Resource Management
Your AI Agency forecasts demand, prepares schedules and watches for gaps as the day changes. It works through availability, coverage and pay rules to prepare the next move, helping you meet demand and control staffing costs.
Illustrative example
Illustrative sample data. Explore the prepared work and the decisions around it. These controls do not change a live operation.
The sample requirement is 64 scheduled people. Current scheduled headcount is 52. Resource Management has prepared an overtime option for Tuesday, 14:00–15:00.
This sample customer requires overtime approval.
The sample requirement is 64 scheduled people. Current scheduled headcount is 52. Resource Management has prepared an overtime option for Tuesday, 14:00–15:00.
This sample customer requires overtime approval.
Required: 64 people
Scheduled: 52 people
Twelve additional one-hour shifts at a sample $30 per person-hour imply $360 additional planned pay. This is not total cost or earned payroll. Eligibility, availability and working rules still apply.
Nothing is applied until approval.
The illustrative accepted and approved overtime closes the 12-person gap. Scheduled headcount reaches 64. Observed intraday coverage is measured separately.
Scheduled after sample change: 64 people
The gap remains visible. Resource Management can prepare another option if the operating conditions change.
Illustrative example
Your Agency uses demand history and your service goals to prepare staffing requirements. Explore what a busier week, longer calls or a new client would mean for coverage and cost before you commit.
The sample staffing calculation needs 57 people available to handle contacts. With a 10% allowance, 57 ÷ 0.9 = 63.3, rounded up to 64 scheduled people.
The service target is 80% of contacts answered within 20 seconds. These are illustrative inputs, not a measured customer result.
The sample staffing calculation needs 57 people available to handle contacts. With a 10% allowance, 57 ÷ 0.9 = 63.3, rounded up to 64 scheduled people.
The service target is 80% of contacts answered within 20 seconds. These are illustrative inputs, not a measured customer result.
Contact-handling requirement: 57 people
Scheduled requirement: 64 people
Expected contacts rise from 540 to 585 for the sample hour. Using the same service target and allowance, the scheduled requirement becomes 69. The new requirement is a forecast, not observed coverage.
Updated requirement: 69 people
Illustrative example
Your Agency builds schedules around demand, skills, availability and the rules your people work by. Shifts, breaks and time for development stay connected to the coverage you need.
| Team | Scheduled | Required | Gap |
|---|---|---|---|
| Orders | 24 | 28 | 4 |
Review skills, availability, breaks and development time before publishing the schedule. This sample customer requires schedule-management approval.
| Team | Scheduled | Required | Gap |
|---|---|---|---|
| Orders | 24 | 28 | 4 |
Review skills, availability, breaks and development time before publishing the schedule. This sample customer requires schedule-management approval.
The reviewer checks the draft against staffing requirements, working rules and the coverage effect of each change. Publishing a schedule is distinct from preparing one.
Illustrative example
Compare the plan with what is happening now. Your Agency watches demand, attendance and coverage, works through the options and keeps you informed of changes that need attention.
Demand is 585 expected contacts against a forecast of 540. The current plan requires 64 people; updated demand requires 69.
C. Mendes, R. Haddad, I. Novak, W. Osei and Y. Tanaka are five distinct off-shift people in this fictional example.
Demand is 585 expected contacts against a forecast of 540. The current plan requires 64 people; updated demand requires 69.
C. Mendes, R. Haddad, I. Novak, W. Osei and Y. Tanaka are five distinct off-shift people in this fictional example.
Current plan: 64 people
Updated requirement: 69 people
Eligibility and estimated additional pay are checked for each person. Opening the review sends no offers and applies no staffing change. The activity breakdown describes the pre-change snapshot.
The Agency will flag the gap again if demand keeps rising. The expected effect of a proposed change and observed coverage remain separate.
Illustrative example
Keep time-off requests, worked hours and pay rules connected to the staffing plan. Your Agency handles routine checks and brings exceptions forward, so requests get clear answers and timecards are ready for review or export.
Friday, October 16. The sample balance is available and coverage remains within target. Approved Knowledge Operations guidance can sit beside the request. Publishing an article does not change the time-off rule.
Friday, October 16. The sample balance is available and coverage remains within target. Approved Knowledge Operations guidance can sit beside the request. Publishing an article does not change the time-off rule.
A. Portes’s sample clock-out is corrected to 16:30 by supervisor D. Harlow. Friday worked hours become 8.0. The record keeps the correction, reviewer and source together; export is a separate action.
Set the service targets, working rules and spending limits that guide your Agency. Choose which changes it can make and which decisions come to you.
Service targets, working rules and spending limits guide the prepared work.
Choose which changes can proceed and which come to a reviewer.
Forecasts use observed demand. A proposed improvement does not itself set a staffing requirement.
Atlas works with supported existing providers. Skyway is available for calling within AionCX. The connections and capabilities available for your setup are confirmed during scoping.
No. They use illustrative people, records and data. Your team’s actual standards, permissions and approvals govern operating actions.
Connect the operation you run today, bring the history and working rules your team depends on, and put Resource Management to work.
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