Resource Planning & Scheduling
Resource planning and scheduling that improves fit to demand, supports colleague experience and reduces avoidable operational pressure
Employing the right number of colleagues does not in itself guarantee that operational objectives will be achieved. Staffing also needs to be deployed effectively across the day. Resource planning and scheduling turn staffing requirements into shift patterns, schedules and short-term plans that work in the operation. When staffing is better aligned to demand, service is easier to protect, schedules are more workable, and avoidable pressure on colleagues is reduced.
The work includes designing the scheduling framework, generating schedules in advance, planning holidays and other absences, and making controlled adjustments before the operating day begins.
Atlantic WFM helps organisations strengthen this planning across customer operations, so processes are more reliable, schedules are more practical, and the operation is better supported day to day.
What we help with
We support organisations needing a stronger approach to resource planning and scheduling within customer operations.
That may include redesigning the scheduling framework, reviewing whether fixed, flexible or rotational approaches best suit the operation, improving schedule generation, strengthening absence planning, and refining the changes made before the operating day begins.
We also help improve the rules, governance and system use that support planning, so the process runs more reliably and produces schedules better aligned to demand.
What this service covers
Resource planning and scheduling bring together four closely connected disciplines:
1. Scheduling framework design
This is the underlying structure on which schedules are built. It includes shift patterns, planning rules and operational constraints, as well as decisions on whether fixed, flexible or rotational approaches best suit the operation. Good framework design is shaped by demand rather than legacy practice or preference. The framework sets the limits of what can be achieved each week, often before schedule generation has even started. If it is poorly designed, teams can be left relying on extra administration and short-term fixes before the day itself.
2. Schedule generation
This is the regular production of shifts, usually several weeks in advance. The process should follow a reliable weekly cycle, with clear inputs, responsibilities and timescales. It should also make effective use of the WFM system, so schedules are produced consistently and aligned closely to demand.
3. Absence planning
This covers the planning and control of holidays and other absences so staffing remains manageable and service risk is understood in advance. Effective absence planning protects service while giving colleagues clarity and maintaining fairness. A weak approach undermines schedule fit and creates avoidable pressure. A strong approach balances service protection, staffing efficiency and fairness for colleagues.
4. Before-the-day schedule adjustment
This includes the controlled changes made to schedules in the run-up to the operating day, before the real-time team takes over. These changes should help the organisation respond to updated information without creating unnecessary disruption.
Together, these areas determine how effectively available staffing is turned into a plan the operation can deliver.
What clients receive
Clients receive a stronger approach to resource planning and scheduling, covering both schedule structure and the processes that turn staffing requirements into operational plans.
This may include review and redesign of scheduling structures, recommendations on fixed, flexible or rotational approaches, stronger schedule generation, improved absence planning, clearer planning rules and better use of WFM systems and assumptions.
Where needed, it can also include guidance on governance, workflow and ownership so the planning process becomes more consistent and less manual over time. Clearer service agreements between the planning team and internal stakeholders can also help improve outcomes.
Outcomes and benefits
The result is a planning approach that is easier to run, more reliable, and better able to support service performance. Expected benefits include:
- better match between staffing and demand
- improved service performance and customer experience
- stronger interval schedule fit
- more effective deployment of staff
- less manual effort and rework
- more practical and sustainable schedules
- better colleague experience through fairer, more workable planning
- more reliable staffing availability
Client perspective
Neil Barber, CEO, Interact CC Ltd
Why Atlantic WFM?
Planning that works in live operations
Resource planning and scheduling are shaped by practical choices about shift structures, planning rules, absence management, system use and workflow. Improvement comes from getting those choices right for the specific operation.
Atlantic WFM brings deep hands-on experience of resource planning and scheduling in live customer operations. That includes scheduling framework design, schedule generation, absence planning and pre-day adjustment. The focus is on building planning processes and schedule structures that are workable and sustainable, while balancing service, cost and colleague experience.
Selected planning and scheduling assignments
- UK bank - designed a rotational shift system to support more effective workforce deployment
- Digital retailer - redesigned shifts for an email and social handling team to improve coverage and schedule fit
- UK retailer - redesigned shifts for complaints handling colleagues to improve match between staffing and workload
- Outsourcing provider - designed new shift patterns for two inbound telecommunications accounts
- Travel business - advised on 24/7 staffing to support round-the-clock operational coverage
- Outsourcing provider - designed schedules for colleagues supporting a major public health campaign
Frequently asked questions
What is the difference between the capacity planning and resource planning services?
Capacity planning looks further ahead and helps identify future staffing gaps or surpluses by week. Resource planning and scheduling work at a more detailed interval level, translating requirements into shift patterns and schedules that match demand.
Can you help if we already have a WFM system?
Yes. In many cases, the issue is not the presence of a system, but whether it is being used effectively and supported by the right rules, assumptions and processes.
Do you only help with shift design?
No. Shift design is an important part of the service, but the work also covers schedule generation, absence planning and the interval changes made before the plan goes live.
Is this only relevant to contact centres?
No. While highly relevant to contact centres, the same principles also apply in back-office and other customer operations environments where workload and staffing need to be matched carefully within the day.
Can you help improve the weekly scheduling process?
Yes. In many operations, schedules are generated through a repeatable weekly cycle. We can help improve that process so it runs more reliably, with less manual effort and better results.
How does this differ from real-time management?
Resource planning and scheduling focus on building and refining the plan before the operating day begins. Real-time management takes over on the day itself, responding to actual conditions and variation as they unfold.
Request a conversation about Resource Planning & Scheduling
If you need better schedule fit, more reliable planning processes or a stronger approach to shift design and absence planning, book a short conversation to discuss the issues you are seeing and what would help.