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Workforce Management: Time and Attendance

June 13-14, 2012
This event has ended. Click Enter Event to view the archive.
Workforce Management “Workforce Management (WFM) encompasses all the activities, processes, and tools needed to manage a workforce. A comprehensive WFM system includes planning, forecasting, scheduling, and tracking workers to optimize the balance of customer, employee, labour laws and organizational needs.” Understand the latest WFM trends. Attend the workshops from your desk! .

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The Institute for Human Resources (IHR), the certification and accreditation process arm of, has a program for you! Many HR professionals have a general HR degree or certification with a wide spectrum of HR functionalities learned. The IHR is the only institute that focuses on niche areas within Human Resources. A specialty certification increases your market value, adds value to your work experience, furthers your knowledge, and recognizes you as an industry leader and/or expert in the field.

Conference Webcast Schedule
Julia Lewis, Workforce Management Facilitator(

Welcome to the Institute for Human Resources Workforce Management virtual event. Thank you to everyone for your participation and support. We are currently in our second year of the program. Join Julia Lewis, Community Facilitator for’s Institute for Human Resources Workforce Management as she takes a look at what has been happening within the Institute for Workforce Management within the last year and the educational curriculum for the remainder of 2012.

Will this be the first virtual event you have attended? Have you participated within the Workforce Management Institute? Are you currently a certified HR professional?

During this short, 20-minute session Julia will review the progress of the Institute for Workforce Management to date.
• Introduce the Advisory Board and their roles
• Introduce you to the Institute and the Certification program available
• Help you become an expert in Workforce Management
• Offer an opportunity for YOU to host an educational session and educate your peers
• Learn why this Institute is important to the Workforce Management Industry and how you can contribute to its success

If you are new to the Institute for Workforce Management, this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community.

Have you signed up yet? If not, there's still lots of time! Find out what you have missed, and take a look at what is coming up for the latter half of the year.

For those with questions regarding the Institute and its content this is your chance to share your ideas.

Timothy Glenn, Major Account Executive(Workplace Systems Inc.)

In today’s extremely competitive retail market place retailers are realizing that to get the most out of every dollar spent on labor you need more than just the ‘Right Person in the Right Place at the Right Time’.

In the past many retailers would schedule their people with paper and pencil or Excel at the store level working with limited information available to them. Furthermore, there would be no visibility at the area level or at the corporate level. There was no way to adjust your business model proactively during the week everything was done reactively once the week ended causing headaches at many levels of the organization.

Providers have responded in the past decade with platforms to improve scheduling efficiency and reduce labor costs, leading to improved store performance and customer experience. With a revolutionary new approach to Labor Scheduling implementation, today a solution may be deployed in weeks providing greater management visibility and control of labor cost. They should provide ease of use, lower upfront costs and a flexible “pay as you go” model designed for the cloud to give retailers a quick ROI.

The keys to success lies in associates, store managers and executives getting involved using the product early in the process, leading to quick overall acceptance and adoption greatly reducing change management challenges that occur as organization wide rollout commences. 24 X 7 accesses to the tools fulfill an employer’s ability to “engage” associates, anywhere, anytime and with virtually any device allowing “shift bidding” to solve open shift challenges.

John Frehse, Chief Strategic Officer(Core Practice)

Shift work is a fact of life in the world today as staff must be available when customer demand dictates.
However, working an undesirable schedule can contribute to low morale, poor performance and turnover. But changing schedules to meet employee needs leads to poor coverage, right? Wrong! It’s actually possible that re-thinking the schedule mix can not only improve coverage and reduce costs, but can actually give employees some new options that will be more attractive to them. In this session, John Frehse will offer some insights from his article, It’s Not About the Money (from Strategy and Business magazine), including many case studies about how companies have implemented new, creative schedules to meet both employee
and business needs. You’ll hear new ideas about what motivates staff and what you can do to impact workplace satisfaction in a positive way.

Management teams should watch this session especially if they are currently using traditional 8-hour shift models as their approach to meeting customer demand. Other indications that this session will be right for you is if you pay a shift differential, have high turnover, or general issues with morale. We will work on recruitment strategies as well.

In the past it was alright to have schedules that were not very flexible. Companies would keep inventory levels high and so seasonal and variable demand would be handled through pulling additional inventory out of reserves when needed. As the carrying costs have increased and management teams have been more aware of their existence, teams have worked hard to reduce inventory levels in favor of flexing the workforce. The challenge has been that when inventories are low, management teams have had to flex the employees in ways that are sometimes very unfriendly. It is time to give employees schedules that will work for them while not compromising on the cost reduction progress companies have made.

Geoffrey Simpson, Director(Presagia)
Allan Compagnon, Compliance Officer(Presagia)

Suppose an employee calls up their supervisor and says they are taking a FMLA day. Where does the supervisor report this? When does HR find out? Can you tell if this is for a continuous leave, intermittent, or does it qualify at all?

Employers struggle with these questions and many others related to intermittent leave. This is because they usually focus on absence management and not leave management, a significant difference when dealing with compliance. A key problem is that absence data alone does not have enough depth to determine all of the elements of leave compliance. Employers also often lack the proper communication channels to ensure the leave team receives the information they need in time to respond accurately to leave events.

In this session, Presagia’s Compliance Officer, Allan Compagnon, will share his experience working with employers to help attendees understand how to actively monitor and manage intermittent leave. This includes reviewing the rights and responsibilities of employers and employees. He will examine the major issues that employers face, such as the “40 hour workday”, the “mystery absence”, and differentiating between FMLA and ADA events. He will explain the need for good absence data and best practices for collecting it and ensuring it is communicated to the right people within the required timeframes to make compliant decisions.

Mr. Compagnon will also provide best practice steps to compliance, looking at the key areas of leave programs that you should be evaluating and adjusting. He will discuss how to identify absence patterns that indicate employee abuse of intermittent leave, while still respecting the requirement to show flexibility with employees. Throughout, he will use examples from working with many employers to illuminate the many issues faced with intermittent leave.

The primary goal of this session is to give attendees practical knowledge that they can take back to their organizations to evaluate their programs and determine where changes can result in better management of intermittent leave.

Steve Levy, President(ThinkTime)

Create a High Performance Workforce
Today’s companies face many complex labor challenges each day including:
•       Tracking budgeted, forecasted, scheduled, actual and earned hours at the store, district, region, and company level across months, quarters, and years
•       Accessing unscheduled overtime, absenteeism and unproductive hours
•       Managing abusers and/or lax enforcement of late, early and missed punch rules
•       Continuously improving employee skills, retention and overall satisfaction
In Retail, Analytics and Performance Improvement are a game of inches; it is about identifying and fixing subtle issues such as a few minutes of early, late or missed punches each day across your entire employee population. These “inches” grow exponentially into an expensive problem that affects your bottom line.
An organization with 1500 employees and an average of 14 minutes of ‘wasted’ time each day will have an estimated 2.3 million punches to manage and cost more than 1.6 million dollars per year. ThinkTime’s advanced trended and predictive engine enables you to trend immense amounts of workforce data, target your problem areas and quickly resolve issues with a guided 5-step resolution process.
What is the best way to make smarter business decisions around your labor management?
Most organizations today use cumbersome and confusing reports to try and build a story of why, where, and what your root Workforce Management challenges are.
Analytics can help uncover hundreds of thousands and even millions of dollars in unnecessary and costly labor dollars, empower managers, and provide deep insight into where to focus your future operations and HR efforts.
In this webinar we will focus on the next generation of Workforce Management Analytics and overall productivity.

Ed Colby, HCM/WFM Strategic Consultant and Technology Evangelist(PRO HCM - HCM/WFM Strategic Consulting)
Morne Swart, Vice President, Product Management(Sumtotal Systems Inc)

For years, we have heard the adage “People are Our Most Important Asset”. Although most of us would agree that this statement is true, we also recognize that many organizations fail to manage their people asset as closely and carefully as they do their other critical assets (property, plant, equipment, money/finances). As such, they fail to realize the maximum Return on Investment from this asset that they could otherwise attain.

Attend this webinar to see how and why a fully integrated Human Capital Management (HCM) strategic solution including both Talent Management (TM) and the burgeoning discipline of Workforce Management (WFM) leads to a significantly higher-performing organization…an organization where the people asset truly is managed as carefully and effectively as other critical corporate assets! See how TM and WFM work together in a complementary and synergistic way to lead to higher individual, group, and organizational performance.

For the past 10 years, most HCM industry literature and organizational HCM initiatives have been focused on Talent Management …the quest to acquire, train, develop, reward, and retain the most qualified and productive workforce. While TM is a necessary and critical component to developing and enhancing individual and organizational capabilities and potential… it does not in and of itself ensure optimal organizational performance and results.

While focusing on developing and ensuring the capabilities of their workforce, many organizations misuse or underutilize this asset on a daily basis by failing in practice to make full use of its productive potential. This happens when organizations do not have the tools to ensure the full availability and utilization of its employees; or the tools to monitor, measure, and manage their daily activity and performance according to expectations. It is one thing to have great and capable employees, it is quite another to make sure that “the right number, of the right people, with the right skills, and at the right cost; are in the right place, at the right time, working on the right task, and performing to expectations”…each and every day! Organizations face compliance exposures and lose significant net effective capacity by failing to make full, effective use of the total potential of their existing workforce asset. This often leads to lower productivity, higher costs, lower margins and profit, and lower quality and timeliness of service. This obviously has a consequential negative impact on employees and customers…impacting both the top AND bottom line!

Just as important as is Talent Management in helping build a high-performing organization is Workforce Management, which focuses on ensuring the full availability, utilization, and productive use of the workforce on a daily basis…as well as managing compliance with all work, leave, and pay rules. Workforce Management is more than just Timekeeping and paying people right. It has matured into a strategic suite of critical application tools and practices that result in a de facto net effective increase in operational capacity and performance! Individually, each of the discrete WFM applications (Timekeeping, Attendance, Absence and Leave Management, Scheduling, and Workforce Analytics) provides significant operational and financial value. The combination of Workforce Management and Talent Management (including Learning Management) in a fully-integrated HCM solution adds exponential value in driving higher employee and organizational performance. The intersection and full integration of WFM and TM is not only a natural, but also a NECESSARY step if organizations are to fully manage, leverage and optimize their people asset!

Workforce Management as a management discipline has not traditionally been viewed as being part of HR or Finance’s role…more often it is relegated to Operations. However, the current economy and growing global “war for talent” makes it imperative that both Talent Management as well as Workforce Management be utilized to be able to fully optimize the human asset…so that organizations make the most effective use of the talent they already have in place and perform at their top competitive capability!

Anthony Alvizu, Sales(Insperity)

The market for time and attendance “Workforce Management, Timekeeping” and absence management “has changed so drastically in recent years its worth a look just to see how todays tools drive profit and affect businesses is rapidly evolving to meet client’s expectations for a more mobile and web exposed workforce. At the same time employees are much more technology savvy and are demanding better insight and treatment from their employers. What are you to do? This seminar will help you determine if your current processes serve you well in the future or if you should be thinking about re-evaluating your solution.
In this one hour seminar, we will discuss the trends and the developments in the time and attendance industry going back to the beginning of shift work and the business drivers behind the development of new products and services. We will help you plan for your future needs by discussing technology trends that will affect your time collection, scheduling and absence management policies in the future and which will benefit your employees and help you retain the best employees.
We will also discuss the history of time collection and absence management citing industry examples and will predict where we are likely to be in the immediate and near future.
Finally we will discuss the concept of the virtual manager in time and attendance and how this evolution will impact you and your company. See if your software can work for you instead of the other way around. At the end of the conference you will be much better informed of the likely future of this industry.

Tom Pierce, Director(Axsium Group Inc)
Benjamin Law, Director(Axsium Group Inc)

Tolerance for retail technology projects that underperform is limited in today’s economy. A Workforce Management solution should contribute to the overall management of labor, but also directly align with the strategic goals of the business. This is paramount to securing on-going funding and commitment to the initiative. Unfortunately, many organizations fail to establish an infrastructure to do just that; align their WFM solution with the strategic goals of the organization. As a result, measuring success during and after the implementation is virtually impossible.

Organizations often lose focus of their long-term goals once a project begins deployment. Axsium helps our clients define future state processes within their unique business environment so that the organization is not only prepared to absorb and progress with changes the planned WFM solution will produce, but has also identify a tangible set of metrics that represent the key drivers to success for the business. These metrics set the parameters for measuring future success.

Listed are some common WFM strategic goals that organizations want built into their new WFM solution:
• Reducing labor costs;
• Strengthening legal and corporate policy compliance;
• Increasing productivity;
• Reducing absenteeism and turnover;
• Empowering managers and associates.

This webinar will explain how to translate your WFM business case and strategy into a comprehensive set of measures and actions that help you maximize the value of your WFM system. Participants will gain a firm understanding of how to set appropriate measures and track against them. This session will also demonstrate the tools and techniques that dozens of retailers have used to ensure their WFM initiative meets or exceeds their goals.

Richard Dobal, Product Manager(ADP Canada)

Caring for and treating people with long-term healthcare (LTHC) conditions are expected to become one of the dominant healthcare challenges of the 21st century. In fact, demographers are estimating that between now and 2015, the population aged at 85 and older, most likely requiring LTHC, will increase by 40%. In the context of an aging society, as the population ages and the life expectancy increases, so does the demand for professional and skilled healthcare workers and with it the employment costs.

Therefore, the importance of LTHC is increasing as a result of growing demand from aging baby boomers and the shrinkage of the traditional workforce.

Within this session, we will highlight the importance of managing the LTHC workforce as efficiently as possible, in order to boost employee productivity and improve patient care, while controlling labour costs. The ease of use and automation of these solutions allow for more time and attention to be spent on patients, and less time on administrative functions. For example, workforce management solutions are able to collect employee availability data, including requests for absence and staffing requirements. As the supply of the workforce stands far below the demand, it is essential to maintain high job satisfaction and low turn over rates.

The goal of this session is to outline how and why LTHC providers need to continue to focus on effective cost and labour control in order to operate profitably and efficiently into the future.

The future of LTHC will be immeasurably worse without fully customizable workforce management solutions that will significantly impact business processes, and improve operational efficiencies. In order to treat patients with the care they deserve, workforce management solutions are crucial to healthcare operations.

Sponsors for this event:

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