It’s no surprise that employee engagement levels have a direct impact on employee’s performance and consequently on the bottom line. This article from HR.com looks at:
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A traditional way of filling an open shift assignment is to have a Manager or a Staffing Coordinator at a Scheduling office manually call every person on their staffing list to find a replacement staff member. This process usually takes up to 45 minutes to fill an open shift and is open to abuse and error. In many cases, if this open assignment cannot be filled through internal personnel agencies are contacted to fill the assignment, or staff members who are already onsite stay for a longer period of time and incur overtime, or worse the organization runs with less staff impacting service levels. By mobilizing the shift management process organizations can see benefits:
Finding new communication channels is a top priority for Best-in-Class organizations. Aberdeen Research took a close look at best-in-class organizations and already in early 2010 recognized that 44% have adopted mobility for HCM activities with more than 30% more expected to adopt by 2012. Moreover, mobility is not simply viewed as an extension but as an opportunity effect change.
The impact on performance and engagement is not surprising when factoring in the goal of mobility for employees with most organizations is to extend and improve the employee experience and as a result the customer experience. For a handful of reasons why mobility has led to a
The introduction of the technology has allowed GHS to reduce the number of employees that it has in its scheduling department. In addition, it has seen a reduction in overtime.
While the specific ROI isn’t discussed (more of the incredible ROI results are available in the Case Study being released shortly) the Grady team discusses the benefits and also how they prepared the staff for the roll out using excellent communication.
GHS utilizes all three options (text, IVR, and e-mail) to reach employees, based on their individual preferences. GHS provides all employees who participate in the technology with a form to complete and asks them which of the options they prefer. “All of the employees receive an e-mail, and they have an option between text and phone,” explains Viera-Corbett. “Having the employees complete the sheet to explain how they want to receive the messages is very important.” Employees, of course, know that they’re charged for text messages. As a result, GHS made it clear to employees on the form that, if they selected this option, it was important for them to remember that they would be charged according to their cell plan.
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For one of the largest grocery retailers in the world managing store audits and merchandising for a large distributed field team was an enormous challenge. By leveraging their existing investment in BlackBerry devices distributed to their 250+ district and regional managers field management was instantly streamlined and more effective.