Details

Workforce Asset Management Book of Knowledge


Workforce Asset Management Book of Knowledge


Wiley Corporate F&A 1. Aufl.

von: Lisa Disselkamp

16,99 €

Verlag: Wiley
Format: EPUB
Veröffentl.: 20.03.2013
ISBN/EAN: 9781118417119
Sprache: englisch
Anzahl Seiten: 656

DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.

Beschreibungen

<b>The official study guide for the Workforce Management Technology Certification, containing core knowledge for time and labor management</b> <p>The worldwide standard for the time and labor management technology profession, <i>Workforce Asset Management Book of Knowledge</i> 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.</p> <ul> <li>Includes contributions from leaders in the field</li> <li>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</li> <li>Body of knowledge is focused on workers and technologies for every industry and every type of employer</li> <li>Designed around timekeeping and labor scheduling technologies</li> </ul> <p>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.</p>
Foreword xi <p>Preface xiii</p> <p>Acknowledgments xvii</p> <p>Introduction 1</p> <p><b>UNIT I: GROUNDWORK FOR WORKFORCE ASSET MANAGEMENT</b></p> <p><b>Chapter 1: Introduction and Background 7</b></p> <p>1.1 Workforce Asset Management: A Cross-Disciplinary Specialty 8</p> <p>1.2 Increasing Business Need for Workforce Management Technology 12</p> <p>1.3 Evolution of Workforce Asset Management Technology 18</p> <p>Notes 24</p> <p><b>Chapter 2: Principles of Workforce Asset Management 25</b></p> <p>2.1 The A.C.T.I.V.E. Principles 26</p> <p>2.2 Sustaining the WAM Strategic Vision 31</p> <p>2.3 A New Model: Workforce Management Offi ce 32</p> <p><b>UNIT II: THE FRAMEWORK FOR THE ORGANIZATION</b></p> <p><b>Chapter 3: Changing the Organization 39</b></p> <p>3.1 Developing the Business Case 40</p> <p>3.2 Financial Planning and Return on Investment 46</p> <p>3.3 Financing Workforce Asset Management Technology 68</p> <p>3.4 Negotiation 72</p> <p>Notes 75</p> <p><b>Chapter 4: Impact of Organizational Readiness, Maturity, and Integrity on WFM Systems 77</b></p> <p>4.1 Organizational Readiness and Keeping People Engaged 78</p> <p>4.2 Workforce Management Maturity Curve 81</p> <p>4.3 Benchmarking and Baselining Data 84</p> <p>4.4 The Relevance of Workplace Integrity in System Operability 89</p> <p>Notes 94</p> <p><b>UNIT III: TIMEKEEPING</b></p> <p><b>Chapter 5: Workforce Management Devices and Functionality 97</b></p> <p>5.1 Timecard Functionality 98</p> <p>5.2 Accrual Rules 104</p> <p>5.3 Automated Workfl ow and Employee Self-Service 106</p> <p>5.4 Data Collection: Who, Where, and When 110</p> <p>5.5 Biometrics: Features and Functionality 118</p> <p>5.6 Mobile Resource Management: Features and Functionality 126</p> <p>Notes 129</p> <p><b>Chapter 6: Federal Regulation 131</b></p> <p>6.1 Fair Labor Standards Act 132</p> <p>6.2 Defi ning the Legal Workweek 136</p> <p>6.3 Changing the Workweek 143</p> <p>6.4 Handling Multiple Rates of Pay for Hourly Workers 148</p> <p>6.5 Definition of Hours Worked 149</p> <p>6.6 Tracking Hours Worked 158</p> <p>Notes 162</p> <p><b>Chapter 7: State Regulation 163</b></p> <p>7.1 State Wage and Hour Guidelines 164</p> <p>7.2 Wage Orders 164</p> <p>7.3 Definition of Overtime 166</p> <p>7.4 Definition of Workweek and Workday 170</p> <p>7.5 Frequency of Wage Payments 170</p> <p>7.6 Meal Periods 176</p> <p>7.7 Rest Period 182</p> <p>7.8 Definition of Hours Worked 182</p> <p>7.9 Tracking Hours Worked 184</p> <p>Notes 186</p> <p><b>Chapter 8: Compliance, Controls, Reporting, and Payroll Leakage 187</b></p> <p>8.1 Designing Legally Defensible Systems and Policies 188</p> <p>8.2 Managing Roles within Workforce Management Systems 193</p> <p>8.3 Unique Aspects of Timekeeping Security and Control Configuration 199</p> <p>8.4 Record-Keeping Regulations 204</p> <p>8.5 Legal and Statistical Issues 205</p> <p>8.6 SSAE 16, SOC2, ISO, and SOX 215</p> <p>8.7 Integration with Reporting Structures and Business Systems 218</p> <p>8.8 Fraud, Abuse, and Payroll Leakage 222</p> <p>Notes 226</p> <p><b>Chapter 9: Industry-Specifi c Workforce Management Business Needs 229</b></p> <p>9.1 Regulations and Recommended Practices on Fitness for Duty and Fatigue Risk Mitigation 230</p> <p>9.2 Healthcare Pay Practices 234</p> <p>9.3 Retail and Restaurant Industry 237</p> <p>9.4 Government Contracting 238</p> <p>9.5 K–12 Education Industry 242</p> <p>9.6 Managing a Global Workforce 246</p> <p>Notes 252</p> <p><b>UNIT IV: SCHEDULING AND LABOR MANAGEMENT</b></p> <p><b>Chapter 10: Scheduling Drivers and Design 257</b></p> <p>10.1 Workload 259</p> <p>10.2 Rules and Constraints 268</p> <p>10.3 Workforce 273</p> <p>10.4 Scheduling Process 276</p> <p>10.5 Scheduling Software 288</p> <p>10.6 Industry Specifi cs 290</p> <p><b>Chapter 11: Scheduling, Attendance, and Leave—Categories and Configurations 293</b></p> <p>11.1 Types of Employees 294</p> <p>11.2 Three Types of Absences 296</p> <p>11.3 Leave Management Policy 299</p> <p>11.4 Human Resources Attendance Policy Fundamentals 302</p> <p>11.5 Confi guring Attendance Policy in Timekeeping and Scheduling 305</p> <p>Notes 308</p> <p><b>Chapter 12: New Scheduling Models for the Workforce 309</b></p> <p>12.1 New Models for Scheduling Greater Work-Life Fit 310</p> <p>12.2 Demand-Driven Labor Scheduling 320</p> <p>12.3 Schedule Optimization: Positioning Time as a Resource at the Local Level 329</p> <p>12.4 Workplace Flexibility Related to People with Complex Employment Situations 335</p> <p>12.5 Scheduling as a Form of Compensation and Retention 337</p> <p>Notes 339</p> <p><b>Chapter 13: Scheduling in Highly Complex Industries and Areas 345</b></p> <p>13.1 Managing Overtime: A Common Challenge in the Workplace, Especially in Healthcare 346</p> <p>13.2 Manufacturing, Mining, and Energy 352</p> <p>13.3 Education 354</p> <p>13.4 Corrections and Law Enforcement 355</p> <p>Notes 361</p> <p><b>UNIT V: ANALYTICS, DATA, AND INTEGRATION</b></p> <p><b>Chapter 14: Workforce Analytics 367</b></p> <p>14.1 Setting the Stage for Analytics 369</p> <p>14.2 Fundamentals of Data Analysis 371</p> <p>14.3 Formal Modeling Approaches 385</p> <p>14.4 Key Performance Indicators Used by WFM Systems 389</p> <p>Notes 391</p> <p><b>Chapter 15: Data Integration and Interfaces 393</b></p> <p>15.1 Getting Data In and Out 394</p> <p>15.2 General Practices 396</p> <p>15.3 Interface Project Flow: Milestones 397</p> <p>15.4 Primary Interfaces for Workforce Management Systems 398</p> <p>15.5 Interface Timing 406</p> <p>15.6 Obtaining, Transferring, and Delivering Data 411</p> <p>15.7 Working Environments and Raw Data Archiving 418</p> <p>15.8 Automation/Unattended Operation 421</p> <p>Notes 424</p> <p><b>Chapter 16: Data and Systems Management 425</b></p> <p>16.1 Data Governance 426</p> <p>16.2 Privacy and Security 428</p> <p>16.3 Where Data Should Originate and What Data Should Be Shared 434</p> <p>16.4 Environmental Issues: Architecture, Scalability, Performance, Portals, Disaster Planning, Virtual Machines, Hosted versus In-House 440</p> <p>16.5 Managing Performance of a Growing Database 446</p> <p>16.6 Data Migration Management 448</p> <p>16.7 Guidelines for Data Storage/Retrieval: Archiving, Deleting, Backing Up, and Restoring 455</p> <p>16.8 Resource Considerations for Data and System Management 458</p> <p>Further Reading 462</p> <p>Notes 462</p> <p><b>UNIT VI: PROJECT IMPLEMENTATION AND SUPPORT</b></p> <p><b>Chapter 17: Project Management for Workforce Asset Management Implementation 467</b></p> <p>17.1 Introduction to Project Management 468</p> <p>17.2 Defi nition of a Project 469</p> <p>17.3 Roles and Functions of a WAM Project Manager 470</p> <p>17.4 Focus of Project Management: Time, Costs, Quality, and the Balance among the Three 472</p> <p>17.5 Applied Methodology 473</p> <p>Notes 478</p> <p><b>Chapter 18: Requirements Gathering and Analysis for Workforce Asset Management 479</b></p> <p>18.1 Business Analyst 480</p> <p>18.2 Systems Analyst 480</p> <p>18.3 What Can the Business Analyst Teach the WAM?]Pro? 481</p> <p>18.4 Documents of the Business Analyst 482</p> <p>18.5 Business Analysis Processes for WFM Requirements and Solution Selection 482</p> <p>18.6 Key Points 492</p> <p>Notes 493</p> <p><b>Chapter 19: Vendor and System Selection for Workforce Asset Management Systems 495</b></p> <p>19.1 Review of the Overall Vendor Selection Process 496</p> <p>19.2 Some Dos and Don’ts for Vendor Selection 505</p> <p><b>Chapter 20: Design Reviews for New Methodology, Technology, and Processes 509</b></p> <p>20.1 Design Review Models 510</p> <p>20.2 System Mission Hierarchy 511</p> <p>20.3 Types of Design Review 513</p> <p>20.4 Role of the Design Workbook in Design Reviews 515</p> <p><b>Chapter 21: Implementation of the Workforce Management System 519</b></p> <p>21.1 Elements of Implementation 520</p> <p>21.2 System Construction Subphase 521</p> <p>21.3 Systems Delivery Subphase 524</p> <p>21.4 Pitfalls of Implementation 525</p> <p>21.5 Setting Up and Operating a Technology Help Desk 531</p> <p><b>Chapter 22: Testing and Quality Assurance for Workforce Management Systems 539</b></p> <p>22.1 Testing and Quality Assurance on WFM Systems before Release to Operations 540</p> <p><b>Chapter 23: Sustaining the Desired Future State and Training for Successful Workforce Asset Management 557</b></p> <p>23.1 Managing System Usability 558</p> <p>23.2 Workforce Management Technology Training 561</p> <p>Glossary 571</p> <p>About the Editor 601</p> <p>About the Contributors 603</p> <p>Index 619</p>
<p><b>LISA DISSELKAMP</b> 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.</p>
<p>Praise for <i>Workforce Asset Management Book of Knowledge</i></p> <p>"Rising labor costs around the world are the biggest threat to any business today. <i>Workforce Asset Management Book of Knowledge</i> delivers a tremendous amount of knowledge on this topic so I can make the right strategic decisions to improve margins. After reading the <i>Workforce Asset Management Book of Knowledge</i>, I have a much better understanding of how to leverage the best tools and processes to grow the P&L."<br /> —Baron Concors, CIO, YUM! Brands, Pizza Hut, Inc.</p> <p>"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."<br /> —Wendy Bennison, Vice President, Operations, Mark's Work Wearhouse</p> <p>"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 <i>Workforce Asset Management Book of Knowledge</i> reveals the gaps and the techniques to lower your exposure. Many organizations mistakenly think technology alone is sufficient."<br /> —Thomas P. Gies, Partner, Crowell & Moring LLP</p> <p>"The information provided on the value of data analytics alone will provide a return on your educational investment many times over."<br /> —William Stafford, Vice President, United Benefit Advisors</p> <p>"For years, I have been a proponent of workplace flexibility. With the <i>Workforce Asset Management Book of Knowledge</i> 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 <i>work</i>."<br /> —Richard Leucking, Ed.D, President, TransCen, Inc.</p>

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