Why WFO is part of a bigger Quantified Workforce category

Why WFO is part of a bigger Quantified Workforce category

How is WFO distinguished from Quantified Workforce?

This is a question that many WFO / quality managers have.

Typically, WFO is defined as quality practices and solutions. And perhaps erroneously associated mostly with call centers and back office operations. With analytics at the core – speech; desktop; customer analytics, and with next best actions – coaching, training, etc. As such, WFO may have led the next evolution of analytics and performance to a broader enterprise population – and a broader workforce.

How does the Quantified Workforce extend WFO?

There are two key distinctions:

1. It’s about applying similar analytics and practices as adopted by one enterprise function (the call center) to all functions and all employees. As well as any employee group performing similar tasks with similar measured outcomes.

2. Applying a new important component — self-improvement. This is important. In the call center space it’s been about information for supervisors and managers with a relatively passive workforce. The notion of a Quantified Workforce engages the employee to a much higher degree. Even to the extent of leveraging peer-to-peer engagement and actions.

Why wfo is part of a bigger quantified workforce category

Other solutions and practices could be included in a category more broadly labeled Quantified Workforce versus what we traditionally think of as workforce optimization – business intelligence, talent management, goal management, employee rewards programs, enterprise gamification applications, enterprise social applications, sales performance management, and yes, workforce optimization (analytics specific to customer service).

Think of WFO as part of a bigger Quantified Workforce category, and that WFO for the call center was the initial volley. Nowadays, we’re expanding / evolving our thinking on how to get more out of a workforce in the contact center and across multiple enterprise functions by motivating them to participate in the self-improvement process.
Source: Joe McFaddan, Vice President of Marketing at Playvox, with more than 25 years experience in executive level positions, delivering customer service software solutions to global enterprises operating customer service centers.

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