Workforce Management Supervisor

Assessment Center
Thank you for your interest in the position of WFM Supervisor. In the next pages you will be presented
with two cases to which you are expected to work on and present viable solutions for both. Please
understand that a big part of being a WFM Supervisor involves client communications and your capacity
to deliver hard messages, as well as the ability you should possess to transmit said message. That is why
we are also evaluating your presentation and public speaking skills.
Review the information below and know that you are being measure on the following competencies:
Competencies
Analysis and Strategic Thinking
Leadership
Communication
Planning and execution
People Development
Client Management

“It is better to fail in originality than to succeed in imitation.”

WFM Supervisor - AC
 Case 1: Changes are hard (5 minutes to present)

You are currently handling an account who has had the same WFM Specialists for over a year now. They
do an acceptable job, and no one complains. One day, the Account Manager changes. The old one is
promoted the new one that enter is quick to complain in regards to the performance of the Specialist. He
comes to you and explains that when comparing this WFM Specialists with the old ones he used to work
with on another account, they are:
- Lacking in analytical level.
- They have too much free time on their hands (he sees them on Facebook or watching videos)
- Whenever they get a request from the account manager, they always take from 20 – 24 hours to respond,
despite their “free time”.

In addition to the previous feedback, he has taken upon himself to bombard the Specialists with extra
requests to “increase their occupancy”. While they are handling all the requests from the new Account
Manager, they are led to have 12 -14 hours shifts every Monday and Tuesday and their employee
satisfaction has dropped to all time low levels. One even threatens to quit immediately since he is missing
University classes because he is stuck working every Monday and Tuesday until 10pm.

How would you handle this case, while keeping both your specialists and your client happy?
- Be free to use any supporting material for your explanation/resolution.

Case 2 (10 minutes to present)

Account “Because”
Months Revenue Total Cost GP GP % G&A Costs MOI Moi %
Jan $ 45,650.57 $ 25,838.22 $ 19,812.35 43.4% $ 11,640.89 $ 8,171.45 17.9%
Feb $ 42,738.66 $ 24,147.34 $ 18,591.32 43.5% $ 11,283.01 $ 7,308.31 17.1%
Mar $ 45,013.73 $ 25,657.82 $ 19,355.90 43.0% $ 11,208.42 $ 8,147.48 18.1%
Apr $ 44,786.62 $ 25,349.23 $ 19,437.39 43.4% $ 11,510.16 $ 7,927.23 17.7%
May $ 44,305.28 $ 24,678.04 $ 19,627.24 44.3% $ 11,475.07 $ 8,152.17 18.4%
Jun $ 45,501.75 $ 25,753.99 $ 19,747.76 43.4% $ 11,557.44 $ 8,190.32 18.0%
Jul $ 46,593.20 $ 26,418.35 $ 20,174.86 43.3% $ 12,067.64 $ 8,107.22 17.4%
Aug $ 44,906.14 $ 24,967.81 $ 19,938.32 44.4% $ 11,900.13 $ 8,038.20 17.9%
Sep $ 44,693.05 $ 24,804.64 $ 19,888.41 44.5% $ 11,754.27 $ 8,134.13 18.2%
Oct $ 45,371.14 $ 25,770.81 $ 19,600.33 43.2% $ 11,115.93 $ 8,484.40 18.7%
Nov $ 43,805.89 $ 24,224.66 $ 19,581.23 44.7% $ 11,959.01 $ 7,622.23 17.4%
Dec $ 46,459.86 $ 26,296.28 $ 20,163.58 43.4% $ 11,568.50 $ 8,595.07 18.5%
Total Year $ 539,825.88 $ 303,907.19 $ 235,918.69 43.7% $ 139,040.47 $ 96,878.22 17.9%

WFM Supervisor - AC
 The Account Manager of Account “Because” has approached you with this issue. The Financial Analysis
Supervisor and his team has built the financial scenario for 2020 for the account. The account is rather small and is
managed with a PPM Financial Model. The Account Manager (and the Ops Director, obviously) want to know how
they can improve the account. What would your recommendations be if this, and the file attached, are the only
information that you have been provided.

What would your plan be to hold the WFM team accountable to reaching a new goal? Would you hold the
WFM team accountable?

- Be free to use any supporting material for your explanation/resolution (Excel and Power
point as minimum)

Case 3 (10 minutes to present)

We have a brand-new logo in SYKES El Salvador! Account “Zee” has joined the ranks and
officially wants to begin operations on January 1 st, 2021. For the purpose of this scenario, assume that we
are on July 1st, 2020. Although we are still roughly 5 months away, you are asked to create a project plan
from a WFM perspective of what will be needed in order to successfully deploy the account to have a
healthy staffing adherence + functioning reporting. In addition to the project plan, you are asked to create
the first draft of the ramp plan to present to the new external client. Since the account is brand new and
you still don’t know what SDU it will be assigned to, you will have to create and present it yourself (but
you must specify how you will hand off this specific task once the LRP has been selected). Here are the
details of the account for both the project plan and the ramp plan. Present the ramp plan and how many
trainers/rooms/indirect will be needed in each?
Total productive FTEs needed: 100
Financial model: Pure Productive Hours
Staffing model: Line adherence
Classrooms available: 2
Trainer availability: 3 trainers available
Language: Spanish 100% (so we can recruit easily)
Occupancy: Standard for PPH account
Shrinkage: Standard for PPH account
Target date: have at least 35 FTEs by January 1st, 2020
Staffing tool: Blue Pumpkin (never have been used in ELS so far)
Trainee attrition: 15%
Officers: as needed per standard Ratios

WFM Supervisor - AC
 Reporting: specific reports from the client will be expected
Reporting tool: Excel, SQL and PBI

** Any other variable that is not included, you are free to make your best assumption based on your
past experiences and WFM knowledge.

BONUS!!!!
Inconsistency (5 minutes to present)

You are working on Account “A” which has one WFM Specialist assigned, this person usually performs well, and
you rarely have concerns or issues at all, except when its Invoicing time (at end of each month). You have helped
the Specialist many times while creating the invoice and even created a manual with a detailed explanation of each
step. This is also used to teach the Backup WFM for the account, in case he ever needs to do it on his own.

By the end of Feb 2021, the Specialist sends the invoice as usual but a couple of days later, when the AM and
finance are reviewing actual results in the daily financial, they realized there is 100k missing on the March invoice
charges, they call you first as the WFM supervisor assigned for the account so you can help to understand the
variances, at that point you are 100% sure this is a human error as the Specialist did not account for 2 out of the 6
skills while retrieving the Answered calls (PPM account).

This is not the first time you find out about a mistake on the invoice, but it is the most significant one in terms of
revenue lost. As you had already delivered a PIP to your Specialist in the past, you decided to deliver a Suspension
due to the severity this represents to the account.

By the end of April, you receive a call that there are some inconsistencies with the Invoice for the same account and
you realize, there is a variance of 50k from the overall revenue charged to the client vs the internal daily financial,
later you discern that some agents were not included into the invoicing RD.

How would you handle the case with your WFM specialist? AM and Director are urgently requesting a plan to avoid
a single mistake moving forward.

- Be free to use any supporting material for your explanation/resolution.

WFM Supervisor - AC