It's Your Time To Shine.

Labour Hire Process Improvement Guide FY 2018

MGSM 890Operations ManagementStewart Flecknoe-Brown

30 385 385

Most people think of a temp recruiter as a ‘service person’ who essentially gets local, appropriately skilled workers to arrive to places of business at reasonably short notice and at a fair rate. They do this by communicating with clients and workers and by providing an interim employment structure. Payment for the service is achieved via a contract with the business client. To anyone who at first imagines value in the service, it shouldn’t seem be a complicated or tedious set of processes. It is expected that recruiters have rapid access to a pool of employees who are happy to work on a temporary or agency basis.

Common perception of what recruiters do

Large firms in theory capitalise on the widespread need for recruitment services by using scale of economy to provide core services more efficiently. They compete with substitutes and aim to meet expectations that are consistent with current business practices and labour markets.

Common perception of temp recruitment business

Self-actualisation(Achieving individual potential)

Esteem(Self-esteem and esteem from others)

Belonging(Love, affection, being a part of groups)

Safety(Shelter, removal from danger)

Physiology(Health, food, sleep)

Worker needs Worker ClientAgent Agency

$

$

$

$

$

Employment

Remuneration

Finding clients

Client meets basic working needs: a safe working environment

Employee delivers service with discretionary effort

Commission

The common perception is that an agency is situated between the client and the temporary employee. The agency and client share responsibility for meeting the needs of the employee via a commercial contract. The agency delivers the payroll and administrative services along with those costs and liabilities of employment that the client does not wish to commit to. The agency also maintains many of the higher needs of agents through reward and recognition programs, event, bonuses and other rewards. However the administrative steps in the overall model are more complex than straightforward employment and so a process map should be examined for the major areas of potential waste. Where waste is identified it may be more profitable to reassign those human energies and time to competitive service quality improvement rather than simple cost savings. It is a common assumption that temporary employees are motivated by the pursuit of higher needs but satisfied with certain acquisition of remuneration and a safe working environment. Some common complaints are:From Clients: Manpower doesn’t always send me exactly the kind of workers I need. I do what I can with them but honestly if I knew what they were like I would never have hired them myself.From Workers: It doesn’t matter if I do a good job or not, the agents won’t know if I do more than the job description I agreed to when I took the booking. I don’t plan to stay with Manpower a moment longer than it takes to find a job working direct.From Recruiters: I’m supposed to be out there making sales but my boss doesn’t realise how much time I have to spend at teh office chasing timesheets, writing job ads, putting out fires where workers and clients won’t solve their differences or even turn up sometimes. It’s harder than you’d think, being a recruiter.

The following presentation describes the operational processes by which the business achieves its outcomes. Analysis of the processes and their room for possible improvement shows the potential value in upgrading resources.

Current processes to new proposal

Business context - why clients need Manpower

Hiring Process

Payroll and invoicing Process

Resources Waste analysis

Ideal process flow

New database development

proposal

Schedule of works

Improvement goals

Client decision flow leading to temporary hires

Client Human Resource Management

NO

New position requiredYES

Consider, Job analysis,Job description

YES

Advertise vacancyinternally and/or externally

Conduct selection processNO

NO

Select andappoint employee

Engagecontractor/temp

Move current employee to the new position

Induction process

NO

Set goals andperformance expectations

Undertake trainingneeds analysis

YES

Plan and conductindividual or group training

Evaluate trainingoutcome

Monitor performance

YES

Appraiseperformance

Review reward strategies and remuneration

Employstaff?

Recruit newperson?

Trainingrequired?

Skillsachieved

?

The decision to hire temporary employees springs from the ever growing complexity of permanent hiring and the uncertainty of business requirements or short term projects. Labour hire is a fast growing sector which offers temporary solutions to businesses but which has room for operational improvement. Improving the quality of service will make it more valuable and appealing to companies at this point in their decision. The sometimes fleeting decision to use labour hire and temporary employment agencies will be more appealing if the value proposition includes quality and efficiency for the client at least on par with the expectations that are formed of normal, permanent workers. As recruitment firms compete in this profitable marketplace, operational improvements will create strategic advantages.

Sales – new jobs and clients

Confirm job description

and contract

Temp Recruitment Process

App

lican

tR

ecru

iter

Clie

ntSy

stem

s

FastTrack saves job

description advertised

Select list of applicants to

book

Conduct interview

Attend job interview

on scheduled date

Reply confirmation

and go to booking

Post job opportunity on

External websites

Review applications

Contact applicants

for interviewEnd

Submissions received into MS Outlook

MS Outlook/Skype SMS

Sentinformation

NO

YES

YES

NO

Confirm job description

and contract

Inform clientthat tempsare booked

Send SMS and email with

booking details

Perform background and

Reference checks

Select shortlist of candidates and invite to

sign up

Send short list of resumes to

client

Submit resumeto recruiter

Any succesful

candidates?

Proceedwith

job offer?

The effort to find clients and make sales is motivated by commissions for the employment agent. Commissions are part of a contractual agreement with the agency. The agency bears overheads such as advertising and provision of administrative and compliance tools such as software, office tools and branding. Incentivisation of the role of the recruiter by the agency causes senior management to make the agent responsible for to largest proportion of the administrative workload as possible, supplementing their work with a cost effective administration centre. In the case of Manpower Australia, the administration centre is located in Gosford whereas the NSW sales offices are in the Sydney CBD and Parramatta. Other capital cities also have sales offices and regional services are delivered remotely in co-ordination with government employment services and with occasional travel by agents.

Clie

ntR

ecru

iter

Adm

inis

trat

ion

Empl

oyee

Weekly administrative cycle

Fill and signtimesheet

Approve overtime

Start reviewprocess

Produce payments and

invoices

Contact employee

Finalize for batch

processing

Send data topayroll

processor

Correct errors

Reviewcompleteness

Make sure agent

got timesheet from client

Approve and send to

Manpower

Contact workers who didn’t report

Charge or correct

timesheet

Timesheet correct?

Alltimesheets received?

OvertimeOK?

Batch correct?

Provide another copy

to agent

UPDATED

Approve

Weekly administrative summary of responsibilities

Recruiters must:• Manage incoming applicant file data• Manage incoming sales/client data• Manage weekly payroll/admin data• Manage weekly billing data• Maintain accuracy of entire office

system/flow/schedule• Maintain backend accuracy from reports• Maintain own performance against

backend reports and KPI’s• Ongoing negotiation of commissions

with senior management

Admin centre

Employees Clients

Recruiters

Timesheet provided for approval

Supply bulk payrollinformation & payments due

for service fees

Timesheet approval

Reports forwarded

Invoice issuedPayment

and Payslip

The current setup loads administration between Recruiters and picks up broad-scope processes at the administrative backend. Finally the Recruiter compares reports received from the admin back-end to their own kpi’s and manages their expectations for commissions against their performance.

Resources:• Manpower job signup portal: Gathers applications

from internet searchers. Does not transmit data to other resources, converts applications to a single email to office

• Secured Signing: Tax File Number Declaration, Superannuation, employment contracts. HR File creation/Jobseeker Profile/Availability and skills

• Workpro: Safety Training provider and compliance record creation

• FastTrack: Recruitment secure database for internal access only

• MS Office: Creation and customisation of time sheets, payroll transmission data spreadsheets. Receipt and transmission of emails to clients and workers, office organisation. Local office based shared hard drive: Resume corrections/optimisation and keeping, sales planning, office administration

Resources for Manpower service processes

This is the timesheet which is sent to clients and applicants by email as an MS Word document before a booking. It will be the subject of a waste analysis as its execution incurs multiple process redundancies. Many of the observations made about the processes surrounding this document may not have been made during the bygone technological eras in which it evolved. This document is an artifact which evidences an era during which accurate and timely paperwork was a hallmark of professionalism.

Basic personal data about the candidate must be entered into 3 different databases and paper copies are printed for local administrative purposes. Some are online and some are within the office so the agent has to data-enter from externally exposed databases to internal ‘secure’ administrative systems.

TIMWOOD Waste Analysis - Paper timesheets

Transportation Inventory Motion Waiting Over-processing Over-production DefectsCarrying extra paper copies from home in case client won’t print. Storing in multiple digital archives, phone, email, dropbox

Paid time creating timesheets if client doesn’t have a copy and one couldn’t be brought from home

Extra interactions at work to get timesheet manufactured, filled signed and verifiably sent

Having to wait for client to be available to co operate with timesheet procedure especially at first visit

Extra efforts to establish trust with clients and agents through a process that is dependent on creation of personal certainty

Carrying the original copy or digital version of the signed timesheet off site in case agent calls on Monday asking for it again

Discovering pay was not calculated correctly a week after the timesheet transacted

Having to meet up with each and every worker, move around the office manufacturing paper timesheets and sending them

Having office equipment available for this extra task often at 4:45pm on a Friday afternoon. Being available at signout time

Stepping between role of client who is hiring the service and boss who is in charge of monitoring times - motion between roles, wearing an extra hat

Receipt of invoice long after job is done which may or may not match the timesheet signed over a week ago

Signing off multiple timesheets; one per employee for a booking that could simply be described by hours and number of people

Keeping the good workers on longer than planned to get value from them simply because they comply with this outdated process

Signing off unrepresentative timesheets, invoices.

Visiting clients to maintain perception and communication, process compliance, to overcome impression of inefficiency

Extra candidates and clients kept on file but not working just in case of change due to frustration with unreliable payroll

Calling workers and clients to re-arrange people due to perceptions of unreliability. Firing employees who don’t send timesheets

Awaiting timesheets that couldn’t be sent on time. Availability of people responsible during working hours

Duplicating data entry and re-entering data after error discovery. Re writing and transcribing records throughout system

Inducting and training on process, keeping an excessively large workforce to ensure availability when people loose trust

Mismatches of clients and workers records, blame games and wrong interpretations of timesheets at admin stages

Re-transmitting bulk data from office when errors are found

Excessive compiling of bulk records from multiple sources

Unnecessary inter-office communication to verify and chase up accuracy, exceptions and rules

Delays in transmission of payroll data from offices while they chase up late timesheets

Reprocessing entire reports due to urgent late receipt of timesheets

Extra pay runs when special circumstances emerge and can’t be collated in time for normalschedule

Incorrect payments and invoices, hours not matching timesheets or clients own records

Extra visits to see recruiters monitoring performance and fixing complaints, finding out how individual offices and people perform

Networking and interviewing extra potential hires due to instability of workforce

Travel to see larger clients and get feedback, cement relationships over old fashioned service style

Waiting for long report turnarounds from Admnistration

Reviewing performance of recruiters from multiple data sources

Having to hire and fire more recruiters while reasons for underperformance are unclear

Management decisions based on limited information because paper doesn’t share data easily

Wor

ker

Clie

ntR

ecru

iter

Adm

inM

anag

emen

t

1. Transportation: Moving the product around unnecessarily is a waste of

time, effort, and increases the likelihood that it will be damaged

2. Inventory: Any unused materials is wasted capital. It is money just

sitting around in the form of raw materials (0% complete),

work-in-process (50% complete), or finished goods (100% complete).

3. Motion: The “wear and tear” on the equipment or the people involved in

the process. If you are transporting the service people around the

schedule unnecessarily, you are also wasting the motion of the people.

4. Waiting: Time that the product is sitting there – not being transported or

processed. This is a large source of waste in physician offices.

5. Over-processing: Doing more to the product than is necessary.

6. Over-production: Making more than is necessary, usually because the

production batches are too large

7. Defects: Imperfect production that requires re-work, or doing work again

Average potential saving calculation per dollar hour

Recruiters report to spend around two and a half days per week conducting administrative tasks, the majority of which is Monday, Tuesday and Wednesday morning when timesheets are due to be submitted to the Administration Centre. Recruiters are paid on average $58,000 pa so this represents $29,000 per year per recruiter.

Employees who perform the initial signup free of expenses report that administration on a weekly basis takes up around fifteen minutes of paid time, depending on whether the client provides a computer for printing and scanning. Employees earn an average of $31/hour but cost clients an average of $45/hour, which comes to $585 per year in cost to clients per employee.

Clients report that collating of timesheets, transmission and reconciliation with invoices takes around one hour per week on paid time for an average hire of 6 contractors. Loss to clients is a discretionary amount.

To achieve the highest level of waste reduction requires the creation of a single, multi-user database that facilitates all processes and allows appropriate intervention.

A second waste analysis case study is at the end of this report as an appendix which illustrates simply on the number of redundant processes that are associated with documenting the name of any given worker.

Wor

ker

Clie

nt B

DM

Adm

inis

trat

ion

Lean processes for employees, clients and recruiters

BDM reviews and optimises

descriptions with each stakeholder

Match workers

and clients

to booking

Confirm booking

Confirm booking

Do the job and sign out

times

Do the job and confirm times

Confirm records as accurate and sign off weekly report

Receive invoice matching timesheet,

pay invoice

Receive payslip and pay into bank

Process payroll and invoicing

Conduct credit checks and

background checks, approve

Clientcompletes

job requirementand company

details for tradingaccount

Applicantcompletes

profileand

training

Create executive reports

Development of a cloud database for appropriately restricted access by stakeholders facilitates reduction of waste. The new process flow eliminates process repetition and sets up stakeholders to improve the quality of data.

By allowing clients and workers to set up parameters at the beginning, over-verification and procss duplication can be eliminated. For example a client may wish to have a ‘no overtime’ rule in place, this is set at the beginning and flows throughout the rest of the processes. All other stakeholders are then aware of the settings that have been entered and the permission system allows only appropriate people to make changes or variations.

Mission for service quality improvement FY 2018

Client’s expected service design

constantly increases in quality due to

external factors. The new technological

environment is raising the bar

constantly

Service operational structure must

continually chase and outpace change in expected quality

improvement

‘To close the quality gap’

Clientsexperience old

fashioned systems and mistakes that cost time to fix

Management prioritise cost

efficiency

Image of productor service

Previousexperience

Word of mouthcommunications

Clientsexpect that

Manpower is efficient and error free, better than small providers

Clients often have

a well worked outHR system

MANPOWER’sDOMAIN

THE CLIENT’S DOMAIN

Perceivedquality

Outdated procedures

create a gap

Gap 4

Gap 1

Gap 3

Gap 2

Some companies that have affected general service expectations in recent years are:

The actual service

Organisationdepends on

top recruiters

The mission of improving Manpower’s operational processes is to close the gap between expected and perceived service quality. This is achieved informally through verbal and written communication between recruiters and employees. Training agents is the only way in which Manpower installs the process. It needs to be built into the daily, weekly and longer term reporting processes so that quality becomes essential to the service provided.

Proposal to develop a single database resource

Senior Management & IT Implementation

Manager

Administrative centre and IT developers

BDM system improvement

requests

IT system improvement instructions, permission and access structure.

Database system improvement reporting and verification of implementation of requests

Data for processing to external Stakeholders

Service quality and financial performance

reportsOperational co

nfiguration

and syste

m improvements

Strategic performance

goals

Database

The hiring of a new IT implementation Manager on a two year contract will begin the process of unifying Manpower Australia’s processes and eliminating waste. This new role should be located at the Sydney CBD office and have the power to hire IT developers to work at the Administrative centre in Gosford. A top-down approach to implementing new systems means that those systems to be replaced can be withdrawn by executive order when the new system has been phased in and job roles can be reorganised to suit.

Senior Management have the ability to instruct IT on development of the database, new functionalities and development budgets. Access permissions are specified for the stakeholders so that relationships are served appropriately.

The new database resource becomes a facility to replace all resources listed on Slide 9, ‘Resources for Manpower service processes’

New database operation: clients, workers & BDMs

BDMs

1. Sign up and provide commercial details

2. Create job description and requirements

3. Accept worker profiles and confirm booking

4. Provide a safe working environment

5. Confirm times worked after worker submits

6. Provide employee feedback at point of confirming times

7. Authorise any job description amendments provided

8. Release payment

1. Create worker profile and complete induction, upload ID.

2. Interview with BDM and optimise profile, work availability

3. Accept booking offers4. Deliver service5. Confirm or amend hours

worked and provide amendments to the job description

6. Accept any skills or history additions offered by client through BDM

7. Receive payslips

Hiring clients

Service Delivery

Employees

1. Verify incoming data, communicate between clients and employees

2. Optimise and update job descriptions and employee profiles

3. Match clients and employees

Database

The central rule for design of the new database architecture is ‘Each piece of information is to be entered once. After that it can only be read, modified or authorised for sharing in accordance with designated permissions. Access permissions are in line with the principals of the agreements and processes as contracted or specified by management.’ This rule will lean down the amount of time and attention given by each member of the value creating cycle in terms of the following general processes:

Hiring clients use the interface to request services, accept candidates, confirm times worked and make payments.Service delivery employees enter their personal details, accept bookings, confirm or change times worked for approval by clients, receive payslips. They can adjust the settings of their worker profile such as availability and other working preferences, skills and experience.BDMs confirm data entered from other parties, permit feedback to be shared to the other party, match candidates to bookings for acceptance by client and refer database maintenance to administrative centre. The BDM has the ability to regulate the officially recorded relationship between the client and the worker for the sake of accuracy and optimisation.The time saved by facilitating single data point entry allows all parties to participate in

integrated business improvement. BDMs receive feedback and happiness scores from clients/employees and have the discretion to forward a limited amount of content back to clients. Clients indicate how many improvement suggestions were well received and/or implemented, as well as giving feedback on employees.

Database discrete roles

BDMs

Senior Management

Administration centre

Senior Management receive broad operational, financial and strategic reports via their own interface. Top 3 numbers such as profit/loss, utilization, sales performance in a top management quick reference panel. They also have access to ‘quality reports’, each a digest of the feedback scores achieved and activity level per BDM and within their portfolio. Status view of BDMs allows better relationships and performance monitoring.

The administrative back end execute the company-wide processes such as invoicing, payroll and banking.

BDMs sign off on accuracy of weekly information into the database. Access live view comparisons of achievements to maintain goals.

Database

The database is set up to deliver data where it is needed and following signoff by the stakeholders in the correct order to maintain good relationships.

Integrated quality cycle – employee participation

BDMs

Hiring clients

Service Delivery

Employees

1. Plan - Prepare employee profile to represent skills and suitability for job

3. Check - Confirm the job was as described or edit duties and skills required at point of times confirmation for approval by BDM and then Client

4. Adjust - accept skills and experience additions to employee profile and provide any job duty description edits. Continue or request reassignment.

2. Do - work with the client on the job booked

Database

The employee, at the time of punching out of a job, is given the chance to indicate Happy, Neutral, Sad and to drill into the job detail, adding duties or skills. This information is approved by the BDM before it is shared with the Hiring client. If all agreed, the job description and employees work history are updated. This improves the quality of both the job description for future reference and the worker’s history of experience and skills.

Integrated quality cycle – client participation

BDMs

Hiring clients

Service Delivery

Employees

2. Do - work with the employees provided

3. Check - give feedback on employee suitability and add skills to their profile at the time of times signoff

1. Plan - create job description with BDM and define worker suitability requirements

4. Adjust - re-book same employee to continue service or replace with a more suitable person. Accept any changes suggested to job description

Database

At the point of confirming booking times the hiring client is offered the change to indicate happy, neutral or sad and to drill into the employee detail. If the employee has demonstrated skills and contribution beyond the job description they can be added as a ‘thanks’. If the hiring client has grievances about the service delivered, this information can be sent to the BDM who exercise discretion and makes decisions about future bookings.

Code Freeze

Code Freeze

New database implementation schedule July 2017–2019

Deployment phase

Testing phase

Implementation phase

Planningphase

Q3

2017 2018

$17,600

$52,800

$4,000

$129,720

$15,840

$4,000

$21,120

$14,080

$4,000

$21,120

$3,520

$400

CostDDC Phase

Database development schedule

$400

$17,600

Jan Feb Mar Apr May Jun Jul Aug Sep NovOct DecAugJul Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2019

Requirements Analysis

Software Design

Review

Implementation

Documentation

4/27/18

11/23/18

Review

Unit TestingRegression TestingReview

Base Release

5/31/18Base Phase

Post-Beta Bug Fixes

Regression Testing

General Availability Release 8/31/18

The most important strategic requirement was to gain the speed advantage back from competitors. Here we see how the best use of the first day enables parallel testing and report creation to occur. The performance increase is also achieved with a greater sense of regularity and certainty, deviations from 5 days are far less frequent than in the previous facility.

New perception of Manpower by end of FY2018

Profes

siona

l dev

elopm

ent

relati

onsh

ip

Provider of

personalised job

market guidance and

business process

improvement services

Mutual provision of high value, appropriately matched temporary employment

BDM

Worker Client

As with IT implementation in many cases, an improved operational culture is an expected and intended outcome.The kind of feedback we aim to achieve is:

Clients: I don’t see how the smaller agencies could compete with Manpower. It’s so easy; when my permanent team are struggling I just book some Manpower people and they fix everything up. The BDM seems so much more attentive than the Recruiters at the other places. Plus I always know what is going on and the job description is constantly up to date. I’m really tempted to take some of these workers on permanently because they are such a great part of my business when they are here.Workers: My friends and family sometimes ask what I do and when I show them my Manpower profile they are impressed. I’m not always in the same place but I get to contribute wherever I go. I don’t think work would be so meaningful any other way. I did get a permanent job offer after a friend saw my worker profile but I’m waiting for something really amazing to come along.BDMs: I used to think about going to a smaller agency where I would have more bargaining power for my skills. The thing is none of them can provide me with a system as good as Manpower. I don’t want to go back to piles of paperwork. I’m happy with the clients and the working relationships I have. I’m aiming to win the holiday at the half-yearly conference.Senior Management: I feel like things have changed this past year. We used to make our decisions off a financial spreadsheet and try not to be affected by the other things we heard here and there. Now I can see everything that’s happening, I know who to

call and it’s satisfying to know I am behind a bigger picture; that we are making people happy through our business.Administration: There aren’t as many problems to solve or errors to chase any more. Payroll is always on time and we don’t have to chase people for details. It’s a big improvement.IT: We are working on some new functionalities that will give Manpower some big advantages over the competition in the future. It’s lucky the senior managers understand why we are doing this, I enjoy seeing my job make a difference to the company.

Recruiters be promoted to being known as BDMs when they adopt the new system. Shift to salary remuneration models to allow them to make more objective value judgements in relationships. Review the rewards and recognition programs to recognise broad provision of quality services to clients in conjunction with financial performance.

Audit and reduce current resources once replaced, limit computers away from old practices to prevent relapse into old habits. Set a deadline by which Manpower no longer orders paper for printing.

Hire legal advisors throughout the development of proprietary database software IP to protect it from anti-competition and intellectual property challenges from current cloud administration service providers such as FastTrack,WorkPro and Secured Signing.

Consider a venture capital partnership with Manpower USA and/or skilled IT services contract with Manpower India.

Enquire with larger clients on whether there is potential to rent out part of the new system as a payroll and HR service.

Survey current workforce for IT talent familiar with existing requirements.

ITIL course for senior management on cultural change resulting from IT implementation.

Program announcements of new system into upcoming conferences and events.

Supporting recommendations

References

Slack, N., Brandon-Jones, A. & Johnston, R. (2016). Operations Management, 8th edition. Pearson Education Australia, ISBN: 9781292098678

http://manpower.com.au/

http://manpowergroupsolutions.com/candidatepreferences/#reports

https://www.axelos.com/Corporate/media/Files/Misc%20Qualification%20Docs/ITIL_Value_Proposition-(1).pdf

https://www.manpower.com.au/wps/portal/ManpowerAustralia/career-resources

http://www.securedsigning.com/https://www.fasttrack.com.au/https://www.workpro.com.au/

Direct administrative employee management systems training at Manpower Chatswood office in 2016

Appendix: Process repetition case example – name entry

The entering of the names of job applicants, who become employees of manpower and service delivery contractors to clients is an example of the potential for waste reduction in current processes and administrative systems.

Reduction of administrative waste has the potential to recoup time and effort of cost centres and profit centres. There will be the option of eliminating or repurposing those minutes and hours.

Here follows the number of processes in which a person’s name has to be written or transcribed under the current set of standard processes:

Employee administrative process repetitions – name entry

• Create resume and upload to (Manpower online portal. Receive invitation to sign up from agent)

• Enter details into Secured Signing employment database• Enter details into Superannuation database section of secured signing.• Enter details into WorkPro safety training/induction system• Sign employment contract at interview with Recruiter• Provide name and contacts to client onsite documentation and safety

induction• Enter details onto weekly or per-job timesheet, get client acknowledgement

and transmit to agency

*Indicates a process which involves providing own name and/or other details such as address, phone number TFN etc

This is an example of multiple independent administrative resources causing process repetition. For each time the information is provided, the Agent has to check for consistency of information. The sign-up process is completed in non-paid hours. However the amount of time it takes contributes to loss of applicants who favour employment providers who prefer greater efficiency and certainty of employment.

Client administrative process repetitions – name entry

• Receive ID-limited resumes, shortlist names and reply acceptance• Create list of expected employees per booking for internal communications• Print any paper registries or documents as required for incoming contractors

at arrival point• Apply names to organisational resources such as schedules and calendars• Check ID against local registry upon arrival• Provide name on local induction to timekeeping and safety systems• Sign off on timesheets, organise transmission to agency office, call agency

office and provide employee names to make sure timesheets were all received

*Indicates a process which involves checking or transcribing name and/or other details such as address, phone number, ID etc of a worker onto a new data resource

This is an example of multiple independent administrative resources causing process repetition. For each time the information is provided, the Agent has to check for consistency of information. The majority of these processes are completed during paid hours.

Agent administrative process repetitions – name entry

• Receive and optimise resume, ID and uploaded Manpower Portal by email• Create and send invitation to sign up via WorkPro and Secured Signing

via email• Print paper copies from Secured Signing and WorkPro, create labelled

paper HR file• Print paper copies from Superannuation database and add to paper file• Print paper copies of 100 points of ID at interview time, add to paper file and

local hard drive• Provide name and contacts to client onsite by email• Enter details onto weekly or per-job master payroll record, check client

acknowledgements and transmit to administration centre

*Indicates a process which involves checking or transcribing name and/or other details such as address, phone number TFN etc of an applicant onto a new data resource. The majority of these processes are completed during ‘paid’ hours. For the agent these hours contribute to attrition of time available for income producing sales calls and the building of relationships.

Waste analysis and elimination of redundancies

This has been an example of multiple independent administrative resources causing process repetition. For each time the information is provided, the Agent employee and/or client has to check for consistency of information.

Across the 3 slides, the name of the worker was entered or compared through separate administrative resources over twenty times. This is before the weekly administration process is counted. Repetition of data entry also allows for human error to degrade the quality of processes and increases the need for verification/communication at these stages.

The ideal goal of waste elimination on this process is to create a single resource for all stakeholders which allows the name of the applicant/employee/service contractor to be entered in the system just once and at the beginning of employment.