CUSTOMER PROFILE
ABOUT
The Toronto-Dominion Bank and its subsidiaries are collectively known as TD Bank Group (TD). TD is the sixth largest bank in North America by assets and serves more than 27 million customers operating in a number of locations in financial centres around the globe. TD Bank also ranks among the world’s leading online financial services firms, with more than 15 million active online and mobile customers.
INDUSTRY
Financial Services
GOALS
- Address scheduling gaps
- Empower agents via schedule self-service
- Optimize utilization of workforce resources
FEATURES
- Scheduling self-service
- Voluntary Time Off options
- Schedule swap and flexibility
- Automated Business Rules
- Process improvement recommendations
01 THE BEFORE
A large, evolving contact center workforce
Like many other companies, TD Bank’s contact center has changed greatly over the last several years. From moving to a hybrid work environment to meeting the demands of a new generation of workers, the company continues to evolve. However, their approach remains grounded in data and aims for continuous improvement with each advancement.
02 DESIRE TO CHANGE
A changing workforce and scheduling gaps
As more Gen Z Americans enter the workforce and Millennials move into leadership positions, the desire for flexible work and scheduling has become the norm. Tara Vieira, senior scheduling manager at TD Bank, said the demand for flexibility in scheduling is high on their team, noting that 60% of the team wants a nonstandard schedule. “Many team members want to work split shifts or be able to change the days they work regularly,” Vieira explains. TD Bank’s workforce management team saw an opportunity to empower agents in their schedules and better serve customers at the same time.
TD Bank began designing a Voluntary Time Off (VTO) initiative that would give agents more autonomy in scheduling while ensuring optimal resource utilization. Primary goals for the initiative included enhancing service level management, ensuring customer service consistency, and filling scheduling gaps. Leveraging NICE’s Employee Engagement Manager and partnering with NICE Value Realization Services (VRS), TD Bank began rolling out new options for their agents.
03 THE SOLUTION
Agent autonomy balanced with business needs
Hebba Balbaa, Workforce Manager, Integration and Enablement at TD Bank, said that a balance between flexibility and serving customers was critical. “We wanted our agents to get the schedules they want and address fluctuating workloads while also improving customer service,” she said. The company began implementing new scheduling functionalities like shift swaps, trades, and split shift opportunities via self-service. VTO options were offered during times of low demand.
VRS delivered deep insights into NICE EEM and WFM, helping TD Bank achieve the ‘aha moments’ that led to effective tool utilization. Strategic planning, stakeholder engagement, and best practice sessions alongside automated scheduling and agent engagement helped TD Bank establish these new schedule options and VTO. The team also benefited from thorough training, including online self-service training through the NICE Dojo.
Dawn Squires, Employee Engagement Manager at TD Bank, said agents quickly adapted to the self-service scheduling and VTO options. “The feedback from employees has been fantastic,” she said. “They’ve really embraced the autonomy they have now, and we still meet and exceed our business needs month over month.”
04 THE RESULTS
Millions in savings and monthover- month improvement
Being able to right-size staff through the VTO offering had a major impact on the contact center’s bottom line. TD Bank can address scheduling gaps quickly while agents manage their schedules, enabling the work-life balance everyone craves. TD Bank has tripled the VTO hours offered year over year, and with a 45% adoption rate, over 480,000 VTO hours have been utilized since launch.
The operational enhancements resulting from NICE WFM and EEM translated to a positive impact on customers across the board. Customer wait times have been reduced, saving 88 million minutes in a single year—even as the number of calls handled rose by 11%. Impressively, Balbaa notes, “We meet our service level goals every single month across every business pillar. In fact, we experienced record-breaking customer satisfaction, exceeding our Legendary Experience target by 4.5%.”
VRS helped transform our processes, enhancing decision-making and elevating both our operations and our brand,” said Vieira. The revamped schedule bid process introduces gamification based on performance and rank, creating a de facto reward system that motivates agents to excel. This facilitates continuous improvement and professional development without direct pressure from TD Bank. Vieira added, “We’re getting tremendous feedback and engagement in our recruitment process because of the shift customization we’re able to offer.”
05 THE FUTURE
Machine learning to enhance demand forecasting and scheduling
TD Bank is currently working with its HR team to integrate its payroll system with WFM, which will streamline time-tracking between the two systems. It means greater accuracy and reduced manual administration— something both teams are excited about.
The team is also exploring AI’s role in enhancing contact center operations, particularly in forecasting and scheduling. “Our vision involves using machine learning for more precise demand forecasting, allowing us to anticipate fluctuations in workload and allocate resources more effectively,” Balbaa said. TD Bank is also exploring AI’s potential to automate scheduling and give agents on-the-go modification options. AI will likely be an important tool in TD Bank’s strategy to surpass agent and customer expectations over the long term.
