Challenge & Selection   My company provides around the clock technical support . To ensure we meet our service level target   we need to have a minimum number of employees available to answer calls throughout the day . The   number of employees we need varies depending on the time of day and the anticipated call volume . The   biggest obstacle preventing us from achieving our service level target is absenteeism . Our weekday   absenteeism averages 7 % .      On weekends , our call volume forecast is lower than the weekdays . Therefore , fewer employees are   scheduled to work . Weekend absenteeism has increased since the beginning of the year and currently   averages 10 % . The lower attendance results in customers having to hold before they can speak to a   representative . We have been instructed we need to reduce weekend absenteeism . The easy solution   would be to overstaff , however , just like production environments , we are expected to run lean and   maximize efficiencies .      Senior Leadership reframed absenteeism and other causes of lost time , i.e. tardiness , long   breaks / lunches , not being logged in when scheduled , as “ dependability . ” “ Dependability ” has become a   catch - all term that has muddled the distinct drivers of absenteeism into a singular noun . This has   produced a perception there is a single solution , either more incentives or more corrective action to fix   weekend " dependability . " I believe this approach is an oversimplification . I am going to attempt to break   this train of thought by using the visualization tool to identify and diagram the different root causes of   weekend absenteeism .      Application   I reviewed absenteeism data for the past four weekends and identified outliers , employees who missed   multiple weekend shifts and those with good overall attendance who missed a weekend shift . I   interviewed the employees and detailed their reasons for calling out . 

 This exercise demonstrated the work / life challenges employees face . Although the reasons were more   granular , the visualization broadened my understanding and will allow the organization to make " small   bets " to target the segments within the span of our control . An incentive of a dress down day or threat   of corrective action means little to a parent who has not been able to attend their child 's soccer game   for the first time all season or the millennial who would miss yet another gathering with their friends .       Employees who rely on public transportation have a logistical issue . Employees have start times   throughout the day between 6 am to 11 pm . On Saturday and Sunday , the bus makes 2 stops directly in   front of our office . One at noon the other at 6 pm . The next closest bus line has more service but   requires a 20 - minute walk to / from the bus stop . " Use a ride - share service " is a common   recommendation . This solution assumes every employee has a debit card , credit card , or PayPal ... which   they do not . Creating this visualization allowed me to see " What is " from perspectives I had not known   or considered .       I would use the visualization tool again for this project . As Dan Roam said in his book Draw to Win , " Lead   people 's eyes and their minds will follow . " I feel the visualization is a good icebreaker to broaden the   discussion about " dependability . " Based on the examples detailed previously , I would also consider the   storytelling tool . I believe you can not avoid feeling empathy for these employees . I would leverage this   empathy to increase buy - in for the need to consider other options we could offer to address the   weekend " dependability " issue and move forward to the “ What if " phase . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Challenge & Selection   My company provides around the clock technical support . To ensure we meet our service level target   we need to have a minimum number of employees available to answer calls throughout the day . The   number of employees we need varies depending on the time of day and the anticipated call volume . The   biggest obstacle preventing us from achieving our service level target is absenteeism . Our weekday   absenteeism averages 7 % .      On weekends , our call volume forecast is lower than the weekdays . Therefore , fewer employees are   scheduled to work . Weekend absenteeism has increased since the beginning of the year and currently   averages 10 % . The lower attendance results in customers having to hold before they can speak to a   representative . We have been instructed we need to reduce weekend absenteeism . The easy solution   would be to overstaff , however , just like production environments , we are expected to run lean and   maximize efficiencies .      Senior Leadership reframed absenteeism and other causes of lost time , i.e. tardiness , long   breaks / lunches , not being logged in when scheduled , as “ dependability . ” “ Dependability ” has become a   catch - all term that has muddled the distinct drivers of absenteeism into a singular noun . This has   produced a perception there is a single solution , either more incentives or more corrective action to fix   weekend " dependability . " I believe this approach is an oversimplification . I am going to attempt to break   this train of thought by using the visualization tool to identify and diagram the different root causes of   weekend absenteeism .      Application   I reviewed absenteeism data for the past four weekends and identified outliers , employees who missed   multiple weekend shifts and those with good overall attendance who missed a weekend shift . I   interviewed the employees and detailed their reasons for calling out . 

 This exercise demonstrated the work / life challenges employees face . Although the reasons were more   granular , the visualization broadened my understanding and will allow the organization to make " small   bets " to target the segments within the span of our control . An incentive of a dress down day or threat   of corrective action means little to a parent who has not been able to attend their child 's soccer game   for the first time all season or the millennial who would miss yet another gathering with their friends .       Employees who rely on public transportation have a logistical issue . Employees have start times   throughout the day between 6 am to 11 pm . On Saturday and Sunday , the bus makes 2 stops directly in   front of our office . One at noon the other at 6 pm . The next closest bus line has more service but   requires a 20 - minute walk to / from the bus stop . " Use a ride - share service " is a common   recommendation . This solution assumes every employee has a debit card , credit card , or PayPal ... which   they do not . Creating this visualization allowed me to see " What is " from perspectives I had not known   or considered .       I would use the visualization tool again for this project . As Dan Roam said in his book Draw to Win , " Lead   people 's eyes and their minds will follow . " I feel the visualization is a good icebreaker to broaden the   discussion about " dependability . " Based on the examples detailed previously , I would also consider the   storytelling tool . I believe you can not avoid feeling empathy for these employees . I would leverage this   empathy to increase buy - in for the need to consider other options we could offer to address the   weekend " dependability " issue and move forward to the “ What if " phase .
### Output: 