The Ultimate Guide to How Hourly Workforces Work SCHEDULING
|
|
- Alexander Welch
- 6 years ago
- Views:
Transcription
1 2012 The Ultimate Guide to How Hourly Workforces Work SCHEDULING
2 About the Guide Your people have the biggest impact on your success and how you manage them makes all the difference. Happy employees create happy customers, meaning higher retention, productivity and revenue for your brand. But what s the secret to making and keeping your team happy The conducts its annual How Hourly Workforces Work survey for an in-depth look at people-management processes, satisfaction and trends in the service industry. It s the industry s most comprehensive report on what businesses are using today to manage their employees, how happy they are with these efforts and what it all means for you. What does it mean for you Our Ultimate Guide will help you: Understand what s going on and changing in your industry Pick-up best practices and technologies Benchmark your brand against the industry and your competition In this report For most managers, dealing with the weekly schedule is a dreaded task. Find out what s causing service-industry organizations the most frustration and why in our Ultimate Scheduling Guide. Part 3 provides an in-depth look at how businesses like yours create, share and manage employee shift schedules today. What s in it for you Discover if your labor management methods are on-track or out-of-date, and pick-up best practices from the best-of-the-best on how to increase efficiency, satisfaction and cost-savings with scheduling technology. 2
3 Extra-large companies are 3.7x more likely to use online systems to create shift schedules than small ones The majority of service-industry businesses use paper/manual methods to create weekly shift schedules. Because they typically have far fewer employees, small companies are most likely to use traditional methods; three out of four small organizations create schedules by paper. Conversely, larger businesses are 117% more likely to use a talent management system; these organizations need an online system to coordinate availabilities, balance skill levels and ensure compliance across multiple locations and large workforces. Small Extra-Large Paper/Manual 76% Individual Software 12% 895 total respondents Outside Consultant 47% Paper/Manual 38% Other 6% Not sure Talent Management 6% Not sure 6% Talent Management 2% Outside Consultant 1% Other Individual Software 0% 3
4 ~2/3 of companies distribute employee schedules via a printout Despite the fact that two out of three businesses still print weekly schedules forcing employees to call or come in to get their shifts 67% believe their scheduling processes are convenient for team members. Schedule accessibility and flexibility are two of the most important factors in recruiting, engaging and retaining today s hourly employees. Online and mobile methods offer employee these benefits, as well as enable employers to prevent overtime, optimize shifts and save time; 0% of respondents using these methods have difficulty completing day-to-day tasks. Automated 16% 12% Other/Not Sure 9% Printout 6 Part of the problem 2/3 of businesses with 100%+ turnover think their scheduling is convenient for employees Businesses that distribute schedules via an online system are 47% happier with their customer service 4
5 Extra-large organizations are 3x more likely than small ones to offer employees mobile and online schedule-management tools Overall, the majority of service-industry businesses manages scheduling changes and communicates updates in person or by paper, such as writing a note or scratching something off the posted schedule. Larger organizations are more likely than small to incorporate real-time scheduling features like online accessibility and/or shift trading via a mobile app. Surprisingly, small companies are 245% more likely to use mobile methods than extra-large ones, but this most likely reflects smaller businesses greater use of mobile calls and texts, rather than a smartphone app or IVR system. Automated solutions like individual software systems and talent management systems incorporate some or all of these methods, providing the highest levels of scheduling efficiency and convenience. Small Manage Shift Process Extra Large 67% Paper or In-person 58% 12% Exchange with Manager 5% 7% Private Exchange with Co-worker 5% Companies using online systems are 340% more efficient in completing day-to-day tasks than those that don t allow employees to manage schedules 1% Mobile Individual Software Talent Management 1% 16% 4% Don t Allow 1% 4% Other/Not Sure 10% 5
6 7 out of 10 companies are happy with their scheduling processes overall Small businesses are 1.5x more likely than large ones to be very satisfied with their scheduling processes. Because large companies have bigger workforces, and thus, more to keep track of and the majority still manage everything manually these organizations report the highest dissatisfaction levels across the board, including for scheduling convenience, flexibility and overall satisfaction. Satisfied with Overall Workforce Scheduling Agree Somewhat Agree Neither Agree nor Disagree Somewhat Disagree Disagree 34% 35% 20% 8% 2% 6
7 Finding replacements for sick and absent employees is the most difficult scheduling task for companies today Nearly two-thirds of businesses don t think finding shift replacements is easy, and only 7% consider the task very easy. Because so many organizations use paper/manual processes to manage schedules (65%), filling open shifts at the last minute is especially difficult. Online and mobile solutions, however, allow managers to instantly communicate with all available team members and coordinate replacements quickly. Controlling labor costs is the second most challenging task for serviceindustry businesses, with 64% of companies finding it difficult to do so. Online talent management systems connect all people-management systems and business data, so scheduling is more efficient, compliant and consistent company-wide. Overall Ease of Scheduling Task Easy Not Easy 6 37% 75% 25% 58% 42% Controlling Labor Costs Finding Replacements for Sick or Absent Employees Balancing Skill Levels on Each Shift 7
8 Communicating shift changes and time-off requests is 42% easier with an online system than with an individual software system Finding replacements for sick and absent employees is the No. 1 scheduling challenge for today s service-industry business and it seems the problem s in the process. Companies using paper/manual processes have the most difficulty managing shift changes and time-off requests, compared to those using any other method. Methods that require manager coordination like paper/manual, and text cause more difficulty than automated solutions. Managing shift changes and requests via an online talent management system is the easiest method; more than eight out of 10 respondents using an online system find this task easy. These systems may include online, mobile app, IVR and other schedule-management options; as a result, scheduling is more flexible, convenient and efficient. Ease of Scheduling Task by Process 81% 74% Talent Management 55% 65% 60% Individual Software 4 68% 61% Paper/ Manual 45% Communicating Changes Managing Changes and Requests Coordinating Availabilities and Preferences 8
9 Methodology Definitions The conducts its annual How Hourly Workforces Work survey to gauge people-management processes, satisfaction, challenges and trends in the service industry. For the 2012 survey, PMI used a combination of primary and secondary research methods to determine how businesses today manage hiring, training, scheduling, performance, recognition and communication tasks and initiatives; and the impact these processes have on satisfaction, efficiency, effectiveness and business success. A team of researchers compiled and analyzed nearly 900 responses from service-industry stakeholders across the country, over a period of eight weeks. Only fully completed surveys were considered in analysis. About PMI The (PMI) is the thought leadership source for the HR industry, PeopleMatter and service-focused organizations worldwide. PMI provides extensive research and education tools to help businesses and individuals understand, manage and motivate their most important asset: their people. Access the on the Web at Up next In our next Ultimate Guide, we take a look at how service-industry businesses like yours engage, evaluate and communicate with employees today. Find out the most effective and efficient ways to track performance, reward and motivate top performers, and retain your best people including how Social Media and mobile tools are changing the game and how you can start playing today! To streamline its findings, PMI defines certain results including business size, methods and challenge/satisfaction levels in grouped and/or general terms. These definitions apply throughout the entire report, and any exceptions are noted otherwise. Business size Small companies, businesses, brands and/ or organizations refer to entities that report having 1-50 employees; Medium, employees; Large, 300-1,000; and Extra-large includes any with more than 1,000 employees. General or overall findings include results from all business sizes. Smaller refers to small and medium-sized businesses, while Larger includes large and extralarge businesses. Respondents Due to the large number of respondents from foodservice and small companies, some findings are slightly skewed toward the opinions and results of this demographic. Small companies generally report lower turnover rates and typically find tasks less challenging than larger organizations. As a result, some findings may not be consistent with industry averages or larger survey findings. Where applicable, standard figures are provided and noted. Challenge/Satisfaction levels Challenge and satisfaction levels are measured by respondents difficulty and agreement ratings to provided statements. For challenges, respondents could rate statements as Difficult, Somewhat Difficult, Neither Difficult nor Easy, Somewhat Easy and Easy. Statements are considered a challenge or difficulty or not easy for all respondents who do not choose Somewhat Easy and Easy. Efficiency is calculated from difficultylevel differences. Challenge/Satisfaction levels (cont.) Similarly, respondents rated satisfaction by selecting their agreement level for provided statements. Respondents could rate their level of agreement as: Agree, Somewhat Agree, Neither Agree nor Disagree, Somewhat Disagree and Disagree. Statements are considered a challenge or difficulty, and respondents are considered to not agree, for all respondents who do not choose Somewhat Disagree and Disagree. Grouped methods As a general rule, traditional methods or processes refer to paper, manual and/or face-to-face task-completion or management. Electronic and Automated techniques include individual software systems and talent management systems. , mobile and social media method can also be grouped under Electronic, Automated and Online where applicable. Mobile methods may refer to technology that allows users to complete and manage tasks away from a home or office computer. Mobile methods may include , Webbased systems, smartphone apps and more. Rounding Due to rounding, some figures may not total 100 percent. Additionally, some questions allow respondents to choose multiple answers, and totals may exceed 100 percent. 9
TEXT SURVEY BEST PRACTICES
TEXT SURVEY BEST PRACTICES WHY TEXTING IS A GREAT CHANNEL FOR SURVEYS In today s world, being present on SMS isn t a luxury it s a necessity. Over 97% of U.S. smartphone owners use SMS, making it the most-used
More informationWHITE PAPER. How Startup Businesses Can Maximize Human Capital 10 Principles for building an effective human capital plan
WHITE PAPER How Startup Businesses Can Maximize Human Capital 10 Principles for building an effective human capital plan What is Human Capital? Your startup s competences, knowledge, and personality attributes
More informationDiversity and Inclusion. Executive Summary
Diversity and Inclusion Executive Summary In an effort to explore the adoption and impact of diversity and inclusion initiatives within IT departments, TEKsystems surveyed more than 250 IT leaders (i.e.,
More informationWisconsin Department of Revenue: Enhancing Employee Engagement Tuesday, June 14, 2016
Wisconsin Department of Revenue: Enhancing Employee Engagement Tuesday, June 14, 2016 Secretary Rick Chandler Wisconsin Department of Revenue 1 Enhancing Employee Engagement The Wisconsin Department of
More informationHow To Manage & Minimize Employee Turnover
How To Manage & Minimize Employee Turnover HR Benefits Payroll gnapartners.com Businesses have long understood that it s easier (and more cost-effective) to keep current customers or clients happy than
More informationEMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS. SpiceJet Employee Satisfaction Survey
EMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS SpiceJet Employee Satisfaction Survey Executive Summary 1 The main objective of conducting Employee Satisfaction Survey was to set a
More informationOnboarding Best Practices to Combat an Increasingly Expensive Turnover Rate
White Paper Onboarding Best Practices to Combat an Increasingly Expensive Turnover Rate In today s new normal of talent acquisition and job seeking, candidates and potential new employees gravitate toward
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationNeeds Assessment Working Group Session (Adapted from Petroleum Human Resources Council of Canada Increasing the Talent with permission.
Needs Assessment Working Group Session (Adapted from Petroleum Human Resources Council of Canada Increasing the Talent with permission.) Introduction to the Tool A Needs Assessment session that captures
More informationRetention Strategies
Insights Retention Strategies Staying One Step Ahead of the Competition Copyright 2013. Excel Global 2013 Excel Global Consulting Limited Page - 1 - Consulting Limited High Turnover is Costly: As an HR
More informationWorkforce Management Software: Realize your Potential
Workforce Management Software: Realize your Potential Whitepaper How Workforce Management Software Saves Time Managing an organizations workforce scheduling and availability starts out as a simple task
More informationWorkforce Planning: A Forward-Looking Approach to Getting the Right People in the Right Jobs. Sponsored by NOVEMBER 2016
Workforce Planning: A Forward-Looking Approach to Getting the Right People in the Right Jobs Sponsored by NOVEMBER 2016 Contents Introduction Business Challenges Driving Workforce Planning The Survey Demographics
More informationHR Strategic Plan
UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction
More informationINDUSTRY SNAPSHOTS. Business and Professional Services
INDUSTRY SNAPSHOTS Business and Professional Services 1 Addressing HR challenges in Business and Professional Services In the Business and Professional Services industry, companies thrive based on their
More informationHuman Capital Management: A New User Experience
Human Capital Management: A New User Experience Modern Applications Must Be Simple and Effective Sponsored by Oracle Simplicity Is Key to the User Experience Organizations no longer require their workforces
More informationOffice of the Director of National Intelligence. IC Annual Employee Climate Survey. April Summary Results
April 2006 Summary Results 1 Background In October 2005, the Director of National Intelligence conducted the first-ever Intelligence Community (IC) Employee Climate Survey to gauge the state of the IC
More informationHR.com August 16, Bob Lavigna Bob Lavigna
Leveraging the Power of Employee Engagement in Government HR.com August 16, 2013 Bob Lavigna rlavigna@ohr.wisc.edu Bob Lavigna rlavigna@ohr.wisc.edu What We ll Cover 1. What is employee engagement? 2.
More informationWhite Paper Onboarding
White Paper Onboarding Best Practices to Combat an Increasingly Expensive Turnover Rate What Is Onboarding? Onboarding is the initial process of assimilating new hires into an organization. In addition
More informationRecruiting, Retaining & Rewarding Your Supply Chain Workforce
Recruiting, Retaining & Rewarding Your Supply Chain Workforce Management Strategies for a Changing Labor Landscape of manufacturing and distribution executives are more concerned about turnover this year
More informationVolume Recruiting Effectiveness
5Ways to Ensure High- Volume Recruiting Effectiveness Hiring for high-volume positions, such as salespeople or customer service representatives, can present a number of challenges. For example, the sheer
More informationENGAGING EMPLOYEES: A KEY COMPETITIVE DIFFERENTIATOR
ENGAGING EMPLOYEES: A KEY COMPETITIVE DIFFERENTIATOR 1. ENGAGING EMPLOYEES: A KEY COMPETITIVE DIFFERENTIATOR There is a link between employee engagement and organisational performance, which is why employee
More informationHOW TO DRIVE EMPLOYEE ENGAGEMENT WITHOUT A BUDGET. Kevin Szelagowski, Area Executive Vice President Arthur J. Gallagher, Co.
HOW TO DRIVE EMPLOYEE ENGAGEMENT WITHOUT A BUDGET Kevin Szelagowski, Area Executive Vice President Arthur J. Gallagher, Co. AGENDA Introduction Employee Engagement & Communications Voluntary Benefits Next
More information2017 GLOBAL BUSINESS SURVEY REPORT
2017 GLOBAL BUSINESS SURVEY REPORT WHAT THIS SURVEY IS ABOUT The top three workforce management challenges faced by organizations today are retention/turnover, engagement, and recruitment. There were 5.5
More informationWHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox
WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If
More informationCould trust cost you a generation of talent? Global generations 3.0: A global study on trust in the workplace
Could trust cost you a generation of talent? Global generations 3.0: A global study on trust in the workplace EY s new global survey of full-time workers in eight countries Headline 1 reveals that less
More informationThe Accenture 2011 High Performance Finance Study. Redefining High Performance in the Insurance Finance Function
The Accenture 2011 High Performance Finance Study Redefining High Performance in the Insurance Finance Function Contents Introduction Introduction 03 Delivering greater value to the enterprise 09 Dealing
More informationDeveloping a High-Performing Workforce Through Technology
Developing a High-Performing Workforce Through Technology NEOGOV Overview Mission: To improve services public sector agencies deliver to society 100% Web Based Software as a Service model 1000+ Public
More informationEnhancing Employee Engagement: The Role of the Immediate
Enhancing Employee Engagement: The Role of the Immediate Supervisor Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. enhance_engagement_111312_wp
More informationResearch Brief. From Access to Engagement: The Evolution of Human Capital Management Technology
The Evolution of Human Capital Management Technology Featuring the Real-World Impact on the Restaurant and Food Services Industry Research Brief Brandon Hall Group Research Team May 2016 TABLE OF CONTENTS
More informationThe Pay Paradox: The missing link in sales compensation Strategic sales compensation survey
The Pay Paradox: The missing link in sales compensation 2013 Strategic sales compensation survey The Pay Paradox the Missing Link in sales compensation Overview After several distressing years, the global
More informationWorkforce Solutions Guide
Workforce Solutions Guide [Innovative Solutions To Everyday Challenges] Part 2 1/15 Control costs. Meet deadlines. Improve productivity. Capitalize on opportunities. Manage resource constraints. Build
More informationHuman Resources and Governance Manager
ITEM 7 Report to Resources Committee 7 September 2017 Title: The Best Companies Survey 2016/17 Report of: Human Resources and Governance Manager Purpose of Report 1. To provide the committee with details
More informationWORKPLACE HEALTHSCAN. springbuk.com 2016 SPRINGBUK. ALL RIGHTS RESERVED.
What s the HR Organization of the Future? WORKPLACE HEALTHSCAN 2016 SPRINGBUK. ALL RIGHTS RESERVED. WHAT S THE HR ORGANIZATION OF THE FUTURE? HR s New Seat at the Table For today s CEO, acquiring and retaining
More informationHow Can You Reduce Your Labor Expenses
Full Service How Can You Reduce Your Labor Expenses without Sacrificing Exceptional Service? As food and labor costs climb, operators will rely more on technology to help manage costs and boost productivity.
More informationTHE ROLE OF THE IMMEDIATE SUPERVISOR
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA
More informationTIPS TO CREATE. Happier Employees
5 TIPS TO CREATE Happier Employees Did you know: that happier workers help their colleagues 12% more often than unhappy ones? In fact, happy employees also achieve their goals 31% more often and are 36%
More informationHOW MUCH DO PERKS MATTER? Do elaborate workplace incentives help retain top talent?
HOW MUCH DO PERKS MATTER? Do elaborate workplace incentives help retain top talent? Table Of Contents 3 Introduction 4 Executive Summary 5 The Current State of Workplace Incentives 7 Employees Want Flexible
More informationHuman Capital Management for the Healthcare Industry -- 3 Ways to Cut Costs Prepared by: Sheri Blaho Date Prepared: 10/31/16
Human Capital Management for the Healthcare Industry -- Prepared by: Sheri Blaho Date Prepared: Today s healthcare organizations are extremely complex. Three facets of every organization work together
More informationLessons From Watson Wyatt's 2005 HCI
INSIDER Lessons From Watson Wyatt's 2005 HCI January 2, 2006 UNITED STATES Eight years of research into Watson Wyatt's Human Capital Index (HCI) has consistently found a strong correlation between effective
More informationFuture of Work. CTA Market Research Report. The Authorative Source for Consumer Technologies Market Research
Future of Work CTA Market Research Report May 2017 The Authorative Source for Consumer Technologies Market Research research@cta.tech 703-907-7600 Executive Summary The Consumer Technology Association
More informationHR Transformation in The Digital Era. 7th June 2018
HR Transformation in The Digital Era 7th June 2018 by Amornratana Xuto moonxut@gmail.com (66) 892026315 Witansa Angwidjaja wit@go-up.work (66) 949918553 Go-Up.Work is an HR Tech and People Development
More informationExecutive Summary. The State of Employee Engagement pg. 2
the STATE of EMPLOYEE ENGAGEMENt 2018 v Executive Summary 2018 has been named The Year of Employee Experience by Forbes; highlighting an increasing need for employers to offer engaging experiences to retain
More informationBuilding an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion
Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key
More informationTalent Solutions for Mutual Insurers. January 25, 2017
Talent Solutions for Mutual Insurers January 25, 2017 Agenda Introduction Aon s Integrated Approach About Aon Hewitt & Ward Group Talent, Rewards and Performance Industry Challenges and Initiatives Human
More informationStrategies for Reducing Turnover
Section RESTAURANT INDUSTRY REPORT: Strategies for Reducing Turnover An industry report examining the retention and motivation strategies employed by restaurants in order to attract and retain their best
More informationTwelve Habits of Highly Collaborative Organizations
less conflict, lower stress, an improved competitive advantage, a higher level of performance, and a healthier bottom line. Twelve Habits of Highly Collaborative Organizations 1. Lead by example. In highly
More informationTHE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING. Tips for Creating a Dynamic SIX Onboarding Program
THE NEW YEAR'S GUIDE TO EMPLOYEE ONBOARDING Tips for Creating a Dynamic SIX Onboarding Program If you re like most people, you ve had your fair share of New Year s resolutions slip through the cracks.
More information2016 Tech Industry Report. Increased Turnover Risk & Other Trends in Workplace Engagement
2016 Tech Industry Report Increased Turnover Risk & Other Trends in Workplace Engagement Introduction One of our fastest growing and most valuable industries, the technology sector is a vital source of
More informationTalent Management and Rewards Survey. U.S. Report
2012 2013 Talent Management and Rewards Survey U.S. Report 2012 2013 Talent Management and Rewards Survey U.S. Report Table of Contents Introduction Ensuring Workers Get What They Need, While Organizations
More informationComparison of Skilled Workers and Businesses
Comparison of Skilled Workers and Businesses Business for the Arts (Ontario) submitted by Nanos to Business for the Arts, April 2016 (Submission 2016-733) About the project The research was commissioned
More informationEmployee Engagement: Myth or Magic
Employee Engagement: Myth or Magic Gary A. Higbee EMBA CSP CEO Higbee & Associates, Inc. North American Management Institute Senior Global Consultant SafeStart Key Points 1. What is employee engagement?
More informationORGANIZATIONAL STRATEGY AND ALIGNMENT FOR CUSTOMER EXPERIENCE MANAGEMENT
ORGANIZATIONAL STRATEGY AND ALIGNMENT FOR CUSTOMER EXPERIENCE MANAGEMENT By: Richard English, Director, Strategic Consulting, Avaya Professional Services C ustomer experience maturity is instrumental in
More informationBeing Proactive with Business Partners
Being Proactive with Business Partners What are HR/Recruiters and Hiring Managers saying about recruiting and hiring individuals with disabilities? This webinar will provide techniques on how to be proactive
More informationIC Annual Employee Climate Survey. Survey Results Office of the Intelligence Community Chief Human Capital Officer (CHCO)
IC Annual Employee Climate Survey March 2007 Survey Results Office of the Intelligence Community Chief Human Capital Officer (CHCO) 1 Background In October 2006, the Director of National Intelligence conducted
More informationWorkPlace Engagement Survey
WES Report designed for WEC - WECTest WorkPlace Engagement Survey Survey Taken: 12/26/08 Printed: 7/20/09 Profile Strategies 800 406 0087 jobfitnow@tcsn.net www.personnelinsights.com Copyright 2001 2009
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationPRODUCTIVITY IN THE WORKPLACE: WHAT S THE REAL PROBLEM?
PRODUCTIVITY IN THE WORKPLACE: WHAT S THE REAL PROBLEM? July 2017 Introduction Since productivity levels took a nosedive in 2009, the UK has struggled to recover at the same growth rate it was previously
More informationStrategic Advantage Through Competency- Based Management
Strategic Advantage Through Competency- Based Management HRSG Products & Services Align human capital with the organization s strategic goals Leaders in Competency-Based Talent Management Selection Assessment
More informationTHE 2018 SHRM/GLOBOFORCE EMPLOYEE RECOGNITION REPORT Designing work cultures for the human era
THE 2018 SHRM/GLOBOFORCE EMPLOYEE RECOGNITION REPORT Designing work cultures for the human era OUR FINDINGS WERE: EXECUTIVE SUMMARY HR as a profession is undergoing a profound shift. Once solely focused
More informationtogreatemployees Strategiestohelpretainyourbestemployees
Hangon togreatemployees Strategiestohelpretainyourbestemployees Hang On to Great Employees Strategies to Help Retain your Best Employees Managing a productive work team is one of the most important jobs
More informationThe Cost of Disengagement to Your Company
The Cost of Disengagement to Your Company 2 Growth is back. Don t let employee disengagement limit yours. Engaged employees are a company s greatest competitive advantage. Retaining top talent may require
More informationTALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers
TALENT ACQUISITION AND MANAGEMENT STRATEGIES for Hourly Workers An icims Guide to Attracting and Retaining the Best Hourly Talent 2016 icims, Inc. All rights reserved. TABLE OF Contents 3-4 5 6-13 14-19
More informationEmployee retention: It starts at the top. Culture, engagement and top performance best practices for CEOs
Employee retention: It starts at the top. Culture, engagement and top performance best practices for CEOs INTRODUCTION While employers across the United States face a multitude of challenges attracting
More informationSage HRMS. Workforce Career Development Planning: A Winning Strategy for Your Business and Employees
Sage HRMS Workforce Career Development Planning: A Winning Strategy for Your Business and Employees Executive Summary With four generations of employees in the workforce and a large number of experienced
More information2014 Organisational Agility Survey. Key Findings Australia & New Zealand
Key Findings Australia & New Zealand About the Survey 18,773 employers worldwide 42 countries and territories 1,507 interviews in Australia 650 interviews in New Zealand Research conducted in Q4/2013 2
More informationTHE 2018 HR LANDSCAPE: WHAT S IN STORE?
THE 2018 HR LANDSCAPE: WHAT S IN STORE? 1 INTRODUCTION It has once again been a challenging year for the world of Human Resources. However, as HR teams reflect on 2017, what have been the stand-out achievements
More informationFreedom and Flexibility in a World Gone Mobile
Freedom and Flexibility in a World Gone Mobile TABLE OF CONTENTS We re in a Mobile World The Business Benefits The Employee Benefits Building a Community WE RE IN A MOBILE WORLD Welcome to the mobile world,
More informationEmployee Value Proposition Do we have one? Do we need one? How do we get one?
Employee Value Proposition Do we have one? Do we need one? How do we get one? MT SHRM Conference February 23, 2018 1 Andrea Goodkin, SPHR, SHRM-SCP Executive Vice President and Practice Lead, Human Capital
More information2018 PERFORMANCE MANAGEMENT STUDY
2018 PERFORMANCE MANAGEMENT STUDY MRINetwork.com/Performance-Management-Study 2018 PERFORMANCE MANAGEMENT STUDY TABLE OF CONTENTS SURVEY HIGHLIGHTS... 2 CANDIDATE RECRUITMENT & ATTRACTION Workforce Priorities
More informationThe majority of Americans aren t happy with their
What Financial Consultants Want Why financial consultants are drawn to firms with strong investment platforms, the best technology, a high level of compliance support and effective client attraction The
More informationEnding Spreadsheet Chaos. How an HRIS will Save Money and Transform HR into a Strategic Powerhouse
Ending Spreadsheet Chaos How an HRIS will Save Money and Transform HR into a Strategic Powerhouse The challenges of today s volatile business world leave HR professionals scrambling to find enough time
More informationHow to Make Your Customers & Mobile Workforce Happier
How to Make Your Customers & Mobile Workforce Happier 4 Easy Steps Introduction If you re managing delivery routes or scheduling service orders, you can t escape the growing list of on-demand needs. Every
More informationTotal Rewards Implementation and Integration. research. A report by WorldatWork and Mercer July 2010
Total Rewards Implementation and Integration research A report by WorldatWork and Mercer July 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll
More informationSUCCESSION PLANNING. Mark L. Butler
SUCCESSION PLANNING Mark L. Butler 1 What is Succession Planning? 2 Definition Succession planning is a process for identifying and developing leaders or staff who can replace vacant leaders or staff positions.
More informationIntegrating CRM and Contact Center Technologies to Improve Customer Experience
Whitepaper Avtex September 2014 Integrating CRM and Contact Center Technologies to Improve Customer Experience Copyright 2014 Avtex Solutions. All rights reserved. Brand and product names referred to in
More informationGALLUP S PERSPECTIVE ON. Designing Your Organization s Employee Experience
GALLUP S PERSPECTIVE ON Designing Your Organization s Employee Experience COPYRIGHT STANDARDS This document contains proprietary research, copyrighted and trademarked materials of Gallup, Inc. Accordingly,
More informationPrepared for: Your Company Month/Year
Prepared for: Your Company Month/Year Insightlink Communications 80 S. Lake Ave., Suite 680 Pasadena, California 91101 USA T: 626-395-9429 E: info@insightlink.com Web: www.insightlink.com 1 WHAT TO EXPECT
More informationWeekly Workforce Reporting: Headcount Beyond the Numbers
Weekly Workforce Reporting: PeopleFluent, the PeopleFluent logo, Mirror and Colossus are among the trademarks of PeopleFluent. Other names and brands may be claimed as the property of others. 2015 PeopleFluent.
More informationThe changing face of manufacturing. It s high-paying, it s competitive, and its labor needs are shifting. LaborWise TM
The changing face of manufacturing It s high-paying, it s competitive, and its labor needs are shifting LaborWise TM LaborWise is a workforcefocused analytics solution that identifies, quantifies, and
More information2017 ASPECT AGENT EXPERIENCE SURVEY
2017 ASPECT AGENT EXPERIENCE SURVEY Aspect Software, in partnership with Conversion Research, conducted a national study of 500 Active Customer Service Representatives aged 18-55 years old to uncover the
More informationOvercoming Workforce Challenges With Strategic Compensation Initiatives. Theresa M. Worman Executive Vice President
Overcoming Workforce Challenges With Strategic Compensation Initiatives Theresa M. Worman Executive Vice President INTRODUCTION Workforce planning aligns the needs and priorities of the organization with
More informationPreparing Field Service Engineers for Exceptional Customer Service UTILIZING MOBILE TOOLS TO GET THE JOB DONE RIGHT
Preparing Field Service Engineers for Exceptional Customer Service UTILIZING MOBILE TOOLS TO GET THE JOB DONE RIGHT The Age of the Customer In 2011, Forrester said we had entered the Age of the Customer
More informationCalculating Return On Investment from HR Analytics. Presented by: Scott Mondore, Ph.D.
Calculating Return On Investment from HR Analytics Presented by: Scott Mondore, Ph.D. Submitting Questions Questions may be submitted at any time during the presentation. To submit a question: Click on
More informationTHE CURRENT STATE OF CUSTOMER CARE HOW CONSUMER PREFERENCES FOR CHANNELS AND TECHNOLOGY ARE EVOLVING
THE CURRENT STATE OF CUSTOMER CARE HOW CONSUMER PREFERENCES FOR CHANNELS AND TECHNOLOGY ARE EVOLVING TABLE OF CONTENTS 3 4 4 6 7 8 9 ANSWERING QUESTIONS ABOUT CUSTOMER CARE HOW OFTEN ARE CUSTOMERS REACHING
More informationRetail Hiring and Payroll Management Tactics to Save Time
eating the Clock: Retail Hiring and Payroll Management Tactics to Save Time Sponsored by able of Contents A Retail Snapshot of the United States Hiring and Payroll Challenges in the Retail Industry Retail
More informationHealthcare Programs: Employee Benefits Selection Can Be Made Easier Through Technology
Healthcare Programs: Employee Benefits Selection Can Be Made Easier Through Technology Mobile HR and other new technology can help employees better understand their benefits options. The ADP Research Institute
More informationCase Study: Northeast Ohio
Manufacturing Institute s Return on Investment Calculator Case Study: Northeast Ohio completed by Dr. Judith Crocker B Northeast Ohio manufacturing companies are faced with the same challenges experienced
More informationSecrets to Stress Free & Faster Payroll Processing
Secrets to Stress Free & Faster Payroll Processing Author or Company YOUR LOGO Payroll Challenges Payroll administrators face many challenges when preparing employee worked time for processing payroll.
More informationJob Satisfaction Quiz: How Satisfied Are You with Your Job? A Quintessential Careers Quiz
Job Satisfaction Quiz: How Satisfied Are You with Your Job? A Quintessential Careers Quiz Does this job-seeker s scenario sound similar to yours? Jamie once loved his job and the accomplishments he achieved
More information2018 THE HIGH COST OF LOW PAY RATES Survey Findings and Recommendations 1 PRIDESTAFF: 2018 HIGH COST OF LOW PAY RATES
1 PRIDESTAFF: 2018 HIGH COST OF LOW PAY RATES 2018 THE HIGH COST OF LOW PAY RATES Survey Findings and Recommendations ABOUT PRIDESTAFF PrideStaff gets tens of thousands of people working every year. For
More information2003 Balanced Scorecard Collaborative, Inc. bscol.com. Best Practice Strategy Maps
Best Practice Strategy Maps Private Sector Strategy Maps Software Company Strategy Map Increase Shareholder Value Leader in Strategic Markets Diversified Revenue Streams Predictable Profitability Intimacy
More informationHRM. Unit 1. Dr. Vinita Pimpale. Dr. Vinita Pimpale R.A.Podar College of Commerce & Economics
HRM Unit 1 1 What Is Human Resource Management? Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people
More informationThe DealerRater Guide to Online Reviews: LEVERAGING REVIEWS FOR A COMPETITIVE EDGE
The DealerRater Guide to Online Reviews: LEVERAGING REVIEWS FOR A COMPETITIVE EDGE EXECUTIVE SUMMARY Online reviews are the new word of mouth. A positive online review of your dealership causes a ripple
More informationBUILDING A SAFER, MORE PRODUCTIVE WORKFORCE
BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE ONE HIRE AT A TIME WHITE PAPER PSIONLINE.COM/TALENT BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE ONE HIRE AT A TIME 7 SUGGESTIONS FOR BUILDING A BETTER WORKFORCE
More informationEMPLOYEE ENGAGEMENT. Administrative Office Circuit Court of Lake County, Illinois 2014 Court Employee Engagement Survey. Employee Growth & Development
Administrative Office, Illinois 2014 Court Employee Engagement Survey Supportive Co-Workers Employee Growth & Development Trustworthy Leadership Continuous Organizational Improvement EMPLOYEE ENGAGEMENT
More information2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS
2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS JULY 2016 Survey Administered by the Institutional Effectiveness Committee March-June 2016 Report Prepared by the Office of Institutional Advancement Data Support
More informationDriving individual engagement. How to revolutionise the way you motivate and engage your employees
Driving individual engagement How to revolutionise the way you motivate and engage your employees Focus on the individual Creating a team of individuals who possess the right mix of job capabilities and
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design IMPACT CoE HR Leadership Communications Change Management Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Management
More informationRecognition Manifesto. How Strategic Recognition Drives Every Facet of Your Integrated Talent Strategy
Recognition Manifesto How Strategic Recognition Drives Every Facet of Your Integrated Talent Strategy The Mosaic of Human Capital This quick guide will show how effective recognition supports each of these
More informationChoosing Optimal Time Entry Formats
Choosing Optimal Time Entry Formats An Attendance on Demand Primer Summary Today s time and attendance systems can be configured with a variety of time entry formats. However, organizations that do not
More information