The New World of Work Pt 2

money gold coins finance
Waiting for Payday

Waiting for payday has been a universal and shared experience around the globe for over a hundred years with almost everyone in paid work typically waiting between 1 to 4 weeks until they receive the rewards of their endeavours.

This concept was so ingrained within our working life that until recently it has rarely been questioned. The problem though, is that whilst workers wait up to a month to be paid for their work, the reverse is true for purchasing where consumers are mostly required to pay in advance or on delivery.

Personal budgeting is one way of bridging this divide, but for minimum wage employees, an unexpected car repair or appliance failure can easily torpedo your careful planning.

The economic meltdown in 2008 put further strain on the financial well-being of workers across the world and pushed many into the arms of the payday loan market which grew rapidly as a result.

Whilst its advocates promoted the loan as a means of bridging the gap between payday, the reality was the eye-watering interest rates simply compounded the problem and forced many workers further into debt.

However, today organisations are starting to re-evaluate how and when their employees are remunerated in the emerging New World of Work. Some companies such as Wagestream provide tools and services to enable employees to get access to a proportion of their salary before payday avoiding the need for them to rely on expensive short-term loans.

The New World of Work will continue to challenge and change the way we work and the often-heard response “Because this is how we’ve always done it”.

Read The New World of Work Part 1 here

The New World of Work: Part 1

fashion man vintage shoes
The Death of Suits

The office attire, colloquially referred to as being “suited and booted”, has been the default and often mandatory office uniform from as far back as the 19th Century. It gained a new life in the 1980’s with the concept of power dressing as a means of projecting authority and power but today, according to a survey by Travelodge, only 1 in 10 workers wear a suit to work.

This dramatic shift has less to do with fashion changes, rather a reflection on the changing attitudes to organisational structure and colleagues in the work environment.

Historically, you could often ascertain someone’s seniority by the clothes they wore, and this was often encouraged to distinguish management from employees. But this visual reinforcement of the hierarchical structure and decision making is outdated in the New World of Work.

Hierarchical structures functioned well in a world where change happened slowly, and decisions filtered down from the top. But today, change is happening fast, not just in terms of business models, but also in terms of technology and markets. Old hierarchical structures struggle to identify and adapt fast enough to remain relevant and competitive.

The trend is for Managers and CEO’s to be more embedded and collaborative with their teams to enable them to identify and guide the company through rapid changes.

Breaking down corporate barriers also means leaving behind the paraphernalia that divides and instead adopting behaviours and appearance that unites teams and helps foster open debate and discussion.

Unsurprisingly many CEO’s are ditching the suit and choosing Jeans and T-shirts to reflect a more open and approachable style. Breaking away from the office dress code makes a clear statement that the organisation embraces individual thought rather than uniform group-think.

 

Avoid Cloud Confusion

person covering face with blue wooden cloud wall decor
Avoid Cloud Confusion

The tech industry is famous for inventing jargon and terms that lack any clear definition which are then misused by marketing and ultimately mislead potential buyers into thinking they are getting something they are not.  The term “Cloud Solution” is a classic example.

Strictly speaking cloud solutions refer to any software (or service) that is provisioned via the Internet and does not require local infrastructure/install to consume it (typically access is via a web browser). However, this term is broad enough to hide a multitude of sins whilst not challenging any assumptions.

The public experience of cloud solutions is numerous including applications like google, amazon, banking and other consumer retail applications. These applications reflect a specific instance of “cloud solutions” and are based on modern internet design principles including;

  1. Internet By Design: These applications are built for the internet age with an architecture that can scale and more importantly scale over multiple servers that can be increased with demand ensuring users do not experience lag.
  2. Resilient Architecture: Because the application is designed to run on multiple servers there is inbuilt redundancy which reduces unexpected downtime.
  3. Future Proofed: These applications are automatically updated/upgraded with fixes and features without users having to request or pay for the update. This ensures that users are always working on the most bug free and updated version and ensures they never fall into legacy.

This all seems straightforward and many would be forgiven for thinking that all cloud applications follow these design patterns. However, many cloud-based solutions do not, and we therefore need to differentiate between “True Cloud” and those that just run the application in the “Cloud”. The main two “Cloud” variants which are often mistaken for “True Cloud” are;

  1. Hosted Applications: This is where a traditional legacy Fat Client application is hosted in a data centre and users’ access the application via Terminal Services or Citrix. Whilst it is true to say that nothing needs to be installed locally (other than Terminal Services/Citrix) the reality is you are simply accessing an old product through a new way. The application isn’t multi-tenanted, it doesn’t scale, and each instance needs to be individually upgraded/updated. Its an old product on a new server with Citrix.
  2. Web User Interface: Another tactic often deployed by business is to rewrite the user interface so that users can access the functionality through a web browser. Whilst it provides a modern feel and avoids the need for costly Citrix/Terminal Services, the reality behind the scenes is much the same as with a standard hosted application though this is hidden from the user until things go wrong. In the industry this is referred to as “lipstick on a pig

Why Not True Cloud?

Given the disadvantages to both the vendor and the customer of using a “cloud enabled legacy solution” it does beg the question why businesses would not invest in developing Cloud Designed Solutions. The answer is that many businesses have invested significantly in Fat Client/Server solutions for many years (Some from as early as 1995) and do not want to incur the cost required to start from scratch.

The more functionality they add into their old product the more reluctant (and expensive) they are to invest in a new product. It is akin to refusing to buy a new car because you have spent so much money repairing the old one.

HFX is True Cloud

Within Workforce Management, HFX is one of the few exceptions. In 2013, HFX secured significant investment to build a true cloud solution from the ground up. We recruited developers with 15+ years’ experience developing web solutions AND with a strong background in Workforce Management to ensure the solution was “True Cloud” AND ready for the New World of Work.

To find out what a True Cloud Workforce Management Solution looks like contact us

 

The Value of Simplify

“The height of sophistication is simplicity”
Clare Boothe Luce

simple

Whilst HFX has many values, our core value is SIMPLIFY. We believe this core value drives change and provides tangible benefits to all our customers. We apply this approach to all that we do and place our customers at the heart of the process.

“Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”
 Steve Jobs

By applying this value to software development, our team have created a powerful workforce management solution that reduces customer configuration time by over 80%. The result is that OUR customers pay significantly less for implementation, and due to faster implementation times, realise savings much quicker than with other providers.

The benefits don’t end there; because we design our solutions for customers and not for ourselves, we empower customers to take complete ownership of the system including the ability to manage the rules themselves. This not only reduces costs but enables customers to adapt the solution as they change and grow.

“The ability to simplify means to eliminate the unnecessary so that the necessary may speak.”
Hans Hofmann

Our approach to simplification also applies to our user interface. Where most software companies provide a single interface for managers and employees, we focus on providing the right user interface for each cohort (Role Based UI Design). Whilst managers are often IT literate and require a powerful user interface to carry out their daily tasks, there is a clear advantage in providing a simplified interface for everyone else.

By providing a user interface that is intuitive and simple, our customers significantly reduce training costs whilst ensuring that there is high user adoption and fewer user errors. Our Employee Self Service UI Design is based on the principles and ease of use that Cash Machines provide; No-one ever needed training on how to use a cash machine and this is also true of ours.

The benefits of simplification go further still. By simplifying the user interface, support calls reduce dramatically. For HFX, this means we have more time to devote to our customers who contact us for more complex queries; this is why we regularly receive 100% AWESOME customer ratings on our Customer Services.

“Knowledge is a process of piling up facts; wisdom lies in their simplification.”
 Martin H. Fischer

Our approach to integration with other software solutions including HR, Payroll and ERP takes a similar approach. HFX provides RapiD interface configuration that does all the heavy lifting, translation and transformation enabling third party integration to be achieved effortlessly. By handling the complex processes within the application, we simplify the integration to third parties and even enable our customers to leverage the API so that they can integrate directly.

“Clutter and confusion are failures of design, not attributes of information.”
 Edward R. Tufte

We have also applied our core value to other aspects of our business including the approach to Marketing. Our new website (www.hfx.co.uk) embodies our core value and mission. We designed the website with our audience in mind rather than being slaves to google search ranking algorithms.

We removed all the clutter and present the key information we think our potential customers want to know. There are no cookies, no pop-up ads, no annoying call-outs and no information overload. We want our customers to view the information they want quickly whilst having a fun and positive experience at the same time.

What my kids taught me about Productivity

What my kids taught me about productivity

Firstly, I confess I made a mistake; we needed to write letters to just under half our customer base (650) before Christmas. This was part of our commitment to inform customers of new developments within our group.

We chose a letter (snail-mail) as these days email is more likely to hit the spam than get into the hands of the people you want to reach. My mistake was haste; Had I taken the time, I would have saved about 10-20% of the cost (about £60) by using a 3rd party.

However, I decided to do the mail merge and post in-house and was faced with the task of folding 650 letters and putting them into envelopes. My solution was to invite my children (I have 4 ranging from 8 to 13) to complete this task rather than burden my colleagues.

I calculated that it would take about 5 seconds per envelope and offered my children 5p per item. I was at first sceptical that at such young age they would grasp the potential prize (£32.50) if they completed whole project.

Initially I invited my youngest daughter Arabelle and her older brother Blake to the challenge. Enthusiastically they got to task immediately and within 5 minutes my oldest son joined the party.

Arabelle, independently came to the revelation that it was more efficient to fold all the letters first and then put them into the envelopes after, rather than switch tasks for each letter. She is only 8 years old yet came up with a way to optimise the task and improve her productivity.

Zach and Blake took this further by copying the idea and teaming up together (they agreed to share the rewards equally). They recognised the benefit of collaborating.

Halfway through my other son Jed turned up (he would normally spurn such an opportunity) but was inspired by the enthusiasm of his brothers and sister. He immediately joined the team. Arabelle being generous of heart agreed to team up with him and share the rewards even though she had already done a large amount of the work. She determined that she would fold whilst Jed would put in the envelope (another smart move) thereby focusing each on a specific task.

Naturally given it was now a competition and a limited number of opportunities (650), there was a pressure to cut corners and so I introduced a quality control process; The address needed to be fully visible in the window of the envelope. If it failed that test, then the envelope (and reward) would be handed to the other team for rework. From that point on quality control was embedded in the team and any queries were flagged up to me immediately (I took on the role of Quality Control Officer).

I was literally taken back by how quickly a group of kids could organise themselves, collaborate, optimise their activities and improve productivity without any direction.

With UK productivity still anaemic, there are some powerful lessons we can all learn from this;

  1. If you want productivity improvements, ask those who are doing the task – they know far more than you.
  2. Create a culture that encourages rather than frustrates the innate potential in people to improve efficiency.
  3. Improvements in productivity can be achieved very quickly if there is focus and incentives.
  4. Ensure quality control is embedded in the process not simply at the end.
  5. Measure and track the entire process to ensure continuous learning.
  6. Never underestimate the contribution of women in the workplace; my youngest daughter came up with the majority of productivity improvements. It is no surprise that the Mckinsey report identified that organisations with 30% or more female executives, are on average 15% more profitable (For more info watch our COO, Nicola Smart interviewed by the Telegraph Business Reporter)

For those interested in statistics

Arabelle and Jed achieved 259 with a failure rate of 0.77% (e.g. 2 that failed QC)

Zach and Blake achieved 311 with a failure rate of 1.93% (e.g. 6 that failed QC)

The failure rate was significantly below the industry average for manual processes.

Finally, the reason for the discrepancy (570 completed vs 650 letters) was down to management failure (me) to provide enough envelopes (I guess the final lesson here is to always invest in planning)

To find out more about hfx visit our main website or contact us

Hfx re-invents the website

hfx welcome to our website2

In 2017, hfx realised that it needed a new website, one which reflected our values, our innovation and our commitment to delivering solutions for the New World of Work.

Nicola Smart (COO, hfx) recalls “Early on we decided that the website should provide visitors with a positive and immersive experience that provided clear and concise information. Too many websites bombard and overwhelm you with pointless information and noise”.

12 months later and hfx releases a completely new design of website, different in almost every respect to traditional websites;

  • No annoying banners asking you to accept cookies. We decided early on that we wouldn’t be “stalking” our visitors and therefore have no need for tracking cookies. If visitors want to contact us, they know where we are.
  • No visitor badgering or callouts to nag the visitor into contacting us. We believe you either want to contact us or you don’t. No amount of badgering is going to make you change your mind – indeed in some cases the annoyance of callouts is enough to make you leave.
  • No bombarding you with information you didn’t ask for. Your time is precious, so we simplify and summarise information into key points. If you need more information you have the option to download a pdf or visit our microsite (www.hfxworkforce.com)
  • No email grabbing. We don’t require your email before you can download documents. The only time we will ask for your email is if you want to contact us via our contact form.
  • No Scroll to Infinity. So many websites insist on the “long scroll” – which is intended to take the visitor on a journey ending up with a call to action. The journey, of course, is predefined and makes to many assumptions about the visitor. Users often end up getting lost, frustrated or confused by having to scroll through the irrelevant to find the relevant. There is a need to simplify and we have achieved that eliminating almost all scrolling.

Naturally, when you buck the trend and go against the rules of website design, it’s never going to be easy.

There are no templates or previous designs to base yours on and you are battling preconceived ideas of how a marketing website should be designed. It had to be conceived and built from the ground up.

A new menu structure and navigation system was designed, redesigned and after that several more times to accommodate the vision we had for the website.

There are also trade-offs to be made; Google search and SEO friendly http://www.hfx.co.uk is not. Nor is it particularly mobile friendly. We also accepted that for many the new site would be like “marmite”; visitors would either love it or hate it, but at least it wouldn’t be another bland corporate design.

Let us know what you think of hfx.co.uk

Introducing A New Integration Paradigm

black and white blank challenge connect

Einstein stated that “Everything should be made as simple as possible, but no simpler.” and for hfx this has become a mantra and even our core values are expressed by one word: simplify.

We follow this principle both in terms of our processes, methodology and vigorously within our cloud solution design and development.  The first challenge we tackled with Time and Attendance was the complexity of reflecting real world work rules within a simple and easy configuration that end users could quickly master and enable them to take complete ownership of the solution. The result was amazing; implementation time reduced from 9 months to 1 month enabling the customer to achieve accelerated ROI and significantly reduced costs of configuration and implementation.

This success gave us confidence to tackle the next challenge which was more nuanced but no less radical; solving the thorny issue of integration using Application Programming Interfaces.  As a group of seasoned developers with over 30 years’ experience of integration (and a combined list of over 250 interfaces developed under our belt) we looked at the fundamental issues with integration. We recognised that the issue had little to do with coding ability, language but everything to with mindset.

At a high level we recognise three key mindsets that pervaded all interface development characterised “The Solicitor Mindset”, “Pedantic Officialdom” and “S.E.P or Someone Else’s Problem” – Our analysis revealed all 3 mindsets in all 3rd party integrations we had ever seen and worked with historically. Each requires a little explanation to see how they manifest;

The Solicitors Mindset:

If you have ever had dealings with a solicitor (whether when buying/selling a house, Non-Disclosure Agreement etc) you will instantly recognise the legalise, Latin and jargon that seems to confuse rather than clearly communicate its purpose. Any attempt to simplify the text is met with a firm response by the solicitor that “Its not meant for you but for another solicitor”. This is a lazy excuse to avoid clarity and simplicity by relying on someone else with 7 years legal training to decipher text that could and should have been presented in a way that a lay person could understand. This same mindset influences the development of API’s with the argument being that the P stands for programming so there is no need to simplify the API as its not meant for anyone other than another programmer.

Pedantic Officialdom:

We’ve all had this when asked to fill out a form to change some information. Often you must enter the very same information they already hold and then when you hand it in you are told you’ve used the wrong form (often they have different forms to register new information versus amend existing information). When you fill in the correct form (which is almost identical to the other form) you are then told you must use blank ink rather than the blue or that your signature isn’t fully in the box provided (which is often too small) – I could go on, but you get the point. This very same approach is often applied to Application Interfaces. As with Pedantic Officialdom the whole purpose isn’t to make life easy for the consumer (or 3rd party) but a lazy approach to make it easier for the recipient.

Someone Else’s Problem:

Incapsulating and extending on both the previous mindsets is the overarching view that it is someone else’s problem to decipher and to comply with these pedantic and overly cumbersome rules. This approach to integration enables API’s to be created very quickly but the consequence is that they are dumb, brittle and difficult to work with and significantly increases the effort by the third party.

 A New Paradigm:

Overcoming these issues isn’t a question of technology, coding skills or even language, its harder than that because it requires a paradigm shift in thinking about the whole approach to integration.

However, as with all challenges we were confident with the right approach we could completely turn integration on its head to simplify work for 3rd parties and especially to our customers.

The first design principle we applied was that the API shouldn’t be developed for another developer, it should be developed so that a competent IT professional or implementer could consume the interface.  This principle ensures that we don’t make assumptions about who will be consuming the interface and a good test to ensure that the interface is a simple as possible (but no simpler).

The second design principle is that the API should be intelligent and not pedantic in terms of the calls into the API (for instance demanding a different call to add information versus amending information or refusing data based on lazy or pedantic rules).  If the new data requires the creation of associated or dependent information the API can automatically create this on the fly rather than simply failing. This simplifies the work for 3rd parties whilst reducing both manual entry and lazy rejection of data.

The third design principle was that the API should be easy to configure, so that if requirements change (e.g. some information previously sent IS no longer required) the API can ignore the data without the need for changes by the 3rd party. This ensures that the interface is flexible, and our solution can adapt to changes in data without the need for either the 3rd party or the interface to change. It builds in flexibility.

These 3 guiding principles enable a paradigm shift and focus all the intelligent development work within our solution making it simple to integrate from a 3rd party perspective. It turns integration on its head by making “integration our problem” rather than “Some Else’s Problem” and this changes the mindset with the result that issues are tackled and eliminated from the get go.

This approach rapidly increases integration time, reduces the need for testing and 3rd party development work. It also means that with a simplified approach to web services we can easily integrate legacy/on-premise third party products even if they are csv based using our rapid scripts that convert these into web service calls.

The Future of HR

man with steel artificial arm sitting in front of white table

In a future where many jobs will be lost to automation the question arises as to both the future of the workforce and the need for traditional departments such as HR.

The reality though is that whilst automation will encroach further and further into the workplace removing swathes of jobs and assisting with others, AI for all its hype, has its limits.

To understand where the watermark rests is not quite so simple, but there are guiding principles. Machines are capable of processing huge amounts of data instantly and identifying patterns, trends and correlations. This provides enormous benefit to decision makers who can leverage this data to make informed decisions.

However, decision making at a high level is often the result of considering not just one data point however well evidenced, but many and from different disciplines. Computers often can do one thing very well and fast but can rarely assess the bigger picture.

Neural Networks are capable of learning, but again this is often domain focused. We will see in future the rise of self-driving cars and literally billions of pounds are being spent each year to make this a reality. Whilst there is a high degree of confidence that this huge investment will succeed, the code behind it won’t be able to diagnose cancer in a patient.

Humans are never born to drive or diagnose a patient but have the unique ability to learn completely new and unrelated skills. Given the rapidly changing world and technology, this is a good thing, and it is ironical that whilst we are rapidly adapting to new technology, technology itself is not very good at adapting.

So, what does this all mean for the workplace, the new world of work and HR? Computers and AI will be focused on “narrow field” activities and tasks, those that require speed, accuracy and analysing big data. On the other hand, humans adapt rapidly, have holistic and “outside the box” thinking, multi-disciplinary knowledge and creativity.

Whilst HR contains a lot of administrative tasks which can be automated, there is much that cannot. HR requires a whole range of diverse knowledge and insight from understanding the Law to the values and culture of the organisation, from the needs and objectives of both company and staff to respecting union rules and the wider culture of society in which it operates.

HR acts not just to re-enforce polices and values, but also a change maker within the organisation. In fact, to do HR well, you need to understand that you are working with human beings; A statement so obvious it is often missed when discussing how a computer (with no sense of self, empathy or deep understanding) could replace people in role that requires deep interaction with others.

Computers can learn but learning without context can be at best a disaster, and at worst, catastrophic. For example, Microsoft took down Tay, an AI Chatbot on twitter only 16 hours after launch because – through learning – had started tweet offensive and racist comments. It had no moral compass or understanding of the wider culture to recognise that there is good learning and bad learning.

Imagine you are driving your car 60 mph when a child crosses the road in-front of you. There is no time for you to break without hitting the child, so you can either swerve the car up onto a pavement and hit a wall (with the potential you will incur life changing injuries) or kill the child. This is not hypothetical but a real moral and legal dilemma for the manufacturers of self-driving cars. Is their legal responsibility to the owner of the car or to other road-users? There is no legal requirement for a driver to risk or sacrifice their life to save another. Supposing the car is programmed to risk your life rather than kill the pedestrian, but now the person running across the road is a terrorist with a gun whom you are trying to stop with your car.

You might think this is going off-topic, but having a moral perspective, values and a big picture view are all important for the right decisions to be made every day.

Even the best AI lacks these things and for those who believe these issues will be sorted in the future, the answer is that we might not need to wait after all. Many in the AI field believe these kinds of issues can only be solved if AI moves to a biological architecture (rather than digital), that it requires consciousness, self-awareness and intentionality. If correct, then these attributes already exist in what we currently call humans.

HFX adds fully integrated Workforce Management and Time & Attendance solutions to its offering on G-Cloud 11

HFX increases its SaaS Cloud offerings on the Government’s Digital Marketplace

HFX, the market leading provider of SaaS Cloud Workforce Management Solutions, has extended its solutions available on the G-Cloud 11 Digital Marketplace, Cloud Software section. New for this latest edition of the Digital Marketplace is Imperago Workforce Management – an integrated package which includes Time & Attendance recording, 3D Rostering, Budget & Costing and Flexitime management – and Time & Attendance by Imperago – which includes recording for Time off in Lieu (TOIL), Flexitime and Access Control.

The full list of workforce and staff time management solutions available from HFX on the G‑Cloud 11 Digital Marketplace comprise:

  • Imperago Workforce Management
  • Imperago Lone Worker Monitoring
  • Imperago Visitor Registration
  • Imperago Automated Timesheets
  • Imperago Access Control
  • Time and Attendance by Imperago
  • Imperago Flexitime Management and Access Control
  • Imperago Flexitime Management
  • Imperago Student Attendance Recording

Nicola Smart, COO at HFX commented: “At HFX we have a long history of providing innovative workforce and time management solutions to the public sector. We work with our clients to ensure that our products evolve to meet their changing market requirements, enabling public sector organisations to provide safe working conditions for staff, while ensuring maximum efficiency and management of budgets in order to deliver best value public services.

“The G-Cloud Digital Marketplace continues to grow year on year, with over £3.5bn sales last year, and represents a significant sales channel for HFX.”

HFX workforce management solutions can be fully integrated with all major HR and Payroll solutions including MHR, Oracle, SAP, CIPHR, PeopleSoft, Zellis and Software for People, and many others.

Demolition Derby

With over 1,500 customers you’d expect us to hear some rather extraordinary stories and you’d be right. In our 45+ year history we’ve heard many stories about the antics that companies have uncovered through our Time and Attendance solutions. In our #ItCouldNotHappenHere series we cover our “favourites” – one in each post.

Demolition Derby

For one call out where a terminal had been damaged we were shocked to discover how much one individual disliked having to clock in and out that they had in fact taken a crow bar to the terminal.

The ingenuity of employees to find new ways of destroying Time & Attendance equipment is often amazing. From teabags to magnets and crowbars, to forklift trucks to a washing machine (dropped), we’ve seen it all. The so-called “Magnet Man”, who used an industrial magnet on the device to disable it just because “he hated early shifts” is our favourite, but Mr Typhoo Teabag comes a close second.

Tarmac chooses HFX Autotime to manage staff hours and keep quarry operations running smoothly

Automated Time & Attendance clocking in system from HFX Autotime reduces admin and improves efficiencies of workforce scheduling

Tarmac chooses HFX Autotime to manage staff hours and keep quarry operations running smoothly

HFX Autotime, one of the UK’s leading developers of SaaS Cloud workforce management solutions, has announced that Tarmac has recently invested in its Time & Attendance (T&A) solution to manage staff working hours at its site Swinden Quarry in the Yorkshire Dales. Staff clock into work on-site using a proximity fob with an installed reader machine that accurately tracks start and finish time. The administration team cites significant time savings reconciling hours with salary payments, as well as ensuring accurate and timely overtime payments.

Staff have welcomed the system as it provides an accurate account of working hours according to the shifts completed. Located centrally on the quarry site, near to the canteen and changing rooms, the new system enables staff to clock in easily as they arrive and change for a shift and clock out when they finish. The HFX Autotime solution replaced the existing clocking in-and-out system that was difficult to use and failed to deliver accurate readings of employee attendances and absences. 

Miquette Curtin, Administrator at Tarmac explained: “We wanted a new Time & Attendance (T&A) system that could capture working hours accurately and HFX Autotime does just the job. HFX Autotime has significantly reduced the time it takes to reconcile working hours – it has made it much easier and faster. Since implementing the system nearly twelve months ago it has definitely made a difference to our administration team and staff.”

Reports from the system ensure that HR has details of hours worked, absence, and holidays, making it easier to keep track of employee costs and staff wellbeing. As well as managing staff working hours to calculate salaries, HFX Autotime has also been of benefit to record attendance to help comply with on-site Health & Safety legislation.Nicola Smart, Chief Operating Officer of HFX Autotime added, “Managing a workforce that works different shift patterns and hourly rates can be challenging for companies like Tarmac to ensure optimum efficiency and productivity, while managing costs. Having a system that accurately records workforce hours not only ensures fairness and transparency, the data can be used to accurately work out different payment rates for different skill sets and overtime. The additional benefit of having up to the minute attendance data also helps with health and safety and lone worker legislation.”

About Tarmac

Tarmac combines the knowledge and expertise of two of the construction industry’s most iconic brands: Tarmac, the pioneers of the modern road surface and Blue Circle, the company that patented cement.

With over 150 years’ experience, the company has a combined breadth of capability and expertise that covers aggregates and asphalt, ready mix concrete, cement, lime and powders, contracting and building products. Tarmac employs over 7000 people across 400 sites in the UK.

For more information please visit: www.tarmac.com

HFX Time & Attendance system supports expansion of client services for C&D Cleaning Group

HFX’s SaaS Cloud workforce management solution selected by cleaning services company to manage staff hours and meet client business requirements at over 50 different sites.

HFX Time & Attendance system supports expansion of client services for C&D Cleaning Group

HFX, the market leading provider of SaaS Cloud Workforce Management Solutions, has announced that C&D Cleaning Group has chosen its Imperago cloud Time & Attendance (T&A), 3D Rostering and Employee Self-Service solution to manage staff attendance and absence at over 50 different client sites. Established 30 years ago, C&D Cleaning Group selected HFX’s solution to manage 90 staff, including those working at its client premises in sectors covering construction, property, schools and healthcare. Using HFX’s solution has provided more accurate time records which has helped to streamline its HR and payroll processes.

C&D Cleaning Group employees clock in and out at client sites using standalone biometric fingerprint scanners, which have been designed to have minimal impact on the client’s premises. Capturing workforce hours in this way removes the possibility of identity fraud, and ensures that C&D Cleaning Group is able to keep track of staff attendance and absence, providing back-up cleaners if required to ensure continuity of service. Following the success of the system, C&D Cleaning Group intends to roll out the terminals to all new clients where they provide on-site staff. 

Tracy Hudson, General Manager at C&D Cleaning Group said; “HFX’s SaaS Cloud workforce management solutions enable us to manage our staff at client sites with minimal disruption, yet maximum benefit to our customers. After consultation with the HFX team we were delighted with the terminals, which are modern and discreet and use the latest biometric technology.

“It is a much more efficient way for our staff to clock in and out, resulting in fewer errors and is completely transparent. Staff have welcomed the terminals and our clients are impressed with the professional, innovative way that we manage our workforce on their sites.”

Using the self-service feature, staff can also view their attendance, absence and holiday data remotely, helping them to keep track of their working hours and pay.

The 3D rostering capability enables C&D Cleaning Group to plan and manage ad-hoc requests for staff time, activities, duties and location, related to each client or contract. Staff can be allocated to rosters according to client site requirements, including business hours, location and size of building. Up to the minute attendance data enables plans to be easily adapted to changing requirements or staffing levels and ensures that C&D Cleaning Group meets client needs cost efficiently.

Nicola Smart, COO at HFX commented: “Deploying a Time & Attendance solution can result in more accurate workforce scheduling in a dynamic service environment. HFX workforce management systems are ideal for companies like C&D Cleaning Group – they can automate time monitoring to help ensure that schedules address working time compliance issues, monitor staff well being and help to meet the demand for staff while maintaining service standards.”

Magnet Man

With over 1,500 customers you’d expect us to hear some rather extraordinary stories and you’d be right. In our 45+ year history we’ve heard many stories about the antics that companies have uncovered through our Time and Attendance solutions. In our #ItCouldNotHappenHere series we cover our “favourites” – one in each post.

Magnet Man

There are many was in which employees will destroy Time and Attendance clocks for their benefit.

Meet the ‘Magnet Man’, he’s the workplace villain who uses industrial magnets to destroy Time & Attendance clocks so he doesn’t have to work early shifts. If only he channelled his super powers in the right direction then perhaps he may consider swapping his shift with a colleague or, better still, going to bed earlier so he’s ready and refreshed for work the next day? Save yourself from the clutches of Magnet Man by installing a bio-metric system today.

UXB: The UneXpected Benefits

With over 1,500 customers you’d expect us to hear some rather extraordinary stories and you’d be right. In our 45+ year history we’ve heard many stories about the antics that companies have uncovered through our Time and Attendance solutions. In our #ItCouldNotHappenHere series we cover our “favourites” – one in each post.

The UneXpected Benefits

When a sudden reduction of payroll costs post implementation of Time & Attendance occurred it raised serious queries about the accuracy of the automated Time-To-Pay rules. The savings were way beyond those predicted based on usual manual payroll errors.

After a complete review of the system the revelation of the error left everyone speechless; it was a bombshell!

The previous manual paper time sheets had an overtime column (double time). When someone worked four hours at double-time the staff would enter ‘8 hours’ in this column believing they needed to do the manual calculation when in fact the payroll system did this. The result; if you worked four hours overtime you would be paid 16 hours at basic.

How long had this been going on for? As long as everyone could remember.

Dead Man Clocking

With over 1,500 customers you’d expect us to hear some rather extraordinary stories and you’d be right. In our 45+ year history we’ve heard many stories about the antics that companies have uncovered through our Time and Attendance solutions. In our #ItCouldNotHappenHere series we cover our “favourites” – one in each post.

Dead Man Clocking #hfxRealStories

We have encountered many cases of staff being paid for up to two years after leaving a company until it was discovered through the introduction of a Time & Attendance system.

However, the most unusual – and innocent – but still costly, was the continued salary payments to an employee who had long been dead and buried. As the saying goes Dead Men Don’t Clock