EveryOneCloud hits 1 million in 1 year

Rapid increased use of cloud workforce management solutions as companies look to support operations and growth

e1c reaches 1 million

HFX has announced that its EveryOneCloud solution has seen fast adoption by customers since being launched in August 2017. HFX’s EveryOneCloud solution enables organisations to track staff attendance, presence and location. It supports mobile, web, telephony and QR codes for capturing information. Since being launched EveryOneCloud has recorded over one million clockings and HFX forecasts an increase to over five million by its second anniversary.

EveryOneCloud workforce management solution supports over one hundred devices including biometric hand readers, face recognition, finger print as well as traditional card/proximity based devices.

Nicola Smart, COO, HFX and Autotime said; “The benefit of HFX’s cloud solution is its simplicity and flexibility, which has enabled us to extend our portfolio. We have already expanded our footprint outside the UK with our first customer in South Africa, ahead of our planned growth for the end of 2019.”

Nick Whiteley, CEO at HFX said: “This has been a stellar year for our EveryOneCloud solution – we have seen an amazing demand with uptake of an average of six new customers a month. This has accelerated in the last quarter and we expect to see this to continue into year two.”

He continued; “EveryoneCloud is incredibly flexible and we see it being deployed in many market segments to capture attendance, including for Lone Workers, Student Attendance and field staff as well as in the traditional sectors in which we operate.”

As well as recording attendance, EveryOneCloud provides a multi-dimensional data collection capability that enables organisations to record in real-time, staff location, activity, client or contract or any other attribute the client wishes to monitor and report on.

Oliver Page, Account Manager at Workforce Staffing, an award-winning recruitment and staffing agency commented: “EveryOneCloud is a real game-changer for the recruitment industry. The system empowers agencies to deliver a fully transparent and accountable service, combining powerful and easy to use features such as real-time attendance verification, absence alerts, remote enrolment and automatic roll-call, with the convenience of being fully cloud-based so it can be deployed quickly and accessed anytime, anywhere.”

Workforce Staffing has adopted EveryOneCloud to deliver total transparency of its supplied temporary workforce to the Worcester site of metal cast manufacturer JVM Casings, adding significant value to its managed service.  Use of EveryOneCloud has enabled Workforce to assume full responsibility for the attendance of its supplied staff, assisting managers to proactively maintain staffing levels (and therefore maintain productivity on assembly lines), track KPI metrics and streamline its payroll and invoice process.

For a full case study on how Workforce Staffing and JVM Casings are benefiting from EveryOneCloud is available here EveryOneCloud_Case-Study_JVM_Castings

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EveryOneCloud – a 12 year demonstrates how simple it is to use

Our latest cloud solution for Attendance Recording, Presence and Location tracking is simple to setup, simple to configure, simple to use. It literally is child’s play. To prove it we asked a 12 year old not just to use the system but to record a demo of it.

With EveryOneCloud you can be up and running within hours collecting attendance data and/or tracking location and presence using any of our cloud devices including Hand Readers, Face Recognition Readers, Fingerprint readers, card/proximity (rfid/hid/mifare) or leveraging our Android mobile app or telecheck solutions.

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Contract Cleaning – cut Costs not Quality

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The market for contract cleaning has increased over the last 2 years but that is where the good news ends… The increase in demand has created an increase in competition (some estimates put this at up to 40,000) putting already slim margins (averaging 4%) under pressure.

Safeguarding that 4% is the over-riding concern among many charged with leading the business whilst balancing this with the need to win contracts and grow the business.

Many in the sector have already been burnt by the vanity of growth over sanity of profit and recognise the need to keep a strong handle on costs but with strong competition are struggling to find anything left to save and are in danger of cutting too far and risking Quality and Reliability which can turn into a spiral of cancelled contracts.

The secret to many within this and other sectors is to borrow some of the lessons from Amazon (their international margins are not very far off from contract cleaning) who relentlessly focus on efficiency whilst providing excellent customer service.

The focus is never about cutting the service they provide, but the internal focus on simplification, automation and efficiency of the internal activities that deliver the service.

Automation though technology enables organisations to eliminate much of the administration and paperwork whilst enabling them to get real insight into their organisations performance and profitability -or otherwise- of contracts. It provides real-time information enabling quick decisions and adjustments to be made to keep the business on track.  The impact of this cannot be underestimated, it enables early intervention, not a retrospective post-mortem. This is not just simply about profit or efficiency but also tracking quality and outcomes. The importance here is that poor quality or reliability will at some point turn into customer attrition and is therefore lead factor and you cannot prevent what you can’t predict.

However, the rush to implement IT systems should be kept in check. Software solutions will deliver enormous benefits, but not by themselves! Software isn’t a miracle cure nor a mind reader for your organisation. You need to invest not just money but critically time to ensure that the software delivers to your objectives.

Before rushing there will be a need to review the processes being automated; A key objective should be to simplify these processes and methods. Simplification and clarification of processes is a precursor and will yield positive returns. Often organisations are unaware of the growth in complexity of processes and contracts as there is very little visibility (often as paperwork creates “data islands”).  Secondly if you do not understand in detail your processes then you have no hope of any software replicating them. Thirdly complex processes will impact on the solution, the cost and the implementation of the solution.

Start small. An expensive ERP solution might seem attractive, but will it really address your key pain points or just replicate or – worse – make operations even more complicated.

Be focused. What’s your greatest cost? In most organisations your greatest cost is your people. Automating pay through Time and Attendance will significantly improve efficiency, accuracy and savings by removing payroll errors, fraud and overpayments.

But there is more to be gained by Time and Attendance than simply automation, the ability to track employees at each client site enables quality of service by providing real-time updates. With real-time attendance information you can mitigate non-attendance by deploying other resources ensuring that the customer is not impacted by absence – this level of quality assurance keeps you at the top of the contract pile while others are discarded through poor reliability.

Avoid IT complexity. Many organisations are going lean and demanding cloud/SaaS solutions to avoid the complexity and overhead of managing the solution internally. SaaS also brings its own financial rewards as well by spreading the cost and providing Pay As You Grow payment models.

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Lone Workers – The Hidden Workforce

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There are over 6 million lone workers in the UK which represents about 20% of the UK workforce. They represent the “hidden” workforce that is under represented in an office they rarely frequent.

Lone Workers can be found in most – if not all – organisations across industry and performing a varied set of functions for the business.

The NHS is one such organisation with up to 100,000 (9% of its workforce) health care professionals who work on their own every day.

There are significant challenges for organisations with Lone Workers that are often underestimated by senior management and misunderstood by managers. This can often manifest itself by regarding Lone Workers as a nuisance or “heavy maintenance” because systems, processes and procedures are often designed around the majority (80%+) office-based staff.

Office based on-boarding processes and procedures are generally well understood; desk, chair, space, landline, laptop can be often allocated and deployed without issue, but Lone Workers often have differing requirements, and these can be interpreted as staff being “awkward” or a “nuisance” rather than simply having a different set of requirements to office-based workers. This can create resentment from both management and lone workers.

Maintaining a coherent company culture that often is cultivated informally within an office environment (the so called “water cooler” chats) are weakened through remote and lone workers and more proactive and organised interactions and events are required to ensure company values and culture are shared and embodied equally among staff. As important is the need to ensure positive relationships across the organisation.

Whilst hierarchical structures might appear to be the main mechanism in order to execute strategy, the reality is that at ground level, it is positive relationships which are responsible for getting the job done. Remote and Lone workers have less interaction and therefore the potential for less positive relationships exist and this can negatively affect productivity within and across teams.

The issue of duty of care also becomes more complicated when staff are not office-based and must be dealt with thoroughly. The law requires employers to consider carefully, and then deal with, any health and safety risks for people working alone. (Health and Safety at Work etc Act 1974; the Management of Health and Safety at Work Regulations 1999).

There is no magic process for this given that Lone Workers work in a variety of settings and environments, from working in a petrol station, working at home or in a care setting visiting a patient. Each scenario is different and requires a detailed analysis of risks along with a mitigation plan.

Lone Workers – by their very nature – are at greater risk than office-based workers and need additional support. As many as 150 lone workers are either physically or verbally attacked EVERY day (British Crime Survey) and the Royal College of Nursing noted that more than 6% of lone workers in the NHS had been physically attacked.

These statistics should provide a stark reminder to those responsible for risk assessment and mitigation that such risks should not be treated as a theoretical tick-box exercise but a reality that needs to be addressed.

Risk assessment and mitigation needs to include the environment that the lone worker is subject to, the tasks the lone worker is expected to carry out, the associated risks with both environment and activities as well as compiling a list of potential scenarios and how they could be addressed. This should include procedures, training, tools, technology and equipment that either prevent, mitigate or provide for the ability to escape harm and/or rapid response.

The very nature of lone working means that neither colleagues or management are “by their side” to help advise, assist, support the lone worker in case of an adverse event.

Below (non exhaustive) list of areas an organisation should consider;

Conflict Management Training:

The ability to de-escalate as situation before it becomes physical/violent.

Real-Time Risk Assessment and Awareness training:

There are many situations that cannot be foreseen or turned into a process/procedure so the ability for the lone worker to make this assessment and take appropriate action is critical when unable to contact their manager.

The provision of protective equipment and medical kit:

Where appropriate and specific to their task these can be essential.

Technology, Mobile Tracking and alerting:

There are solutions that enable Lone Workers to be – by consent – tracked during their working time so that management can exercise their duty of care. Some systems also have a panic button on the mobile device that can alert staff and/or alert staff when they have not received a GPS position after a certain amount of time or indeed haven’t changed position after a set amount of time.

Culture and Relationships:

It is important for the organisation to create opportunities to build relationships with both office-based and lone worker staffing groups recognising that this doesn’t happen naturally. Examples of this could be company days, office days, or events held off-site and bring staff together in a neutral environment. This also creates opportunities to reinforce company culture and values within and between teams.

Part of this is not just recognising there are different staffing groups but also explaining these differences and communicating the value each bring to the organisation. The value of doing this should not be underestimated or disregarded as a “warm and fuzzy” initiative but key to ensuring that part of your workforce isn’t unseen and undervalued.

In conclusion, whilst lone workers are rarely seen in the office, it is imperative that they do not become your “Hidden” workforce. Their voice, their views, their requirements must be heard in equal proportion to the workers you meet every day. Only by ensuring they are fully integrated, engaged and considered will you be able to ensure not just their needs and safety are met but also maintain and improve productivity levels across the whole of the organisation.

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