Good afternoon team,

The following are the bullets point from yesterday and todays visit from WF Lyft:

Attendees
 Matthew – Osgood (Capacity Planner)
 Nick Allen – Program Manager
 Richard Blanchet – EFM Analyst
 Gastón Garrido – Real-Time Queuing Lead
 Corry Hartman, Rel time – Queuing Analyst

Friday bullet points:

 Real time alerts Review: we analyze the way our RTA Team addresses the Adherence alerts from
Teleopti to reduce the impact on live channels. We found some opportunities related with some
features that we don’t use Internally (the above because there has never been an official
training in the tool). Considering that, they will evaluate the possibility to schedule a special
training session with the OL Wf team.

 Talking about the hourly reports, we are going to make a deep dive in the usage of each report ,
with the purpose of identify what reports are being spam or which ones can be replaced by
Online dashboards that are already created.

 Reviewed the Absenteeism and adherence control process, looking for our best practices in terms
of shrinkage control.

 Review of our current scheduling process, they give us positive feedback for the current locked
scheduled we implement on our operation, currently is the same model they use in Head
Quarters.

 After reviewing the Teleopti configuration, the Lyft team decided to create new roles/Profiles for
QAs And Trainers, to give them visibility of all operations without change capabilities.

Saturday bullet points:

 Staffing process review (Crystal Ball process Deep dive): The team reviewed some
concerns about the process and perform a work session to align some concepts and
calculations; As main conclusions we have the following:

o The percentage of Market share that we should use in our forecasting an staffing
process, should be the one provided on the Q4 Requirements file.
o Based on the market share review, we must update our projected HC, since the
volume of transaction increases.
 o It was agreed that the only source of truth of data to perform the forecasting and
staffing models, should be those provided by Teleopti.

o We recibe positive feedback from the team since we are aligned with the process
and for our acknowledge and understanding of the Scheduling and forecasting
process.

 Flex Hierarchy management review (Rostering process) – the process depends 100% on
the global admin team (In the future, we would have the opportunity to update that
information, thanks to a project that is currently running).

 Current Concurrency Assigned: the Lyft team will evaluate the possibility to have visibility
on the current Concurrency set up on agents, since there is no way to check that setup
status from the partners side.

 We agreed to align the process to start using the features In Teleopti that allow the agents
to make scheduling changes, like swaps and LOAs directly through the tool. Although this
process is not handled through Teleopti, we receive a positive feedback for the current
process we create to handle this type of request.

 We Review the Data productivity Vs the Zendesk information to understand the

difference of the current information provided every Thursday (where our productivity
decreases an average of 24%); Nick would escalate and check for us the reason of the big
differences we currently have, and the real formula used to calculate productivity.

 In order to improve the monitoring of the performance, the Lyft team will implement
Weekly following sessions to discuss the results. Starting in Jan 2020 Lyft WFM will meet
with each site once a week.

 In addition to the trainings and Follow up session that we mentioned before, the WF Lyft
team will schedule monthly refreshers, in order to improve the processes and the
technical skills related with the technological tools.

Monday Bullet points:

 We perform the aux codes alignment session, where we show our internal Analysis about
the Auxiliaries homologation through the systems that we use (Logger + Teleopti). We
receive positive feedback regarding to this topic considering that this analysis will be an
input to align the aux codes in al the current vendors.
  In order to improve the adherence measured by Lyft, we should eliminate the bathroom
status (because it doesn’t exist on the Lyft systems). For now the agents should use the
break status in case they need to go to the bathroom, on our internal logger we would
keep using bathroom so we don’t lose track of the time spend by an agent on this Aux.

 The Lyft team will review the logic behind the KPIs of Dropped calls & Queue Rolled and
will clarify which is the difference between that two metrics and how is calculated.

 The client performs a quick training/Review Session with the Team Leaders to provide
insights and show how the tools (Teleopti and Flex) work, to share best practices. The
main topics were:

o How to use the monitoring dashboards on Teleopti and Flex

o Review the most useful features that we have for monitoring (staffing tab, agent
historical status view, filtering and sorting options).
o Review the KPIs monitoring standard dashboards.
o Remains pending from the lift side to share the link that includes the training
about the reviewed topic.

 To centralize the knowledge databases, workforce (In head of Richard) is working on

develop all the reference material that will be shared with all the vendors.

 One of the main goals of this visit is to improve even more the communication between
the Lyft WF team and Onelink, in order to have a good Sync in all the process.

 Gaston will share a basic document with Norma, if you will be held accountable for a
metric Lyft should provide us with the (accurate) data.

 The OL team ask for help to Sync all the analytics process to understand the data logic-
and the sources of truth for each metric that we use, for this, the Lyft WFM team will be
the bridge with their internal analytics team.

 We receive positive feedback for our knowledge on the tools and our WFM Experience,
since we don’t receive any type of training from Lyft.

Warm regards,

Jader Gutierrez