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April 30, 2009 Board of Advisors Meeting Minutes

David Creelman, Tim Lett, Pat Moquin, and Joyce Maroney at Boston University

See the photo gallery for more pictures of the April 30 meeting at Boston University

Fred Foulkes, Mark Milliron, Andy Brantley, Russell Klosk, and Ed Colby

Mark Milliron, Andy Brantley, and Russell Klosk

See the media gallery for the complete meeting PowerPoint.

Minutes of the Kronos Workforce Institute Executive Board Meeting

April 30, 2009 – Boston University School of Management

(Not attending: Ruth Bramson, Mel Kleiman, Stephen Hunt, Professor Yang, Professor Tian)

In attendance: Tim Lett / David Creelman / Deb McGrath / Ed Colby / Russell Klosk / Andy Brantley / Mark Milliron/ Fred Foulkes / Kelley Kossakoski /Laura Souza / Joyce Maroney / Pat Moquin

Kronos / WFI State of Business: Joyce Maroney

  • Went over highlights of Bain Consulting research and findings.
  • Presented the key components of new messaging and branding
  • Showed new website, “Why Kronos” video, and discussed critical business issues that Kronos solutions address.

Image for WFI: Joyce Maroney

To continue workforce management education, but to also highlight what the best management practices are in order to engage, onboard, and develop workers. The Workforce Institute mission is to address the gap in workforce management thought leadership around hourly workers and their specific needs and issues.

Book Project: Joyce Maroney and Workforce Institute Board Members

The focus of the book continues to center around hourly talent management – both skilled, continual contract professional workers and low skilled, variable workers….

Goal: Publish book by the end of September, content needs to be ready by June 30

Already created:

Currently have seven chapters

Nina’s introduction: Should be revised a bit to highlight “what is the hourly workforce”. Other elements that should be incorporated into Nina’s introduction include: how do people consider their work, there are increasing numbers of hourly workers, so how is that changing the landscape of the workforce, there are still pockets of under employment, along with areas of over employment.

Work in progress:

Public /Private organizations: collaboration between the two (Joyce and Ruth)

Social media in recruiting hourly workers: Debbie McGrath

Joyce recommends WFI stimulus generation of ideas re: engaging should be included

Debbie McGrath will also include personal branding within her chapter

Frontline workforce productivity: Russell Klosk says is with Beth and will need to be edited

Case Study on Kronos customer : Fred Foulkes: says customer will need to be disguised, chapter will focus on technology decisions and installing them within organization

Internal Work in Progress:

Scheduling within Healthcare Ecosystem: Kelley waiting on response from Brian Graves regarding his capability to meet June 30 deadline

Change Management: Kelley will be developing white paper with Aaron Faust (most likely won’t be included within book due to deadline….)

Anticipated chapters that will not be included:

Will not receive Bernstein chapter

Global Recruitment workforce (Klosk / McGrath)

Discussion around chapter topics:

Different types of hourly workers: Contract employees and adjunct faculty (Mark Milliron) IT and design contractors, drivers at FedEx / UPS – Tim Lett

Time and Attendance – FLSA, outdated labor laws – Tim Lett

The hourly workforce changes the color of its collar (Ed Colby suggestion for chapter name)

Union / Labor Law Chapter

Possible Forward Writers:

Barbara Ehrenreich (author of Nickel and Dimed)

Alex Frankel (author of Punching in)

New Chapter Proposals and authors:

Training Models for Workforce for the Future (Mark Milliron / Andy Brantley)

Role of unions (Jackson / Morgan Lewis) (Dr. Richard Freidman – Harvard) (Mark Lang – freelance)

Joyce will contact these groups / specialists to see if they would be interested in writing this chapter

Personal Branding / Social Media (Deb McGrath)

Supervisor effect on retention – leaderships lessons in the hourly workforce – Mel Kleiman on Coca Cola re: employee engagement / productivity: (maybe Paul Facella?)

Labor Laws (relevance in today’s world) (Pat Moquin)

Change Management: (might not make it into book – maybe Aaron Fausz)

Kronos Chapter: labor analytics (Kronos – Joyce to secure writer)

Hourly On Boarding Project: able to harvest hosted customer data re: how on boarding processes are occurring in hourly environments – only 4 participating organizations – down to 3.

Findings: could be turned into possible chapter (Hiring Research team to write?)

HCM / Tech Vendor opportunities (No volunteers)

Hourly cultural bias – Creative class v. hourly: (No volunteers)

Measuring output versus time (No volunteers)

Managing contingent workers (No volunteers)

Panel Discussion: Workforce Institute Board Members – taped by Laura Souza

What are the most controversial HCM issues facing organizations today?

If national health care system kicks in, what will happen with workforce? National healthcare may lead people to move away from traditional salary positions where a large draw was health benefits

How are federal organizations tracking unemployed data / information?

Joyce brought up two pre-work articles – referenced how sustainability / down economy are shaping the workforce /world. V. important for government and communities to ensure that proper infrastructure is in place.

Paying for Performance versus Time

How do you tie availability and productivity to pay – i.e. you are at work and getting paid, but you might not be working

Results based pay – i.e. you don’t have to work / do 40 hours, but you have to meet specific goals – Best Buy – How do you track pay to results versus time worked?

White collar – paying for contribution versus paying for presence (IBM doesn’t track vacation, but everyone just works all the time and is unhappy) Very hard to put monetary and legality standards around performance – output is an issue (knowledge workers always have work to do….)

How will new pay scales based on productivity and performance pay remain compliant?

How can you tactically track (through technology) the new pay / work methodology.

There are workers who are not responsible enough to perform without time component.

Labor Laws

Has the proliferation of labor unions in the 40’s and 50’s changed the economy – i.e. current issues with labor unions today in the down economy when certain industries are struggling to staying in the black?

Unions as a chapter – what is the role of unions in the economy? In the past, unions drove necessary labor changes, but in the case of the Boston Globe / UAW unions, workers are promised jobs that are no longer necessary and are awarded large pensions / salaries – costing the Globe / auto companies tons of money. Also, teacher salaries are being re-negotiated due to city / local funding. Employers who shape the method and presence of unions, i.e. if there is a company whose employees want unions, then that company likely did something wrong to deserve a union. There is no shortage of employees wanting to unionize or change management methods. More unions will be created within higher education once card checks / EFCA becomes legal.

Pat M. brought up having a union / lawyer on board

Phillip Eisen (Mark Milliron brought this person up as possible addition to board)

How can HCM vendor help and where are the greatest opportunities:

In terms of the Stimulus dollars anticipated for Information Technology vendors, only medical records has been called out specifically. There will likely be some trickle down to time and attendance vendors, particularly within specific industries (green, education, medical) that will receive Stimulus funds.

Where do we see job growth for workforce?

Mobile workforce – i.e. moving from location to location where work is availability

Green jobs

How are issues different for non-exempt workers? /How are issues changing people’s opinion of work? /How do organizations need to adapt their HCM practices?

Cultural Associations around Hourly Workers: Negative connotations around professional workers being classified as non-exempt because they don’t want to “punch the clock”.

Healthcare: most time theft and labor leakage – certain industries where workers choose their hours so it’s hard when it is controlled electronically because it inhibits that choice and freedom

Retail: Kronos tries to be more efficient with allocation on time – discussion of Wall Street Journal / Hiring Solution article and Ann Taylor article.

The advantage of new technologies with change management capabilities – try to ensure viability of company through technological streamlining

Change is usually considered negative – so communication is imperative

Some people have issues with any new changes and rules, but the issue is that specific, specialized status workers don’t understand the need for such technological restrictions in the workforce – which is why new solutions need to be explained.

What does being paid on an hourly rate mean to people?

Explanation for the usage of time clocks needs to be explained to end users – i.e. it’s not a trust issue, it’s an administrative issue.

Lawyers / contractors bill on an hourly basis and don’t have an issue with the fact that their pay is based upon on time.

Nurses don’t want to punch a clock, but they don’t want yearly salary. When clocks go in, nurses get paid less because they are paid for what they work.

Hourly activity and creative class / knowledge work —–Hourly doesn’t mean low skill

University – same worker, multiple jobs paid from multiple cost centers. (Kronos software functionality) Functions like this could be attractive to workers because it would ensure correct pay.

Developing the future workforce

K-20 systems – trying to get young adults ready for specific, available industries that are growing….Golden Hire (core tech. skills, critical learning skills, creative learning skills, social learning – human comm. to social networks and how you can learn from these, courageous learning)

It should be arming them with the skills to evolve in the workplace – how can you transition into the workforce

What are businesses /communities doing to shape education? How should educational models be changed?Problem solving skills need to be enhanced through education.

Go to to see career assessment tools for the Community Colleges of Virginia.

Competency based learning – i.e. test out of courses and only receive educational credit through value / presentation of skills and knowledge instead of just time in class with test components.


Vendors who sell recruitment / hiring can offer alumni networks to keep pulse on alums – could you monetize recruitment experience for applicants? Issue for applicants is that even with paid recruiting networks, recruiters won’t search you out unless they have an open req – plus there are free networks through Linkedin and Facebook.

Go to to see career assessment tools for the Community Colleges of Virginia.

Networking experiences have increased – developing technical skills- finding opportunities can be more readily available nowadays.

Social networks are so connected now, that it is imperative that people / organization are authentic. Personal branding is more important than ever.

Also – people need to be aware that digital requests are not networking – that personal connections are still necessary

Review On boarding Research outcomes and highlights: Martin Jetton, Autumn Krauss, Annette Kuhn, Kristin Charles

Conduct preliminary survey to evaluate and identify on boarding practices, while providing analysis to customers.

Phase One Results:

Four organizations’ data information was analyzed

Joe’s Sports assigned mentors to new employees

One grocery chain org. assigns an employee service person to new hires

Employees and supervisors agree that supervisors own on boarding – but both differ on the appropriate timing for on boarding

Worker / manager differ on the amount of time dedicated to learning organization versus real work tasks

Worker / Manager do not agree on amount of managerial time that needs to be spent with worker

Early interaction with co-workers is well received by both – but more one – one managerial training is needed

How can the dollar investment to retention be captured by WFC data (because training time is coded different than regularly worked hours)

Demographics weren’t really captured or highlighted in findings.

(Milliron spoke about on boarding of faculty in higher ed – organizations that teach new employees from the date of higher are the most successful processes – Colby asked about rate of turnover in regards to poor on boarding to view correlation – Milliron spoke about the importance of correctly advertising and communicating job duties)

Phase Two:

Put survey into either WFC / Payroll, set up survey to be triggered during new hire’s first 30 days.

Will simplify questions, modify open ended questions, and modify survey to ensure it is scalable, analyzable, and repeatable.

Using the survey of TM data to refine the solution in order to target retention and assure that specifically answered questions on boarding best practices really do lead to retention

TMD staff feels that is hard for managers to balance time and resources, while offering a robust training program that maximizes key competencies and retention. TMD also feel that there is a strong connection between pay and retention

See value in next phase in linking on boarding practices to retention and productivity – but they need a larger sample to really extrapolate this data.

Look at different amounts of time to training to long distance retention / productivity / employee and manager satisfaction

Joyce mention Toyota as a company that invests heavily in employee development even during down economy

McGrath mentioned that it is important to be aware of current economic factors and that perhaps the research should be focusing on if on boarding still impacts as heavily during a down economy.

Would be interesting to see if on boarding and assessments lead to negative rate of turnover

Core variable on student success and retention is dependent on teachers… corporate, the supervisor is still as important for retention

New Research Proposals

Option 1) Continue on with Phase 2 (need to figure out how this can link up with the Kronos products)

Option 2) Down Economy and WFM

What strategies are organizations undertaking to cut costs?

How will organization reverse cost cutting?

How are employees reacting to these changes?

Everyone thinks that this is too late in the game to start…..

Option 3) Role of scheduling technology in healthcare industry

How can electronic scheduling impact employee perception of fairness and work schedule fit? What are the best practices that organizations can take around scheduling?

(Everyone seems to view this topic the most favorably….)

Milliron suggests creating list of best or worst practices for scheduling

Look at AMC facebook community for examples of how end users dislike spec. products

Lett says that failure of scheduling solutions usually comes from lack of stakeholder consensus on needs and poor implementations

Lett says that problem with scheduling within hospitals is that there are so many disparate departments – issues are retention, quality of care, need to focus on why the various practices are so divergent and scheduling practices are sometimes dependent on nurse preferences.

Doing research that illustrates how scheduling can be implemented correctly via management

Lett brought up that nurses SHOULD love scheduling – it is important to find out what does and doesn’t work, in order to have successful scheduling practices.

Do we even know that people and organizations value these scheduling solutions?

Creelman suggests that we do interview firsts – Milliron then suggests doing open ended questions combined with content analysis, and then develop the interview.

June /July – Customer Advisory Board meetings will be occurring, Joyce mentions, as this is an opportunity to gather customer feedback on scheduling.

Lett says to not focus on feature and/or function feedback, but to ask questions that will reveal what people really want

Option 4) Assessing a Cultural Fit: is culture fit important for hourly workers – i.e. incorporating cultural fit questions into assessments – addressing similar research from Kenexa and customer requests (esp. within large retail – however, they don’t know exactly what they are asking for ) Gallup – largest cultural assessment provider

Future Workforce Institute Meetings:

Will do next WFI Board meeting in November / December time frame (first week in Dec?)

Meeting will not occur at KronosWorks

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