Gauging adoption of Workforce Intelligence
|Description||How to gauge adoption of Workforce Intelligence within an organization|
|Version as of||8.5|
|Capability/Industry Area||Workforce Intelligence|
Workforce Intelligence Health Assessment
When clients begin utilizing Workforce Intelligence, the initial roll-out is very focused with the help of the Pega team. A large amount of time is spent configuring the initial group, preparing for initial readouts and reviewing the data that is captured in the first 90 days. The client then implements initiatives based on these readouts and starts to operationalize and radiate the product within their organization.
This discussion centers on how to ensure you are getting the most out of Workforce Intelligence moving forward, and will describe some areas of interest and red flags to watch out for, including:
- Number of Deployed Data Collectors
- Application User Access
- Process Improvement
- Incorporated in Center of Excellence
Areas of Interest
- Penetration % - Active vs. License seat count
- Is the client actively working to add more active users to maximize investment?
- How many people are dedicated to this within organization?
- Larger clients usually have small teams to keep up with all of the organizational changes and analysis.
- Issues that could contribute to deployment delays:
- A slow-moving packaging process
- Combined Robotics and Workforce Intelligence packages
- Fluid hierarchy changes
- Frustration with their own organization about maintaining solutions based on changes
Number of Application Users
- Data is useless unless someone is looking at it. A good rule of thumb is to have 1 application user/viewer per 15-20 agents.
- Team leads and managers should have access to data, so that they can view the Dashboard, Summary and Timeline views and actively coach their direct reports.
Red Flag - The business organization must be engaged in driving results and change. We have found that when Workforce Intelligence is run by IT organizations, it has had competing goals.
Red Flag - Having only one or two people reviewing the data and reporting it to the larger manager field.
Are Data Analysts downloading weekly or daily raw data reports?
- Is the organization combining other organizational metrics and consolidating the data for custom dashboards? This is a good indication of mature analysis practice.
- Is the client empowering their team leads and managers to actively coach agents to reduce idle time and stay in production-related applications?
- Are they using Workforce Intelligence tools to assist in fine tuning the coaching process by implementing excessive tags to highlight applications that might impede or improve efficiencies?
- Implement Off-Computer codes to better gauge and identify time away from the computer, which could be categorized as production work, such as document prep, meetings, etc.
- Are the managers and analysts noting application friction/swivel by understanding the number of times an agent switches between applications? How many distinct applications are agents using? Less switching means fewer total errors.
- Is the client using this data to come up with a strategic plan to improve these metrics, by reporting to people that can effect change?
Does your client have people dedicated to finding process improvement opportunities?
Are workflow tags or the Task API being used to look at specific business processes? Some clients have people dedicated to a line of business that systematically apply tags for a six month period, in order to uncover robotics, data transformation, and streamlining opportunities.
Opportunity tags can be placed against an application and/or screen to better understand these common areas:
– Cut/copy/paste behavior
– Production Goal differential
– Excessive Knowledge Base usage
– Auto notes
– Error message
– Excessive Instant Message
– Legacy application use
– Custom excessive
– High application usage
Incorporating Workforce Intelligence in a Center of Excellence
The best indication that Workforce Intelligence has been fully adopted within an organization is its inclusion in a Center of Excellence. Process improvement can be difficult, and a Center of Excellence helps brings standardization.