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Posts from the ‘All Blog Posts’ Category

Reaping WFM Benefits: Are You Asking the Right Questions?

unlock value of WFM july 2015I recently moderated a discussion between Mollie Lombardi, Vice President of Workforce Management Practice and Principal Analyst at Brandon Hall Group and my Kronos colleague Ken Madley, a leader in our presales consulting organization, on the topic of how organizations are thinking about the value of workforce management technology.  Human Capital Management (HCM) and Workforce Management (WFM) solutions are not new, but there are still many organizations that are in the early stages of evaluating this type of technology, especially among small and medium sized business.  In addition, lots of organizations of all sizes have invested in these types of platforms, but may not be reaping the full value from the purchases they’ve already made.

In our discussion, we reviewed how buyers of HCM and WFM technologies are measuring the benefits of their systems – both those they expected as well as others they didn’t.  Some of the questions we addressed were:

  1. What are the key drivers of human capital management technology adoption?
  2. Mollie’s research indicates there is a shift in how organizations are broadening their thinking about the ROI on this type of technology.  Learn about the four key areas that drive a return from these systems.
  3. Mollie shares a valuable tool, the Stakeholder Value Creation Matrix, that can help you create a more effective strategy to drive acceptance and user adoption within your organization.

If you missed this webinar, you can view the slides here:  Unlocking the Value of WFM Technology – Final

You can also watch a replay of the webinar here: Unlocking the Total Value of Workforce Management Technology Webinar

Boomerang Employees – Can You Go Home Again?

Yesterday I had the pleasure of discussing the phenomenon of boomerang employees with our board members, John Hollon, VP for Editorial at and Sharlyn Lauby, President of the ITM Group, and also known as the HR Bartender.   A “boomerang employee” is someone who leaves an organization, for whatever reason, and then returns to work at that same company at a later time.

The topic of boomerang employees has picked up steam over the past several years as companies appear to be increasingly more accepting of re-hiring former employees.  One reason could be because of the increased competition organizations face to attract and retain talent. The latest Bureau of Labor Statistics data on turnover indicates that the average tenure at one company for a U.S. worker is about 4 and-a-half years. The numbers are worse for younger workers, where the average worker aged 25-34 has been at their company for just 3 years.

It’s much easier for employees to search for new opportunities today, and much easier for recruiters to poach talent using social and internet tools. But it’s also made it easier to keep in touch with top performers who have left your company.  Listen in on our discussion at the podcast link below to hear from our experts about how the phenomenon of boomerang employees is impacting the workplace and how attitudes are changing toward boomerangs as the war for talent begins to heat up again.

Harvesting Your Workforce Benefits – Learning from the Past

Wales Punch ClockToday’s guest post is from our board member, Mark Wales.  Mark has over 30 years of retail experience both in the US, Europe and Asia with leading retailers such as Ralph Lauren, Williams-Sonoma, Selfridges, and Tesco. 

A couple of years back I took my American wife back to England (my home country) to spend time away from our busy New York schedule. We visited a working agricultural museum that had been a workhouse for the poor and destitute of the local parishes from the 1700s through World War II. It then became an “Old People’s Home” providing care for the elderly until my father closed it in the 70s as being unsuitable by modern standards. This allowed the building and lands to be turned into the working farm museum we visited, which today continues to educate today’s generations on the rich local history.

I was surprised that in the midst of the steam tractors and other farming machinery was an early 1900s punch clock, which immediately jolted me out of vacation mode and into thinking about my modern role in Workforce Management.  It made me realize that there is a link to my local history. Norfolk in England has a very long agricultural history. Caring for the land is important, and former British politician Thomas Coke promoted crop rotation to ensure that you could increase productivity through matching the right crop at the right time to increase yields by maintaining the right balance of fertility in the soil.

That lesson is as crucial for farming in the 1700s as it is for managing retail and hospitality in the 21st Century. Today too many companies treat their payroll as the largest controllable expense. They look at the numbers and, when they start to think how to make their business more profitable, they start to think of what they can take out and not what they have to put back to achieve productivity and profitability. Thomas Coke’s end goal was higher yields but he started with what he needed to put back into the soil to achieve that. For today’s executive, the conversation with their management teams should be:

“Is our investment in our employees giving us the right return?”

“Do we have the right people, at the right time, in the right jobs, doing the right thing?”

“Are we reducing turnover and increasing employee engagement to increase productivity and profitability?”

“Does our investment strategy align the values of the organization?”

If the answer to these questions is, “Yes,” then they will join the ranks of the admired companies that are out performing their peers because they have created the right culture which matches their company goals. An engaged employee will give that extra discretionary effort to meet the needs of the customer. When you have the right balance, that meets the needs of both your customer and your employees, you’ll have a better chance to develop a sustainable and profitable company.

It is a myth that payroll is your largest controllable expense, it is actually one of your most critical investment decisions.

How does your organization view payroll?

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