WFM Review
Find out what is constraining forecasting, planning and operational performance
Forecasting and planning problems often appear elsewhere in the operation: missed service levels, rising overtime, disputed forecasts, poor schedule fit, reactive decisions and frustration across WFM and Operations.
The visible problem may not be the real cause. Service pressure could begin with an inaccurate forecast, an unrealistic planning assumption, a shift pattern that no longer fits demand, weak absence controls or a Real Time routine that identifies risk too late.
A WFM Review from Atlantic WFM gives leaders an independent, evidence-led view of what is happening. It identifies where current capability is strong, where weaknesses are creating risk and what should be improved first.
A clearer view of what to fix first
Many organisations know forecasting and planning could work better. The harder question is where to start. The review helps leaders avoid misdirected effort by identifying the issues that matter most and turning them into a prioritised action plan.
When a WFM Review can help
- forecasts or planning assumptions are regularly challenged
- service levels are missed, but the underlying causes are unclear
- schedules require frequent manual correction
- staffing risks are identified too late
- planning and operational decisions feel reactive
- WFM systems or reports are not fully trusted
- responsibilities and handoffs between WFM and Operations are unclear
- the organisation is preparing for growth, restructuring or operational change
A review can also help a capable WFM function identify further improvements, reduce risk and test whether its current approach remains suitable for the operation it supports.
What the review covers
The review can cover the full WFM workflow or focus on the areas where concern is greatest. The full framework spans 35 elements across eight categories:
Workflow
Management Information
Forecasting & Resource Requirement
Capacity Planning
Scheduling & WFM System Use
Absence Planning
Interval Planning
Real-Time Management
The review can cover all eight categories or focus on selected areas, depending on the concerns and decisions facing the organisation.
How the review works
We begin by agreeing the questions the review needs to answer and the areas to include. The work combines discussions with the people who produce, use and act on WFM information with a review of the supporting evidence. This may include data, forecasts, capacity plans, schedules, reports, assumptions, processes, system outputs and governance routines.
Each element is assessed using a five-level capability scale, providing a consistent view of current capability, risk and improvement priorities.
The findings are connected to the operational symptoms being experienced. This helps distinguish root causes from their consequences and provides a sound basis for deciding what to improve.
What clients receive
A structured view of current capability, showing where WFM is working effectively and where weaknesses are creating operational risk.
Specific and proportionate recommendations for the elements reviewed, shaped around the organisation’s priorities, constraints and existing capability.
A clear plan that considers likely benefit and implementation difficulty, highlights available quick wins and identifies improvements requiring more structured work.
Outcomes and benefits
- focus improvement effort and investment on the issues most likely to strengthen performance
- increase confidence in forecasts, plans, schedules and operational reporting
- identify service, staffing and cost risks earlier, improving control of overtime, overstaffing and other avoidable staffing costs
- improve customer experience and protect revenue where availability, response times or backlogs affect conversion and retention
- improve colleague experience and engagement through more stable planning, workable schedules and less avoidable operational pressure
- reduce manual work and repeated firefighting, giving WFM and Operations more time to manage performance and act earlier
Why Atlantic WFM?
WFM expertise grounded in operational responsibility
An effective review requires technical knowledge of forecasting, planning and scheduling, together with an understanding of how customer operations work and how planning decisions affect service, cost and colleagues.
Atlantic WFM brings experience at analyst, management and departmental leadership levels within live operational environments. This includes leading WFM teams, supporting senior decisions and improving forecasting and planning across in-house and outsourced operations, contact centres and back-office environments.
Independent and practical judgement
Atlantic WFM is independent of software vendors and brings an external perspective to established ways of working. We examine the evidence, challenge assumptions and identify where processes, ownership, systems or planning outputs are limiting performance.
The recommendations reflect the organisation’s current position and its ability to implement change. The result is a practical route forward, with clear priorities and realistic next steps.
Client perspective
Paul Whymark Chief Operating Officer, Sensee
Frequently asked questions
How long does a WFM Review take?
The duration depends on the scope, size and complexity of the operation. Following an initial conversation, we can usually determine the areas to include and the likely number of days required.
Does the review need to cover the full framework?
No. It can cover all 35 elements or focus on selected areas where concern or opportunity is greatest.
Is this only for organisations with serious performance problems?
No. Capable WFM functions also use independent reviews to identify further improvements, reduce risk and prepare for growth or operational change.
Can a review help when we already have a WFM system?
Yes. The review can assess whether the system is supported by suitable data, assumptions, configuration, processes, ownership and operational use.
Will the recommendations be practical?
Yes. Recommendations are shaped around the organisation’s current capability, constraints and priorities. The action plan distinguishes changes that can be made quickly from those requiring further work or investment.
Request a conversation about a WFM Review
If you are unsure what is constraining forecasting, planning or operational performance, we can discuss the issues you are seeing and where an independent review may help.