INSIGHT: How to overcome the roadblocks to workforce management success

Businesses are increasingly implementing workforce management systems to assist with monitoring employees’ time, absences and productivity.

Businesses are increasingly implementing workforce management systems to assist with monitoring employees’ time, absences and productivity.

Easing the transition process to a new software system requires a delicate approach. It must include change management and training to help the workforce understand why a new system is implemented and how they will benefit.

“Implementing a new workforce management platform affects everyone in the business from employees and managers to human resources, payroll administrators and business leaders,” says Leslie Tarnacki, VP and GM, WFS: A WorkForce Software Company.

“It is vital the implementation stage runs as smoothly as possible.”

Consequently, WFS: A WorkForce Software Company believes there are five key roadblocks that can prevent a successful transition.

Overcoming these is vital for businesses to achieve the full benefits of the workforce management system.

1. Taking a headquarters-centric approach

If the organisation operates in multiple locations or even globally, then cultural and language requirements must be addressed. This includes paying close attention to any images used and the general tone of how information is presented and requested. It may be useful to include graphics to help communicate information.

“Employees in some geographical locations may be more comfortable with web-based systems than others, while some may prefer access via a mobile system,” Tarnacki adds.

“Considering all these preferences and different comfort levels is vital.”

2. Failing to address stakeholder needs

Stakeholder groups will be more likely to support the transition to a workforce management system if they clearly understand the need for it, how it will perform better than what is already in place, and how it will make the organisation more effective.

All stakeholder groups must acknowledge the existing challenges and cost of not addressing them before they can accept that a new system is necessary.

It is therefore worthwhile to present the business case to highlight the cost of not adopting the new system. This creates a shared understanding that can be built upon throughout the transition process.

This will be particularly important if employees are intimidated by the perceived learning curve or unsure how the solution will deliver tangible benefits to them.

Illustrating how the solution delivers better insight into work hours, pay and time-off requests can help frame the project favourably. It demonstrates management’s concern for worker safety and compliance.

“Managers will appreciate the system’s ability to help them schedule work more effectively and the executive committee will benefit from the increased visibility into how costs can be reduced through more effective workplace planning,” Tarnacki adds.

“To overcome this roadblock, clear and consistent communication is required.”

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