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 things to consider when selecting a vendor and with an actual case example.

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What is Workforce Management and Who Needs to Automate?

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