· project assumptions, 484 purpose, 484 ... data management steps, ... storing data on retired...

619

Index

Absence typesdirect and indirect costs of, 297WFM technology absence management,

297–299Absences

defi nition, 303planned, 303unexpected, 346

Absenteeism, 310and attrition, 312, 316

Acceptance criteria, 476–477Access, 109Access assignments, 400Access profi les, 223–225Account information, removal of unwanted

or unused, 402Accounting for the Costs of Computer Software

Developed Or Obtained for Internal Use (SOP 98-1), 61

Accounting systems, approved, 239–240Accounting tools for DoD reporting, 240Accrual balance, 105Accrual code setup, 105Accrual driver, 105Accrual policy, 106Accruals, 404–405ACGME, 233A.C.T.I.V.E. principles, 2–3

alignment, 26–27control, 27execution, engagement, and effi ciency, 28information, 27timing, 27use of, 29, 331, 357, 466, 510, 525visibility, 27–28

Activities, 274combination of, 264

Advanced analytics, 378–379Advancing Workplace Flexibility Policy and

Practices, 336Agency position, 276Aggregate data collection, 244

Agricultural employees, legal workweek defi nition, 142

Airlines, industry specifi c scheduling and labor management`, 292

Alabamameal provision, 180pay frequency, 171

Alaskameal provision, 180overtime in, 166–167overtime premium, 315

Alaska Labor Code, 166Allocating storage, 420Alpha testing, 397Alternate tools for DoD reporting, 242Amendola, Karen, 358American Correctional Association (ACA),

359–360Analogous comparisons, 499Analytic options and considerations,

372–373Analytical techniques, 375Analytics

about, 363–365data and integration, 363–365and measures, 370

Analyzing totals, 400ANI (automated number identifi cation), 115

validation, 225ANSI/API: RP-755, 232Application programming interface (API),

407, 415Applied methodology

acceptance criteria, 478–479appropriate personnel, 473estimated schedule and cost, 478goals and objectives, 474–476preproject effort, 474project defi nition, 473project work adjustment, 477–478

Approvals, 225, 553Architecture for change, 30

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620 ◾ Index

Archive, 448, 456Ariely, D., 382Arizona, overtime premium, 169Assignment fraud and errors, 225Association, 371, 375–377Attendance policy, 306

benefit time, 304change controls, 304consequences, 303documentation, 304necessary elements, 307no call/no show, 304processes, 303

Attendance tracking, 108Attestation, 102Attrition and absenteeism, 316Audit, 11Audit and controls, 454Audit formats, 215Audit trails, 224Auditing, effective, 432Australia, 250–251Australian National Employment Standards

(NES), 251Automated notification, 422Automated number identification (ANI), 115Automated workflow, definition, 106Automated workflow and employee

self-serviceabout, 106–107benefits of, 107functionality of, 108planning considerations, 108–109

Automated/unattended operationcommand file, 421internal app scheduler, 422operating system event scheduler, 421–422utilities, 422–424

Automatic scheduling software, 288Automation, 397

vs. hand key of data, 225Availability, 275

and usability, 436

Backup, 455–458Bagley, Andrew, 24Balanced scorecard, 389Ballpark ROI, 48Bar-code scanners, 112Benchmarking, 330, 499

definition, 84Benchmarking and baselining data

benchmarking, 84–85drivers of strong benchmark data, 86–87efficiency and effectiveness, 85

good comparative peer group, 87–88metrics, 88

Beta testing, 397Billing systems, 12Biometric inputs, 113Biometrics

data integrity, 225sanitation and cleaning, 119security and privacy, 120space and placement, 119

Biometrics features and functionality, 121–125

benefits, 120challenges, 118–120pitfalls, 120

Boudreau. J., 369, 379Bread crumb tracking, 126Breaks, 272Buddy punching, 224Budget constraint, 268Building blocks

change management and communications, 80

end-user readiness and engagement, 80leadership alignment and governance, 79training, 80

Business analysis processesabout, 482–483analysis scope, 484business process requirements, 487–488business risks, 484–485information documentation, 488information requirements, 489–490inputs to outputs, 485objectives, 484problems and opportunities, 484–485process details, 488processes, 487project assumptions, 484purpose, 484rules, 490stakeholders, 485technical specifications, 490–492

Business analystdocuments of, 482education from, 481–482role of, 41vs. system analyst, 480testing participant, 548

Business casefive core goals, 40vs. project charter, 45–46

Business case development, 40–46business case creation, 44–46preliminary and final business cases, 41–42

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Index ◾ 621

problem definition techniques, 42–44team selection for development, 40–41

Business demand, 259Business integrity, 89Business need for workforce management

about, 12–13specific business problems, 13–17technology goals, 18

Business operation analysis, 288Business owner, 41Business processes, 481Business requirements document (BRD), 475Business volume change, 287Business/IT alignment, 11

Californiameal periods, 176meal provision, 180minimum daily hours, 322overtime in, 167–168overtime premium, 315pay frequency, 172requirements, 192workday/workweek definition, 170

Call centers, industry specific scheduling and labor management, 291

Canada, 249–250, 353, 431Canned profiles, 224Capacity, 274, 283Capital, 62Capital items, 61Carryover limits, 105Cascio, W., 369, 379Cases, 371Casual/seasonal workers, 295Cause-effect relationships, 376Center for Advanced Human Resource Studies

(CAHRS), 369Certification training, 398Certifications, 3Certified grant rider (CGW), 70Change adoption data, 559Change control, 427Change control terms for DoD reporting, 241Change management and communications,

80Change management processes, 477–478Changing the workweek

exempt employees, 144–147nonemployees or independent contractors,

143–144Chart of accounts

labor levels, 220organization, 219–220organizational hierarchy, 220–221

Charting graphical displaysbenchmarking and baseline data, 388dashboards, 386–387data integrity checks, 387–388line graphs, 385–386

Chief privacy officer (CPO), 432Churning, 324Cloud computing

benefits, 444external vs. internal hosting, 444–445hybrid cloud, 444private cloud, 443–444public cloud, 443risks, 444–445

Coaches, 74Coefficient indicators, 381Collateral benefits data, 559College interns, 296Colorado

meal provision, 180overtime in, 168telework, 184

Combination values, 402Comma separated values (CSV), 412Commercially developed WFM systems, 541Commissions, 133Communication, 298Communication of task, 266Community service leave, 251Commuters, 295Comp time vs. overtime, 315Company business, 533Company size, 533Compassionate leave, 251Compensation and benefits, 10Compliance, 250Compressed workweek (CWW), 314,

357–358Configuration security

edit access, 200–201view access, 200

Connecticutminimum daily hours, 322pay frequency, 172

Connectivity, 250Consecutive rest days, minimum number

of, 272Consecutive work days, 272Consistent enforcement, 190Constrained demand, 269Constraints

coverage constraints, 273at local level, 332workforce constraints, 269–272workload constraints, 268–269

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622 ◾ Index

Consultant/contractor contingent, 295Continual monitoring, 190Control tools for DoD reporting, 241Controlling, 472Controls, 29Coordination with other systems, 426Corporate culture, 89Correctional agency, 356Correlation coefficient, 376Cost containment vs. quality of

performance, 320Cost of capital, 62Cost savings

of automated work flow, 107estimates, 49

Costs, 472Coverage, 278Coverage constraints, 273Covered employees, 303Critical design review, 514Cross-gender supervision, 360Current list maintenance, 402Custom data, 400Customized employment, 343 n65Cyclical schedule, 279

Daily hours, 270Daily overtime, 546–548Daily overtime rules, 545Data

application of, 404copy/moving data, 420quality/thoroughness of, 559raw, 16sources of, 404uses of, 436

Data accuracy and schedules, of automated work flow, 107

Data analysis, 371Data and systems management, 415–463

about, 425–426data governance, 426–428data migration management, 448–454data origination and sharing, 434–439data storage guidelines, 454–457database growth management, 446–448environmental issues, 440–446privacy and security, 426–434resource considerations for data and system

management, 458–462Data audits, 428Data availability, factual, 259Data cleanup, 449, 452Data collection field terminals, 117Data collection issues

after hours, 110data collection technologies, 110–111fixed location data collection, 111–115future of, 118mobile data collection, 115–117push and poll (data integration), 117

Data conversion, 457Data cut, 88Data dictionaries, 436–437Data identification and alignment, 434Data integration and interfaces, 393–424

about, 393–394automated/unattended operation,

421–424data movement, 411–418general practices, 396–397getting data in and out, 394–395interface project flow milestones, 397–398interface timing, 406–410primary interfaces, 398–400working environments and raw data

archiving, 418–421Data integrity, 224Data migration management

business drivers, 450–452data management pathway, 453data performance management, 448

Data migration timing, 449Data movement

cross platform data/file transfer, 415–416data massaging, 411data selection, 417–418source/destination system selection,

416–417sources and destination media, 411–415

Data origination and sharingdata management steps, 434–437data outsourcing and sharing, 439naming convention, 437–439

Data Protection Act 1998, 431Data purging, 448Data security, 248Data security, global, 248Data set considerations, 449Data sharing

basic information, 418needed information, 418nice-to-have information, 418required information, 417–418

Data storage guidelinesdata storage definitions, 455–457storing data on retired product/system, 457

Databaseaccess and use, 413performance management, 447

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Index ◾ 623

Database growth managementapplication performance, 446–447managing performance of WAM applica-

tion, 447–448Database index, 463 n4Date patterns, 105Day to day shift length, 327Days off, 272Days per week, 271Days worked each week, 327De minimus timekeeping, 158–160Decision and escalation process, 427Decision table, 65Decision-making processes, 12Definition of hours worked

on-call time, 150–151travel time, 151–153

Delawaremeal provision, 180pay frequency, 172

Delegation, 225Delete/purge, 456Delimited data, 412Demand driven activity, 260Demand driven labor scheduling

balanced optimization strategy, 325–326employee hours, strategy for, 326overoptimization and WFM technology, 325overoptimization downside, 322overoptimization monitoring for, 323–325overoptimization risks, 320–322strategy selection, 328–329

Demand ratio, 269Demand-to-staffing ratios, 325Demographic data, 225Department, availability by, 282Department Contract Audit Agency (DCAA),

238Department Contract Management Agency

(DCMA), 238Department of Defense (DoD), 238, 240–242Department of Labor, 135, 143, 146, 152–153,

158–159, 193, 238, 300, 335–336Department of Transportation, 232Depreciation period (DP), 63Description, 371Descriptive analytics, 374–375Design

effective, 509of training-related activities, 564

Design reviews, 509–517about, 509–510design workbook role, 515–517iterative process, 516limited, 513–514

models, 510–511system mission hierarchy, 511–513types of, 513–514WAM-Pro cyclical tasks during, 517

Design workbook, 514–515Development, 397Director dashboard, 516Disabilities and unemployment rate, 337Discipline violators, 190Discounted cash flow (DCF), 63Discrete manufacturing, 352Discretionary bonuses, 134Dispatch task, 265Disselkamp, Lisa, 391Distribution of workload, 275Distribution options, 109Divisions of time, 400Documentation, 244, 399, 506DOT 14 CFR Part 121, 232DOT 14 CFR Part 392, 232DOT 14 CFR Part 395, 232DOT 49 CFR Part 192, 232DOT 49 CFR Part 195, 232Duty segregation, 427

Earning limits, 105Economic buyers, 74Education industry

complexities of, 242–243implementation challenges, 245–246MUSH (Municipality, Universities, Schools

and Hospitals), 70scheduling in highly complex industries

and areas, 354–355WFM systems, benefits of, 243–244workforce management business needs,

242–246Effective date considerations, 449Effective dates, 275Effectiveness studies, 85Efficiencies, of automated work flow, 107Efficiency study, 85Electronic data interchange (EDI), 394Employee dashboard, 516Employee demographics, 398–400

chicken or the egg, 399components, 399–400

Employee details, 399Employee effectiveness, 316Employee hours, strategy

work hour adequacy, 327–328work hour predictability, 328work hour stability, 326–327

Employee inputabsences, 281

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624 ◾ Index

Employee input (continued )availability, 282preferences, 283self-scheduling, 283

Employee input deadline, 280Employee types

worker categories, 294–295worker types, 295–296

Employeesbackground and technology familiarity,

533full and part-time, 317number needed, 317preferences data, 330survey of, 316

End usersmanipulation, 225readiness and engagement, 80satisfaction data, 559training audience, 562

Energy industriesclassifications of, 354industry specific scheduling and labor

management, 291–292scheduling in highly complex industries

and areas, 352–354workforce asset management in, 353

Engaged to wait, 154Enterprise Resource Planning (ERP), 9, 11,

393–394, 399, 542Environmental issues

application architecture, 440cloud computing, 443disaster recovery, 442highly available architecture, 440–441scalability of application, 441–442virtualization, 442

Environments, 427Errors and data loss, 109Evening work, 271Event scheduler, 420Executive brief, 41Executive dashboard, 516Executive management, training

audience, 563Exempt employees

public sector employees, 146–147salaried nonexempt employees, 147–148taking deductions from pay, 144–146

Expectations, realistic, 507Expense items, 61Expenses, 134eXtensible Markup Language (XML), 415External subject matter specialist, 41External WFM peer group demographics, 86

Fair Labor Standards Act (FLSA)compliance with, 307introduction to, 132overtime requirements and regular rate of

pay, 132–136payments covering more than one

workweek, 136public service agencies, 356timekeeping compliance and controls, 110

Fair Work Act 2009, 251False acceptance rate (FAR), 118False rejection rate (FRR), 118Family Medical Leave Act (FMLA), 403

approval processes, 254attendance management requirements,

303–305business problems, 13compliance with, 298leave balance, 403leave management policy, 299overtime, 347sensitive information, 429

Fatigue and overtime, 351Fatigue risk mitigation regs (RPs), 230–231,

233–234Fatigue risk mitigation systems (FRMS). See

FRMS regulations/recommended practices

Federal, national and state standardscorrectional facility design impacts,

360–361cross-gender supervision, 359–360national and state standards, 359–360

Federal Motor Carrier Safety Administration, 232

Federal regulation, 131–162about, 131changing the workweek, 143–148definition of hours worked, 149–157Fair Labor Standards Act, 132–136legal workweek definition, 136–143multiple rates of pay for hourly workers,

148–149tracking hours worked, 157–162

Female correction officers, 360Field, 411File transfer protocol (FTP), 415Finance, 10Financial perspective, 30, 266Financial planning and return on investment

calculation tables, 50calculations and decisions, 65–66capital budgeting process, 67cost information assembly, 57–59cost savings estimate, 49–50

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Index ◾ 625

expenditure and investment return expectations, 55–57

financial benefits information assembly, 60–61

involving appropriate persons, 52–53model to calculate investment returns, 61planning and identifying company goals, 53requirements and solution verification,

53–55ROI financial formulas and calculations,

62–65ROI for small and large companies, 47ROI multistep process, 68ROI process flow, 68scalability and due diligence, 50–52short and long-term outcome tracking and

assessing, 66–67small business WRFM system ROI, 47–49

Financing workforce asset management technology

internal loans, 71life insurance, 70line of credit vs. business loan, 71–72other external financing options, 69other options, 71renting and leasing, 71Small Business Association loans, 69

Fitness for duty and fatigue risk mitigationFRMS regulations/recommended practices,

231–233future FRMS practices, 233purpose, regulations and recommended

practices, 230–234workforce asset management implications,

233Fitness-for-duty (FFD), 230Fixed length data, 412Fixed location data collection

computer (desktop), 114devices for hearing impaired, 114–115devices for visually impaired, 114electronic time clocks, 111–112RFID tags and near field communication,

112–114Fixed location devices, 111Flexibility system, 319Flexible manufacturing systems, 353Flexible work options, 330, 332

strengths and weaknesses of, 331–332Flexible working arrangements, 251Flex-time, 314Float pool, 318–319Florida

meal provision, 180pay frequency, 171

FLSA compliance rules, 244Formal modeling approaches, charting

graphical displays, 385–387Fraud, abuse and payroll leakage, 222–226

leading practices, 226leakage principle, 223symptoms of, 226system vulnerabilities, 223–225

FRMS regulations/recommended practicesenergy, 231–232health care, 233transportation, 232–233

FTP (file transfer protocol), 415Full time position, 276Full time workers, 294Functional requirements, 475Functional requirements document

(FRD), 475Fundamentals of data analysis

analytic options, 371–379cause-effect relationships, 379–381indicators, 379–381

General ledger (GL), 218–219General practices

maintenance and scalability, 397modularity, 396portability, 396

Geographic location, 353Ghost shadow employees, 225Gifts, 134Global HR, 10Global Positioning System (GPS)

mapping, 126telephony, 115–116time-stamp, 209tracking, 118, 128–129, 212, 483use of, 110

Global workforce managementchallenges, 248–250demographics and expectations, 249–250implementation and deployment, 249preparations for global WFM, 247–248regulations and compliance, 251requirements by country, 250

Glossary of terms, 493Government contracting

contracting questions concerns, 238–240Department of Defense reporting tools, 240

Government time recording processes, 240Gradual return to work, 315Grant rules, 106Grant tracking, 243Green initiatives, of automated work flow,

107

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626 ◾ Index

Group edits, 222Group homes, 141–142

Hawaii, meal provision, 180Head count, and turnover rates, 327Health care industry

group homes, 141–142hospitals, 141industry specific scheduling and labor

management, 290legal workweek definition, 140–142MUSH (Municipality, Universities, Schools

and Hospitals), 70nursing homes, 142

Health insurance, 134Health-care industry, workforce management

business needs, 234–237Help desk setup and operation

personnel model, 532–534role and benefits of, 531–532training, processes and tools,

534–535vendors and contractors, 536–537

High-reliability organizations (HROs), 230Hiring and identification, 439Hospitals, 141Hours, 275Hours worked, number and timing of, 323HRIS (human resources information

system), 11HRMS (human resources management

system), 11Human resource information systems

(HRIS), 105Human resources (HR) analytics, 368Hurdle rates, 61, 63–64

IBP, Inc v. Alvarez, 153Identification, 259

activity breakdown, 259–260activity type, 260–261demand driver, 260project driver, 261task driver, 260–261

Idle time triggers, 126Illinois, meal provision, 180Impediments, 30Implementation of training-related

activities, 564Implementation release, 553Incentives, costs of, 351Indiana, meal provision, 180Industry specific scheduling and labor

management`airlines, 292

professional services, 292service industries, 292

Industry specific scheduling and labor management

call centers, 291energy, 291–292health care, 290manufacturing, 291public sector and law enforcement,

292retail, 290–291

Industry standardsaudit formats, 216audit management, 216–217audit reports, 216WAM-Pro role, 217–218

Information, 16basic, 418categories of, 44–45meaningful, 459needed, 418nice-to-have, 418required, 418

Infrastructure as service (IaaS), 443Inherited security, 109Integration and interfaces, 426Integrity and failure example, 92Interactive voice recognition (IVR), 115Interactive voice response (IVR), 114Interface, 395Interface timing

blocking mechanisms, 408–410performance considerations, 407–408precedence/priority, 410sequence of events, 406–407

Internal WFM peer group demographics, 86Internally developed WFM systems, 541Internet, 498Introduction and background

business need for workforce management, 12–16

workforce asset management cross discipline, 8–12

workforce asset management technology evolution, 18–23

Investing in People: Financial Impact of Human Resource Initiatives (Cascio and Boudreau), 369, 379

Iowa, meal provision, 180IVR (interactive voice recognition), 115

Jensen, Michael, 93Job, availability by, 282Job or task sequence, 272Job-task flexibility, 335

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Index ◾ 627

Just-in-time (JIT) manufacturing, 353Just-in-time (JIT) scheduling, 315–317, 322

Kentuckymeal provision, 180overtime in, 168–169

King, Mike, 24Knowledge transfer tax, 397Koen, Susan L., 24

Labor account transfers, 404Labor rate, 262Labor standard, 262Lagging indicators, 380Lambert, Susan, 24, 317, 383Lambert, Vicki, 24LAMP framework, 369Language customization, 250Leadership alignment and governance, 79–80Leading, 472Leading indicators, 380Leave balances, 302Leave management system, 11Leave of absence (LOA), 347Legal and statistical issues

data usage in wage and hour cases, 212–215

Fair Labor Standards Act (FLSA), 205–207statistics, 209–211wage and hour issues, 207–209

Legal workweek definitionagricultural employees, 142health care industry, 140–142public sector employee workweek, 138–140transportation workers, 143

Legally defensible system and policiesfuture, 192–193leading policies and practices, 189–190policy publicity and ethics hotline, 192timekeeping system features, 190–192

Level of detail of task, 266Leverage training, 350Licensing, 400Life insurance, 134Linkage analyses, 390Local Area Networks (LAN), 16Location, 267, 274Loopback, 405Loopback interfaces, 405Louisiana


Magnetic stripe badge scanners, 111Management perspective, 266

Manager dashboard, 516Managing roles with workforce asset

managementbusiness workforce analyst, 197collection-device administrator, 199internal system auditor, 197–198IT, 198–199key stakeholders, 196management (managers /supervisors),

194–195managing roles, 199report writer, 197system administrators, 195–196system designers and support personnel,

196–197system owners, 196worker population, 193–194

Mandated partners, 343–344 n66Mandatory overtime, 310Manpower, 472Manual intervention, 454Manual processes, 12Manual scheduling software, 288Manufacturing, mining, and energy

workforce asset management in energy, 353

workforce asset management in manufacturing, 352–353

workforce asset management in mining, 353

Manufacturing industryscheduling and labor management, 291scheduling in highly complex industries

and areas, 352–354workforce asset management in,

352–353Martinez, Kathy, 337Maryland, meal provision, 180Maslow’s Hierarchy of Needs, 81–82Massachusetts

meal provision, 180minimum daily hours, 322

Match threshold levels, 118Match up the user, 224Matrix WFM systems, 542Maximum duration of shift, 270Maximum weekly hours of work, 251Meal periods

about, 176automatic docking for meal periods,

180–181interrupted meals, 181–182during shift, 176–180by states, 177–180

Measuring time span, 270

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628 ◾ Index

Medical costs, 311Meetings and training pay, 183Metrics, meaningful, 254Michigan


Middle incomes, 312Migration of configuration changes, 224Minicom, 116Minimum daily pay provision, 321Minimum duration of shift, 270Minimum rest, 272Minimum work hours, 321Mining industry, 354

scheduling in highly complex industries and areas, 352–354

workforce asset management in, 353Minnesota


Minors, 295Mixing sources, 417MMS (multimedia messaging service), 116Mobile collection devices, 115Mobile resource management

about, 126–127benefits of using, 127big picture, 128–129challenges of mobile resources, 127–128

Mobile specialty hardware, 117Modified internal rate of return (MIRR),

61, 64Monitoring tools for DoD reporting, 241Motor Carrier Act of 1935, 143Moving averages, 383Mullin, Charles, 24Multidiscipline perspectives, 6Multilevel data requirements, 402Multiple state situations, overtime in,

169–170MUSH (Municipality, Universities, Schools and

Hospitals), 69Must have list, 497Must have requirements, 492

Naming conventions, 436to keep things consistent, 438–439layout, 438

National Council on Disability, 335Near field communications (NFC), 112Near field technology (NFT), 127Nebraska


Negotiable terms, 73

Negotiationfive T’s of, 72negotiation table, 75team and consensus, 74–75terms and tokens, 73–74time table, 73training and preparation, 72–73

Net present value (NPV), 61, 64Nevada

meal provision, 180overtime in, 168overtime premium, 315

New Hampshireelectronic timekeeping, 184meal provision, 180minimum daily hours, 322

New Jerseymeal provision, 180minimum daily hours, 322

New Yorkmeal provision, 180minimum daily hours, 322pay frequency, 172

Next start times, 277Nice-to-have requirements, 492No Boundaries: How to Use Time and Labor

Management Technology to Win the Race for Profits and Productivity (Disselkamp), 297, 391

No call/no show, 304Noncash payments, 133Non-discretional/promotional bonuses, 133Nonexempt employees, overtime, 141Nonproductive shifts, 404Nonrecurrent schedule, 279Nonworking hours, 134North Carolina

meal periods, 176meal provision, 180pay frequency, 171

North Dakota, meal provision, 180NRC: 10 CFR Part 26, 231Nuclear Effect, 93Nursing homes, 142

Observational data, 382Office of Disability Employment Policy

(ODEP), 335Off-promises time reporting, 184Off-site fraud, 225Ohio, meal provision, 180Oklahoma, meal provision, 180On-call, 150On-call pay, 183One-to-many relationship, 401

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Index ◾ 629

Online scheduling, 315Open approvals, 559Operational intelligence, 390–391Operational perspective, 267Operational targets, 390Operator training, 398Optimization indicator, 323–324Optimized scheduling software, 288Oregon

meal periods, 176meal provision, 180overtime in, 169

Organization, 259size and scope of, 47

Organization indicator, 325Organization without integrity, 93Organizational change, 39–75

about, 39business case development, 40–46financial planning and return on

investment, 46–68financing workforce asset management

technology, 68–72negotiation, 72–75

Organizational framework, 37–75Organizational mapping, 220Organizational maturity, 81–82

steps to, 83Organizational needs, 28Organizational readiness

building blocks for, 79–80engagement effects, 80–81

Organizational support data, 559Organizational/administrative systems

comprehensive and iterative training, 432documented policy decisions, 432–433policies and procedures, 432

Organizing, 471OSHA Process Safety Management Standard

(29 CFR 1910.119), 232Ostroff, Elaine, 337Outcome studies, 330Out-of-scope problems, 289Overoptimization

indicators for, 323–325monitoring for, 323pressure for, 320, 322route to, 320scheduling, 253

Overtimevs. comp time, 315and fatigue, 351

Overtime exemption, 149Overtime management

impact of overtime, 346

managing and fixing overtime problems, 350–352

metrics and guidelines, 351overtime causes, 346overtime reduction strategies, 347regular or end-of-shift occurrences, 347scheduling methodologies, 348–349

Overtime premium payment, 132Overtime rule, 167Overtime system, redesign of, 318

Paid sick leave plan, 162, 162 n1Paid time off (PTO), 304Parallel test model, 544Parallel testing, types of, 544Parental leave, 251Part time position, 276Part time workers, 294Partial shift absences, 296Part-year work, 315Patient Protection and Affordable Care

Act, 161Pattern or rotation hours, 271Pay

accuracy, 243availability by, 282calculation with weighted averages, 148in lieu of benefit workers, 295

Pay date, 170Pay frequency, 171

pros/con mix, 171by states, 172–174

Pay pyramiding, 338Pay rule configuration, 223Pay week, 149Payback period (PBP), 61, 64Payroll, 10Payroll leakage, 9, 16, 37, 60, 92, 96, 127,

223, 226Payroll records, 323PDAs (personal digital assistants), 117Pennsylvania


Per diem workers, 294–295Performance indicators, data creation inside

WFM systems, 389–391Performance monitoring plan, 447

active monitoring, 447Performance objectives, 447Personal Information Protection and

Electronic Documents Act (PIPEDA), 431Personal In-Home Care (PIHC), 483Personal In-Home Care (PIHC) analysis, 484Personal/caregivers leave, 251

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630 ◾ Index

Personally identifiable information (PII), 190, 225, 430

Personnel, selected, 506Pfeffer, Jeffrey, 322, 388Pilot test, 544Pilot/parallel test, scoping and executing, 544Planned absences, 281, 296Planning, 471Platforms as service (PaaS), 443Point of sale (POS), 393Points of control, 200Policy

compliance with, 390exceptions to, 303vs. practice conflicts, 348rationale for, 302written, 189

Polling technology, 117Poor documentation, 224Portal-to Portal Act of 1947, 153–154Position, 274Positive deviance, 332Posted schedule vs. work schedule, 324Posting notice, 280Posting temporary wages, 401Posting transfers, 401Predetermined motion times systems

(PMTS), 262Predictability, 275, 328Preliminary and final business cases

formal business case, 42preliminary executive brief, 41–42

Premium pay, 134Preparations for workforce analytics,

369–370Preprocessing conversations/messaging, 423Presence constraint, 268Primary interfaces

balance imports, 403employee demographics, 398–400labor data import, 402–403other interfaces, 405–406payroll export, 400–401schedule imports, 403–405

Prime rate, 71Prison Rape Elimination Act (PREA),

356, 359Privacy Act of 1974, 431Privacy and security

about, 426–429governance, 432–434legal responsibility, 430protection requirements, 430–431workforce security, 431

Privacy breach, 428–429

Probationary period, 105Problem definition techniques

feasibility studies, 43requirement analysis, 44system study/ summary analysis, 43

Problem statement, 54Problems and issues log, 493Process, 370Process conformity, 250Process manufacturing, 352Product databases, 499Product manager, 41Production scheduling and control, 10Productivity, 243Productivity Management.: Keane’s Project

Management Approach for Systems Development (Keane), 473

Professional families, 313Professional services, industry specific

scheduling and labor management`, 292Professional wives, 313Profile assignments, 400Profit sharing, 134Programming language, 395Progressive elaboration, 469Project charter

benefits of, 45components, 45definition, 45how and when to use, 46

Project implementation and support, 465–466

Project leader, 548Project management for WAM implementation

about, 467applied methodology, 473–478project definition, 469–470project management, 468–470project manager, 469–470time, costs and quality balance, 472–473

Project management office (PMO), 468Project manager, 41

functions, 471–472roles, 470

Project sponsor, 41Project steering committee, 474Project work adjustment, 477Projects-driven activity, 261Proximity technology, 113Pruning, 423Public holidays, 251Public safety agencies

Federal, national and state standards, 359–360

funding issues, 355

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Index ◾ 631

law enforcement and correction agencies, 356–357

operational requirements, 355–361shift length debate, 357–359

Public sector, legal workweek definition, 138–140

Public sector and law enforcement, industry specific scheduling and labor management, 292

Public sector employee workweek, definitions, 139

Public service agenciesrotational schedule, 279scheduling in highly complex industries

and areas, 355–361Publications and market research firms,

499Puerto Rico, overtime premium, 315Punch origin analysis, 225Purging, 420Push payments, 133Push technology, 117

Qualifications, 506–507Qualifications and skills, 274Quality, 473Quality assurance, 540Quality assurance process, 554–555

analysis phase of project, 551–552development phase of testing, 552–553implementation phase of project, 553testing and quality assurance outcomes,

554–555Quality of performance vs. cost containment,

320Quantification, 259

forecasting, 259–262labor standards, 262–264task management, 264–266

Quantification task, 265Quartile metrics, 88

Random error, 210Randomized controlled trials (RCT), 382Real demand, 269Reasonable relationship, 146Reconciliation, 225Record, 411Recurrence task, 265Recurrent positions, 280Redo cycle, 553Reduced hours and job sharing, 314Redundancy pay, 251Regression analysis, 381Regulations, 250

Release testing, 553Release to operations, testing and quality

assurance, 540Remote workers, 295Report generation and distribution, 108Report preparation exports, 405Reporting and analytics, 427Reporting pay, 321Reporting structures and business systems

integrationchart of accounts, 219general ledger and business system

alignment, 221–222Reporting time pay, 183Reprogramming people and technology,

29Request for information (RFI), 500Request for proposal (RFP), 501–503, 511

aspects to, 502Request for quote (RFQ), 500–501Requirements, quantifiable, 506Requirements analysis document, 482Requirements changes or additions, updates

for, 552Requirements definition, 54Requirements determination process, 54Requirements document, 54Requirements gathering and analysis,

479–493about, 479business analysis processes, 482–492business analyst, 480–482key points, 492–493systems analyst, 480

Resource considerations for data and system management

cost considerations, 461–462roles and skill sets, 458–459staffing support models, 459–462training, 462

Resource constraint, 268Rest periods, 182Restaurant industry, workforce management

business needs, 237–238Restore, 456Retail industry

industry specific scheduling and labor management, 290–291

workforce management business needs, 237–238

Retention guidelines, 420Retired systems

data extraction, 457maintenance, 457

Retro transactions, 454

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632 ◾ Index

Return on investment (ROI)about, 64–65analysis, 23assessment, 39from automated integration, 304ballpark, 48in business case, 44calculation of, 48, 68and device functionality, 78expected, 63financial planning, 46financial representative, 52importance of, 48influences on, 562intangible nature of, 506limitations to, 22model for, 61in public sector, 242for small vs. large companies, 47–48target for, 497and technology, 301unrealized, 78

Reverse parallel testing, 544Rhode Island

meal provision, 180minimum daily hours, 322

Role-based training, 557Roles

decisional, 471informational, 471interpersonal, 470–471

Roles and responsibilities, 427Rotational schedule, 279Rounding rules, 264Rule-breakers, 332Rules and constraints

coverage constraints, 273workforce constraints, 269–272workload constraints, 268–269

Safety and security, 10Salaried nonexempt employees

fixed workweek, 147fluctuating workweek, 147–148weekly salary basis, 148

Salary Basis Test, 145Sarbanes-Oxley Act of 2002, 61SBA 7(a) loans, 69SBA 504 loans, 69Scalability, 397, 520Schedule, 275

definition, 258goals of, 288key elements of, 288

Schedule and cost estimate, 476

Schedule effectiveness, 311Schedule imports

about, 403productive and nonproductive time,

404–405returning hours, 405

Schedule optimization, 330, 333adjustments to, 334

Schedule optimization locallyabout, 329flexibility and schedule optimization, 329flexibility schedule option, 330–335

Schedule selection, 108Schedule time span, 280Scheduled absences, 296Schedules

advance notice of, 317different, 327fairness of, 331formal system for handing change, 317predictability, 328rigid/unpredictable, 331stability of, 327–328unpredictable work, 322

Scheduling, 276assessment of, 350block/core/cyclical/master/rotating, 349budget and requirements, 349with core staff, 351incentives vs. disincentives, 333mismanagement symptoms, 321online, 315smart, 350stability, 316work challenges from, 330

Scheduling, attendance, and leave, 292–308absence types, 296–297attendance policy in timekeeping and

scheduling, 305–308employee types, 294–296human resources attendance policy

fundamentals, 302–305leave management policy, 299–302

Scheduling and labor management, 253–292

about, 253–255, 257–259industry specifics, 290–292rules and constraints, 268–273scheduling drivers and design, 257–292scheduling process, 276–288scheduling software, 288–290workforce, 268–273workload, 259–268

Scheduling as compensation and retention tool

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Index ◾ 633

pay pyramiding, 338turnover mitigation, 338–339

Scheduling in highly complex industries and areas, 345–361

about, 345education, 354–355manufacturing, mining, and energy,

352–354overtime management, 346–352public service agencies, 355–361

Scheduling models for the workforce, 309–344

about, 309–310demand driven labor scheduling, 320–329schedule optimization locally, 329scheduling as compensation and retention

tool, 337–339workforce flexibility and complex situations,

335–337work-life fit, 310–320

Scheduling practices, 321Scheduling process

context decisions, 279–281employee input, 281–283schedule maintenance, 287–288work assignment, 283–287workload breakdown, 277–279

Scheduling systems, 323School security, 243Scripts, 424 n2Seasonal position, 276Secure data, 225Secure file transfer protocol (SFTP), 415Security, 224, 250, 400Security profiles, 200Selection criteria, prioritizing, 504Selection workbook, 497Self-funding projects, 57Self-scheduling, 348Sensitive data, 430Sensitivities and personal issues, 250Sequence of events

new installations, 406upgrades, 406–407

Serial quitting, 316Service industries, industry specific

scheduling and labor management, 292Service level agreement (SLA), 534, 536Service message block (SMB), 416Service Organizations Control, 215Service Organizations Control Reports, 216Service provided WFM systems, 541–542Seyfarth Shaw Annual Workplace Class Action

Litigation Report, 206SFTP (secure file transfer protocol), 415

Shift, availability by, 282Shift differential, 133, 183Shift duration, 272

availability by, 282decision about, 277

Shift hours, 270Shift length, day to day, 327Shift merger, 279Shift sequence, 272Shift swapping, 318, 332Shift work, and effect on timekeeping, 183Shifts per day, 271Shifts per week, 271Showup pay, 183Simple mail transport protocol (SMTP), 422Single source of truth, 434Sleep shifts, 272Sleeping time, 183Small Business Association (SBA), 69Small Business Association (SBA) loans, 69Smart card, 113Smart fence (geo-fence) technology, 126Smart phone technologies

biometric capabilities, 116GPS, 116RFID tags and near field communication,

116Smart scheduling, 350Smart scheduling practices, 347–348SMB (service message block), 416Smith, Roger, 24SMTP (simple mail transport protocol), 422SOC1 format, 216SOC2 format, 216Software as service (SaaS), 443Solis, Hilda, 336SOP 98-1 Accounting for the Costs of

Computer Software Developed Or Obtained for Internal Use, 61

Sources and destination mediaASCI/Unicode, 411–412database, 412–415terminology, 411

South Carolina, pay frequency, 171SOX compliance, 216Special payments, 183Special situation policies, 303Specific business problems

benefits and compensation administration, 17

compliance vs. productivity, 13–14cost of labor control, 14culture, 17data vs. meaningful metrics and

analytics, 16

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634 ◾ Index

Specific business problems (continued )payroll labor report and process of

streamlining labor, 15–16risk and volatility mitigation, 16–17workforce engagement and alignment,

14–15Specification, 397Speed and idle time triggers, 126Speed triggers, 126Split shifts, 271SSAE16 (Statement on Standards for

Attestation Engagements NO 16), 216Stability

vs. instability, 328of schedules, 327–328

Staff-efficient facilities, 360–361Staffing need projections, 325–326Staffing rates, 234Staffing support models

centralized help desk, 461shared services, 459super user, 460–461

Staffing/talent management, 10Staging tables, 413Standards, metrics, and expected results, 545State regulation, 163–186

about, 163exempt punching, 185hours worked definition, 182–184meal periods, 176–180overtime definition, 166–170rest periods, 182salaried nonexempt employees, 185state wage and hour guidelines, 164tracking hours worked, 184–185wage orders by state, 164–166wage payment frequency, 170–176workweek and workday definition, 170

States. See also Federal, national and state standards; specific states

meal period requirements by state, 170, 177–180

state wage and hour guidelines, 164wage orders by state, 164–166

Status change, 149Staying within hours period, 316Structured Query Language (SQL), 395, 413Students, 295Subphases, 519Substitute teachers, 354–355Supervisors, training audience, 562Support structure, 439Support table creation (DB tables), 405Sustaining and training, 557–569

about, 557

system capability management, 558–561workforce management technology

training, 561–569Sutton, R. I., 388Swap shifts, 108System capability management

end-user adoption, 558–559sustained usability challenges, 560–561system usability tracking, 559–560

System construction subphasecommunication with stakeholders, 522data conversion or setup, 524documentation, 524engage people, 521equipment setup and preparation, 522implementation checklist development, 522project review, 521schedule, stakeholder verification of, 521systems user guide, 523–524technical guide, 524test program, 523training and testing data, 523training environment, 523training materials, 523WFM software installation, 522–523

System of record, 419System passwords, 224System study, 43Systematic error, 210Systems

exception accommodation through interface process, 416

as master and commander, 416needed for import/export, 416

Systems delivery subphasesystem turn-on and release, 525user access requests, 524–525WFM reporting and analytics

validation, 525

Tables vs. views, 413Tablet computers, 116Tag teams, 311–312Taking limits, 105Talent analysis, 368Task-driven activity, 260Tasks, 274

estimate of, 266evaluation of, 265

Taxable wages in Canada for international employees, 249

Teachers, 354substitute, 354–355

Team, 268Team development, 447

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Index ◾ 635

Technical buyers, 74Technical support, 549Technologies and infrastructure

internal systems/application security, 433IT staffing, 433mobile/remote devices, 433perimeter security, 433

Technologyand automation, 351types used, 533

Telephony (via landline), 115Telework, 11Telework rules, 184Temporary and agency workers, 295Temporary position, 276Tennessee, meal periods, 176Termination notice, 251Testing

approvals, 553commercially developed software, 552preparation, 552release, 553

Testing and quality assurance, 539–555about, 539participant selection, 548–549quality assurance process, 551–555quality assurance terminology, 555before release to operations, 540–545strategy and preparations for, 543–545testing types, 545–548tools used for, 549–551understanding, 542–543WFM testing systems types, 540–542

Testing cycles, 543Testing outcomes, 545Testing process

movement through, 552–553start of, 552

Testing scripts, 552Testing strategies and programs, 543Testing types

integration testing, 547regression testing, 547–548system and stress testing, 546unit acceptance testing, 547unit testing, 545

Testsbenefits of, 544items to plan for, 544

Textphones, 116Text/SMS messages, 116The Impact of Shift Length in Policing on

Performance, Health, Quality of Life, Sleep, Fatigue, and Extra Duty Employment, 358

Thermographics, 275

Time, 472Time, cost, and quality balance, 473Time, cost, and quality constraint, 543Time and labor management activities, 28Time calculations, 109Time lag between submission approach/

approvals, 559Time motions, 60Time off requests, 108Time record views, 98Time recording, system-approved tools

for, 240Time worked, 243Timecard approval, 108Timecard edits, 101Timecard functionality

advanced timecard functionality, 102pay rules, 102–104time record views, 98–100timecard edits and entries, 100–101timecard functionality beyond straight

timekeeping, 104timecard reports, 101–102

Timekeeping, 11. See also Workforce management devices and functionality

about, 95–96Timekeeping compliance and controls,

187–227fraud, abuse and payroll leakage, 222–226industry standards, 215–218legal and statistical issues, 205–215legally defensible system and policies,

188–193managing roles with workforce asset

management, 193–199record-keeping regulations, 204–205reporting structures and business systems

integration, 218–222timekeeping security and control

configuration, 199–203Timekeeping security and control

configurationautomatic time out, 203badge information, 203change control, 201–202configuration security, 200–201flexible controls, 201personally identifiable information, 200single sign-on, 203user passwords, 202–203

Timekeeping system featuresrecording meal breaks, 191–192recordkeeping, 190–191rounding, 192verification and payment, 191

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636 ◾ Index

Timeliness (real time) of automated work flow, 107

Time-off balance, 108Timing and schedule estimates, 543Tokens, 73Tracking hours worked, 157–162

compensatory time (comp time) off, 160–161de minimus timekeeping, 160exchanging shifts and making up time, 161meals and rest periods, 161

Tracking of task, 266Tracking task, 265Training, 189Training and development, 10Training and preparation, 80Training-related activities

analysis of, 563–564design of, 564implementation of, 564

Translation tables, 400, 406Translations, 400Transportation industry, 354

legal workweek definition, 143rotational schedule, 279

Travel pay, 183Travel time

function use by schools, 244home to work (normal commute), 151home to work (special one-day

assignments), 152sleep time, 155travel away from home community,

152–153travel in a day’s work, 152uniforms and protective gear, 153volunteering hours, 155–156waiting time, 154

Trend analysis, 371, 377–378Triple constraint, 543True value, 210Trust Services, 216TTY/TDD (telephone to telephone

typewriter), 116Turnover rates, 310

and head count, 327

Unemployment rate, disabilities, 337Union and nonunion employees, 296Union rules, 110Unit staffing budgets and defined schedule

requirements, 347Unit testers/programmers, 548Universal design strategies, 335Universal strategy (design), 343 n64Unpaid leave, 318–319

Unplanned absences, 287, 296Unscheduled absences, 296Updates for requirements changes or

additions, 552Upgrade process, 250User buyers, 74User levels, 516User login behavior, 559User passwords, 200Users not logging in, 559Utah, meal provision, 180Utilities, 354

Valuescombination, 402unique, 402

Vanderheiden, Gregg, 337Variables, 371Vendor and system selection, 495–507

about, 495assessment, evaluation, and scoring,

503–504contract sign-off, 505negotiations, 505startup and implementation, 505vendor and WRN systems list, 504vendor selection lessons, 505–507vendor selection process, 496–505

Vendor calculators, 49Vendor demos, 505Vendor involvement, 506Vendor materials, 503Vendor selection process, 505–506

requirements analysis, 497requirements documentation, 497review of, 496solicitation release to public, 500–502vendor identification, 497–500

Vendors, discussions with, 48Views, stored procedures, 414Virginia, meal provision, 180Volunteering of hours, 184Volunteers, 296

Wage and Hour Division, 154, 206Wage payment frequency

changing payroll frequencies, 175–176lag time, 175

Waiting to be engaged, 154WAM professional associations, 498WAM systems, effectiveness and design of, 509War room, 532Washington, meal provision, 180Weekday, availability by, 282Weekend work, 271

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Index ◾ 637

Weekly hours, 271Weisburg, David, 358West Virginia, meal provision, 180WFM analysts/WAM-Pro, training audience,

562–563WFM needs, 48WFM system, alerts and triggers, 391WFM systems, types of, 541–542WFM systems, impacts on, 77–94

about, 77–78benchmarking and baselining data, 84–88organizational readiness, 78–81workforce management maturity curve,

81–83workplace integrity relevance in system

operability, 89–94WFM systems-related problems, definition, 47WFM tools, 323WFW resources and related topics, 433“Why Business Don’t Experiment” (Ariely),

382Wide Area Networks (MAN), 16Williams, Joan C., 24Wisconsin, meal provision, 180Wish-to-have requirements, 492Women’s Bureau (WB), 335Women’s correction facilities, 360Word of mouth, 499Work breakdown structure, 493Work contribution, 275Work hours

adequate, stable, and predictable, 326amount of, 270unpredictability of, 324

Work intensification, 322Work rule transfers, 404Work span of shift, 270Worker populations

missing middle, 312–313the poor, 311–312professionals, 313

Workforcedefining positions, 274–276personal profile, 274position types, 276

Workforce analytics, 367–369about, 363–365definition, 12formal modeling approaches, 385–388fundamentals of data analysis, 371–384performance indicators, 389–391preparations for, 369–370

Workforce and technology training curriculumemployee WFM system training, 567–568manager WFM system training, 568–569

Workforce applicationacceptance, 419production, 419test systems, 418

Workforce asset management, 519–537about, 519definition, 8help desk setup and operation, 531–537implementation elements, 520–521implementation pitfalls, 525–530system construction subphase, 521–524systems delivery subphase, 524–525

Workforce Asset Management Book of Knowledge (WAMBOK), 21, 23, 28–29, 54, 104, 478, 514, 562

Workforce asset management crossapplications, 11–12cross-disciplines, 9–11value creation, 12

Workforce asset management principles, 25–35about, 25A.C.T.I.V.E. principles, 26–30

Workforce Asset Management Professionals (WAM-Pros), 5

Workforce asset management technology evolution

about, 18–19careers and certification, 21–23innovation and understanding, 23–24rethinking, 19–20roles of asset management professionals,

20–21timekeeping system evolution, 19

Workforce constraintsrest, 272rules and constraints, 269–272work sequences, 271–272work spans, 270–271

Workforce databaseacceptance, 419production, 419text, 419

Workforce development system, 343–344 n66

Workforce Educational Organization (WEO), 21

Workforce management business needs, by industry, 229

education industry, 242–246fitness for duty and fatigue risk mitigation,

230–234global workforce management, 246–251government contracting, 238–242health-care pay practices, 234–237retail and restaurant industry, 237–238

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638 ◾ Index

Workforce management devices and functionality

about, 97–98accrual rules, 104–106automated workflow and employee

self-service, 106–109biometrics features and functionality,

118–125data collection issues, 110–118mobile resource management, 126–129timecard functionality, 98–104

Workforce management maturity curveevaluating maturity, 81–82how to reach organization maturity, 83

Workforce management office (WMO), 468certified professionals in, 22five stages of, 32model of, 32–33staffing model example, 34as standoff business unit, 20

Workforce management office(r) (WMO), 498

Workforce management systems, 12Workforce management technology training

delivery methods and materials, 564–566maintenance, 568–569tools for designing training, 566–567training audiences, 562–563training planning. design and delivery

tasks, 563–564workforce and technology training

curriculum, 567–568Workforce scheduling system, 11Workforce size, 317Workforce tools for DoD reporting, 241–242Working environments and raw data

archiving, 418–421backing up interfaces and support files, 421

defining source/output archive requirements, 420–421

Working locations, 533Work-life balance

just-in-time (JIT) scheduling, 315–317other practices and work-life fit, 318–320workforce flexibility, 314–315

Work-life balance and employee well-being, 10Work-life fit

worker populations, 311–313work-life balance, 314

Workloaddefinition, 259identification, 259–261lowest and longest span of, 278by number of shifts, 283organization, 266–268peak identification, 278quantification, 259–261

Workload constraints, 268–269Workplace flex, 319Workplace integrity relevance in system

operabilityabout, 89integrity and the WAM-Pro, 93–94integrity failure and appropriate handling, 92negative outcomes of culture operating

without integrity, 91–92workforce culture, integrity and

workability, 90–91Workweek, 170

definition, 136Workweek changing

exempt employees, 144–147nonemployees or independent contractors,

143–144World-family conflict, 312Would-like list, 497

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