The following article is a edited re-post (with permission) written by Dan Rickwalder – you can find the original HERE Dan is a WFM consultant who works in customer service centres in many industries to solve their WFM issues, you can find out more about his consulting work HERE
Our friends at Wikipedia do a much better job defining process maturity:
The term “maturity” relates to the degree of formality and optimization of processes, from ad hoc practices, to formally defined steps, to managed result metrics, to active optimization of the processes.
Using a process maturity matrix allows me to identify what level of improvement a client can realistically expect to make. I use a five level maturity matrix to do this from level 0 to level 4.
Probably the best example of my “sorta bad advice” is my recommendation around a company’s service metric. In a high functioning WFM environment I will recommend using Service Level if they are not already doing so. But in an organization where WFM is new and trying to build its processes, I will educate about the different service metrics, but not make changing the metric a critical recommendation (unless there is a strong cultural reason to). We can always calculate back to whichever service metric the client is using. And their time is better spent implementing strong forecasting and other processes than arguing about Service Level versus Abandon Rate.
*Remember: Your process maturity level is not a reflection on you as an employee. It is simply a way of categorizing where your processes stand and what opportunities are within easy reach.