Tag: communication

Posted on

Solving the concern over clean time clocks with a mobile solution

time clock, workforce management, scheduling, time and attendance

There was a time in the very recent past when the biggest worry about a workplace time clock was whether the employee arrived on time to punch in and remembered to clock out when their shift was over.

That has changed in recent months. It is understandable that employees’ anxiety levels are high, and the thought of having to touch an unsanitary time clock adds some unnecessary concern. While the specter of returning to work among customers as well as co-workers frays the nerves of some employees, about the last thing they need on their minds is whether the time clock on the wall was sanitized after the previous employee punched in for their shift.

Ease their fears

There are obvious sanitary solutions for cleaning workstations and countertops. A mobile time clock app is a software solution that allows employees to bypass touching the grimy surface of a physical time clock.

Cleanliness should always be a concern in any workplace. Employers wouldn’t set out boxes of dirty tissues. So why should a time clock that’s constantly being touched be the lone option for employees to start and end their shift?

And don’t be fooled into thinking that a biometric time clock is a cleaner option. That fingerprint left by the previous employee? Do you know where that person’s digit was before tapping the pad? 

It just makes sense to offer employees a mobile solution to cleanly and effortlessly clock in, safe in the knowledge that their employer is vigilant in maintaining a healthy workforce and concerned about accurate time management.

Safe, sanitary and simple

Automating how a staff clocks in and out is not only the sanitary option, it also is the simple solution to cutting back hours of burdensome administrative work each week. With such a keen focus on predictive scheduling laws and regulations, an automated time clock system featuring a mobile app can communicate schedules that help companies remain in compliance. Employers can communicate scheduling in advance and explain the flexibility needs of the business at the same time, creating an open line of communication between employer and employee.

Employer advantages

Buddy punching has existed practically since the invention of time clocks. A time-clock mobile app assures that the correct person clocks in for the right shift through electronic photo verification and unique passcodes.

Automation eliminates repetitive processes that can lead to miscalculating payroll, which is among the fastest and easiest ways to get burned by a wage-and-hour lawsuit. According to Internal Revenue Service statistics, about one-third of employers make payroll errors. The American Payroll Association separately reported that such errors range between is up to 8 percent of total payroll.

A mobile clock-in solution also helps assure that staff is paid correctly according to time worked and is in compliance with local, state and federal laws.

Here are some advantages employers will find by using mobile clock-in software: 

  • React immediately to curb or cut overtime.
  • Automation saves time and effort.
  • Save money as buddy punching is regulated.
  • Avoid costly lawsuits by complying with all regulations.

Employee advantages

Eliminating a physical time clock eases in-office cleanliness concerns. Companies with staff located in multiple locations who are working remotely allows them to clock in via a mobile app whenever and wherever they are. A time clock app is GPS-enabled and works everywhere in the world. Employees can: 

  • Easily and simply clock in and out with one swipe on their phone and not  touch a time clock. 
  • Request time off remotely.
  • View current and past timesheets.
  • Communicate while on the go.

Ask yourself: Do you really want your employees touching the same time clock? It’s a cesspool of germs waiting to pollute your workforce with every touch. Clean up your physical workplace and tidy your workforce management processes by integrating the Workforce.com Time Clock App.

Posted on

Shift swap software empowers managers and employees to take charge of scheduling

shift scheduling for hourly restaurant workers, shift swap

Employers must have been taking notes from athletic coaches when they started naming shift schedules. The 2-3-2, the DuPont, four on four off, and going EOWEO all sound like a defensive strategy or a trick play. (For the record, EOWEO stands for Every Other Weekend Off, not a signal to Tom Brady to throw the football to Rob Gronkowski.)

Whatever the terminology, shift schedules remain the lifeblood of an hourly workforce. Whether it’s 12-hour shift schedule types or a traditional 24 hours on and 48 hours off scheduling system for firefighters, shift swapping also is a key tool for employees and managers to maintain both consistency in staffing levels and  a vibrant, engaged talent pool.

Accommodating a shift swap

Shift swapping lets an employee request to work one of their shifts and in exchange, work one of that colleague’s scheduled shifts.

Establish a written policy that provides clear guidance to staff while simultaneously ensuring the organization’s needs are met. Make sure the policy is clear and easy to understand. Don’t overcomplicate it; the simpler the better. Implementing an easy-to-use shift swapping software simplifies the process, which can otherwise bog down into an arduous, overly complicated back-and-forth among employees that wastes everyone’s time.

Benefits for employers 

A manual, paper-based shift swapping policy that relies on employees scrambling to cover for each other is a risk at best and a chronic, chaotic scheduling disaster waiting to happen. Managers play an integral role in closely monitoring shift swapping. Their oversight assures that every shift will be fully covered. 

Through innovative workforce management technology, managers can approve shift swaps with complete oversight of costs and compliance. The technology empowers managers to: 

  • Control staffing levels — eliminating understaffing and overstaffing.
  • Monitor so staff members swap shifts with colleagues who have similar skills and experience.
  • Lower the potential for no-show employees.
  • Reduce overtime.
  • Create a deadline for shift swaps.
  • Distribute unwanted shifts fairly and evenly among all employees.
  • Customize to control cost, employee availability, qualifications and fatigue management.

Benefits for employees

Employees have lives away from work, and there are times when they need to get a shift covered. Family issues, a sudden illness or a day away for mental health, if the shift is claimed, the employee will be free to take the day off. If not, the employee remains responsible for the shift. Shift swapping software allows employees to: 

  • Post the shift for all fellow employees to see.
  • Control their own schedules.
  • Get a shift covered quickly and easily.
  • Create a more complete work/life balance.
  • Build camaraderie and teamwork through communication.
  • Earn additional money by picking up extra shifts.

With the freedom that employees will enjoy through shift swapping technology, managers still control the approval process and hold the power to override a shift swap in case a specific exchange is seen as unworkable or create unnecessary costs.

Shift swap software allows managers to prevent employees from constantly posting their shifts and become a stand-in for requesting time off.

Additionally, no one benefits from the employee who continually volunteers to work day after day after day, double shifts and late night-early morning shifts. Managers can track that employee and curb shifts and hours, since there is the potential for burnout as well as safety concerns for fellow employees.

Finally, misunderstandings over a missed shift are a thing of the past. Shift swapping technology puts the responsibility to fill the shift squarely on employees. Managers OK the swap, leaving them with more spare time to do things other than babysit the schedule.

Organizations need a reliable employee scheduling plan while employees want job flexibility that adapts to life outside of work. With Workforce.com’s shift-swapping software, a carefully planned shift swapping policy manages employee costs, accommodates employer and employee needs and ensures that both get the schedule they want.

Posted on

How technology can help your employee engagement strategy

technology employee engagement scheduling

Employee engagement is an elusive goal that organizations constantly strive to attain. Despite these efforts, though, polls consistently show that only about a third of employees are engaged at any one time. Experts say it could take years to see significant change in engagement scores.

Even so, it’s worth the long-term efforts to increase employee engagement. According to a 2018 Gallup poll, higher engagement rates are correlated with higher productivity, better retention, fewer accidents and 21 percent higher profitability.

technology employee engagementHere are some employee engagement tips and how technology can make a workforce management professional’s life easier and more streamlined as they try to increase engagement. 

Cultivate a sense of purpose among employees: One reason employees may feel dissatisfied with their jobs and plan on leaving is because they feel a “lack of purpose” at work. A recent Deloitte study found that only 37 percent of millennials think business leaders “make a positive impact on the world.” A separate Deloitte report clarified that the workforce as a whole, not just younger generations, appreciates when a company adopts a higher purpose — “moving beyond profit to a focus on doing good things for individuals, customers and society.”  

Part of showing employees what the values and mission of the organization are includes showcasing workplace examples via the company’s communication channels. Employers can share stories of employees embodying the company’s mission or values, and technology-enabled communication platforms can help employers spread the message to as many employees as possible. 

Ask for feedback on a regular basis: If employers want to identify their engagement issues, they have to listen to what employees are saying. There are many ways to get this feedback, experts say. Employers can conduct both annual surveys and periodic pulse surveys, host employee focus groups and monitor social media posts. Further, they can communicate with employee teams about what they like about working for the organization versus what needs to change. 

“Approach employees as true partners, involving them in continuous dialogues and processes about how to design and alter their roles, tasks and working relationships,” advised Boston University Professor William Kahn — who coined the term “employee engagement” 30 years ago — in a 2015 Workforce.com Q&A. “That means that leaders need to make it safe enough for employees to speak openly of their experiences at work.”

Give employee feedback on a regular basis: Similarly, employees also want to receive feedback about their own performance. They want to see that the company they work for is invested in their 

career. According to a 2019 LinkedIn survey, 94 percent of employees say they would stay at a company longer if the organization invested in their career growth and development. 

This is also an area in which technology can help. As more employees work remotely at least part time, continuous feedback doesn’t always have to be delivered in person. The right tech tool can allow those conversations to happen even when a manager and employee aren’t regularly in the same office. 

Workforce.com software is one platform that allows managers to communicate with employees any time, anywhere via a mobile app, helping provide remote feedback. In addition, managers can use it as a shift-rating tool to evaluate their teams and share feedback. 

 

Posted on

Handling employee mental health issues in a world and workplace changed by coronavirus

employers mental health; Millennials and mental health

May is Mental Health Awareness Month, which is as good a time as any to bring up an issue that has been weighing heavily on my mind — the looming mental health crisis that our employees are facing and will continue to face in a world and workplace changed by coronavirus.

Coronavirus has altered all of our lives, and all employees are dealing with stress, anxiety, and isolation.

Social distance has robbed us of the human contact we need from our family and friends, and work-from-home of the connections with our co-workers.

Some have fallen ill with coronavirus. Most of us know someone who has. And sadly there are those of us who have dealt with the loss, unable to properly grieve because of social distancing rules.

We’ve all missed celebrating milestones such as graduations, birthdays and weddings.

Many of us have dealt with the stress of layoffs, furloughs, lost income or closed businesses, and the stress that flows from figuring out how to pay the bills and feed our families.

Parents are balancing the new job of homeschooling (or at least assistant homeschooling) their kids with the old job of their actual paying job.

We’ve all lived with the everyday stress of just stepping out into the world. The simple task of grocery shopping has transformed into a life-and-death game of six-foot distance, anti-bacterial wipes and face coverings. Even the simplest of daily tasks such as walking the dog has transformed into a game of social distancing chicken — who is going to move off the sidewalk first.

And when society starts to return to some semblance of normal, some of your employees will return to work with mental health issues of varying degrees caused by all of this stress, change and loss. Some will be dealing with the exacerbation of pre-existing mental health issues, and some will have what I am calling coronavirus PTSD.

The easy part is understanding that coronavirus has caused these mental health issues. The harder part is figuring out what we as employers can do and should do to help employees identify and manage these serious issues.

For starters, Ohio has created a free COVID Careline for people to talk to someone about their concerns. It’s available 24/7 at 1-800-720-9616.

Other than letting employees know about this state-provided resource, what else can employers do to help ensure that employees have the support and resources they need now and in the future? I have five suggestions.
1. Check the benefits available to your employees. Do you have an Employee Assistance Plan and are its mental health and counseling services are up to date? Are your health insurance plan’s mental health benefits easy to access and affordable?
2. Revisit paid-time-off policies and consider providing employees the time they need to take care of themselves and their families. And understand that everyone’s situation at home is different. Some only have themselves to worry about, while others have children to tend to during the workday. None of this is ideal, but for some, it’s less ideal than for others, depending on how much non-work responsibilities are on one’s plate.
3. Consider holding town hall or all-employee meetings that focus on mental health awareness. If senior leadership encourages education and communication around mental health issues, your employees will be more likely to access care if and when they need it.
4. Just because many are working remotely does not mean that employees have to be separated. You can use technology to foster togetherness and a sense of community. Virtual get-togethers, mindfulness breaks and online team-building events all help ease the sense of aloneness and isolation that many are feeling.

5. Small gestures of kindness can go a long way. An extra day paid day off, a gift certificate for takeout meals or grocery deliveries, or a surprise delivery of a midday snack can help employees feel appreciated and connected instead of overwhelmed and stressed.

A business is only as strong (or as weak) as its employees. Those that are considerate, flexible and kind will be in the best position to come out of this on the other side with as vibrant a workforce as possible.

Posted on

Employee feedback apps boost employee engagement

employee feedback

When letting employees know their value to the organization, it’s important to show appreciation for their daily tasks through effective co-worker comments.

Technology provides exceptional opportunities to motivate your staff and engage their participation by providing ongoing feedback and building a two-way relationship. Selecting the right workplace app develops a continuous dialogue that improves your internal communications and builds a consistent, trusted relationship with employees.

Choosing the internal communications app that best suits your organization has far-ranging implications. Among the most effective forms of communication that your workplace app can provide is employee feedback. 

The value of ongoing feedback  

People thrive on feedback. Consider how often people are asked to “rate” an experience — the latest vacation spot, the quality of your pet’s food or a call center employee’s friendliness.

Naturally, employees are encouraged to rate their job experience, as well as their workload and the quality of management. In fact, feedback is not only appreciated, it is expected. Employees want to know where they stand with their employers.

An effective workplace app can make that communication faster and more focused. It could literally take seconds to offer a personal congratulations or post a companywide notice of the employee’s accomplishment. 

Feedback can come in the form of an employee performance review, a note of encouragement or a thank-you for a job well done. Many people would be surprised at how well a supportive, positive message is received. 

Peer-to-peer feedback

Constant colleague feedback also encourages your staff to communicate with one another and enables growth in the company. Employees can use communication-based apps, for example, to swap shifts. This process encourages staff to remain open with one another and enhances growth in the company as well.

Employees can use this online feedback to build an authentic, trusting relationship with each other, as well as with supervisors. Peer-to-peer communication coupled with supervisor appraisals goes a long way in helping them become better in areas they need to improve and showing genuine appreciation in the areas that they have excelled in.

Organizing feedback

Your app simplifies feedback by providing a centralized clearinghouse for all employees on a single platform. Employees can communicate one-on-one or in team settings. They also can organize schedules and are crucial  to building a feedback-seeking culture.

Feedback is clearly a valuable business proposition. According to a Gallup study, managers who received feedback on their strengths had turnover rates that were 14.9 percent lower than for those who received no feedback. Still, some employees are hesitant to provide feedback in person. And that applies to managers and supervisors as well.

An internal app makes feedback easier and eliminates barriers with simple, easy-to-use communications. An app also provides the ability to give feedback for those who prefer to avoid face to face meetings. 

Using a communications app is redefining the way we think of employee engagement. Unleashing such tools in your workplace are changing the way businesses operate and make feedback immediate and continuous. 

Give employees the power to communicate! Workforce.com’s employee engagement module empowers employees to respond immediately and effectively to topics relevant to your business any time of the day or night.

Posted on

Workforce.com becomes a timely American success story

Leon Pearce, Workforce.com
Leon Pearce, Workforce.com, time and attendance
Leon Pearce is a senior software engineer for Workforce.com. Photo by Lenny Gilmore

Creating innovative HR technology that empowers employees while also saving organizations time and money is an accomplishment to be applauded.

So when the founders of Workforce.com initially developed a highly advanced time-and-attendance platform in their native Brisbane, Australia, in 2014, it was only natural that the four friends were ready to take it to a global stage. After international wins in tech hot spots such as the United Kingdom, Israel and Asia, unleashing their product on the hyper-competitive shores of North America is now a success story that’s ready to be told.

From those early days with just the first four employees, Workforce.com now boasts dozens of employees who diligently serve businesses nationwide and across the globe. With a commitment to success and a reputation for achievement, Workforce.com’s talented and diverse team is building a strong tradition of delivering excellence by customizing its offerings to their client’s evolving business needs, be it large or small, simple or complex.

Such keen devotion to its clients doesn’t happen in a vacuum. Workforce.com’s team provides on-demand insights and market-ready expertise to boost employee engagement while helping organizations trim labor costs and meet complex compliance requirements.

Among those dedicated to superior customer service is Chicago-based Workforce.com software engineer Leon Pearce, who has maintained a commitment to promoting the product’s ease of use.

“People are the most significant competitive advantage any business can get, so they need to be truly engaged for long-term success,” Pearce said. “We want to help tackle these complex problems and streamline those processes so they can focus on the essentials of managing their workforce: worker happiness, welfare and efficiency.”

Considering that human resources practitioners must be all things to all people, the sheer volume of work they perform to keep a business functioning smoothly can be overlooked and underappreciated by organizational leaders and employees. Workforce.com technology supports their efforts and provides them with the opportunity to become strategic business partners, Pearce said.

“In essence, we build the software with the purpose of improving workforce compliance, automation, engagement and productivity,” he said. “This helps HR stay compliant with ever-changing labor regulations, automate administrative processes, build trust with front-line staff and improve business productivity.”

That said, software and technology isn’t very effective if not used properly. As an example, Pearce evoked the tool wielded by the Marvel Comics’ God of Thunder.

“You could own Thor’s hammer but that’s not very useful if nobody can lift it,” he said.

Software fundamentally changes business operations, which means it’s also important to make sure the partner you choose aligns with the vision you have for your teams.

“With the emergence of Software as a Service as the future of technology adoption, you are not necessarily buying into what it is today, but its ability to improve and help your company reach its potential in the future,” Pearce said.

Ask multiple questions of the software provider, Pearce added, such as:

  • How many features did they release in the last 12 months?
  • Who is your chief technology officer?
  • Do you understand the future of work and what’s your product road map for the future?
  • What improvements to the user experience have been made recently?
  • What percentage of revenue do you commit to new research and development compared to supporting old infrastructure?
  • Are you going to grow and improve your product as we grow and improve our business?

When it comes to implementation, a common complaint about HR software is when it purely serves management and not the rank-and-file employee. 

Ask to see it live in a demo and test the software by placing it in the hands of the end user and get their honest feedback, Pearce said. And there are numerous techniques to understand if users like a product.

Yet, he pointed out, many of these techniques are flawed.

“You can compare companies based on revenue, but then are you evaluating how good the product is or how slick the salespeople are?” he said.

App store ratings give a voice to the people who actually use the software. Since users didn’t choose it, they will be honest with their opinion.

“The biggest mistake we see is when software is chosen because it ticks the boxes of a proposal and not how it works and is used by the front-line employees,” Pearce said. “Is it intuitive and easy to learn? I’d always make sure to evaluate whether it enhances or detracts from the employee experience.”

Pearce said that Workforce.com’s technology fits seamlessly into the big picture of people management, helping guide where the world of work is heading and providing a path for HR to be there alongside it.

“Technology is changing how people approach their work and their relationship with work, so we’re engineering to build a future where teams can perform better through improved workflow and feel empowered with the right technology,” Pearce explained.

For employees that means intuitive mobile apps to see future work hours, swap shifts, provide company feedback and apply for time off and schedule unavailability. For managers, it’s being able to easily build, send and optimize schedules against forecasted demand while tracking actual hours worked.

“And for HR and workforce professionals it means being able to manage and oversee this in one place that they can customize perfectly to their way of doing things and integrate with their existing payroll and technology stack,” Pearce said. “On the whole it means building a platform that leverages the very best technology to help the workforce win and reach its potential.”

Competitive advantage is key to any software platform. Finding what separates one product from another doesn’t necessarily take a publicity-hungry influencer. The benchmark for software in this space would be a solution that can follow best practices for each particular industry and help teams get to where they want to be, while being easy to use.

“Create a solution that supports an organization while they find their way forward and enables them to operate in ways that create new competitive advantages,” Pearce said. “Our strategy is to build our software like a platform that provides adopters with a starting point of industry best practices, but is also flexible enough to evolve with them. Stagnation always ends in failure, which is why enabling our users to keep tweaking their functions and improving the way they operate is so important to us.”

While many see software — any type of software — as a tool, a thing to use merely to accomplish a task, Pearce fancies a more cultured approach.

“It’s like art. Seeing people use the software I helped build definitely gives me pride, but I think more to the point is the knowledge that I was involved in hopefully making people’s lives just a little better,” he said. “I thank our customers every day for giving me that opportunity.”

Don’t take our word for it. There’s a lot that goes into making time and attendance software simple to use and hassle free. Try Workforce.com’s multifaceted time and attendance software and you’ll be lifting Thor’s hammer in no time.

Posted on

The benefits of an engaged federal workforce also benefit the nation

federal workforce; public employees; police officers

It should not be a surprise that the benefits of an engaged federal workforce reflect the same rewards as private-sector organizations that tout high engagement figures.

Successfully engaging employees offer outcomes including higher retention, increased innovation and productivity. Organizations with an engaged workforce also often see decreased absenteeism. It is also a strong predictor of both job satisfaction and organizational commitment.

Despite the clear advantages when an organization commits to promoting employee engagement, annual engagement figures typically hover around 33 percent. Even with record low unemployment in 2018, a Gallup survey revealed that just 34 percent of American workers claimed to be engaged employees.

 Sense of Commitment Vs. Money

Yet studies show that federal employees often are driven more by a sense of commitment to public service than by financial incentives. Mika J. Cross, a federal workplace expert and vice president of employer engagement and strategic initiatives for job-search provider FlexJobs, said in a 2019 interview that there is a strong correlation between overall engagement and an employee’s propensity to stay in government. 

Mika J. Cross, federal employees, employee engagement, benefits of an engaged federal workforce
Mika J. Cross, VP-employer engagement and strategic initiatives, FlexJobs.

“Those who indicated they intended to stay are generally more engaged than their colleagues who aren’t,” said Cross in an interview with the Federal Employment Law Training Group.

Cross elaborated in a recent email interview with Workforce that there are tangible differences between federal employees and the private-sector workers.

“There is more flexibility with access and use of so many of the workforce collaboration tools and benefits that can help to foster higher levels of engagement,” Cross said of most private sector employers. “There is more variety and creativity in benefits and rewards/recognition tactics to acknowledge good work.”

A 2015 study by the Office of Personnel and Management — the federal agency that manages the government’s civilian workforce — provides insight into the benefits of an engaged federal workforce.

Also read: Public Sector Workplaces Turning to the Cloud

Titled “Engaging the Federal Workforce: How to Do It and Prove It,” the 32-page report takes a deep look into variations in employee engagement.

Because federal employees often are motivated by a sense of altruism, a worker’s experience, as well as job security and better benefits, positively affects their engagement, the report notes. Yet the unpredictability of the federal government’s fiscal environment — affected by factors including an economic slump such as the current coronavirus pandemic — are beyond the federal employee’s and supervisor’s control. Budget uncertainty also has resulted in sequestration and furloughs.

“An organizational climate with these kinds of uncertainties has the potential to undermine employee engagement efforts,” the OPM report states. Therefore, when targeting the benefits of an engaged federal workforce, “it is essential to consider external factors in addition to those that may be influenced by leadership and the individual.”

Proactive Personnel Engagement

The study also takes into account individual differences that are likely to influence an employee’s tendencies toward engagement. Traits such as conscientiousness and proactive personality have been found to be related to engagement, the study notes. Individuals who exude initiative, perseverance and immersing themselves in their work demonstrate proactive personalities.

Cross reiterated in her 2019 interview the strong connection between overall engagement and an employee’s willingness to remain in government. 

“Those who indicated they intended to stay are generally more engaged than their colleagues who aren’t,” said Cross, a U.S. Army veteran known as the “Public Service Passionista” who frequently provides expert testimony on Capitol Hill and speaks at numerous conferences. 

Cross also told Workforce that engaging federal workers comes down to greater access and choice in workplace flexibility programs.

“Offer more variety of options in choosing flexible work schedule options, access to telework or remote work options and other supportive work/life resources,” she said. “Invest in the proper technology tools that increase efficiencies for accomplishing work, collaborating and communicating with customers, stakeholders and co-workers.”   

Supervisors can make a big difference in driving and promoting the benefits of an engaged federal workforce, Cross said in 2019.

“Focus on organizational citizenship behaviors, meaning inspire, encourage, motivate and reward employees for their discretionary behavior and positive activities that help contribute to the overall welfare of the organization, and that go well beyond simple job duties and work requirements,” she said. “Overall, supervisors can directly impact employee dedication, sense of purpose and their attachment to their mission and the organization.”

Communication Remains Key

Frequent check-ins to understand their team’s personal and professional goals, listening and responding to how federal employees feel about their roles, and the work they do serving the American people should be part of regular conversations, she said.

Cross also offered tips that supervisors can implement to enhance the benefits of an engaged federal workforce.

  • Reinforce and explain the connection between an employee’s actions, workload, projects and activities to the organizational and business unit vision.
  • Redesign work to encourage more autonomy, creativity and innovation.
  • Enforce effective performance management practices that focus on early course correction, learning and growing and always striving to be supportive, not dismissive or overly critical.
  • Offer and encourage using all the supportive employee and workplace resources that are available, such as onsite wellness programs, flexible work schedules, telework programs, employee advocacy and community affinity groups, financial literacy, continuing education and other workplace activities that help make a federal agency a better place to work.
  • Encourage frequent and open communication with employees; model and reward appropriate co-worker relationships.

There also are some basic communication strategies to follow, Cross said. Reinforce good behavior and ask employees about incentives that would engage them in a meaningful way. 

“You may be surprised to hear that an incentive for one employee may be a time off award, or ability to take a training course or attend a networking event during duty hours rather than a monetary bonus,” she said.

“Additional flexibility in their work schedule or permission to telework more frequently; or for others, taking on a new assignment or gaining permission to work on a project outside of their normal position description may be a wonderful way to incentivize a job-well-done and inspire more creativity and innovation.”

Posted on

You can still clock in: Technology offers ways to overcome COVID-19 disruption

workforce management, time and attendance, HR technology

time and attendance, HR technologyThe coronavirus outbreak has prompted enterprising businesses to use their existing workforce management technology in new ways.

The unprecedented impact on people’s daily work and personal habits has been the catalyst for the businesses we work with to find new functions for our technology.

Innovative organizations are using the platform to help communicate with their employees about safety measures, shift changes and team morale during this difficult time.

The following are issues that businesses should be prepared for over the coming days, weeks and months and how workforce management technology can assist.

Health and safety issues are top of mind. Employers can use workforce management software to enter and monitor safety processes such as their staff’s COVID-19 test results and to monitor the staff’s self-isolation dates so they know when it is safe to allow them to return to the workplace.

This is an innovative use of a function that was originally created to ensure workforce compliance with industry regulations, certifications and visa working restrictions.

Leave management is another important issue. As a large number of people are required to self-isolate, businesses will see a dramatic increase in requests for all types of leave. They will need systems in place to handle this influx of applications.

Workforce management technology allows for easier approval of shifts and timesheets, along with the power to add and edit staff leave and add manual allowances.

Shift equity is something many employers will want to focus on. A platform can be used to equitably share shifts among staff as a fairer alternative to dropping staff members off the schedule.

Facing unprecedented economic conditions, businesses will be keeping a close eye on profitability. Workforce.com has introduced a live wage tracker that allows employers to make early cost-saving decisions based on reduced demand.

Our live wage tracker provides an update on wage costs every 15 minutes. If this data is connected to point-of-sale technology, businesses can track exactly how they are performing throughout the day and use the data to make staffing decisions. Especially when government directives are being made frequently, it’s vital that businesses are able to make rapid cost-saving decisions based on demand.

Employees working from home can still clock in via Workforce.com’s remote clock in, which allows staff to clock in via their mobile devices, to clock in and out multiple times to account for the distractions of working from home, and to list their activities performed.

This pandemic will speed up the adoption of remote work technology and employers are on notice that the workplace may be permanently impacted.

Once the virus is contained and it is business as usual, employees may be asking, “Why do I have to come into the office every day, I’m just as efficient from home?”

Can your business keep up if people want to continue to work from home? Some businesses are using this time of reduced demand to ensure they have the right processes in place for a flexible workforce.

Maintaining team unity is more important than ever. A chat function is a good way to check in on staff morale, set up reminders about sanitizing frequently touched surfaces, and even report on interactions with potentially unwell customers so that good records are kept.

Employers also can easily communicate changes to the business by messaging individuals or entire teams, sharing key updates and important documents like training files, new health and safety policies, and opening hours.

Because chat messages are easy for all team members to see in the app, employers and managers can also use this platform for important things like saying happy birthday to a team member or reminding them to clock out if they’ve forgotten to do so.

The COVID-19 pandemic has forced upon employers and employees a new way of operating, at the very least in the short term. But technology that already exists can help businesses keep on top of the new normal of managing a workforce.

Posted on

Telecommuting as a reasonable accommodation during the coronavirus pandemic

remote work

Telecommuting has become the coronavirus norm.

The CDC recommends that employees who can work from home do so, and state stay-at-home orders are requiring telework whenever possible.

The larger questions, however, are whether COVID-19 will change our national outlook on the viability of telework, or when this crisis ends will businesses return to their pre-coronavirus telework hostility?

I hope it’s the former but I fear it’s the latter. And if it’s the latter, Tchankpa v. Ascena Retail Group, which the 6th Circuit Court decided in the midst of the growing coronavirus outbreak and just five days before the World Health Organization declared a viral pandemic, gives us some insight into the future issues.

Kassi Tchankpa, a database administrator for Ascena, seriously injured his shoulder while transporting laptops to work. The injury limited his ability to bathe himself, cook, wash dishes, open the refrigerator or drive normally. Yet, with a variety of accommodations from Ascena (such as arriving late or leaving early as needed to attend medical appointments and flexible scheduling), Tchankpa was able to work in the office for the first 10 months after his injury.

When he asked to work at his home three days per week as further accommodation (something he argued Ascena allowed other employees to do), the company balked. Tchankpa’s supervisor made clear that Tchankpa needed medical documentation to support his request for regular work from home.

Tchankpa’s doctor, however, never provided that documentation, and instead advised the company that Tchankpa could continue to work from the office as long as he took frequent breaks for his shoulder. Ascena thus denied the work-from-home accommodation request. As a result, Tchankpa quit and sued for disability discrimination.

The lack of documentation supporting Tchankpa’s telework accommodation request doomed his claim:

Employers are entitled to medical documentation confirming the employee’s disability and need for accommodation. And Ascena invoked that right in early 2013. Yet Ascena did not receive documents discussing Tchankpa’s medical restrictions until October 2013. Far from showing a necessary accommodation, Dr. Stacy’s report stated that Tchankpa could work eight hours per day, five days per week. Without medical documentation showing that Tchankpa’s disability required work from home, Ascena had no duty to grant Tchankpa’s request. After all, we presume on-site attendance is an essential job requirement.

Thus, an employee seeking telework as a reasonable accommodation must provide a requesting employer documentation as to the medical necessity of that accommodation. This is true of any reasonable accommodation. Unless the need for a reasonable accommodation is painfully obvious, an employer never has to take an employee’s word for it, and should always request medical documentation to support that need.

Which has nothing whatsoever to do with telework during this pandemic emergency. Everyone who can be teleworking should be teleworking, period, no questions asked.

The bigger question is what happens after we all return to our physical places of work. Currently, about half of employed adults are working from home. According to the Bureau of Labor Statistics, before coronavirus only 19.5 percent of the workforce performed some paid work at home. We should expect the numbers to meet somewhere in the middle after we are all allowed to safely return to work. Indeed, the Brookings Institute predicts that telecommuting will continue long after the pandemic ends.

While working from home hasn’t been perfect over the past month, it’s still been work. With email, remote access, cloud storage and Zoom, I’ve been able (more or less) to accomplish everything I’ve needed to. Still, I miss my co-workers and can’t envision doing this from-home thing on a permanent, full-time basis. But I can envision it a day or two a week.

So here are my questions on the heels of the Tchankpa court’s declaration that “on-site attendance is an essential job requirement.” Is it still? If employees are currently working productively from home, will an employer still be able to make a future claim that on-site attendance is essential to those employees’ jobs? Or will remote work finally take its rightful place alongside in-person work as accepted and acceptable?

While telecommuting has been the exception by a vast number, my hope is that the wall that has separated exception from rule will evaporate, as this pandemic has shown that we can productively work without being at work.

Posted on

Coronavirus Update: The top 5 things I’m doing besides working

Alcohol employee engagement

How are you filling your non-working time?

We used to fill our time running our kids all over the place for various lessons, rehearsals, and gigs. Now, however, we have a lot of down-time, with nothing to do. So how am I filling my time when I’m not working? (Which, btw, I’ve been doing a lot of over the past month.)

1. Walking … a lot. We are walking a ton of miles. As in 4 to 6 miles per day. The rings on my Apple Watch are very happy. Partly because we have two high-energy dogs (one being an 11-month-old puppy) that can’t go to daycare to tire themselves out. And partly because what else are we going to do? Let me make a few observations from my miles of walking. First, thank you to most for maintaining social distance. People (more or less) have been really good about keeping six feet of separation. Secondly, people have been really nice to each other. Lots of, “How are yous” from total strangers (from a socially acceptable distance). Third, it appears that many people do not think kids can carry or catch COVID-19. Because I’ve seen lots of kids playing together in close groups (basketball, football, walking, etc.). Parents, I know this sucks for your kids. It’s going to suck more if they transmit this virus to each other. Please, let’s try to maintain social distance for a few more weeks, and we can all start to get back to normal socializing again (although it’s going to take me a while to feel comfortable shaking someone’s hand or getting in an elevator).

2. Cooking and baking. Because we always seem to be running around a lot, we are always grabbing food out. We must eat out four times a week. Without nowhere to go, I’ve been cooking every night. I’ve also been baking (a combination of comfort and nesting, I think). The cooking is starting to get old. I really do love to cook, but I also love the option of not cooking. When this is all over, I think I’ll be exercising that option a bunch. Also, if anyone wants the world’s greatest gluten-free chocolate chip cookie recipe, hit me up.

3. Grazing all day. One of the downsides of working from home (aside from the a-hole puppy who barks, and goes crazy, and generally likes to annoy us and his big sister) is the easy availability of food and constant snacking. Thankfully, no. 1 above makes up for these added comfort calories.

4. Virtual cocktail hours. Since we can’t connect with people in person, we’ve been connecting remotely via Zoom. We have weekly check-ins with family (real and our Fake ID band family). We’ve also connected with friends as far as the West Coast and as near as across the street. It’s been a great (albeit different) way to keep in touch and re-connect. And, cocktail hour.

5. Slowing way down. One of the unintended benefits of sheltering at home is that we have been forced to sloooooow down. No longer running to and from place to place, we have the time to sit and play a family game or watch a family movie (***** for “Almost Famous,” even though I forgot that Kate Hudson shows her boob; ***1/2 for “Onward,” not one of Pixar’s best, but still enjoyable and sweet.) It’s not like we weren’t connected as a family pre-coronavirus, but this has forced us to reconnect in a good way. And no one is sick of anyone else … yet.