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IHR Presentation
This document discusses workforce management (WFM) and the benefits of automating manual timekeeping processes. It defines WFM as encompassing all activities needed to manage a workforce, including planning, forecasting, scheduling, and tracking workers. The document provides examples of manual timekeeping processes and their limitations. It argues that automating can provide cost savings through reduced errors, increased productivity, and improved decision making. The document also discusses current and future trends in WFM, who should consider automating, and how to select a vendor and define a business case. It provides a hypothetical example of a business case that estimates over $600,000 in annual hard cost savings from automating.
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IHR Presentation
- 1. What is Workforce Managementand Who Needs to Automate? Paolo Gilfillan, Director of Sales & Marketing Synerion (formerly TimeTECH) August 26th, 2011
- 2. Agenda 1. What isWorkforce Management (WFM)? 2. Examples of Manual Time Keeping 3. Why are Organizations Automating? 4. Current & Future Trends in Workforce Management 5. Who Needs to Automate? 6. How to Select a Vendor 7. Business Case Example 2
- 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 3
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- 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. 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 6
- 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 7
- 8. Where’s the Returnon Investment Hard Cost Savings Soft Cost Savings Additional Considerations 8
- 9. Where’s the Returnon 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 Returnon Investment • Soft cost savings • Reduce auditing time • Save manager’s time • Increase employee productivity • Improve employee retention 10
- 11. Where’s the Returnon 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. Today’s Challenges • Changein 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 12
- 13. Current & FutureTrends • Improved employee and manager self service capabilities • Strategic workforce planning • Broader usage across the organization • Biometrics as a standard • Continued growth of comprehensive workforce management solutions 13
- 14. Current & FutureTrends • Mobile technology supporting the mobile workforce • Smart & optimized scheduling • More integrated solutions • Analytics and business intelligence • Key Performance Indicators 14
- 15. Who Needs toAutomate? • 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 15
- 16. Should you Automateand with what Vendor? Define the Problem Evaluate Vendors Make a Decision 16
- 17. Define the Problem •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 estimated preliminary budget • Identify functional and business requirements • Begin to research vendors 17
- 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 18
- 19. Making a Decision •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 19
- 20. Example Business Case • Current state of ABC Company • 3,000 employees located in 4 Canadian provinces • 2,000 hourly and 1,000 salaried workers • Roughly 24 sites • Manual time keeping across the enterprise • 4 payroll operators and 1 payroll manager • Roughly 100 managers/supervisors 20
- 21. 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
- 22. The Process Highlights •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 22
- 23. Highlights of theResults Area of Opportunity Type of Saving Estimated Savings Payroll Error Hard $474,000 Improved Hard $150,000 Administrative Productivity Reduction in paper Hard $4,500 and courier costs Improved Manager Soft 5.5 hours per week per manager or Productivity 28,600 total hours per year Total Hard Savings Hard $628,500 annually • Additional considerations • Reduction in buddy punching • Reduction in overtime • Soft Savings not included 23
- 24. Visit our websitefor more information on Comprehensive Workforce Management Solutions Thank You! Paolo Gilfillan, Director of Sales & Marketing Synerion (formerly TimeTECH) pgilfillan@synerionwfm.com www.synerionwfm.com