury Duty (JURY)
Bereavement (BRVFAM/BRVREL)
Total
Holiday
PFML
PHOL / PHOLOV
PLAN
PLNDEP
PLNO
PLOV
PTO
PWEA
ANGEL
PDECB
JURY
BRVFAM / BRVREL
PDFMLD
MDISC
VOLT
Total
Plan %
Hours Remaining
13
Revised Plan % (Waitlist, Holiday, & 90% Req)
7.65%
Waitlist Summary
15
Dec-09
156,727
115,619
272,346
11.37%
11
14
Nov-09
163,126
120,985
284,111
11.86%
Plan
12
Citi Cards Sales/Service - Division
Oct-09
Avg
Utilization Summary
10
1
Sep-09
Entitlement Summary
Benefit Time Due
Plan
3
Aug-09
# of Requests
-
-
-
-
-
-
% of Requests
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
15
4.24%
2.55%
13,772
9.24%
-
0.00%
5.07%
10,668
10.36%
19
5.37%
0.72%
14,258
7.17%
2
0.56%
5.11%
6.18%
264,908
11.06%
7.86%
12,112
12,659
74,650
11.55%
12.14%
10.97%
112
31.64%
206
58.19%
354
25
MIS-Plan Time Reports
Plan Time Template – Site Total
2009 Plan Time Analysis
Citi Cards TAM - Florence, KY
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Aug-09
Sep-09
Oct-09
Nov-09
Dec-09
2009
Avg
Curr
-
-
Entitlement Summary
Benefit Time Due
Plan
Hol
Volt
Total
-
-
-
-
-
-
192
59
4
255
1
25,121
19,056
44,177
10.06%
177
60
4
241
1
23,805
18,018
41,823
9.52%
173
59
5
237
1
23,549
17,672
41,221
9.39%
162
59
5
267
1
25,050
18,775
43,825
9.98%
Total Plan Time Due
Plan Time % (Fully Loaded)
1,561
856
74
81
2,572
0.97%
1
46,749
11.03%
1,394
816
21
200
2,431
1.11%
1
44,255
10.63%
1,301
848
47
169
2,364
1.08%
1
43,585
10.46%
1,178
808
81
32
307
2,406
1.60%
1
46,231
11.58%
Available Hours (Based on Current Headcount)
31,724
26,645
29,261
29,111
32,835
39,242
44,738
43,892
39,947
43,751
36,143
41,849
439,138
890
98
828
2,665
207
260
210
26
74
81
46
5,384
-
-
16
704
2,275
18
295
72
48
187
16
31
27
3,689
1,023
581
1,768
10
111
32
7
10
3,541
9
56
945
1,811
156
47
162
75
169
16
19
29
3,483
1,268
45
642
1,675
18
244
61
11
157
32
8
52
4,211
-
85
1,028
1,492
51
21
143
74
200
18
3,110
149
835
2,019
81
205
62
32
307
8
29
41
3,769
1,723
211
608
24
2,566
-
1,559
78
501
2,138
1,746
92
1,041
2,879
8,218
449
6,140
17,091
413
194
1,421
210
448
74
97
1,109
72
152
148
36,237
16.97%
11.67%
11.90%
12.95%
12.83%
9.40%
7.92%
2.12%
6.42%
1.22%
5.92%
6.88%
-
-
-
-
-
-
2,004
2,975
2,175
2,632
2,183
2,611
14,580
16.97%
11.67%
11.90%
12.95%
12.83%
9.40%
12.40%
8.90%
11.87%
7.24%
11.96%
13.12%
11.57%
# of Requests
-
-
-
-
-
-
% of Requests
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
2
0
0
9
N
e
w
H
i
r
e
s
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Less than 5 Years
5 - 9 Years
10 - 25 Years
25+ Years
Total
Plan Hours Entitled
Holiday Hours Entitled
Total
Plan Time Entitled
96
72
-
168
96
64
-
160
96
64
-
160
86
64
-
150
75
64
-
139
65
56
-
121
54
40
-
94
44
40
-
84
34
32
-
66
-
24
-
24
-
24
-
24
-
8
-
8
96
80
-
176
136
80
-
216
176
80
-
256
216
80
-
296
%
Carryover Hours
Angel Hours
Plan Other (PLNO)
Emergency Closure (PDECB)
Jury Duty (JURY)
Bereavement (BRVFAM/BRVREL)
Total
-
-
-
-
-
-
-
-
146
58
5
279
1
25,633
19,430
45,063
10.26%
149
58
5
280
1
26,124
19,893
46,017
10.48%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
167
59
5
291
6
24,880
18,807
43,688
9.95%
1,087
768
18
11
157
2,040
0.93%
1
47,103
11.19%
1,119
784
18
48
187
2,156
1.12%
1
48,173
11.60%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1,273
813
369
149
182
2,198
4,984
1.13%
6
48,672
11.08%
20
21
19
34
17
17
33
18
14
29
18
-
17
33
18
--
 Additional sheets are
provided for site level
detail.
149
58
5
280
26,124
19,893
46,017
10.48%
1,119
784
369
149
182
2,198
4,800
1.09%
 The highlighted row –
Revised Plan % - should
be used in the cap plan
50,817
11.57%
Utilization Summary
Plan
Holiday
PFML
PHOL / PHOLOV
PLAN
PLANCO
PLNDEP
PLNO
PLOV
PTO
PWEA
ANGEL
PDECB
JURY
BRVFAM / BRVREL
PDFMLD
MDISC
VOLT
Total
Plan %
Hours Remaining
Revised Plan %
122
784
16
931
76
451
8
535
8.25%
Waitlist Summary
2
1.13%
0.00%
4
2.26%
0.00%
28
15.82%
143
80.79%
177
26
MIS-Divmon
Log On Screen
 Divmon is a tool used to monitor call metrics, by business.
 The Sign On screen allows you to sign on, utilizing your Single Sign On ID, or
manage passwords.
27
MIS-Divmon
Real Time
 The real-time Performance
Report supplies current interval
data. The TCC uses this
report for daily management.
To view Real Time reporting,
select the Real Time tab.
 The Real Time monitor will
display.
Select the department to
view.
28
MIS-Divmon
Real Time Definitions
29
MIS-Divmon
Reports
 On the Reports Tab,
there are several
report options to
choose from.
 Select the report
you wish to look at in
the drop down box.
 Select additional
criteria to include
department name, # of
days you wish to see,
and date or date
range.
30
MIS-Divmon
Notes
 The notes tab is utilized to
input notes of down time,
business impacts, or system
outages for each business.
 The TCC logs
occurrences as trouble
tickets are opened.
 These notes should be
viewed if you see a drop or
spike in volume, or activity
that looks out of the norm.
31
MIS-Divmon
Notes
 To view the note, select
“Search Note” in the upper
left hand corner.
 Input your search criteria,
and select “Search”
32
MIS-Divmon
Notes
 The notes log will appear.
 Select “View/Edit” to see additional detail on the issue.
33
MIS-Divmon
Configurations
 The configurations
report will give you
detail by site of all the
skills, Vdn’s and
forecast groups that are
configured into the IPR
 On the reports tab,
select configuration
from the drop down
under Report Name.
 Select all of the
criteria and “Run
Report”
 This can be used to
validate Divmon to
eWFM.
34
MIS-Divmon
Interval Performance Report
 The Interval
Performance
Report displays call
metrics by half hour
 The interval level
detail updates
every 30 minutes
for.
35
MIS-Divmon
Interval Performance Report Definitions
36
MIS-National MIS
National Book Summary Daily
Page 1
 Lines of business are listed along the top with the daily stats listed
below.
37
MIS-National MIS
National Book Summary MTD
 Lines of business are listed along the top with the monthly stats listed
below.
38
MIS-National MIS
Definitions and Calculations
Citi Cards
Citi Cards - National MIS Report
Input Summary
VRU Handled Volume
83,274
From VRU Report: Total VRU Satisfied (NRI Sat + VRU Sat); Defined as calls not sent to a Cust Service Agent.
VRU Serviced %
52.8%
Calc: (VRU Sat + NRI Sat) / (VRU + NRI Input)
Rep Offered Volume
83,961
From DivMON Historical: Total Offered Volume to all C/S Agents
50.2%
Calc: Rep offered /Total Offered
81,148
From DivMON Historical: Total Rep Offerred minus all abandons.
48.5%
Calc: Rep Handled /Total offered
Rep Offered %
Rep Handled Volume
Rep Serviced %
Total Offered Volume
167,235
Indicators
80/20
Rep
85.0%
ASA
Abandon % >20 secs
From DivMON Historical: Weighted AverageSpeedOfAnswer; Combines all splits and use weighted ASA
All rep abandons > 20 seconds / Total Rep Offered
Forecasted Handletime
236.4
From Operational FCST / DPs: Expected Handletime.
Handletime
227.0
From DivMON Historical: Total HandleTime from Daily Division Interval Performance Report weighted by split/site volume
Talktime
9.4
ACW
Service Level
VRU
14.9
Sum Total of Rep Offered and VRU Offered
77.9
80-20
Handletime
227.0
77.9
From DivMON Historical: Total TalkTime from Daily Division Interval Performance Report weighted by split/site volume
From DivMON Historical: Total AfterCallWork from Daily Division Interval Performance Report weighted by split/site volume
From DivMON Historical: Total calls answered in < 20 seconds /(Total calls Offered - Abandons <10 Secs)
{Relies on Call Profiles set up in CM
From USAN Customer Serice Traffic Report: Average Number of Seconds Customer spent in the VRU
Performance Measures
Availability Rate %
Unplanned %
63.9%
9.4%
Planned %
13.4%
VTO Hours
622
VTO %
OT Hours
OT %
Occupancy Rate %
6.5%
0
0.0%
From Availability report
From Availability report: Absent hours / Total Available hours
Total Benefit hours (Paid + UnPaid) / Total Available Hours from availability report
Voluntary Time Off (Unpiad) VTO hours from TCS
VTO Hours / Total Available Hours from Availability report.
Total Net OT hours From TCS reports.
Net OT hours = Gross OT - No Show for OT.
Net OT Hours / Total Available Hours from Availability Reports.
86.2%
From DivMON Historical:
Calc: (Staffed Hours - Idle Hours / Staffed Hours)
From CMS Reports
Cap Planning & Sched Volume
Capacity Plan Offered Forecast (FYF6)
% O/(U) Actual**Citi FCST Incl VRU Bypass
Daily Operational Forecast
% O/(U) Actual
Financial Offered Forecast (FYF6)
% O/(U) Actual
86,338
Rep Offered FCST from PLAN
(2.8%)
Calc: (FCST / ACTUAL) -1
85,469
Daily Operational Forecast from the Intra Day Perfomance report (DP) out of TCS:
(1.8%)
Calc: (FCST / ACTUAL) -1
83,749
Rep offered FCST from Financial FCST - Changes only several time per year
0.3%
Changes throughout the course of a month.
Calc: (FCST / ACTUAL) -1
Forecasted Vol/HT for Today
Forecasted Volume
Forecasted Handletime
220,948
Daily Operational Forecast from the Intra Day Perfomance report (DP) out of TCS:
257
Daily Operational Forecast from the Intra Day Perfomance report (DP) out of TCS:
39
MIS-National MIS
National Book VRU Report
 Reports daily and monthly VRU data for
the lines of business listed across the top.
Citi Cards VRU Definitions
VRU Input Vol
NRI VRU Input Vol
Total VRU Input Vol
From USAN Reports: Total Volume that hit the VRU Citi Cards Customer Service Nodes
From USAN Reports: Total Volume that hit the VRU Citi Cards NRI Nodes
Calc: VRU + NRI
VRU Satisfied
NRI VRU Satisfied
Total VRU Satisfied
VRU Satisifed %
NRI VRU Satisfied %
Total VRU Satisfied %
All calls Satisfied/Concluded in VRU or Sent to External (non C/S) Department
All calls Satisfied/Concluded in VRU or Sent to External (non C/S) Department
Calc: VRU Sat + NRI Sat
Calc: VRU Sat / VRU
Calc: NRI Sat / NRI Input
Calc: (VRU Sat + NRI Sat) / (VRU + NRI Input)
Total Rep Offered Vol
VRU Default to Rep
NRI VRU Default to Rep
Direct/Transfer
VRU Default %
NRI VRU Default %
Total VRU Default %
From Division MIS: Total Calls Offered to Agents
Calc: VRU Input - VRU Sat = Sent to C/S Rep
Calc: NRI Input - NRI Sat = Sent to C/S Rep
Calc: Total Rep Offered - VRU Default to Rep - NRI Default to Rep
Total VRU Default % of Rep
Direct/Transfer % of Total Rep
Calc: (VRU Deafult to Rep + NRI Deafult to Rep) / Total Rep Offered
Calc: Direct&Transfers / Total Rep Offered
40
MIS-National MIS
National Book Availability Report
Citi Cards Availability Report
June 15, 2008
ALB-NM
DAILY Availabilty
Scheduled Span:
UnPaid Break:
Total Scheduled Hrs:
Gross Overtime
No Show OT
Make Up:
Flex/Weather Abs
LOA
Team Coverage
Reclass Financial
Total Available Hrs:
Total Lost Hours:
Unplanned:
Planned:
Agent Development:
Aux:
Breaks:
Controllable Other:
ECHO:
Meeting:
Sales Development:
Special Projects:
Training:
Unaccounted Time:
Uncontrollable:
%
%
LAK-NV
%
SAN-PR
%
SIO-SD
%
TAM-FL
%
DIV
775
152
21
0
4,903
(59)
(42)
(16)
(1)
0
(274)
0
0
10
(40)
(50)
(1)
0
946
0.0%
0.0%
1.9%
(7.4%)
(9.3%)
(0.2%)
0.0%
0
0
11
(43)
(165)
(9)
0
0
0.0%
0.0%
1.2%
(4.5%)
(17.4%)
(1.0%)
0.0%
0
0
0
0
0
0
0
(7)
0
0
0
0
0
0
0
0
0
0
0
(7)
0
740
428
57.8%
47.8%
396
53.5%
+
18
4.0%
31
+
1
0.2%
0
=
238
51.9%
Core Holiday Adj Avail:
0
Sales Adjusted Availabilty:
On-Site %(33-31)/(14-(16+17+31))
MTD Availabilty
ALB-NM
Scheduled Span:
UnPaid Break:
Total Scheduled Hrs:
24,723
(1,216)
23,506
749
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0
51.9%
0
0
1
(31)
(92)
(10)
(2)
0
0.0%
0.0%
0.1%
(4.1%)
(12.3%)
(1.3%)
(0.2%)
616
0
0
0
0
0
0
0
503
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0
0
0
3
(11)
(66)
0
(8)
1,004
0.0%
0.0%
0.6%
(2.2%)
(13.1%)
0.0%
(1.6%)
421
0
0
27
(205)
(114)
(8)
0
732
0.0%
0.0%
2.7%
(20.4%)
(11.4%)
(0.7%)
0.0%
704
7
(7)
13
(23)
(105)
0
0
136
1.0%
(1.0%)
1.7%
(3.2%)
(14.3%)
0.0%
0.0%
617
0
0
4
(4)
(8)
0
0
19
0.0%
0.0%
2.9%
(2.9%)
(5.9%)
0.0%
0.0%
128
0
0
0
0
(5)
0
0
0
0.0%
0.0%
0.0%
0.0%
(23.2%)
0.0%
0.0%
15
0
0
0
0
0
0
0
%
4,629
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0
7
(7)
69
(357)
(604)
(28)
(10)
0.2%
(0.2%)
1.5%
(7.7%)
(13.0%)
(0.6%)
(0.2%)
3,700
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
337
93
187
7
3
21
9
0
7
3
0
5
(4)
5
54.7%
15.1%
30.3%
1.2%
0.5%
3.5%
1.5%
0.0%
1.2%
0.4%
0.0%
0.9%
(0.6%)
0.8%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
156
25
98
2
1
16
6
0
2
6
0
0
(2)
2
37.1%
6.0%
23.3%
0.5%
0.2%
3.7%
1.5%
0.0%
0.5%
1.4%
0.0%
0.0%
(0.5%)
0.5%
262
57
131
3
3
35
6
0
8
1
0
8
3
9
37.2%
8.1%
18.5%
0.4%
0.5%
5.0%
0.8%
0.0%
1.1%
0.1%
0.0%
1.1%
0.4%
1.2%
223
61
88
1
6
30
7
0
2
5
0
0
21
4
36.1%
9.8%
14.2%
0.2%
1.0%
4.8%
1.1%
0.0%
0.4%
0.8%
0.0%
0.0%
3.3%
0.6%
55
27
18
0
0
3
1
0
0
0
0
0
6
0
43.0%
21.1%
14.1%
0.0%
0.2%
2.2%
0.9%
0.0%
0.0%
0.0%
0.0%
0.0%
4.6%
0.0%
11
0
11
0
0
0
0
0
0
0
0
0
0
0
74.5%
0.0%
71.8%
0.0%
0.0%
2.0%
1.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1,570
387
820
19
17
161
42
0
25
15
0
32
31
23
42.4%
10.5%
22.2%
0.5%
0.5%
4.3%
1.1%
0.0%
0.7%
0.4%
0.0%
0.9%
0.8%
0.6%
7
0.0%
279
45.3%
0
0.0%
265
62.9%
443
62.8%
394
63.9%
73
57.0%
4
25.5%
0
0.0%
2,129
57.6%
7
0.0%
237
38.4%
0
0.0%
179
42.4%
406
57.7%
338
54.8%
26
20.1%
4
25.5%
0
0.0%
1,811
49.0%
4.2%
0
0.0%
42
6.9%
0
0.0%
83
19.8%
36
5.0%
56
9.1%
40
31.3%
0
0.0%
0
0.0%
306
0.0%
0
0.0%
0
0.0%
0
0.0%
3
0.6%
1
0.1%
0
0.0%
7
5.7%
0
0.0%
0
0.0%
12
0.3%
428
57.8%
7
0.0%
279
45.3%
0
0.0%
265
62.9%
443
62.8%
394
63.9%
73
57.0%
4
25.5%
0
0.0%
2,129
57.6%
51.9%
51.9%
89.2%
0
57.8%
57.8%
80.9%
0
0.0%
0.0%
0.0%
0
45.3%
45.7%
80.6%
0
0.0%
0.0%
0.0%
0
62.9%
64.3%
84.6%
0
62.8%
63.0%
84.6%
0
63.9%
64.6%
81.9%
0
57.0%
57.0%
76.7%
0
25.5%
25.5%
90.5%
0
0.0%
0.0%
0.0%
0
57.6%
57.9%
83.4%
%
FLO-KY
%
GRE-NC
%
HAG-MD
%
IRV-TX
%
JAC-FL
%
KAN-MO
%
LAK-NV
%
SAN-PR
%
SIO-SD
%
TAM-FL
%
DIV
%
30,708
(1,623)
29,085
15,081
(828)
14,254
38,909
(1,965)
36,944
0
0
0
32,739
(1,746)
30,993
40,264
(2,121)
38,143
24,525
(1,303)
23,222
5,688
(605)
5,083
15,581
(845)
14,735
0
0
0
8.3%
228,216
(12,252)
215,964
42
(2)
690
(844)
(2,083)
(283)
(1,272)
19,754
0.2%
(0.0%)
2.9%
(3.6%)
(8.9%)
(1.2%)
(5.4%)
190
(9)
616
(652)
(4,718)
(201)
(124)
24,188
0.7%
(0.0%)
2.1%
(2.2%)
(16.2%)
(0.7%)
(0.4%)
107
(5)
173
(210)
(1,549)
(132)
(506)
12,134
0.8%
(0.0%)
1.2%
(1.5%)
(10.9%)
(0.9%)
(3.5%)
96
0
880
(982)
(3,891)
(326)
(1,186)
31,535
0.3%
0.0%
2.4%
(2.7%)
(10.5%)
(0.9%)
(3.2%)
0
0
0
0
0
0
0
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
107
(11)
745
(753)
(3,575)
(216)
(939)
26,351
0.3%
(0.0%)
2.4%
(2.4%)
(11.5%)
(0.7%)
(3.0%)
118
0
1,661
(1,922)
(4,773)
(364)
(235)
32,627
0.3%
0.0%
4.4%
(5.0%)
(12.5%)
(1.0%)
(0.6%)
206
(7)
961
(898)
(2,636)
(354)
(736)
19,757
0.9%
(0.0%)
4.1%
(3.9%)
(11.4%)
(1.5%)
(3.2%)
17
0
133
(190)
(504)
0
(663)
3,876
0.3%
0.0%
2.6%
(3.7%)
(9.9%)
0.0%
(13.0%)
38
(3)
184
(183)
(1,014)
(74)
(828)
12,857
0.3%
(0.0%)
1.3%
(1.2%)
(6.9%)
(0.5%)
(5.6%)
0
0
0
0
0
0
0
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
921
(37)
6,042
(6,631)
(24,742)
(1,950)
(6,488)
183,079
0.4%
(0.0%)
2.8%
(3.1%)
(11.5%)
(0.9%)
(3.0%)
7,505
1,967
2,346
94
161
1,026
325
0
335
384
1
446
(4)
426
38.0%
10.0%
11.9%
0.5%
0.8%
5.2%
1.6%
0.0%
1.7%
1.9%
0.0%
2.3%
(0.0%)
2.2%
8,511
1,389
2,554
145
96
1,278
433
0
195
430
5
1,051
259
677
35.2%
5.7%
10.6%
0.6%
0.4%
5.3%
1.8%
0.0%
0.8%
1.8%
0.0%
4.3%
1.1%
2.8%
4,168
721
1,224
108
84
581
244
0
166
162
2
555
(31)
353
34.3%
5.9%
10.1%
0.9%
0.7%
4.8%
2.0%
0.0%
1.4%
1.3%
0.0%
4.6%
(0.3%)
2.9%
12,195
2,309
4,090
416
229
1,554
558
0
367
346
2
1,195
281
849
38.7%
7.3%
13.0%
1.3%
0.7%
4.9%
1.8%
0.0%
1.2%
1.1%
0.0%
3.8%
0.9%
2.7%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
9,454
2,049
2,701
192
86
1,351
454
0
594
497
0
803
225
503
35.9%
7.8%
10.2%
0.7%
0.3%
5.1%
1.7%
0.0%
2.3%
1.9%
0.0%
3.0%
0.9%
1.9%
10,665
1,901
3,515
252
170
1,790
539
0
551
545
1
585
71
745
32.7%
5.8%
10.8%
0.8%
0.5%
5.5%
1.7%
0.0%
1.7%
1.7%
0.0%
1.8%
0.2%
2.3%
7,191
1,347
2,411
183
150
1,043
389
0
238
314
1
496
171
449
36.4%
6.8%
12.2%
0.9%
0.8%
5.3%
2.0%
0.0%
1.2%
1.6%
0.0%
2.5%
0.9%
2.3%
1,501
409
491
33
32
167
97
0
23
1
2
83
59
106
38.7%
10.5%
12.7%
0.8%
0.8%
4.3%
2.5%
0.0%
0.6%
0.0%
0.1%
2.1%
1.5%
2.7%
4,531
655
1,624
81
61
575
324
0
178
40
5
345
202
441
35.2%
5.1%
12.6%
0.6%
0.5%
4.5%
2.5%
0.0%
1.4%
0.3%
0.0%
2.7%
1.6%
3.4%
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
65,721
12,747
20,955
1,504
1,069
9,363
3,363
0
2,646
2,719
20
5,559
1,234
4,547
35.9%
7.0%
11.4%
0.8%
0.6%
5.1%
1.8%
0.0%
1.4%
1.5%
0.0%
3.0%
0.7%
2.5%
12,249
62.0%
15,677
64.8%
7,967
65.7%
19,340
61.3%
0
0.0%
16,896
64.1%
21,963
67.3%
12,566
63.6%
2,376
61.3%
8,326
64.8%
0
0.0%
117,359
64.1%
10,187
51.6%
13,964
57.7%
6,278
51.7%
16,323
51.8%
0
0.0%
13,650
51.8%
18,974
58.2%
11,704
59.2%
1,917
49.4%
6,372
49.6%
0
0.0%
99,369
54.3%
+
+
1,960
102
9.9%
0.5%
1,706
7
7.1%
0.0%
1,689
0
13.9%
0.0%
3,000
17
9.5%
0.1%
0
0
0.0%
0.0%
3,177
70
12.1%
0.3%
2,855
133
8.8%
0.4%
671
191
3.4%
1.0%
302
157
7.8%
4.0%
1,953
0
15.2%
0.0%
0
0
0.0%
0.0%
17,314
676
9.5%
0.4%
=
12,249
62.0%
15,677
64.8%
7,967
65.7%
19,340
61.3%
0
0.0%
16,896
64.1%
21,963
67.3%
12,566
63.6%
2,376
61.3%
8,326
64.8%
0
0.0%
117,359
64.1%
62.0%
64.0%
76.3%
0
64.8%
66.6%
75.4%
0
65.7%
67.0%
73.9%
0
61.3%
62.4%
73.8%
0
0.0%
0.0%
0.0%
0
64.1%
66.0%
74.5%
0
67.3%
69.0%
78.4%
0
63.6%
65.2%
77.6%
0
61.3%
61.3%
77.5%
0
64.8%
65.1%
73.9%
0
0.0%
0.0%
0.0%
0
64.1%
65.6%
75.8%
Total ACD Hours:
TOTAL STAFFED HRS:
%
1,063
(32)
219
VTO
Queue Work
KAN-MO
535
0
238
Net Hours:
%
0
(42)
Total ACD Hours:
5.2%
9.5%
0.6%
0.3%
5.8%
1.6%
1.0%
1.2%
2.5%
0.6%
2.7%
1.8%
0.7%
JAC-FL
791
Net Hours:
Total Lost Hours:
Unplanned:
Planned:
Agent Development:
Aux:
Breaks:
Controllable Other:
ECHO:
Meeting:
Sales Development:
Special Projects:
Training:
Unaccounted Time:
Uncontrollable:
%
0
42.2%
8.4%
21.3%
0.7%
0.3%
5.0%
1.3%
0.0%
0.4%
0.0%
0.0%
2.6%
2.2%
0.3%
+
(-)
+
(-)
(-)
(-)
(-)
IRV-TX
0
313
62
158
5
2
37
9
0
3
0
0
19
16
2
Gross Overtime
No Show OT
Make Up:
Flex/Weather Abs
LOA
Team Coverage
Reclass Financial
Total Available Hrs:
%
(56)
48.1%
13.6%
28.7%
0.1%
0.4%
4.2%
0.7%
0.0%
0.6%
0.0%
0.0%
0.0%
(0.4%)
0.2%
TOTAL STAFFED HRS:
HAG-MD
1,002
220
62
132
1
2
19
3
0
3
0
0
0
(2)
1
VTO
Queue Work
%
(27)
458
5.2%
9.5%
0.6%
0.3%
5.8%
1.6%
1.0%
1.2%
2.5%
0.6%
2.7%
1.8%
0.7%
GRE-NC
566
539
+
(-)
+
(-)
(-)
(-)
(-)
FLO-KY
Core Holiday Adj Avail:
0
Sales Adjusted Availabilty:
On-Site %(68-66)/(49-(51+52+66))
 Availability data and calculations for daily and monthly views with category and
site breakouts.
This is a snap shot of what is included in the drilldowns and/or online availability. 41
MIS-National MIS
National Book Availability Report Definitions
Citi Cards Availability Report
DAILY Availabilty
JAC-FL
Scheduled Span:
UnPaid Break:
Total Scheduled Hrs:
%
535
Source
156
25
98
2
1
16
6
0
2
6
0
0
(2)
2
37.1%
6.0%
23.3%
0.5%
0.2%
3.7%
1.5%
0.0%
0.5%
1.4%
0.0%
0.0%
(0.5%)
0.5%
TCS
TCS (LUNCH)
CALC: Sched Span - Unpd Brk
TCS (OVER)
TCS (NOSHW)
TCS (MAKEUP)
TCS (FLEX)
TCS (LOA)
TCS (SPECPR)
TCS (RECLAS) memo drop down
CALC: Tot Sched +/- Adjustments
CALC: Sum of all lost hours
TCS (UNPLND)
TCS (PLND)
TCS (ASCDEV)
Switch Data; ACD Hrs * Aux %
TCS (BREAK)
TCS (CONOTH)
TCS (ECHO)
TCS (MTG)
TCS (SALTRN) memo drop down
TCS (SPECPR) memo drop down
TCS (TRAIN) memo drop down
CALC
TCS (UNCOTH) memo drop down
Net Hours:
265
62.9%
CALC: Tot Avail Hrs - Lost Hrs
Total ACD Hours:
179
42.4%
+
83
19.8%
+
3
0.6%
Avaya, Lucent Switch Data
TCS (VTO)
TCS (QWRK)
=
265
62.9%
Gross Overtime
No Show OT
Make Up:
Flex/Weather Abs
LOA
Team Coverage
Reclass Financial
(32)
503
+
(-)
+
(-)
(-)
(-)
(-)
Total Available Hrs:
Total Lost Hours:
Unplanned:
Planned:
Agent Development:
Aux:
Breaks:
Controllable Other:
ECHO:
Meeting:
Sales Development:
Special Projects:
Training:
Unaccounted Time:
Uncontrollable:
VTO
Queue Work
TOTAL STAFFED HRS:
Sales Adjusted Availabilty:
0
0
3
(11)
(66)
0
(8)
0.0%
0.0%
0.6%
(2.2%)
(13.1%)
0.0%
(1.6%)
421
5.2%
9.5%
0.6%
0.3%
5.8%
1.6%
1.0%
1.2%
2.5%
0.6%
2.7%
1.8%
0.7%
64.3%
Segment Code
SHIFT, EXCSFT
LUNCH, SETLUN
OVPH
NSOT
MKUP
FLEX, FWEA
LOA, LOAFML, LOAMAT
SUPC with memo
RECL with memo
UPLN, UFML, UNSU, UWEA, UEME~
PTO, PLAN, PFML, PWEA, PLNO, VOLT
FDBK, MONITR
Aux hours from Switch
BRK1, BRK2, BRKL, BKS1, BKS2, BKS3, BRKE, BRKO
ACCT, CKEY, MOVE
ECHAA, ACHLO, ECHLA, ECHLL, ECHUMC
MTNG, RECG
SMTG, STRN, STRI
PRJS, PRJL with memo's
TRNG, TROJ, TRBD, TRAS with memo, STRF
EQFL, EVAC with memo, EQFLPH
switch - Agent Logon hours
VTO
QWRK
CALC: ACD Hrs + VTO + QWRK
CALC: Tot Staff Avail % + Sales %
42
MIS-National MIS
National Book IPR Report
Citi Cards Daily Interval Performance Report
Work of Date: June 15, 2008
Volume
Time
CST
ASA
2:00
2:30
3:00
3:30
4:00
4:30
5:00
5:30
6:00
6:30
7:00
7:30
8:00
8:30
9:00
9:30
10:00
10:30
11:00
11:30
12:00
12:30
13:00
13:30
14:00
14:30
15:00
15:30
16:00
16:30
17:00
17:30
18:00
18:30
19:00
19:30
20:00
20:30
21:00
21:30
22:00
22:30
23:00
23:30
0:00
0:30
1:00
1:30
1.3
0.6
0.5
0.8
0.6
0.6
1.5
4.6
1.5
19.0
14.7
2.3
6.2
3.6
3.8
3.2
8.8
10.4
15.6
6.7
20.4
46.2
31.3
15.7
2.0
2.5
3.4
3.2
2.8
2.4
2.8
4.3
37.8
62.6
9.6
12.7
16.7
32.7
111.3
58.7
5.4
2.6
3.1
6.8
10.0
2.3
0.9
1.9
271
205
154
130
125
130
160
249
409
599
851
1,207
1,750
2,213
2,569
2,771
2,801
2,944
3,100
3,133
3,017
2,926
2,925
3,015
3,236
3,247
3,071
3,030
2,920
2,804
2,641
2,521
2,452
2,378
2,315
2,284
2,214
2,075
1,882
1,749
1,548
1,292
1,060
840
772
621
483
380
Totals:
14.9
85,469
Staffing
Abands
Abands > >20 Sec's
20 Sec's
%
Vol
O/(U)
%
O/(U)
Calls
Answered
395
323
282
205
274
198
302
338
496
542
786
1,081
1,769
2,420
2,839
2,751
2,851
2,864
2,954
2,847
2,798
2,894
2,794
2,745
2,956
3,227
3,054
2,979
2,885
2,987
2,821
2,497
2,279
2,181
2,134
2,053
1,955
1,973
1,965
1,832
1,361
1,090
939
811
686
556
556
436
124
118
128
75
149
68
142
89
87
(57)
(65)
(126)
19
207
270
(20)
50
(80)
(146)
(286)
(219)
(32)
(131)
(270)
(280)
(20)
(17)
(51)
(35)
183
180
(24)
(173)
(197)
(181)
(231)
(259)
(102)
83
83
(187)
(202)
(121)
(29)
(86)
(65)
73
56
45.8%
57.6%
83.1%
57.7%
119.2%
52.3%
88.8%
35.7%
21.3%
(9.5%)
(7.6%)
(10.4%)
1.1%
9.4%
10.5%
(0.7%)
1.8%
(2.7%)
(4.7%)
(9.1%)
(7.3%)
(1.1%)
(4.5%)
(9.0%)
(8.7%)
(0.6%)
(0.6%)
(1.7%)
(1.2%)
6.5%
6.8%
(1.0%)
(7.1%)
(8.3%)
(7.8%)
(10.1%)
(11.7%)
(4.9%)
4.4%
4.7%
(12.1%)
(15.6%)
(11.4%)
(3.5%)
(11.1%)
(10.5%)
15.1%
14.7%
395
323
279
204
274
198
299
331
494
511
769
1,063
1,714
2,384
2,760
2,675
2,750
2,776
2,836
2,796
2,645
2,697
2,629
2,696
2,935
3,170
3,008
2,933
2,825
2,959
2,772
2,435
2,027
2,019
2,107
2,001
1,882
1,819
1,681
1,736
1,336
1,081
928
799
668
549
552
428
0
0
0
0
0
0
0
2
0
19
3
3
8
10
24
17
24
15
47
35
68
124
94
31
3
15
15
24
14
0
12
20
169
99
11
18
48
112
208
63
9
2
6
5
13
3
4
3
83,961
(1,508)
(1.8%)
81,148
1,400
Oper FCST Calls Offered
Performance Metrics
Service
Level
FCST
AHT
(Summary
Page)
HT
O/(U)
Req'd
Staff
Intial
Sched
Final
Sched
Actual
Staff
Act
O/(U)
Final
ACW
HT
Occ %
%
Answered
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.6%
0.0%
3.5%
0.4%
0.3%
0.5%
0.4%
0.8%
0.6%
0.8%
0.5%
1.6%
1.2%
2.4%
4.3%
3.4%
1.1%
0.1%
0.5%
0.5%
0.8%
0.5%
0.0%
0.4%
0.8%
7.4%
4.5%
0.5%
0.9%
2.5%
5.7%
10.6%
3.4%
0.7%
0.2%
0.6%
0.6%
1.9%
0.5%
0.7%
0.7%
21
20
18
17
16
17
21
32
51
69
95
133
186
228
266
299
327
364
396
409
407
409
410
402
389
374
355
354
343
330
321
324
331
330
327
323
314
304
287
267
230
191
159
126
102
76
56
45
81
92
90
94
95
64
37
31
99
115
181
238
331
424
474
480
503
489
567
518
499
479
480
529
595
587
585
540
533
561
485
474
367
374
397
400
375
336
330
347
304
280
240
251
212
195
131
82
57
77
79
82
68
45
22
24
71
77
125
170
234
303
332
348
349
349
384
364
355
325
315
369
412
397
381
386
373
395
351
332
264
253
303
306
291
260
249
276
243
228
196
207
177
161
111
76
29
62
70
71
49
32
20
25
66
82
124
179
243
319
347
367
347
357
400
408
370
344
321
374
431
413
365
373
346
385
336
298
239
246
285
273
285
278
234
264
217
216
177
181
150
118
93
52
(28)
(15)
(9)
(11)
(19)
(13)
(2)
1
(5)
5
(1)
9
9
16
15
19
(2)
8
16
44
15
19
6
5
19
16
(16)
(13)
(27)
(10)
(15)
(34)
(25)
(7)
(18)
(33)
(6)
18
(15)
(12)
(26)
(12)
(19)
(26)
(27)
(43)
(18)
(24)
1
5
5
6
3
2
2
2
6
12
9
8
8
9
10
9
8
8
9
10
10
8
11
11
10
9
8
7
11
8
9
8
9
9
12
11
11
12
10
13
12
9
12
14
12
8
13
16
54
52
57
58
49
58
58
78
118
222
227
233
224
214
212
221
231
239
252
257
259
258
246
251
241
223
224
224
227
219
227
232
247
247
260
256
262
277
271
271
285
294
271
294
305
266
228
186
112
133
157
169
170
180
197
215
218
216
215
214
212
211
213
221
230
236
240
243
247
249
248
243
237
232
231
232
232
234
237
242
246
251
254
255
258
265
269
271
270
270
272
274
240
223
210
207
(58)
(81)
(100)
(111)
(121)
(122)
(139)
(137)
(100)
6
12
19
12
3
(1)
0
1
3
12
14
12
9
(2)
8
4
(9)
(7)
(8)
(5)
(15)
(10)
(10)
1
(4)
6
1
4
12
2
0
15
24
(1)
20
65
43
18
(21)
98.7%
99.7%
100.0%
100.0%
99.6%
100.0%
99.0%
92.6%
97.2%
81.4%
89.4%
96.0%
91.9%
96.0%
93.9%
94.6%
86.1%
85.9%
78.6%
91.3%
67.2%
47.5%
69.9%
86.0%
98.3%
97.0%
96.1%
96.5%
96.2%
97.7%
97.0%
94.3%
64.0%
51.8%
89.8%
84.9%
84.7%
73.4%
30.4%
56.0%
94.0%
96.8%
97.9%
94.0%
92.7%
98.0%
98.4%
96.5%
29.3%
14.4%
11.3%
10.5%
15.7%
16.3%
43.0%
48.7%
58.1%
83.9%
85.6%
83.9%
87.9%
84.6%
91.1%
89.0%
94.4%
94.5%
93.9%
90.4%
95.1%
95.9%
97.0%
88.5%
84.3%
87.6%
89.6%
87.4%
91.2%
86.4%
89.1%
90.1%
92.8%
95.7%
90.8%
92.5%
89.3%
95.9%
97.3%
90.5%
84.6%
73.7%
75.0%
67.4%
64.8%
60.2%
69.5%
71.5%
100.0%
100.0%
98.9%
99.5%
100.0%
100.0%
99.0%
97.9%
99.6%
94.3%
97.8%
98.3%
96.9%
98.5%
97.2%
97.2%
96.5%
96.9%
96.0%
98.2%
94.5%
93.2%
94.1%
98.2%
99.3%
98.2%
98.5%
98.5%
97.9%
99.1%
98.3%
97.5%
88.9%
92.6%
98.7%
97.5%
96.3%
92.2%
85.5%
94.8%
98.2%
99.2%
98.8%
98.5%
97.4%
98.7%
99.3%
98.2%
1.7%
307
439
311
310
(1)
9.4
236.4
239
(3)
85.03%
86.21%
96.65%
Citi Cards Daily Interval Graphs
Forecast
Forecast vs Offered Volumes
Actual
ASA
Daily ASA
3,500
120
3,000
100
2,500
Standard
 Business
daily interval
performance
report for the
business
date.
This data
represents
the interval
data that is
contained in
Division
Monitor.
80
2,000
60
1,500
Internal Use Only - Cards - Internal Use Only
1:00
0:00
23:00
22:00
21:00
20:00
19:00
18:00
17:00
16:00
15:00
14:00
13:00
12:00
11:00
9:00
10:00
8:00
7:00
6:00
5:00
4:00
3:00
1:00
0:00
23:00
22:00
21:00
20:00
19:00
18:00
17:00
16:00
15:00
14:00
13:00
12:00
11:00
9:00
10:00
8:00
7:00
6:00
5:00
4:00
0
3:00
20
0
2:00
500
2:00
40
1,000
43
MIS-National MIS
National Book Trends
Citi Cards Trend Graphs
Sunday, June 15, 2008
Calls
Handled
04/06/2008
97,676
93,487
4.3%
21.1
76.2%
241.9
10.5
35.0
04/13/2008
98,591
92,619
6.1%
33.1
78.9%
231.8
9.6
30.0
04/20/2008
92,531
90,001
2.7%
9.7
87.5%
235.5
9.9
25.0
04/27/2008
92,404
89,117
3.6%
17.3
81.8%
246.5
10.0
05/04/2008
89,463
85,447
4.5%
24.7
75.5%
234.9
8.7
05/11/2008
83,518
80,348
3.8%
15.9
86.0%
221.2
8.3
05/18/2008
91,664
89,049
2.9%
7.6
89.0%
229.6
8.8
10.0
05/25/2008
72,315
70,057
3.1%
7.1
90.4%
223.6
8.3
5.0
06/01/2008
88,341
84,350
4.5%
29.0
73.6%
238.4
9.8
0.0
06/08/2008
91,022
88,356
2.9%
8.6
88.1%
232.2
8.8
06/15/2008
83,961
81,148
3.4%
14.9
85.0%
236.4
9.4
ASA and Service Level
20.0
60%
15.0
40%
20%
6/15
6/8
6/1
5/25
5/18
232
230
224
6/8
6/1
5/25
5/18
4/6
5/11
221
6/15
232
6/15
6/8
6/1
5/25
5/18
5/11
5/4
4/27
4/20
4/6
4/13
0
236
235
5/4
20,000
238
236
4/27
40,000
242
4/20
83,961
88,341
60,000
 Trending for key
call center metrics for
up to a 90 day
history.
246
250
245
240
235
230
225
220
215
210
205
4/13
80,000
91,022
Handle Time
72,315
91,664
83,518
89,463
92,404
92,531
98,591
97,676
100,000
5/11
5/4
4/27
4/20
0%
Total Calls Offered
120,000
100%
80%
4/13
Serv
Level
4/6
Date
Aban
ASA
%
(secs)
DOW Trends
HT
ACW
(secs) (secs)
Calls
Offered
30 Day Trends
29
30
ASA
35
30
12
15
15
14
13
10
9
9
11
12
15
10
11
11
7
10
10
7
5/26
5/28
7
5/25
5/27
7
12
5/24
10
7
8
10
10
11
12
15
14
20
16
25
5
210
6/15
6/14
6/13
6/12
6/11
6/10
6/9
6/8
114,856
83961
174,890
170,470
165,970
221,297
191,542
176,166
114,008
91,022
189,278
175,294
227,747
200,575
88,341
172,545
126,040
242,579
202,656
190,641
96,561
109,721
100,000
72,315
173,196
160,991
171,041
91,664
150,000
236
232
163,210
200,000
252
267
260
265
262
256
254
250,000
241
258
257
262
238
231
228
220
224
230
230
259
262
253
257
247
255
257
253
253
256
250
240
253
261
260
111,684
300,000
270
50,000
200
6/15
6/13
6/11
6/9
6/7
6/5
6/3
6/1
5/30
5/28
5/26
5/24
5/22
5/20
5/18
6/15
6/13
6/9
6/11
6/7
6/5
6/3
6/1
5/30
5/28
5/26
5/24
5/22
5/20
5/18
5/16
0
5/16
250
221,429
Calls Offered
280
190,361
Handle Time
6/7
6/6
6/5
6/4
6/3
6/2
6/1
5/31
5/30
5/29
5/23
5/22
5/21
5/20
5/19
5/18
5/17
5/16
0
Internal Use Only - Cards - Internal Use Only
44
MIS-National MIS
Availability Drilldowns
 Access the
drilldowns from the
Business
Performance
Website, under the
MIS link
 First time users
must download the
database and save it
to a local drive
45
MIS-National MIS
Availability Drilldowns
 Option to export
and print reports
 Select the date
you wish to view
 Several report
options available
 Select site and get
report for preview
46
MIS-National MIS
Availability Drilldowns
 Division
Availability
Report
 Daily, MTD
and YTD reports
available
47
MIS-National MIS
Availability Drilldowns
 Division Code
Breakdown
 Daily and MTD
available
48
MIS-National MIS
Availability Drilldowns
 Planned By
Site
 Displays
available hours
and Plan Time
hours by day.
49
MIS-National MIS
Availability Drilldowns
 Team
drilldowns
 Allows
managers review
teams stats and
individual agents
stats with a daily,
MTD or YTD
view
50
MIS-Business Performance Website
Home Page
51
MIS-Business Performance Website
Capacity Plan Home Page
 Capacity Plans
 FYF updates
 Flash
 Capacity Planners
contact list
52
MIS-Business Performance Website
IDP Home Page
 Intra Day Plan (IDP)
Home page consists of
links to each of the
business DP’s.
53
MIS-Business Performance Website
TCC Home Page
 Business Fact sheets
contain information
about hours of
operation, Service Level
standards, and contacts
 Outage and Impact
notes
 Desk matrix and the
businesses they
handled as well as
contact numbers for
desk personnel
54
MIS-Business Performance Website
SFE Home Page
 Process
Documentation
 Team Calendar
 Links to IDP’s,
holiday plans, and
performance reporting
55
MIS-Business Performance Website
OM Ratio Reports
 Stackable
schedules. Team
counts, and OM/UM
Ratio reports can be
viewed from this
page.
 They are updated
weekly, and monthly.
56
MIS-Business Performance Website
MIS Home Page
 National MIS daily and summary
reports
 Download applications such as
drilldowns and print MIS
 Definitions for fields on MIS
reporting
57
MIS-Business Performance Website
EWFM Home Page
 eWFM and eSP connection links
 ECN forms and help documents
 eSP training and FAQ’s
 Reference documents such as
segment code listing and access
request forms
58
MIS-Business Performance Website
ECN
 To ensure appropriate planning and
utilization of time, ECN forms should be
completed within 24 hours of a change
and will be worked within 3 business days
from the time of submission.
Employee Change Notification (ECN) forms
should be submitted for any change impacting
an employee for the following reasons:
• Team Transfer
• Department Transfer
• Terminated/Resigned
• Schedule Update
• To LOA/Disability
• From LOA/Disability
• Production Date Update
• ID Update
• Name Change
• Benefit Time Entitlement Update
• Operations Manager Update (UM to OM)
• Team Number Update (Assign UM to
eWFM Team Number)
 ECN Help document can be found by
clicking on the ? In the right hand corner
59
MIS-Business Performance Website
ECN
ECN Options:
TEAM TRANSFER-Agent transfer to a NEW Team Number/Leader UM.
DEPARTMENT TRANSFER-Agent transfer to a NEW department (when applicable the ECN needs to include the new team
number/Leader UM), include additional details in comments section.
TERMINATED/RESIGNED-Agent termination/resignation.
SCHEDULE UPDATE-Agent's schedule needs to be updated/changed permanently or temporarily.
TO LOA/DISABILITY-Agent on a Leave of Absence.
FROM LOA/DISABILITY-Agent return from a Leave of Absence.
PRODUCTION DATE UPDATE (FLOOR, GRAD, SPEC)-Update agent production, floor, or graduation date in eWFM for
Scorecard/MIS reporting.
ID UPDATE-Update agent ACD Login ID (phone sign on), CACS ID, Dialer ID, FDR OPID, Operator ID, Personnel Number (Retail
Banking only), and/or SOEID in eWFM.
NAME CHANGE-Update/Change Agent's name in eWFM
BENEFIT TIME ENTITLEMENT UPDATE-Update agents PLAN, UPLN, and/or HOLIDAY Entitlement Banks in eWFM.
OPERATIONS MANAGER UPDATE (UM to OM)-Update Unit Manager assignment to Operations Manager
TEAM NUMBER UPDATE (Assign Unit Manager to eWFM team number)-Assign a Unit Manager to a team number in eWFM.
60
MIS-Business Performance Website
VOE/Communications Sites
 Select the VOE link to access
the Chief of Staff SharePoint
site
https://cards.collaborationtools.consumer
.citigroup.net/SITES/COS/Pages/Default.
aspx
 Access VOE information and
updates, Employee Recognition,
and the Communications Page
61
MIS-Business Performance Website
VOE/Communications Sites
 From the Communications
page, you can access:
 One to One form
 Job Postings
 Process Improvement
Recommendations
https://cards.collaborationtools.consumer
.citigroup.net/sites/WFM/WFMComms/P
ages/default.aspx
62
Download
Related flashcards

Management

42 cards

Corporate governance

23 cards

System administration

65 cards

Management

61 cards

Corporate governance

32 cards

Create Flashcards