My organization is in the process of moving from a non-skill-based to a skill-based environment. We currently have several different call types, most of which have a dedicated planner. Each planner is responsible for all aspects of planning (vol/aht/shrinkage/recruiting/schedule creation, etc...) for the call type they support. As we move to a skill-based environment, we may need to (or want to) restructure our planning team. Will we need as many planners? Will we want to dedicate one (or more) people to schedule creation? Will we want to focus one or more people on tracking volume drivers? Has anybody undergone a similar change? If so, what changes did you make to your Resource Planning team structure? How is your team structured, and is it effective? What challenges did you encounter? What have you found to be successful? I have a lot of questions, but any suggestions or key learnings from past experience will be welcome. Thank you!
Chris Hornack
chornac@sears.com
12-27-2001, 08:07 PM
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