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What is Workforce Management and Who Needs to Automate?

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Comprehensive presentation which provides an overview of workforce management, why organizations are choosing to automate and who should automate. The presentation concludes with a discussion of …

Comprehensive presentation which provides an overview of workforce management, why organizations are choosing to automate and who should automate. The presentation concludes with a discussion of things to consider when selecting a vendor and with an actual case example.

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  • 1. What is Workforce Management and Who Needs to Automate?
    Paolo Gilfillan, Director of Sales & Marketing
    Synerion (formerly TimeTECH)
    August 26th, 2011
  • 2. 2
    Agenda
    What is Workforce Management (WFM)?
    Examples of Manual Time Keeping
    Why are Organizations Automating?
    Current & Future Trends in Workforce Management
    Who Needs to Automate?
    How to Select a Vendor
    Business Case Example
  • 3. 3
    What is Workforce Management?
    “Workforce Management (WFM) encompasses all the activities, processes, and tools needed to manage a workforce. A comprehensive WFM system includes planning, forecasting, scheduling, and tracking workers to optimize the balance of customer, employee, labour laws and organizational needs.”
    – Institute of Human Resources
  • 4. 4
    Workforce Management Wheel
  • 5. Examples of Manual Timekeeping
    • Paper timecards
    Pen and paper sign-in books
    Spreadsheet tracking
    Manual data entry to payroll
    Punch clocks
    Images:
    http://www.vertex42.com/ExcelTemplates/excel-timesheet.html
    http://www.chacocanyon.com/pointlookout/070613.shtml
  • 6. 6
    Concerns about Manual Processes
    Incorrect payment
    Error prone process
    Buddy punching or theft of time
    Labour intensive process to manage
    Difficult to report on workforce
    Time consuming for management to audit employees
  • 7. 7
    Benefits of Automation
    Cost savings: 2-5% of payroll costs
    Reduce “buddy punching”:
    Employees punching in and out for each other in the event of absence, late arrival or early departure
    Improve efficiency and productivity
    Reduce administrative errors and time
    Opportunity to standardize
    Reduce overtime
    Centralization
    Accurate data available to make decisions
  • 8. Hard Cost Savings
    Where’s the Return on Investment
    Soft Cost Savings
    Additional Considerations
    8
  • 9. Where’s the Return on Investment
    Hard cost savings
    Reduction in payment errors
    Avoid overpayment
    Minimize litigation
    Comply with labour laws
    Comply with union/employee agreements
    Reduce workload or restructure labour
    Reduce theft of time (with biometrics)
    9
  • 10. Where’s the Return on Investment
    Soft cost savings
    Reduce auditing time
    Save manager’s time
    Increase employee productivity
    Improve employee retention
    10
  • 11. Where’s the Return on Investment
    Additional Considerations
    Understand your workforce
    Make business decisions with accurate data
    Improve customer experiences
    Optimize the workforce
    Absence Management
    Point System
    Identify poor performers
    Reward good performers
    11
  • 12. 12
    Change in labour availability and labour demand
    Labour costs remain one of the largest organizational expenses
    Compliance complexity
    Industry-specific requirements for employee scheduling
    Absence management plays a critical role in controlling and managing labour workload
    Today’s Challenges
  • 13. 13
    Current & Future Trends
    Improved employee and manager self service capabilities
    Strategic workforce planning
    • Broader usage across the organization
    • 14. Biometrics as a standard
    • 15. Continued growth of comprehensiveworkforce management solutions
  • 14
    Current & Future Trends
    Mobile technology supporting the mobile workforce
    Smart & optimized scheduling
    More integrated solutions
    Analytics and business intelligence
    Key Performance Indicators
  • 16. 15
    Who Needs to Automate?
    Any organization that needs to manage their workforce
    Understand your opportunity for savings
    Hourly and/or salaried environments
    Not necessarily industry specific
    Managing labour laws and/or union or employee agreements
    Looking for accurate data
    Seasonal workforce, part-time, hourly, 24/7
    Additional levels of complexity:
    Multiple sites, provinces, countries
    Key scheduling requirements
  • 17. Define the Problem
    Should you Automate and with what Vendor?
    Evaluate Vendors
    Make a Decision
    16
  • 18. 17
    Understand & define your business problem
    Why does your business need to automate?
    Understand the business case
    Why will the business do this?
    What are the estimated savings?
    Create an estimatedpreliminary budget
    Identify functional andbusiness requirements
    Begin to research vendors
    Define the Problem
  • 19. 18
    Vendor Evaluation
    Discovery
    Requirements response
    Understand their standard implementation methodology
    Local expertise
    Overall WFM experience
    Solutions presentation
    Evaluate if technology meets the requirements
    Evaluate service offering
    Insist on a detailed Statement of Work
    Understand the educational tools and strategy
  • 20. 19
    Can they accommodate the functional requirements?
    Do they have the right implementation approach scoped?
    Is the vendor supporting the business case?
    Can this vendor support your business in the long term?
    Will this be a partnership?
    Make a decision
    Making a Decision
  • 21. 20
    Example Business Case
    • Current state of ABC Company
    • 22. 3,000 employees located in 4 Canadian provinces
    • 23. 2,000 hourly and 1,000 salaried workers
    • 24. Roughly 24 sites
    • 25. Manual time keeping across the enterprise
    • 26. 4 payroll operators and 1 payroll manager
    • 27. Roughly 100 managers/supervisors
  • Key Benefit Areas
    Improved productivity
    Reduction in payroll errors
    Reduced payroll inflation
    Lower overtime costs
    Elimination of paper & courier costs
    Reduction and/or reassigning of resources
  • 28. 22
    Analyzed the time collection and payroll processes
    Collected manual cheque data
    Analyzed the timesheet data
    Assessed error rates at supervisor/manager level
    Understood time to audit
    Defined workload for administrative resources
    Collected data on paper and courier cost
    Assessed annual overtime costs
    Assumed theft of time
    The Process Highlights
  • 29. 23
    Highlights of the Results
    Additional considerations
    Reduction in buddy punching
    Reduction in overtime
    Soft Savings not included
  • 30. Thank You!

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