Businesses that have long-term strategies for workforce management technology have more success selecting appropriate systems, and achieving employee acceptance of the technology.
"Organisations that have a clear strategy for using workforce management technologies are more likely to be successful in optimising employee productivity, achieving cost savings and long-term technology usage and adoption," says Leslie Tarnacki, VP and GM, WFS: A WorkForce Software Company.
Consequently, WFS has identified four strategies that will lead to successful workforce management technology integration:
1. Standardise or specialise:
It is important to choose between a specialised or standardised technology. Standardised technologies can run multiple systems on the same backbone, which can help IT staff to track and manage changes.
However they may not accommodate the specific needs of the organisation. Specialised technologies are developed to fit complex workforce management processes unique to the organisation.
This can help to ensure long-term adoption by staff because they fit in with existing processes, rather than changing the way the organisation runs.
"Staff are more likely to use technologies that are familiar and make sense to the way they already work," Tarnacki adds.
"Specialised technologies have an advantage over standardised solutions because they can automate processes unique to the organisation and aren’t as limited in functionality."
Tarnacki believes that organisations that adopt technologies specifically to automate time and attendance have employees who work, on average, at 12 per cent higher capacity than those who rely on manual processes or spreadsheets to perform the same work.
This specialisation results in customer satisfaction, reduced costs and better budgeting.
2. Make it universal:
Organisations that only use workforce technologies to manage time, absence and scheduling of hourly employees miss out on the visibility provided by holistic technology strategies.
By applying the technology to all employees, regardless of whether they are hourly, salaried or temporary, organisations can have better visibility of staffing needs, and make informed rostering decisions.
3. Align with the business:
Business alignment should drive workforce management technology strategy. Organisations need to select technology that supports corporate goals, and gather data to ensure continuing strategic alignment.
4. Use it or lose it:
Organisations need employees to adopt the technology to maximise their investment. The more the technology is used, the more data and analytical accuracy it has.
Poor user experience is one of the main reasons organisations are forced to replace workforce management technologies, so it is critical that organisations consider how the technology will be used before they invest.
To conclude, Tarnacki believes ignoring user experience can result in low adoption rates, insignificant data and wasted financial investment in technology.