Key Things That “Make or Break” a Resource Planning Team

There are so many moving parts in Resource Planning, it can be difficult to know what’s really shifting the dial in the right direction.

That’s why we spoke to WFM expert Alec Bowman-Clarke to better understand what “makes” a high-performing planning team – and what really “breaks” when a team ends up being constantly ignored and blamed when things go wrong.

1. Terminology

Technical expertise is only valuable if people understand what is being communicated. This is why language plays such a critical role in resource planning.

Many planning teams assume everyone interprets metrics and terminology in exactly the same way. In reality, different departments often use different definitions for common planning terms. And without clear definitions, confusion quickly follows!

One of the simplest ways to improve communication is to standardize terminology across the business. This may sound unexciting, but it can eliminate countless misunderstandings. A shared understanding of terms such as shrinkage, occupancy, service level, and productivity ensures that everyone is discussing the same thing.

“I am a huge fan of a planning team publishing a dictionary. It’s the most boring thing that anyone could ever suggest to anyone and it doesn’t often get done – but when it does, it makes a huge difference.” – Alec Bowman-Clarke, WFO Consultant at Darling Solutions Ltd

When terminology is agreed and documented, conversations become more productive and recommendations become easier to defend – no matter who you’re talking to.

2. Storytelling

Even when a common language exists, communicating information in a way people can understand and act upon is another hurdle in and of itself – as data alone rarely changes behaviour. After all, people respond to context, explanation, and narrative.

Therefore, a planner’s role is not simply to present numbers. It is to explain what those numbers mean, why they matter, and what actions should be considered as a result.

The most effective planners therefore help stakeholders connect the dots between demand forecasts, operational challenges, and business outcomes.

They explain the drivers behind a change in volume, the likely impact on service, and the options available to mitigate risk. This storytelling capability is often what transforms planning teams from data providers into trusted business partners.

3. Emotion

Planning teams frequently find themselves at the centre of difficult conversations, as holiday requests, shift changes, and resource-allocation decisions are all emotionally charged topics that affect real people’s lives.

Managing these situations calmly and consistently is key – as without clear processes, planners can easily become the target of frustration!

Without clear answers, inconsistencies can become rife and a sense of unfairness can spread like wildfire – with all fingers pointing back to the planning team! This is where strong processes really come to the rescue, allowing planners to separate personal feelings from operational decisions.

Rather than appearing arbitrary, decisions can be traced back to agreed criteria and documented workflows – ultimately saving face and maintaining strong relationships time after time.

4. Confidence

Many people assume confidence is simply about presenting information assertively. However, confidence in a planning environment runs much deeper than that. It begins with confidence in the planning team’s own work.

This means understanding the assumptions behind forecasts, knowing the processes that support decisions, and being able to explain why a particular recommendation has been made. Even having the confidence to admit when you don’t have all the answers!

5. Perfection

One of the biggest mistakes planning teams make is believing that trust comes from accuracy alone. In reality, stakeholders are often willing to accept imperfect forecasts if they understand the rationale behind them. What they struggle with is uncertainty, inconsistency, or recommendations that lack explanation.

When planners clearly explain what they know, what they don’t know, and what might change, they create confidence in their decision-making process.

That confidence becomes contagious – as the more confidence the planning team has in its own methodology, the more confidence the wider organization develops in the team itself.

As a direct result, planners are more likely to gain buy-in for difficult decisions, whether that’s cancelling meetings, moving resources, or adjusting priorities during periods of high demand.

The Complexity Can Be Uncomfortable, but It Is Also What Makes the Role Valuable

Resource planning is often associated with numbers, forecasts, and technology, but the human side of the role is often where the real make or break moments happen.

After all, every planning decision affects real people with real priorities, commitments, and challenges. That complexity can be uncomfortable, but it’s also what makes the role valuable – so long as the right foundations are in place.

“The contact centre is an emotional world made up of hundreds and hundreds of people who all have unique needs. That’s ultimately the stadium that the planning team play in, and success is ultimately about embracing the challenge of it!” – Alec Bowman-Clarke, WFO Consultant at Darling Solutions Ltd

What Do You Think “Makes or Breaks” a Resource Planning Team?

Do you agree with this list? Or are there things that are missing?

If you are looking for more information to improve how your resource planners work, read these articles next:

• How Can Resource Planners Help Reduce Frontline Stress?
• Is a WFM Audit Long Overdue in Your Contact Centre?
• 3 Ways to Get Buy-In for Ditching Spreadsheets

Reviewed by: Jo Robinson