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The official study guide for the Workforce Management Technology Certification, containing core knowledge for time and labor management The worldwide standard for the time and labor management technology profession, Workforce Asset Management Book of Knowledge is the official guide to the Workforce Asset Management Certification. Establishing a common lexicon within the profession for talking about workforce management and systems, this essential guide is designed to establish a body of generally accepted and applicable practices and standards within the industry. * Includes contributions from…mehr
The official study guide for the Workforce Management Technology Certification, containing core knowledge for time and labor management The worldwide standard for the time and labor management technology profession, Workforce Asset Management Book of Knowledge is the official guide to the Workforce Asset Management Certification. Establishing a common lexicon within the profession for talking about workforce management and systems, this essential guide is designed to establish a body of generally accepted and applicable practices and standards within the industry. * Includes contributions from leaders in the field * Covers everything from vendor and product selection, to implementation planning and execution, system design, testing and change control, financial analytics, fundamentals of scheduling people against workload and skill sets, and how to use these systems to manage labor costs and productivity * Body of knowledge is focused on workers and technologies for every industry and every type of employer * Designed around timekeeping and labor scheduling technologies With contributions from leaders in the field, this book expertly covers the knowledge, practices, regulations, and technologies within the domain of workforce management systems. It provides the body of knowledge for managing a workforce using time and attendance systems, labor scheduling, productivity, staffing budgets, workforce software applications, or data, compensation and benefits for payroll and human resources.
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.
LISA DISSELKAMP is a Director at Deloitte Consulting LLP. She is a leading authority on timekeeping, compensation, scheduling, and labor analytics systems and has led assessments and multimillion-dollar projects impacting up to 350,000 employees.
Inhaltsangabe
Foreword xi Preface xiii Acknowledgments xvii Introduction 1 UNIT I: GROUNDWORK FOR WORKFORCE ASSET MANAGEMENT Chapter 1: Introduction and Background 7 1.1 Workforce Asset Management: A Cross-Disciplinary Specialty 8 1.2 Increasing Business Need for Workforce Management Technology 12 1.3 Evolution of Workforce Asset Management Technology 18 Notes 24 Chapter 2: Principles of Workforce Asset Management 25 2.1 The A.C.T.I.V.E. Principles 26 2.2 Sustaining the WAM Strategic Vision 31 2.3 A New Model: Workforce Management Office 32 UNIT II: THE FRAMEWORK FOR THE ORGANIZATION Chapter 3: Changing the Organization 39 3.1 Developing the Business Case 40 3.2 Financial Planning and Return on Investment 46 3.3 Financing Workforce Asset Management Technology 68 3.4 Negotiation 72 Notes 75 Chapter 4: Impact of Organizational Readiness, Maturity, and Integrity on WFM Systems 77 4.1 Organizational Readiness and Keeping People Engaged 78 4.2 Workforce Management Maturity Curve 81 4.3 Benchmarking and Baselining Data 84 4.4 The Relevance of Workplace Integrity in System Operability 89 Notes 94 UNIT III: TIMEKEEPING Chapter 5: Workforce Management Devices and Functionality 97 5.1 Timecard Functionality 98 5.2 Accrual Rules 104 5.3 Automated Workfl ow and Employee Self-Service 106 5.4 Data Collection: Who, Where, and When 110 5.5 Biometrics: Features and Functionality 118 5.6 Mobile Resource Management: Features and Functionality 126 Notes 129 Chapter 6: Federal Regulation 131 6.1 Fair Labor Standards Act 132 6.2 Defining the Legal Workweek 136 6.3 Changing the Workweek 143 6.4 Handling Multiple Rates of Pay for Hourly Workers 148 6.5 Definition of Hours Worked 149 6.6 Tracking Hours Worked 158 Notes 162 Chapter 7: State Regulation 163 7.1 State Wage and Hour Guidelines 164 7.2 Wage Orders 164 7.3 Definition of Overtime 166 7.4 Definition of Workweek and Workday 170 7.5 Frequency of Wage Payments 170 7.6 Meal Periods 176 7.7 Rest Period 182 7.8 Definition of Hours Worked 182 7.9 Tracking Hours Worked 184 Notes 186 Chapter 8: Compliance, Controls, Reporting, and Payroll Leakage 187 8.1 Designing Legally Defensible Systems and Policies 188 8.2 Managing Roles within Workforce Management Systems 193 8.3 Unique Aspects of Timekeeping Security and Control Confi guration 199 8.4 Record-Keeping Regulations 204 8.5 Legal and Statistical Issues 205 8.6 SSAE 16, SOC2, ISO, and SOX 215 8.7 Integration with Reporting Structures and Business Systems 218 8.8 Fraud, Abuse, and Payroll Leakage 222 Notes 226 Chapter 9: Industry-Specific Workforce Management Business Needs 229 9.1 Regulations and Recommended Practices on Fitness for Duty and Fatigue Risk Mitigation 230 9.2 Healthcare Pay Practices 234 9.3 Retail and Restaurant Industry 237 9.4 Government Contracting 238 9.5 K-12 Education Industry 242 9.6 Managing a Global Workforce 246 Notes 252 UNIT IV: SCHEDULING AND LABOR MANAGEMENT Chapter 10: Scheduling Drivers and Design 257 10.1 Workload 259 10.2 Rules and Constraints 268 10.3 Workforce 273 10.4 Scheduling Process 276 10.5 Scheduling Software 288 10.6 Industry Specifics 290 Chapter 11: Scheduling, Attendance, and Leave--Categories and Configurations 293 11.1 Types of Employees 294 11.2 Three Types of Absences 296 11.3 Leave Management Policy 299 11.4 Human Resources Attendance Policy Fundamentals 302 11.5 Configuring Attendance Policy in Timekeeping and Scheduling 305 Notes 308 Chapter 12: New Scheduling Models for the Workforce 309 12.1 New Models for Scheduling Greater Work-Life Fit 310 12.2 Demand-Driven Labor Scheduling 320 12.3 Schedule Optimization: Positioning Time as a Resource at the Local Level 329 12.4 Workplace Flexibility Related to People with Complex Employment Situations 335 12.5 Scheduling as a Form of Compensation and Retention 337 Notes 339 Chapter 13: Scheduling in Highly Complex Industries and Areas 345 13.1 Managing Overtime: A Common Challenge in the Workplace, Especially in Healthcare 346 13.2 Manufacturing, Mining, and Energy 352 13.3 Education 354 13.4 Corrections and Law Enforcement 355 Notes 361 UNIT V: ANALYTICS, DATA, AND INTEGRATION Chapter 14: Workforce Analytics 367 14.1 Setting the Stage for Analytics 369 14.2 Fundamentals of Data Analysis 371 14.3 Formal Modeling Approaches 385 14.4 Key Performance Indicators Used by WFM Systems 389 Notes 391 Chapter 15: Data Integration and Interfaces 393 15.1 Getting Data In and Out 394 15.2 General Practices 396 15.3 Interface Project Flow: Milestones 397 15.4 Primary Interfaces for Workforce Management Systems 398 15.5 Interface Timing 406 15.6 Obtaining, Transferring, and Delivering Data 411 15.7 Working Environments and Raw Data Archiving 418 15.8 Automation/Unattended Operation 421 Notes 424 Chapter 16: Data and Systems Management 425 16.1 Data Governance 426 16.2 Privacy and Security 428 16.3 Where Data Should Originate and What Data Should Be Shared 434 16.4 Environmental Issues: Architecture, Scalability, Performance, Portals, Disaster Planning, Virtual Machines, Cloud Computing, Hosted versus In-House 440 16.5 Managing Performance of a Growing Database 446 16.6 Data Migration Management 448 16.7 Guidelines for Data Storage/Retrieval: Archiving, Deleting, Backing Up, and Restoring 455 16.8 Resource Considerations for Data and System Management 458 Further Reading 462 Notes 462 UNIT VI: PROJECT IMPLEMENTATION AND SUPPORT Chapter 17: Project Management for Workforce Asset Management Implementation 467 17.1 Introduction to Project Management 468 17.2 Definition of a Project 469 17.3 Roles and Functions of a WAM Project Manager 470 17.4 Focus of Project Management: Time, Costs, Quality, and the Balance among the Three 472 17.5 Applied Methodology 473 Notes 478 Chapter 18: Requirements Gathering and Analysis for Workforce Asset Management 479 18.1 Business Analyst 480 18.2 Systems Analyst 480 18.3 What Can the Business Analyst Teach the WAM?]Pro? 481 18.4 Documents of the Business Analyst 482 18.5 Business Analysis Processes for WFM Requirements and Solution Selection 482 18.6 Key Points 492 Notes 493 Chapter 19: Vendor and System Selection for Workforce Asset Management Systems 495 19.1 Review of the Overall Vendor Selection Process 496 19.2 Some Dos and Don'ts for Vendor Selection 505 Chapter 20: Design Reviews for New Methodology, Technology, and Processes 509 20.1 Design Review Models 510 20.2 System Mission Hierarchy 511 20.3 Types of Design Review 513 20.4 Role of the Design Workbook in Design Reviews 515 Chapter 21: Implementation of the Workforce Management System 519 21.1 Elements of Implementation 520 21.2 System Construction Subphase 521 21.3 Systems Delivery Subphase 524 21.4 Pitfalls of Implementation 525 21.5 Setting Up and Operating a Technology Help Desk 531 Chapter 22: Testing and Quality Assurance for Workforce Management Systems 539 22.1 Testing and Quality Assurance on WFM Systems before Release to Operations 540 Chapter 23: Sustaining the Desired Future State and Training for Successful Workforce Asset Management 557 23.1 Managing System Usability 558 23.2 Workforce Management Technology Training 561 Glossary 571 About the Editor 601 About the Contributors 603 Index 619
Foreword xi Preface xiii Acknowledgments xvii Introduction 1 UNIT I: GROUNDWORK FOR WORKFORCE ASSET MANAGEMENT Chapter 1: Introduction and Background 7 1.1 Workforce Asset Management: A Cross-Disciplinary Specialty 8 1.2 Increasing Business Need for Workforce Management Technology 12 1.3 Evolution of Workforce Asset Management Technology 18 Notes 24 Chapter 2: Principles of Workforce Asset Management 25 2.1 The A.C.T.I.V.E. Principles 26 2.2 Sustaining the WAM Strategic Vision 31 2.3 A New Model: Workforce Management Office 32 UNIT II: THE FRAMEWORK FOR THE ORGANIZATION Chapter 3: Changing the Organization 39 3.1 Developing the Business Case 40 3.2 Financial Planning and Return on Investment 46 3.3 Financing Workforce Asset Management Technology 68 3.4 Negotiation 72 Notes 75 Chapter 4: Impact of Organizational Readiness, Maturity, and Integrity on WFM Systems 77 4.1 Organizational Readiness and Keeping People Engaged 78 4.2 Workforce Management Maturity Curve 81 4.3 Benchmarking and Baselining Data 84 4.4 The Relevance of Workplace Integrity in System Operability 89 Notes 94 UNIT III: TIMEKEEPING Chapter 5: Workforce Management Devices and Functionality 97 5.1 Timecard Functionality 98 5.2 Accrual Rules 104 5.3 Automated Workfl ow and Employee Self-Service 106 5.4 Data Collection: Who, Where, and When 110 5.5 Biometrics: Features and Functionality 118 5.6 Mobile Resource Management: Features and Functionality 126 Notes 129 Chapter 6: Federal Regulation 131 6.1 Fair Labor Standards Act 132 6.2 Defining the Legal Workweek 136 6.3 Changing the Workweek 143 6.4 Handling Multiple Rates of Pay for Hourly Workers 148 6.5 Definition of Hours Worked 149 6.6 Tracking Hours Worked 158 Notes 162 Chapter 7: State Regulation 163 7.1 State Wage and Hour Guidelines 164 7.2 Wage Orders 164 7.3 Definition of Overtime 166 7.4 Definition of Workweek and Workday 170 7.5 Frequency of Wage Payments 170 7.6 Meal Periods 176 7.7 Rest Period 182 7.8 Definition of Hours Worked 182 7.9 Tracking Hours Worked 184 Notes 186 Chapter 8: Compliance, Controls, Reporting, and Payroll Leakage 187 8.1 Designing Legally Defensible Systems and Policies 188 8.2 Managing Roles within Workforce Management Systems 193 8.3 Unique Aspects of Timekeeping Security and Control Confi guration 199 8.4 Record-Keeping Regulations 204 8.5 Legal and Statistical Issues 205 8.6 SSAE 16, SOC2, ISO, and SOX 215 8.7 Integration with Reporting Structures and Business Systems 218 8.8 Fraud, Abuse, and Payroll Leakage 222 Notes 226 Chapter 9: Industry-Specific Workforce Management Business Needs 229 9.1 Regulations and Recommended Practices on Fitness for Duty and Fatigue Risk Mitigation 230 9.2 Healthcare Pay Practices 234 9.3 Retail and Restaurant Industry 237 9.4 Government Contracting 238 9.5 K-12 Education Industry 242 9.6 Managing a Global Workforce 246 Notes 252 UNIT IV: SCHEDULING AND LABOR MANAGEMENT Chapter 10: Scheduling Drivers and Design 257 10.1 Workload 259 10.2 Rules and Constraints 268 10.3 Workforce 273 10.4 Scheduling Process 276 10.5 Scheduling Software 288 10.6 Industry Specifics 290 Chapter 11: Scheduling, Attendance, and Leave--Categories and Configurations 293 11.1 Types of Employees 294 11.2 Three Types of Absences 296 11.3 Leave Management Policy 299 11.4 Human Resources Attendance Policy Fundamentals 302 11.5 Configuring Attendance Policy in Timekeeping and Scheduling 305 Notes 308 Chapter 12: New Scheduling Models for the Workforce 309 12.1 New Models for Scheduling Greater Work-Life Fit 310 12.2 Demand-Driven Labor Scheduling 320 12.3 Schedule Optimization: Positioning Time as a Resource at the Local Level 329 12.4 Workplace Flexibility Related to People with Complex Employment Situations 335 12.5 Scheduling as a Form of Compensation and Retention 337 Notes 339 Chapter 13: Scheduling in Highly Complex Industries and Areas 345 13.1 Managing Overtime: A Common Challenge in the Workplace, Especially in Healthcare 346 13.2 Manufacturing, Mining, and Energy 352 13.3 Education 354 13.4 Corrections and Law Enforcement 355 Notes 361 UNIT V: ANALYTICS, DATA, AND INTEGRATION Chapter 14: Workforce Analytics 367 14.1 Setting the Stage for Analytics 369 14.2 Fundamentals of Data Analysis 371 14.3 Formal Modeling Approaches 385 14.4 Key Performance Indicators Used by WFM Systems 389 Notes 391 Chapter 15: Data Integration and Interfaces 393 15.1 Getting Data In and Out 394 15.2 General Practices 396 15.3 Interface Project Flow: Milestones 397 15.4 Primary Interfaces for Workforce Management Systems 398 15.5 Interface Timing 406 15.6 Obtaining, Transferring, and Delivering Data 411 15.7 Working Environments and Raw Data Archiving 418 15.8 Automation/Unattended Operation 421 Notes 424 Chapter 16: Data and Systems Management 425 16.1 Data Governance 426 16.2 Privacy and Security 428 16.3 Where Data Should Originate and What Data Should Be Shared 434 16.4 Environmental Issues: Architecture, Scalability, Performance, Portals, Disaster Planning, Virtual Machines, Cloud Computing, Hosted versus In-House 440 16.5 Managing Performance of a Growing Database 446 16.6 Data Migration Management 448 16.7 Guidelines for Data Storage/Retrieval: Archiving, Deleting, Backing Up, and Restoring 455 16.8 Resource Considerations for Data and System Management 458 Further Reading 462 Notes 462 UNIT VI: PROJECT IMPLEMENTATION AND SUPPORT Chapter 17: Project Management for Workforce Asset Management Implementation 467 17.1 Introduction to Project Management 468 17.2 Definition of a Project 469 17.3 Roles and Functions of a WAM Project Manager 470 17.4 Focus of Project Management: Time, Costs, Quality, and the Balance among the Three 472 17.5 Applied Methodology 473 Notes 478 Chapter 18: Requirements Gathering and Analysis for Workforce Asset Management 479 18.1 Business Analyst 480 18.2 Systems Analyst 480 18.3 What Can the Business Analyst Teach the WAM?]Pro? 481 18.4 Documents of the Business Analyst 482 18.5 Business Analysis Processes for WFM Requirements and Solution Selection 482 18.6 Key Points 492 Notes 493 Chapter 19: Vendor and System Selection for Workforce Asset Management Systems 495 19.1 Review of the Overall Vendor Selection Process 496 19.2 Some Dos and Don'ts for Vendor Selection 505 Chapter 20: Design Reviews for New Methodology, Technology, and Processes 509 20.1 Design Review Models 510 20.2 System Mission Hierarchy 511 20.3 Types of Design Review 513 20.4 Role of the Design Workbook in Design Reviews 515 Chapter 21: Implementation of the Workforce Management System 519 21.1 Elements of Implementation 520 21.2 System Construction Subphase 521 21.3 Systems Delivery Subphase 524 21.4 Pitfalls of Implementation 525 21.5 Setting Up and Operating a Technology Help Desk 531 Chapter 22: Testing and Quality Assurance for Workforce Management Systems 539 22.1 Testing and Quality Assurance on WFM Systems before Release to Operations 540 Chapter 23: Sustaining the Desired Future State and Training for Successful Workforce Asset Management 557 23.1 Managing System Usability 558 23.2 Workforce Management Technology Training 561 Glossary 571 About the Editor 601 About the Contributors 603 Index 619
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