Workforce Asset Management Book of Knowledge [NOOK Book]

Overview

Praise for Workforce Asset Management Book of Knowledge

"Rising labor costs around the world are the biggest threat to any business today. Workforce Asset Management Book of Knowledge delivers a tremendous amount of knowledge on this topic so I can make the right strategic decisions to improve margins. After reading the Workforce Asset Management Book of Knowledge, I have a much better understanding of how to leverage the best tools and ...

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Workforce Asset Management Book of Knowledge

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Overview

Praise for Workforce Asset Management Book of Knowledge

"Rising labor costs around the world are the biggest threat to any business today. Workforce Asset Management Book of Knowledge delivers a tremendous amount of knowledge on this topic so I can make the right strategic decisions to improve margins. After reading the Workforce Asset Management Book of Knowledge, I have a much better understanding of how to leverage the best tools and processes to grow the P&L."
—Baron Concors, CIO, YUM! Brands, Pizza Hut, Inc.

"Solving the challenges and seizing the opportunities of people management in today's fast-paced, customer-centric businesses requires an integrated knowledge of operations, human resources, finance and information technology, as well as competency in workforce analytics. Holding a certificate in Workforce Asset Management will equip people with this essential cross-disciplinary expertise, and enable them to add value to many diverse companies."
—Wendy Bennison, Vice President, Operations, Mark's Work Wearhouse

"In today's highly regulated and litigious environment, it is critical to not only understand the risk, but to design a defensible model for workforce management systems and practice. Reading the Workforce Asset Management Book of Knowledge reveals the gaps and the techniques to lower your exposure. Many organizations mistakenly think technology alone is sufficient."
—Thomas P. Gies, Partner, Crowell & Moring LLP

"The information provided on the value of data analytics alone will provide a return on your educational investment many times over."
—William Stafford, Vice President, United Benefit Advisors

"For years, I have been a proponent of workplace flexibility. With the Workforce Asset Management Book of Knowledge and the WAM-P certification, the specialized and impactful role of time and labor management technology professionals is defined, empowered, and positioned to successfully implement workplace flexibility and other solutions that work."
—Richard Leucking, Ed.D, President, TransCen, Inc.

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Product Details

  • ISBN-13: 9781118417119
  • Publisher: Wiley
  • Publication date: 3/20/2013
  • Series: Wiley Corporate F&A
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 656
  • Sales rank: 870,425
  • File size: 6 MB

Table of Contents

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 Offi ce 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 Defi ning 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 Configuration 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-Specifi c 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 Specifi cs 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 Confi guring 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, 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 Defi nition 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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  • Anonymous

    Posted May 13, 2013

    "Disselkamp and contributors pull the cover off neglected b

    "Disselkamp and contributors pull the cover off neglected but costly employer challenges from payroll leakage to work-life balance. This deep dive into using technology with intent to fix the causes of leakage and reduce the risk of over-optimization is long overdue. The WAM certification is exactly what this economy needs to boost the bottom line and sustain high employment and engaged workers."


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