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8
Dated: 01-25-2015
“The Inevitable HCM/WFM Software Shelfware Phenomenon: Mitigating Avoidable and Unavoidable Speedbumps to Maximize Utilization and ROI”
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8
Dated: 01-27-2015
Volatility in the marketplace is not new, but has grown significantly as customer’s expectations have shifted toward the need for immediate gratification. The concept of employees working flexible schedules to meet the ever-changing needs of the customer has only become mainstream in the last few decades and is not well understood and often poorly implemented.
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8
Dated: 01-23-2015
The influx of information computing technology enables has led towards an emphasis on big data and its management. Big data is used to describe the exponential growth and availability of both structured and unstructured data, a result of accelerated means of creation and technologies that facilitate data processes. The major trend is towards the evolution of processing and utilizing big data to enhance business processes.
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8
Dated: 01-27-2015
The New York Times recently published an article entitled “Working Anything but 9 to 5, Scheduling Technology Leaves Low-Income Parents with Hours of Chaos.” It documents the painful plight of 22-year-old, single mother Janette Navarro whose life revolves around her erratic schedule as a $9-per-hour Starbucks’ Barista. Along the way, we see the stress her schedule causes on her child, her friends and her relationships.
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8
Dated: 01-25-2015
In 2015, time will be an even more valuable and a scarce resource for directors and managers of SMEs, and I expect many more to utilize staff management software having understood the opportunities it provides them to improve their business and management style.
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8
Dated: 01-27-2015
Though Jane enjoyed working as the sales manager of Wilbey & Sons, working with Scott, the financial manager, was a constant struggle for her. At every meeting, Scott would take great care to explain why all her ideas were unworkable. Also, Scott was constantly asking for sales projections and financial data from her and always wanted it in excruciating detail.
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8
Dated: 01-27-2015
Employees who are late on a frequent basis can negatively impact productivity, lower employee morale, and affect customer service levels. Not only does it throw day-to-day operations off, it can set a bad precedent for others. With approximately 16% of workers late for work one or more day a week, it is important to set up a process to deal with chronically late employees.
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8
Dated: 01-26-2015
I have heard it said a number of times recently that it is "impossible" to do workforce planning for project-based organizations such as consulting, engineering & construction, law firms, etc. The reason often given is because of the level of uncertainty related to demand. Never being one to accept defeat so easily, we went ahead and tried it anyway...
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8
Dated: 01-23-2015
As we shift to a majority-Millennial workforce, inside sales organizations are considering flexible work programs as a way of attracting top young talent, increasing productivity, and distancing themselves from increasingly negative associations with “the office”. Some organizations are emphasizing more open, collaborative office layouts, while others are considering de-emphasizing the office altogether.
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8
Dated: 01-23-2015
Most time and attendance systems simply track absenteeism. For many organizations, the cost and disruption of persistent, short spells of absence are greater than for occasional, longer periods of absence. Bradford factor, which measures the number of incidences and the duration of each incidence to compute an absence score for each employee, can be of help. I've set out below some further information about how your business can use the Bradford Factor to measure and tackle employee absence.
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