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How Workforce Management Must Evolve for the FUTURE
Brought to you by: The Datamatics Professional Group
Joseph Markert, SPHR Professor, Rutgers School of Business (732) 738-9600 x227 [email protected]
Somer Vail Jefferiss, Esq., PHR Legal & Labor Consultant (732) 738-9600 x218 [email protected]
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Today’s Discussion
The Workforce Management Crisis
Contemporary management policies
Contemporary business technologies
Protecting against legal pitfalls
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The Workforce Management Crisis
More than ever:
GENERATIONS NATIONALITIES
LANGUAGES UNDERPREPARED
LAWS REGULATIONS
Combined with…
The most rapid changes in technology the workplace has ever seen!
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Rapid Changes in Business Technology
New technology requires new business practices every two years. How long to reach 50 million users?
Radio = 38 years
Television = 13 years
Internet = 4 years
Facebook = 3 years, 7 months
Twitter = 3 years
iPhone = 2 years, 9 months
Google+ = 88 days
There are 250 million
tweets every day!
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Are Employers Failing?
Key evidence: Turnover rates are increasing
Recruiting costs are on the rise
Low employee motivation
Workers leave employers unprepared for new employment
50% of today’s employees have been in their job for less than five years
Management is not acting quickly enough to embrace the new culture and trends.
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What trends do employers need
to adapt to?
Flexible working arrangements
Work/Life Balance
Better and faster communication
New measures for positive performance
New rewards/compensation strategies
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Fair Labor Standards Act (FLSA)
The FLSA established a national minimum wage, guaranteed ‘time and a half' for overtime in certain jobs, and prohibited most employment of minors in “oppressive child labor.”
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What is considered “work”?
There is no clear definition.
Must compensate for all “ physical or mental exertion (whether burdensome or not) controlled or required by the employer and pursued necessarily and primarily for the benefit of the employer or [its] business.”
Tenn. Coal, Iron & RR Co. v. Muscota Local No. 123, 321 U.S. 590 (1944)
“[A]n employer, if [it] chooses, may hire a [person] to do nothing, or to do nothing but wait for something to happen. Refraining from other activity often is a factor of instant readiness to serve, an idleness plays a part in all employment in a stand-by capacity.
Armor & Co. v. Wantock, 323 U.S. 126 (1944)
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FLSA Recordkeeping
For every nonexempt employee, the following records must be kept:
1. The name in full, as used for Social Security recordkeeping purposes, and on the same record, the employee’s identifying symbol or number if such is used in place of name on any time, work or payroll records
2. Home address, including zip code
3. Date of birth, if under 19
4. Sex and occupation in which employed
5. Time of day and day of week of which the employee’s workweek begins
6. (i) the regular hourly rate of pay for any workweek in which overtime compensation is due
(ii) the basis of pay by indicating the monetary amount paid on a per hour, per day, per week, per piece, commission, or other basis
(iii) the amount and nature of each payment which is excluded from the “regular rate”
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Continued….
7. Hours worked each workday and total hours worked each workweek
8. Total daily or weekly straight-time earnings or wages due for hours worked during the workday or workweek exclusive of premium overtime compensation
9. Total premium pay for overtime hours
10. Total additions to or deductions from wages paid each pay period
11. Total wages paid each pay period
12. Date of payment and pay period covered by payment
29 C.F.R. § 516.2
FLSA Recordkeeping
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Andersen v. Mt. Clemens
Pottery Co., 328 U.S. 680 (1946)
If an employer fails to keep adequate time records, the employee is not required to prove precisely the number of hours he or she worked.
Know your Records
DOL Timesheet Application –
Encouraging Employees to
Track Time
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FLSA in 2012 Workforces How do you know when the employee is working when he/she is:
Not in the office
• Access timesheets remotely
• Single Sign-on
Working Irregular Hours
• Advanced Data devices
• Interactive Voice Recording (IVR)
Ex: home care workers only calling from patient’s home
The owner of a smart phone
• Clear company policies
• Consistent Audits
Ex: non-exempt employee responding to emails on weekends
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Working Outside the Box
Workforce Management Solutions
Schedules and other information available to employees and management 24/7
Employee Self Service
Ability to track hours remotely
Ensure clear written policies are drafted, audited and employees are trained
Flexible Work Schedules and Virtual Offices are today’s reality and in desperate need of management oversight.
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WFM: Scheduling & Self-Service
Technology gives management the information they need when they need it.
Example: Scheduling Report
Managers can quickly see who is
scheduled to work and who is scheduled off.
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Information NOW
Advanced Reporting provides real-time information so management can make real-time decisions.
Example: Dot Board Report
For employees who track all hours
worked (non-exempt employees),
managers have access to real-time data.
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Empower Employees to Take Action
Many solutions have self service features that allow employees to manage (or feel like they are managing) themselves.
Time Off Requests / Prevention from Exceeding Company Limits
Automatic Email Notifications
Schedule Change Requests
Information about Accrual Rates and Caps
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Employee Self-Service
Workforce Management provides employees with information.
Example: Employee’s Benefit Accrual Lookup
* Management still has full control by configuring settings per company policies and requirements
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The Need: Task not time has become increasingly important
as a measure of productivity for younger workers – regardless of where they were born.
Management methods and approaches need to change to reflect this need.
Most managers are unaware of the technological tools available to help task management.
Managers have difficulty communicating company policies to their employees.
Managing Employees & Productivity
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Evaluating Performance
- Why the old way of measuring good
employees is no longer applicable…
- It’s much more about completing projects and hitting goals.
- Think of it in terms of “weight loss”
- What do managers need to correctly evaluate?
New Measures for Positive Performance
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More Ways to Evaluate
Use Cost Centers to measure performance rather than time. Create allocation buckets for tasks, clients, jobs, etc.
Rather than using timesheets to collect time data, track the employee’s percentage of effort.
More Ways to Evaluate
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New Ways to Compensate
Satisfy the employee’s intrinsic (internal) needs before trying to motivate with extrinsic (external) tools.
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GIGO: Garbage In, Garbage Out
DINK – Data Is Not Knowledge
An effective organization analyzes information and acts upon it in a consistent manner
Every decision carries an element of risk and uncertainty – consistent information reduces these elements
Focus on the 10% - the exceptions
50% of a manager’s time is spent dealing with those 10%
20% of a workforce is the future of the company
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Practice Pointers
Maintain accurate records of hours worked (and other required information) - Time clock
- Computerized recording of time
Internal audits – conduct them - Employee Status (exempt v. non exempt)
- Recordkeeping
- Calculating overtime
Publicize Flexible Work, Recordkeeping and other compliance policies
Train managers on wage/hour practices - Ensure adequate recording of time
- Ensure adequate breaks
- No off the clock work
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Professor Joseph Markert
(973) 353-5121
Joe Markert has served on the faculty of Rutgers University since 1969, teaching business courses and improving the College of Business curriculum. As an eminent business expert, Joe also oversees Datamatics’ Division Professional Services, which provides comprehensive expertise in talent management, operational efficiency and HR consulting. He couples his role at Datamatics with insights honed in various assignments with major Pharmaceutical companies and his instructor experiences at Rutgers University, having taught courses in Organizational Behavior, Human Resource Management, Principles of Management, and Effective Leadership. Also, Joe holds instructor certification in the fields of Training & Development, HR Management, Manufacturing Management, Sales and Customer Service. Professor Markert earned a BS in Industrial Management & Engineering from LaSalle University and an MBA from Fairleigh Dickinson University.
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Somer Vail Jefferiss, Esq., PHR
330 New Brunswick Avenue Fords, New Jersey 08863
p (732) 738-9600 x 218 f (202) 403-3160, [email protected]
Mrs. Jefferiss has been focused on HR and employment law for the past seven years. As a labor consultant with Datamatics, Mrs. Jefferiss works closely with company executives, HR professionals and labor management specialists to understand the various pressures and obstacles faced to ensure compliance of employment regulations and managing the labor force. With a specific focus on wage and hour law, Mrs. Jefferiss has advised dozens of clients in various industries on drafting company policies and implementing workforce management solutions. She frequently participates in and hosts training sessions and seminars throughout the country in all areas of labor and employment law. She licensed to practice law in New Jersey, is a member of the Society for Human Resources (SHRM) and actively participates in her local chapter, NOVA SHRM.
About Datamatics Datamatics Management Services, Inc. offers employee tracking and labor management solutions with two world-class time and attendance software systems, TC-1 (enterprise-based) and TimesheetPlus (web-based). Since 1966, our accomplished staff has set landmarks in providing business management, payroll and HR expertise, enabling our clients significant cost savings and increased employee productivity. We call it Workforce Intelligence for Your Business.
TimesheetPlus: SaaS/Cloud TC-1: Enterprise/On-Premise
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Datamatics Time & Attendance Systems
