The accuracy of your forecast increases with the size of your data sample. You take a year (or preferably two or three years) of ACD queue traffic data, examine trends in Call Load patterns, break down the information, and determine the ACD Handling Times of the calls. You then modify the forecast based on current contact center activities and other considerations, such as absenteeism, agent breaks, holidays, and training.
The range of dates you specify in a forecast depends on its purpose. You use long-term forecasts to estimate future budgets and expansion opportunities, and establish corporate objectives. You use shorter-term forecasts of one to three months to assist you in determining seasonal staffing requirements, planning for short-term sales campaigns, and assessing upcoming hiring needs. Using weekly, daily, and hour or half-hour forecasts, you can tweak agent schedules and adjust for absenteeism.
After you run a forecast, you can examine the data and make adjustments based on current contact center conditions. You can tweak the forecast by adding or reducing calls, based on your intuition, and information gathered by yourself and others. You can devise a system that involves the collaboration of supervisors and managers from various departments. You can meet routinely to discuss factors that may influence the forecast
for the year and adjust it accordingly.
Some issues to consider are as follows: hardware or software system changes, expected callers, advertising and media, changes to your products, services and/or pricing, new products, product performance, competitors' actions, and international, national, and company events. It is vital you devise a systematic forecasting process that all departments support.