Staffing Model & Workforce
Management Program Exhibits

 

 

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Staffing Models & Workforce Management Exhibits

These are exhibits. If you don't know what staffing models and workforce management programs are please see the staffing model page.

> Learn about staffing models

> Learn about enterprise program application, Results Navigator®


Staffing Model Exhibit 1

The essential staffing model components are standards and volumes. Standards are the standard performance times for processes and activities. Throughput volumes are the number of times the processes occur. This chart is from the policy holder services departments of a state workers compensation insurance fund. It depicts the monthly workload level for each premium segment. It is important that staffing models calculate process and resource metrics for products and customer segments. Using the general average of all products and customer segments will fail to explain performance variations and will hide performance improvement opportunities.

Orient Point's staffing models always include product and customer segment models with time and cost metrics.

Premium Segment Process Workload

         

Staffing Model Exhibit 2

This resource forecasting tool is used by a P&C insurance company to determine its resource needs in over 20 locations.

Orient Point has been assembling and updating this company's resource, cost, and performance models (AIMetrics) since 2000

.

Staffing Model Exhibit 3

Managing the resource and process performance in a service organization has two facets: 1) resource capacity management 2) process workload management of both work that will occur and work that has been completed. This is the workload and resource capacity forecast report for each day of a future month. It helps managers schedule adequate capacity for the expected workloads and/or shift work to periods where there will be adequate resource capacity.

This exhibit is from branch departments with over 50 unique financial products, 9 customer segments, and over 200 unique processes... each with it's own unique work standard time. Tools like this are essential for basic management processes such as scheduling resources and work.

The report below displays the actual workload that occurred, the workload that was completed, and the resource capacity that was consumed (all employees, temps, leased staff, and vendors that actually worked and were paid).

A report like this makes it very easy for managers to learn from their experience. They spend all of their time analyzing and learning rather than spending most of their time to gather the data and prepare the report.

Reports like this provide regional and divisional level managers with easy means to monitor that:
1) the resource capacity that is needed is available and being properly deployed
2) department managers are scheduling or shifting work to time periods where there is resource capacity for it

Staffing Model Exhibit 4

This is a typical Staffing Model report for an insurance underwriting department. It provides activity hours, costs and percent of FTE (full time equivalent). Staffing models should always include cost because decisions should be cost-based and savings forecasts should include cost.

Underwriting Staffing Model with hours, cost and FTEs

 

Staffing Model Exhibit 5

This is an exhibit from Results Navigator®, Orient Point's enterprise resource, process, product and customer management application. These exhibits are from an insurance company's processing center annual resource and process forecast.

This displays the policy forecast for each quarter, the number of Supervising Underwriters required for this forecast, and the total hours of workload for the processing center. Operations managers and HR staffing administrators use this to forecast resource requirements.

This displays the policy forecast for each quarter, the Salary & Benefit cost of the Supervising Underwriters workload. Operations managers, HR and Finance staff use this to prepare the quarterly HR budget.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

This displays the policy forecast for each quarter with the total operating costs, Salary & Benefit plus direct and indirect cost for each policy type. Finance staff use this to prepare the quarterly forecasts, budgets, and budget variance reports. Product managers use it to calculate cost ratios and product profitability.

 

Staffing Model Exhibit 6

Medical Center Staffing & Process Management

Staffing models are used to manage 1) staff capacity, 2) work that occurs, 3) work that is completed, and 4) productivity (work completed/work hours).

Large and complex operations such as medical centers use staffing management tools that forecast workloads, measure how efficiently staff capacity is being utilized, and report how well quality of care standards are being met.

This exhibit is from Orient Point's Staffing & Process Management program for medical centers.

Staffing Model Exhibit 7

This exhibit is from a nationwide bank. It tells them how much time is spent on all activities in each city and how each city varies from the national average. It is one of over 60 reports in their national Staffing Model that they use to understand and maintain the skills they need to precisely meet each city's unique customer service skill requirements. Their AIM Staffing models helped them improve customer service and retention while cutting their training costs.

.Nationwide bank staffing model

 

Staffing Model Exhibit 8

Revenue Growth Staffing Model Report

Managing staff, workloads, and process performance to achieve revenue growth requires staffing and process management tools that employ sophisticated metadata. For instance, understanding the activities that create innovative products and services, and increasing the capacity for product innovations, will increase sales in customer segments that are value-based.

This exhibit is from a company that doubled its revenue growth rate from 4.5% to 9% with staffing model tools that increased the time spent on knowledge and relationship activities while decreasing the time spent on transaction and fabrication activities.

 

2008

2009

2010

2011

2012

growth rate

4.5

4

3.5

4

9

knowledge activity %

25

28

28

24

45

relationship activity %

20

16

21

23

45

transaction activity %

30

27

26

28

5

fabrication activity %

15

17

15

14

0

management activity %

10

12

10

11

5

rules based processes %

55

56

51

53

10

sales activity %

45

44

49

47

90

sales activity change %

 

-1

5

-2

4

 


> Learn more about staffing models

> Learn about enterprise program application, Results Navigator®

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