Productivity | 11/08/2019 | 7 Min.
SEVEN REASONS FOR DIGITAL WORKFORCE MANAGEMENT
Digitization has long since outgrown the stage of a passing fad. It is now a megatrend making business processes more agile and more efficient. In modern markets, resources have to be used as cost-effectively as possible, and processes systematically optimized along the entire value chain. In many companies, there is still great potential especially when it comes to time and attendance management. Here are seven reasons for digital workforce management.
1. WORKPLACE TIME RECORDING WILL SOON BECOME COMPULSORY
The first reason was supplied by the European Court of Justice on May 14, 2019. The court ruled that companies within the EU must record their employees’ working times. Member states now have to create the regulations required to do so. The other reasons are unveiled below.
2. ADMINISTRATIVE EXPENSES ARE REDUCED
Employees are indispensable for companies as a means of adding value. However, they can only realize their full potential for doing so if they concentrate on their core tasks and are not prevented from performing work that adds value by time-consuming, manual processes. For example, this applies to administrative HR processes where routine tasks such as checking times or dealing with applications for vacations or absences eat up an enormous amount of time, frequently requiring the same data to be entered multiple times. Automated time, attendance and absence management with company-specific workflows saves time for employees, managers and the HR department while creating transparency at the same time. This is due to the fact that all the relevant information is available at a glance and evaluations of working time can be generated at the touch of a button.
3. EMPLOYEE SATISFACTION GROWING
There are good reasons why employee satisfaction is rising thanks to the automation of processes. On the one hand, employees are being assigned greater personal responsibility by being actively included in personnel processes and even being able to influence the organization of their working time. In addition, transparency is increasing through a modern software solution with Self Services and mobile apps. Every member of staff can access their time data anytime and anywhere and even submit applications when on the road. If the workforce is also integrated into planning processes, e.g. through shift requests or shift exchange platforms, the work-life balance is improved, while employees become more productive. This promotes a sense of personal responsibility, automatically enhancing loyalty to the company.
4. GREATER TRANSPARENCY
The systematic collection and strategic evaluation of personal information is still a matter of difficulty in many companies. Due to unsatisfactory datasets and lack of system support, analyses and reports are frequently produced manually at a high cost in terms of the time and effort expended. However, it is possible to connect a digital workforce management system with professional business analytics tools using an appropriate connector. This creates the basis for detailed management analyses on the subject of time and attendance management and deployment planning. Working time accounts, absences, reasons for absences, sales per employee, the productivity of specific units or cost centers can all be evaluated in accordance with various criteria. This establishes the transparency required for efficient personnel controlling on the basis of which strategic decisions can be made.
5. PLANNING INPUT MEASURABLY REDUCED
For efficient workforce scheduling, it is not sufficient to merely determine employees’ working times and workplaces. Individual demand drivers such as sales or retail footfall, occupancy rates in hospital, call volumes in the call center or order volumes in production, are becoming increasingly important and can be called up using workforce forecasting. Planning can only be optimized in terms of requirements and costs if such factors are taken into account. A digital workforce management system can quickly and easily produce a rules-based proposal for a plan at the touch of a button – including laws, pay-scales, qualifications and employee requests.
6. DATA PROTECTION PRIORITIZED
If personnel processes are not automated, legal problems can arise with respect to data protection. The General Data Protection Regulation provides for comprehensive duties of documentation and verification, strict registration regulations and fines of up to 20 million euros in the case of infringements. This presents companies with major challenges in some areas and a not inconsiderable administrative workload. A system-based solution for workforce management administers employee data securely and in compliance with the law.
7. PLANNING QUALITY ON THE RISE
The larger the company, the more complex it is to keep your eye on statutory regulations, company rules and collective wage agreements.
- Are break times being respected?
- Is the maximum working time being exceeded?
- Is there a risk of breaching working times?
- Have enough employees been deployed with the right qualifications to ensure that important requirements such as First Aiders or Fire Prevention Officers are met?
- Have employees with the right qualifications for the task in hand been scheduled?
- Have employee requests been accommodated?
It is almost impossible to check all these factors manually. Breaches are usually only detected after the event - and can become expensive. With a professional workforce management solution, the system takes charge of verifying complete conformity with the rules and actively points out breaches and/or rule infringements with the result that problems can’t arise in the first place. The planning quality rises – with a significant reduction in planning input.
One thing is definitely not in dispute: the added value created by digital workforce management is impressive. 80 percent less planning input, 50 percent faster lead times, 25 percent less overtime and a rise in employee productivity of four percent. The results of our projects show that the average annual potential for a company with 1,000 employees lies in the millions. Customers such as Ritter Sport or EDEKA began their entry into professional workforce management with a comprehensive analysis of the potential of their processes and the scope for optimization.
ABOUT THE AUTHOR
He likes to juggle with words but clichés and empty phrases give him a toothache. This trained journalist learned his trade in both print and online. Born in Berlin, he writes for the ATOSS Work Blog on all aspects of modern working environments.
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