Earlier this year, we conducted a global research project with Coleman Parkes Research to dig into the drivers behind employee engagement – and what a lack of engagement may be costing organizations.
One of the key findings from this research is that in the US, the average worker spends 3.4 hours per week on tasks that are not core to his or her core job role. These are tasks that are generally low value and administrative in nature. The opportunity cost of this no-value work adds up to $1,518 per employee per year in the US – for a total of $687 billion across the American workforce.
Other world regions are similarly impacted:
- China: $522 billion;
- Germany: $144.6 billion;
- France: $79 billion;
- United Kingdom: $78 billion;
- Canada: $66 billion;
- Australia and New Zealand: $35 billion;
- Netherlands: $34 billion;
- Belgium: $16.5 billion; and
- Mexico: $2.2 billion.
For more details about what the study revealed, you can access the full US report here.
To learn more about the study and the insights it reveals about drivers of employee engagement, you can view a replay of a webinar of my conversation with Research Director Ian Parkes here.
In this webinar, co-sponsored by HR Executive, we discuss the following topics:
- The increasing complexity of working life and the impact on employee engagement
- The high opportunity cost of time wasted on non-job-related administrative tasks
- How outdated technology is hindering employee productivity and engagement
- Why executives and HR need to focus on building a culture of engagement
Please tune in, then share your ideas about how to improve employee engagement by commenting here.
I recently had the opportunity to moderate a panel discussion at the SHINE Senior Care HR Executive Summit. The panel was entitled “The Trifecta Tsunami – Minimum Wage, Overtime, Living Wage, and Paid Leave. Senior Care and the New Normal”. Yes, the title is a mouthful. And it’s an important topic for any labor dependent business.
Wage stagnation and income inequality are pervasive topics in the media. Wage initiatives at the local, state and federal levels are putting pressure on labor costs that create challenges both from a financial and administrative standpoint. And organizations can’t pass all these increases along to their clients. Recruiting and retention are impacted. Organizations are challenged to find enough workers, with adequate education and training, to fill their jobs.
In the senior living industry, talent truly is everything. From dining to clinical staff, it takes a lot of people with a strong service ethic to make these organizations successful. The jobs can be tough, and often the employees they need can often find equivalent or higher wages at jobs that are easier to perform. Seniors and their families in many cases are literally trusting these providers with their lives, and have high expectations of the service levels from providers.
The panelists I interviewed are all leaders in Senior Living organizations, and all face these challenges:
- Denise Rabidoux, President and CEO EHM Senior Solutions
- Lynne Katzmann, President and CEO Juniper Communities
- Dana Ullom-Vucelich, CHRO, Ohio Presbyterian
- Matt Broman, Director HR, ERA Living
They are all executing strategies to pay competitive – and compliant – wages while still meeting their overall financial objectives. You can listen in to our conversation by clicking on the podcast link below. The first minute or so was cut off, however the opening remarks are captured in the text above.
- What is your philosophy on raising wages significantly? Are you rising to the minimums required or getting ahead of that curve?
- What specific challenges do you face and what strategic measures are you taking when managing the “trifecta” impact of living/minimum wage increases, FSLA overtime rules changing and paid time off?
- How do considerations of talent recruitment impact your wage strategy?
- What strategies are you employing to mitigate the pressures of rising labor costs while retaining the right people?
Change is hard, especially when you have to change longstanding habits. New York City Health & Racquet Club helps people to make changes to become healthier. Robin Mitnick, the organization’s Director of Payroll, has driven in a lot of change at the organization in the last few years. Robin manages payroll for anywhere between 700 and 900 employees. When they decided that they needed a more scaleable approach to managing their scheduling and time and attendance, they chose Kronos to help them. Robin agreed to do an interview with the Workforce Institute to talk about how she made these changes in a way that managers and employees felt good about the final solution.
If you’re preparing for the deployment of a new technology solution for your organization, listen in to hear how Robin was able to make major changes that led to better manager and employee satisfaction. In our conversation, Robin provide answers to the following questions:
- What business challenges you were facing at New York Health & Racquet Club that led you to the conclusion you needed a new approach?
- You have a variety of hourly positions at your organization, many of which are tricky to schedule and retain. Can you talk a bit about the different types of employees you have and how your use of technology has impacted both employees and their managers?
- Changes like this can be challenging. How did you manage the different rollouts with your employees?
- You implemented your solution in the cloud. What advice would you give people here today who might be evaluating the pros and cons of cloud vs. onsite deployment?
Click on the play button below to hear our conversation.
What change management tips would you offer to your peers who are undertaking a new technology deployment?