The optimal assignment of employees to teams and thus to Skills (for Skill-Based-Routing) and Roles (for permissions) is individual. Based on our experience, we would like to provide recommendations on how to establish such a structure. The recommendations are primarily aimed at energy supply providers.

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Small Organizations (up to 15 employees)

In small organizations, an effective way of working can be achieved by distributing roles and skills directly to employees, with little complexity. New agents are assigned to the “Agent” team, all others receive an individually assigned role (due to the low number).

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Roles

RoleDutiesRights
AdministratorCarries out all tasks, including management of the AI agents(Standard role)
Team LeaderManages usersUser Management
AgentPerforms case processing tasks(Standard role)

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Teams

TeamDutiesSkillsRights
Case workerRegular case processingStandard SkillsAgent
Second Level AComplex case processinge.g. NNAAgent
Second Level BComplex case processinge.g. MaKoAgent
Temporary teams*One-time or special tasksTemporary SkillsAgent
*Examples of temporary teams:
  • Training team, which is staffed with the employees to be trained and training skills for the duration of the training.
  • Task Force Spring Offensive, for the duration of a customer recovery campaign.
Employees outside of case processing are assigned their roles directly.

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Medium Organizations (15-100 employees)

For medium organizations, a more differentiated structure is recommended, which already provides specialised roles, but does not yet require the full complexity of large organizations.

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Roles

RoleDutiesRights
AdministratorSystem configuration and maintenance(Standard role)
AI ManagerOptimization and monitoring of AI agentsAI Management
Workforce ManagerResource planning and Skill managementTeam and User Management
Quality ManagerQuality assurance and controlQM rights, monitoring
Team LeaderTeam leadership and Second-Level SupportTeam Leader’s Rights
AgentCase processing(Standard role)

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Teams

TeamDutiesSkillsRights
First LevelStandard requestsBase SkillsAgent
Second LevelComplex casesAdvanced SkillsAgent
SpecialistsSubject-specific tasksSpecial SkillsAgent
ManagementAdministrative tasksNone*According to Role
QualityQuality assuranceNone*QM rights
*Not necessary as outside case processing.

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Large Organizations (>100 employees)

Large organizations are characterized by a variety of features that require a flexible and adaptable structure. Typical challenges of larger organizations include:
  • Combination of First and Second Level Teams for efficient processing of simple and complex requests.
  • Integration of internal employees and various external service providers, often with a limited profile of use.
  • A variety of skills to cover all necessary competencies.
  • FInely allotted and only necessary assigned access rights.
  • Consideration of various brands and/or products.
  • Specialists from IT, quality assurance and other areas working together in Enneo.
Unlike in small teams, where there is primarily a 1:1 assignment of an employee to a team, in larger organizations it is advisable to assign employees to several teams.

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Roles

The roles are more finely broken down in large organizations, depending on the case, the following is offered, for example:
RoleDutiesRights
AdminBasic system configuration(Standard role)
AI ManagerOptimizes AI agentsAI Agents
Workforce ManagerManages users, teams, and skillsUser+Team+Tag Management
Knowledge ManagerManages the knowledge base (Wiki)Wiki
Reporting ManagerManages the Enneo BI solution SupersetReporting
Quality ManagerChecks employee qualityAgent + QM
Team LeaderManages team, Second-Level SupportAgent + Team
AgentCase processing(Standard role)

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Teams

It is advisable to set up a combination of different teams for different tasks to encapsulate complexity. A setup of up to three different types of teams is suggested:
  1. Professional Teams to assign Skills to case workers for Skill-based-routing.
  2. Role Teams to give managing staff rights.
  3. Organizational Teams to give additional rights and/or Skills and to keep an overview of where an employee is organizationally assigned, e.g. for external service providers or specific products.
  4. Possibly, temporary teams for projects or other special tasks, analogous to small organizations.

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Professional Teams

TeamDutiesSkillsRights
Basic Front OfficeBasic Front Office TopicsBilling, Termination, etc.Agent
Second Level BillingComplex Billing CasesSpecial BillingAgent
Customer PortalPortal carePortal SkillsAgent

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Role-based Teams

A team per role, as outlined above. Employees are then not directly assigned to a role, but through a team. This is solely for oversight, alternatively one can of course also assign the role directly to the employees.

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Organizational Teams

TeamDutiesSkillsRights
Service Provider 1Assigned SkillsNone*Agent
Service Provider 1 Subteam 1Specific tasksMarket Communication*Agent
Internal Team 1Internal processingNone*Agent
Internal Team 1 Department AInternal processingNone*Agent
Internal Team 1 Department BInternal processingNone*Agent
*Regarding the Skills it has to be distinguished:
  • Fixed Topic Teams: If a team is assigned to a fixed topic, a skill assignment can already occur here. Examples:
    • Service provider exclusively for outbound defection recovery.
    • Service provider hired only for market communication.
  • Flexible Teams: In general, flexible use teams a skill assignment via seperate professional teams is advised (see above). Examples:
    • Service provider for general front office.
    • Internal employees with changing tasks.

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Example Profiles

  • Fabian Firstlevelsupporter
    • Teams: “Service provider 1 Subteam 1”, “Basic Front Office”
    • Role: Agent
    • Resultant Rights: Tickets
    • Resultant Routing: Basic Front Office Topics
  • Tamara Team Leader - Teams: “Internal Team 1”, “Team Leader”, “Second Level Billing”, “Customer Portal”
    • Role: Team Leader
    • Resulting Permissions: Tickets and access to the Analytics Portal
    • Resulting Routing: Second Level Billing, Customer Portal Topics
  • Karin K.I.
    • Team: “AI Manager”
    • Role: AI Manager
    • Resulting Permissions: AI Performance Optimization

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Practice Tips

  1. Skill Assignment
    • Once the organization reaches a certain size, skills should primarily be assigned via teams and individually only in exceptional cases.
    • Regular review of skill distribution
    • Assign new skills only after successful training
  2. Team Management
    • Establish clear naming conventions for teams
    • Regular review of team structures
  3. Role Administration
    • Minimal principle in granting permissions
    • Regular review of role assignments
    • Examination via a second user, e.g., in the test system