Workforce Management

1. Workforce Management Capacity Planning Training Guide

2. Overview • Capacity Plan • Forecasting • Cap Plan Overview • Technology and Systems • EWFM • Essbase • Resource Planning System(RPS) • MIS • Headcount Reconciliation • Staffing Strategy • Occupancy Regression Analysis • Plan Time Reports • Divmon • National MIS • Business Performance Website

3. Capacity Planning Forecasting • What is a forecast • Purpose of long term forecasting • Forecasting and re-forecasting • Forecasting file Cap Plan Overview • What is a Cap Plan • Cap Plan Summary • Opportunity/Risk • Hiring Schedules • Attrition Schedules

4. Technology and Systems eWFM • Checklist • EWFM Housekeeping • Running Budget Forecast for Requirements • Running a Call Volume Forecast • Applying Filters Essbase • What is Essbase • Connecting to Essbase • Setting up a pull sheet Resource Planning System • Navigating through RPS • Viewing Reports • Adding a class

5. MIS Headcount Reconciliation • Headcount database • Reconciliation process Staffing Strategy • Using the Staffing Strategy template and understanding the calculations Occupancy Regression Analysis • Understanding the calculations used to determine Occupancy and Service Level targets Plan Time Reports • Understanding the components of the Plan Time Template Divmon • Reviewing reports and notes in Divmon National MIS • National Report walk through • Availability drilldowns and reports Business Performance Website • Information on the website • Available reports

6. Introduction-Expectations and Responsibilities • Meet regularly with the Regional and Site directors • Accurate long-term forecasting • Forecast the impact of marketing initiatives, providing cost-benefit and “what if” analysis • Staffing recommendations – New Hires • Maintain reports for review of key indicators to include attrition, hiring, graduates, volumes and handle time. • Understanding of business processes • Meet established goals Expectations Responsibilities • Challenge each other • Challenge the ‘status quo’ • Identify, develop, & implement best practices • Share best practices • Suggest ideas for automation and process improvement • Analyze & question everything • Look forward, not backward • Enjoy your work!

7. Introduction-Capacity Planning Process New Year Planning

8. Introduction-Capacity Planning Process Forecasting Monthly Volume & Capacity

9. Introduction-Capacity Planning Process Reconciliation

10. Introduction-Shared File Structure Capplan2$ on ‘nsusfla90ce01’ Capacity Planning Folder Name Contents 2008_Capacity Plans 2009_Capacity Plans 2010_Capacity Plans Analytics End User Computing (EUC) Essbase Essbase Training Flash Headcount Incremental Projects Line Balance LostFiles Macro Library Monthly Documents for Review PTO Reports Team Calendar Web Workstations Historical Final Files (Zipped) Current Files New Year Files Files for each team member for adhoc files Historic and current Gold copies for EUC inventory Master files for database structure Training Files Weekly Flash and attrition reports Monthly Headcount Projects for Citi Cards Monthly line balancing files for all products List of cap plans Storage of all macros utilized across the team Documents updated weekly or monthly for use in reviews Monthly Plan Time Reports Team documents; contacts, time off and calendars Folders to save files to be published to website Workstation files updated monthly

11. Introduction-Shared File Structure 2009_Capacity Plans Citi Financial ConsumerLendingGroup CreditCards Retail Contents Each year contains Business Unit Files CreditCards 2009 FYF0 Financial Forecast 01.09 2009 FYF7 Financial Forecast FYF8 06.25.09 2009 Plan Finance Submission (06-30-08) AAP Business Cards Account Activations Financial Submissions for Current Year Plan. FYF forecasts during the current year. List of folders for each business. Contents AAP Business Cards Ad hoc Drivers Headcount Historical Iterations Published Working Published folders containing prior cap plans. Working folders to contain the current working file until publish date. Historical information, scenarios/iterations (what-ifs) and other files with support documentation. Contents

12. Introduction-Timelines Planning Timeline • Timeline can vary based on business, but should follow closely to these deadlines.

13. Introduction-Average Speed of Answer (ASA) Average Speed of Answer (ASA) Average length of time it takes to answer each call during the measurement period (I.E. half-hour, day, etc) • Measurement begins when the call leaves the NIVR and is made available to an associate • ASA target ranges vary by product • Expressed in seconds • ASA can be affected by the following: • - Average Handle Times (AHT) coming in over forecast • - Volumes coming in over forecast • - Staffing shortages due to high unplanned/planned • - Market forces • Service Level/ASA drivers: • Planning: • Capacity Planning • Intra-Day Planning • Contact Center Levers: • Volumes • Average Handle Time • Availability • Scheduling • Occupancy • People

14. Introduction-Service Level Service Level Agreement (SLA) Measurement of the percent of calls answered within a specific number of seconds of being offered to an associate • Goal is to answer 80% of the calls offered within 20 seconds or less • Measurement is only for rep offered volume and does not include VRU only calls • Expressed as a percentage • Service Levels can be affected by the following: • - Average Handle Times (AHT) coming in over forecast • - Volumes coming in over forecast • - Staffing shortages due to high unplanned/planned • - Market forces • Service Level/ASA drivers: • Planning: • Capacity Planning • Intra-Day Planning • Contact Center Levers: • Volumes • Average Handle Time • Availability • Scheduling • Occupancy • People

15. ACD Time: Idle Time ACW Time plus Talk Time equals Percent Occupied Occupancy SERVICE LEVEL TARGET ASA Introduction-Occupancy Occupancy is defined as... Occupancy is primarily impacted by... Occupancy result is also driven by...

16. Introduction-Occupancy Occupancy Percentage of phone (ACD) hours that associates are productive (not in an idle state) • Implement effective scheduling processes • Develop and implement initiatives and processes that also impact occupancy • - Intelligent call routing (volume segmentation strategy) • - Staffing Strategy • “Best in Class” contact centers should have an Occupancy target of 87% to 90% • Results driven by: • Scheduling Efforts • Line Balancing • Staffing Strategy (VTO)

17. Handletime AFTERCALL WORK TIME plus TALK TIME [1] Agents [1] Talk Time includes Hold Time Sales Impact Handletime Learning Curve Seconds Base Tenure Handletime Introduction-Average Handle Time (AHT) Performance is managed through... Handletime is defined as... Handletime is analyzed by understanding...

18. Introduction-Average Handle Time (AHT) Average Handle Time (AHT) Sum of Talk Time and After Call Work for all calls during a measurement period • Average Talk Time (ATT) consists of time spent talking directly with the customer, as well as any Hold Time • Hold Time is defined as the average length of Hold Time for all calls during a measurement period • After Call Work (ACW) is the average amount of time agents spend working on customer’s accounts after the caller has disconnected and during which they are unavailable to take another call • AHT is also commonly referred to as Weighted Call Value (WCV) • AHT is measured in seconds • Results driven by: • Performance Scorecards • Outlier Management • After Call Work • Optimize System Response Time

19. Planned Time Percent Shrinkage Unplanned Time Breaks Sales/Meetings/Training ACD Time Percent Available Introduction-Availability Availability is managed utilizing... Availability is defined as... And...

20. Introduction-Availability Availability Percentage of paid hours that associates are logged into the phone (ACD) available to take calls • Availability is always measured as a percent • On average the target is to be on the phone at least 70% of paid hours for the measurement period • Focus on this lever should center around the following: • Managing unplanned time through Partners in Accountability • Verify unaccounted time (time off the phone not previously approved by the TCC) daily • Manage planned time based on goal for the month • Manage controllable other (I.e. C-Keys, ACCT work, etc) • Results driven by: • Detailed Availability Reporting • Performance Scorecards • Outlier Reporting (Absenteeism) • “Partners in Accountability” • On-Line Resources

21. EXAMPLE May 2009: AGENTVOLUMES 6,108,213 HANDLETIME 228 TIMES X EQUALS BASE WORKLOAD REQUIRED [SECONDS] = 1,392,672,564 [SECONDS] DIVIDED BY 3,600 [SECONDS PER HOUR] / 3,600 [SECONDS PER HOUR] EQUALS BASE WORKLOAD REQUIRED [HOURS] = 386,853.5 [HOURS] DIVIDED BY FULL-TIME EQUIVELENT[HOURS] / 173.3 [FTE HOURS] EQUALS BASE WORKLOAD REQUIRED [FTE] = 2,232 [FTE] OCCUPANCY 91.0% DIVIDED BY / EQUALS ADJUSTED WORKLOAD REQUIRED [FTE] = 2,453 [FTE] AVAILABILITY 69.0% DIVIDED BY / EQUALS FTE REQUIRED = 3,555 [FTE REQUIRED] Introduction-Putting it all together FTE CALCULATION:

22. Definitions Active Accounts – The # of customers who receives a statement due to transactions or carrying a statement balance Agent/UM Span of Control - Ratio of Agents to Unit Managers (Ex: 20:1) Attrition – People exiting the phones business. Can be either exiting the business or transferring to another business within the company Annualized Attrition – Attrition for the month/Total headcount at the end of the prior month * 12 Average Handle Time (AHT) – Talk Time + Work Time + Hold Time Average Speed of Answer (ASA) - Average length of time it takes to answer each call during the measurement period (I.e. half-hour, day, etc) Availability – The percentage of time an associate is available to take calls during their schedule or the time it takes to process Paper. Excludes time off the phone such as meetings, breaks, etc Base Position – The staff position stated in +/- FTE as a result of calculating required FET minus Available FTE to represent over or under staffed position

23. Definitions Blaster Campaigns – Dialer campaign that leaves an automated message advising customer of delinquency Booked Position – A financial term used to indicate a forecast officially recognized as a “goal” position for the business with expenses calculated for the workflows and staff included in the forecast. Typically, this forecast is compared to actual results to determine variances and reasons for the difference COB – Continuity of Business; plans in place for seamless service to customers or for workflows within the business due to system outage, sever weather or other special circumstances Contact Rate – Percentage of total drives that will contact the bank in a given time frame (usually 1 month) Contingent Staff – Staff that resides in another department but is available to handle excess volume if needed Contractual Write-Offs – Accounts that the oldest payment due becomes greater that 185 days delinquent – it then becomes non-receivable

24. Definitions Delinquencies – Accounts that are 1 to 180 days delinquent/past due. These accounts are worked by outbound collections through dialer and manual campaigns Dialer Campaigns – Campaigns queued to dialer for outbound collections that are logged into a dialer. Typically early stage delinquent account – Buckets 1-4 Drivers – Metrics determined to have a relation to the customer Essbase – Database utilized by Finance and Capacity Planning to store business metrics such as customer volumes, productivity measurements, headcount an all financial calculations eWFM – Electronic Workforce Management. A software package utilized for scheduling, forecasting and resource requirements for planning Flex Time - Allows an agent the flexibility to take time off on a regularly scheduled day in exchange for making it up at a later date and time Forecast – What you expect to happen based on previous recent history

25. Definitions Full Time Equivalent (FTE) - Refers to an 8 hour a day/ 40 hour a week person or a combination of people equating to this amount of time FYF – Full Year Forecast; a naming convention used in capacity planning to denote an update in the forecast position and inclusion of prior month’s results Idle Time – The time a phone agent is logged into the phone waiting on a customer call Learning Curve – The incremental number of seconds over the base AHT it takes for a newly hired employee to complete a call Line Balancing – Support given from one answering group to another Net Position – The staffing position on the capacity plan summary indicating the final staffing position for a month, determined by base staff +/- contingent staff “to” or “from” other groups to balance the staff available to the staff requirement NIVR – Network Interface Voice Response. Also called VRU or IRV Occupancy – The amount of time an agent spends with a customer while logged into the phone

26. Definitions OJT – On the job training. Rather than classroom training, this training occurs in the production environment with a ”buddy system” or coaching to assist with learning process Open Accounts – Accounts with a credit line available for use. Could be active or in-active Overtime (OT) - Measures adjustments to base scheduling by offering agents the ability to work over their existing schedule in order to help the business meet cardholder needs Paid Hours – The number of hours an average FTE is paid during a given month. Business days plus holidays multiplied by 8 hours Paid Hour Productivity – The total monthly call volume, divided by the total paid hours for the month. Par 3 – External Vendor used to contact Early Stage customer to collect payment Planned Time - Pre-scheduled time provided to associates away from the bank.

27. Definitions Productive Hours – [ FT hours + PT hours + OT hours – Unpaid Hours – VTO +/- Line Balancing hours ] Productive FTE – FTE available to do the job Queue Volume – Daily workable outbound collections accounts Resource Planning System– Online human resources website that complies the hiring needs, summaries, and detail. Also known as RPS Sales Impact – The incremental number of seconds required to offer the sales efforts to a customer as compared to a base service call Scheduling - The process of assigning resources to meet your demands Schedule Efficiency - The use of scheduling resources with the least amount of waste as possible Schedule Adherence - Measures the percentage of time your agents are on the phones when they’re supposed to be Service Level – The percent of calls answered within the targeted number of seconds.

28. Definitions Shrinkage – The % of available hours lost to paid non-phone activities, such as meetings, training, breaks, planned or unplanned time Staffing Strategy – Percentage of required staff added to the required staff to cover variability in call volume and productivity measurements Unpaid Hours – Hours not paid for by the business, i.e. lunch Unplanned Time - Unplanned time provided to associates away from the bank. Unplanned hours are generally used for sick days, emergencies, etc. Voluntary Time Off (VTO) - Measures adjustments to base scheduling by allowing agents to vacate the remainder of their shift without pay VRU By-Pass – Call is routed out of the VRU to an associates - usually qualifies for sales potential UM/OM Span of Control – Ratio of Unit Managers to Operation Managers (Ex: 6:1) UM/Agent Span of Control – Ratio of Unit Managers to Agents (Ex: 20:1)