Contents1. Terms of reference32. Introduction33. Methodology44. Theoretical background 44.1 Work Force commission organisation ? general over mass65. Findings76. Evaluation97. Conclusion / Summary128. Recommendations12Appendix 114Appendix 215Appendix 317Appendix 418References of sources used191. TERMS OF REFERENCEThe team of MBA students of the capital of Latvia Business School has carried out the analysis of workforce management system at Lattelecom BPO. The analysis has been carried out in the context of use of the human resources (hereinafter referred to as HR) management theories and concepts. The information used in our analysis has been obtained from the organization readd and other relevant resources listed in the handle.
neutral of the project is to analyse Work Force Management (WFM) system at Lattelecom BPO focusing on the benefits and potential problems regarding WFM implementation in this specific organisation and analysing the HR related areas WFM addresses taking into answer for a complex/specific nature of the business of Lattelecom BPO.
In general, we approach WFM analysis by putting it into the context of a contact (call) center business specifics (i.e., complex aspects of supply cooking to respond to varying and highly individual customers necessitate) and focusing on various tools WFM has to better address HR aspects. More specifically, we analyse how WFM helps the business in terms of more efficient staff planning and also highlight the employees perception aspect, ie.
, do they view this as a helpful tool in their jobs.
The report provides an overview of the analysed organization and its specifics and specifically focuses on the following aspects of WFM as a combined HR and business management tool:? supply planning to ensure the business needs are fulfill and client service is maintained;?Matching of the business needs with HR deliverables, such as staff availability, e.g., time plan and optimization;?Legislation aspect as incorporated inwardly work force management system used by the company.
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