Articles

WFM teams are often praised for being the group that always delivers. They answer quickly, take on more, and rarely push back. Over time, that reputation can create an unintended consequence. The team stays busy, but the connection between effort and impact starts to blur.

In this article, Dan Smitley examines how constant accommodation can turn WFM into a constraint instead of a catalyst. He explores the hidden cost of unchecked responsiveness, the importance of clarifying purpose before executing work, and the leadership discipline required to manage bandwidth openly. The piece challenges WFM leaders to rethink what “helpful” really means and to choose intentional, value-driven work over nonstop activity.

 In this article on tackling lateness, Dan Smitley shifts the conversation from punishment to leadership clarity. He emphasizes that it is the leader’s responsibility to define exactly what “on time” means, communicate it consistently, and reinforce it with both trust and accountability. When expectations are explicit and visible to everyone, teams understand the standard and the consequences, removing ambiguity and favoritism from the equation. Smitley’s contribution reinforces a core idea that performance issues are not solved through frustration or assumption, but through clear standards, consistent messaging, and the confidence to uphold them. 

 As AI, automation, and shifting employee expectations reshape contact centers, WFM teams are being pushed beyond traditional forecasting and scheduling. In this piece, Dan Smitley highlights where opportunity lives inside that pressure. He points to AI as a creative unlock, explaining that it allows teams to build outside the limitations of their enterprise tools and extend their systems in ways that were previously out of reach. He also reframes AI not as a threat, but as a natural evolution of the optimization mindset WFM has always had, describing it as an enhanced version of the macros and custom tools planners have built for years. 

Most WFM teams are rewarded for staying tactical, running forecasts, managing adherence, and putting out fires. But without psychological safety, they struggle to ask the hard questions or surface the ideas that make them strategic. In this article, Dan Smitley explores how trust, curiosity, and vulnerability fuel innovation in WFM, and offers practical ways leaders can create space for mistakes, questions, ideas, and concerns that lead to better forecasting, stronger collaboration, and a more engaged workforce.

 Even the best intentions can backfire when trying to reduce absence rates. In this Call Centre Helper feature, several industry voices, including Dan Smitley, share real-world lessons on what not to do. From restrictive PTO policies and one-way points systems to ignoring root causes and pushing people to work while sick, the article highlights how short-term fixes can create long-term problems. The takeaway: empathy, balance, and open communication will always reduce absence more effectively than punishment. 

 In this interview with Contact Center Pipeline, Dan Smitley explores how WFM teams can stay effective amid economic pressure, automation, and evolving AI. He discusses the risks of overcorrecting with staff cuts, the limits of current WFM technology, and the growing need to forecast based on effort—not just time. Dan also highlights how WFM can serve as both a strategic asset and an engagement tool when leaders balance efficiency with empathy. 

Many WFM leaders get promoted because they excel at numbers and process, but those same skills won’t keep them successful in leadership. This article explains why real WFM leadership means shifting your focus from metrics to people, knowing when to step in and when to step back, and building a team that can do the work even better than you could. The real job isn’t the tactical work itself; it’s creating an environment where your team can thrive and grow. 

This article explains why a balanced attendance system isn’t just good for agents — it’s good for the business. With clearer processes, greater transparency, and a well-defined purpose, these programs drive better financial results, stronger performance, and a more consistent customer experience. 

 This article rethinks point-based attendance systems by introducing ways for agents to earn back lost points through actions that support both their autonomy and business needs. It offers a more balanced approach that encourages accountability, builds trust, and aligns performance with flexibility. 

Most attendance policies focus on punishing absences—but what if we built systems that reward reliability instead? This article challenges the infraction-only model and explores how shifting from compliance to accountability builds trust and improves performance. 

For some contact centres – such as emergency services or those supporting global customers – the night shift is a critical part of their operation. However, it comes with unique challenges that need navigating carefully to get the best results.

To find out how best to support night-shift agents, our Editor – Megan Jones – spoke to Adrian Hawes, Dan Smitley, and Kim Ellis for their top tips and advice.

Adoption rates for WFM systems have climbed significantly in recent years – from 31% to 55%, according to our What Contact Centres Are Doing Right Now? report. Not only that, but a further 25% have it on their wish list right now!

So, what’s driving this upward trend? We asked the experts to find out!

If you’ve ever been at the helm of a 24/7 contact centre operation, you’ll know there are key differences to look out for that set them apart from a standard-hours operation.

To shed light on what these unique challenges are, our Editor – Megan Jones – spoke to Dan Pratt, Dan Smitley, Irina “Mateeva” Hollatz, Jamie Storer, John Evans, and Rob Smith about what it really takes to support your agents and customers when your doors are never closed.

Tiffany LaReau pulled together some Workforce Management (WFM) trends for 2025 based upon her network. She included Dan Smitley who shared his perspective. Most of which were serious but included a few jabs/jokes about the industry.

Workforce management (WFM) systems are powerful tools that save time, improve efficiency, and support your team, but they are not always fully utilized to deliver the best possible results.

To find out how you can be sure to get the most out of your WFM system, we spoke to Dan Smitley, Founder of 2:Three Consulting, for his top advice.

WFM aka workforce management, is often described as the art and science of finding the right amount of staff for our projected interactions. The definition has stood the test of time and continues to be a fairly accurate representation of what we do as WFM professionals.

What it doesn’t speak to, though, is the constant changing nature of our environment, like...

Can we all agree at this point that waiting for the coming revolution of artificial intelligence (AI) and machine learning (ML) has been a bit exhausting?

 If it’s going to happen, can it hurry up and just be done?  

How you welcome your new recruits into your contact centre is the best opportunity you have to embed your culture and influence your staff retention rates – for better or for worse.

Do you know the difference between ‘intraday management’ and an ‘intraday plan’? Quite simply, ‘intraday management’ refers to the process of real-time teams reviewing call volumes and agent stats in real time – keeping a close eye on what was planned vs. what’s happening. An ‘intraday plan’ is then needed for when things go wrong, to help get your team back on track.

Choosing whether to rigidly schedule your agents’ breaks in advance or free-style day-by-day is a tough call to make – especially when both set-ups are proven to work well for some and not for others.

So how do you decide? We asked our panel of WFM experts for their first-hand experience of how best to manage agent breaks in the contact center. Here’s what they said…

Workforce management (WFM) can feel like a whirlwind of constant change. From trying to keep up with HR on training, to supporting operations with retention needs, and more, there’s often little time left to talk to IT about the features you need in your next WFM platform.

…And that’s if you even know where to start!

WFM (Workforce Management) is crucial for contact centers, overseeing staffing levels through forecasting, scheduling, and real-time management. Prioritizing WFM enhances employee experience, optimizes operations, and drives customer satisfaction, empowering contact center leaders to achieve organizational success. 

 WFH isn't suited for everyone, particularly during stressful times like the pandemic. Tips for success include building relationships intentionally, controlling your schedule, creating clear work-home boundaries, investing in your workspace, and mastering basic IT troubleshooting. These strategies can enhance your WFH experience and ensure productivity. 

 A recent virtual town hall delved into the crucial relationship between Employee Experience (EX), Customer Experience (CX), and Financial Strength in the contact center industry. Emphasizing the interconnectedness of these pillars and advocating for balanced decision-making.

 WFM teams bring valuable insights and boost efficiency but are often overlooked. Including them in planning leads to smarter decisions and cost savings. WFM leaders should focus on alignment and relationships to drive organizational success. 

 Moving from Manager to Director requires a significant mindset and skillset shift. Successful leaders prioritize serving their teams and actively listening to diverse perspectives. They also focus on broader organizational goals and cast vision for the future, navigating the transition with these principles in mind. 

This blog emphasizes the importance of empathy and human interaction amidst technological advancements in contact centers. He urges leaders to embrace new technologies while ensuring a balance between efficiency and human connection for a positive customer experience. 

 This article explores the often-overlooked impact of remote work on employees’ personal lives, homes, and families—reminding leaders that working from home isn’t just a location change, it’s a deeper shift in how work intersects with life.