On April 1, 2020, the U.S. Department of Labor announced new action regarding how American workers and employers will benefit from the protections and relief offered by the Emergency Paid Sick Leave Act and Emergency Family and Medical Leave Expansion Act, both part of the Families First Coronavirus Response Act (FFCRA). Details of the rules can be found here.
Families First Coronavirus Response Act Overview: Over the past several weeks the U.S. House of Representatives has drafted and passed several iterations of the Families First Coronavirus Response Act (H.R. 6201), with the U.S. Senate and President approving the bill on March 18, 2020. Areas of impact include: (1) an Emergency Family and Medical Leave Act expansion, (2) a provision for Emergency paid Sick Leave, (3) payroll tax credits for new Paid Sick and Paid Family and Medical Leave, and (4) coverage of testing for COVID-19.
Many employers misunderstand overtime requirements, which can be costly as the price of noncompliance is high. It's important that HR takes the lead in training line managers, particularly those overseeing workers newly reclassified as nonexempt, not to repeat the overtime errors other companies have made.
Most organizations still pack their ranks with traditional full-time employees, but many now mix in part-time, temporary, contract and gig workers. These contingent workers offer an important way for organizations to fill skill gaps and increase productivity, but HR needs a new workforce planning approach to leverage these workers as they become more mainstream.
“Traditional approaches to workforce planning aren’t built to cope with the realities of the evolving work environment,” says Matthias Graf, Senior Director Analyst, Gartner. “HR leaders need to redesign their workforce planning around work instead of people, and capabilities instead of capacities.”
"Workforce management systems and applications are poorly equipped to plan and track supply and demand based on jobs and assignments rather than continuous work
Workforce planning typically centers on identifying and installing the people and capacities required for business strategy, as well as diagnosing talent risks and charting a plan to address talent risks and gaps. But this long-term, static approach is out of step with structural changes in work and workforces.
Today’s work is often broken down into a series of smaller jobs and assignments, especially to account for innovations in production and new technologies. These individual tasks and projects increasingly feature in characterizing someone’s activities — and employees often work on multiple jobs, assignments and projects at the same time.
"Gig jobs span the skills spectrum — from physical labor and data entry to research and social media marketing
This environment makes it difficult for HR to gauge how much labor supply is available. Additionally, many workforce management systems and applications are poorly equipped to plan and track supply and demand based on jobs and assignments rather than continuous work.
The workforce structure is also changing, with employment models increasingly segmenting and blending permanent and contingent labor.
At most organizations, according to the Gartner ReimagineHR Effectiveness Survey, the vast majority (90%) of employees are still traditional full-time employees, but the rest are a mix of part-time employees, contingent workers and the self-employed. Gig workers are especially evident in the hospitality, media and professional services industries, and the U.S., U.K. and India have the most gig workers in the world. Gig jobs span the skills spectrum — from physical labor and data entry to research and social media marketing.
As employment models shift further, organizations are likely to see more and more tasks and assignments spread across internal and external employees — sometimes, even across organizations (e.g., via consortia or project groups). Traditional workforce planning focuses more on permanent labor and therefore is ill-equipped for all the capabilities available throughout and beyond the organization. HR may also lack full visibility into all contracts with external employees — and thus the supply and cost of capabilities — because many of these arrangements are directly managed in procurement or by the businesses.
To more effectively address the implications of these changes in the work ecosystem, and to drive efficiency and effectiveness in workforce planning, HR leaders can do four things now.
Shift from a long-term, static view of people and capacities to a shorter-term, more flexible focus on work and capabilities. Start by breaking down work into a series of tasks and assignments and determining which skills are needed to complete key activities. Build an enterprisewide “job repository” with all critical tasks and assignments, as well as skills, included.
Align with internal HR and IT leaders and external vendors to integrate contingent labor platforms with your HR IT systems to gain access to external skills and availabilities — making sure to use comparable skills definitions. Provide business managers with upfront data on available skills, and help them decide which type of labor to engage with when planning to fill a job. Make this a regular process that runs at least biannually between the businesses and HR to ensure flexibility and adaptability.
Collaborate with leaders from enterprise IT and HR IT to understand the functionalities of your workforce management applications, and align them with internal systems for better and faster planning of work.
Create a plan to upgrade your current internal systems to support permanent and contingent labor in the same application. Note that the workforce management application market is often separate from HR admin and talent management markets.
Manage all contracts for contingent labor, and include external employees in your supply and demand planning for jobs and assignments across the organization. This includes sourcing, onboarding, paying and offboarding contingent labor.
Partner with procurement, legal, enterprise IT and HR IT to develop a comprehensive total workforce management program that addresses the needs of internal and external employees and the organization. Develop a technology roadmap with your human capital management (HCM) technology vendor to support comprehensive workforce management.
To help overcome the fragmented system architecture that often exists for managing different workforce segments, make sure to incorporate the vendor management system (VMS) and freelancer management system (FMS).
Utilize the total workforce cost of permanent and contingent labor throughout the organization for as-is analysis and scenario planning. Be sure to create visibility into workforce-related costs for all internal and external employees by sourcing all relevant data into one tool and establishing an analytic process that focuses on key categories (e.g., type of employment, location, organization, function).
Make underlying skills and competencies for all work types (i.e., tasks, assignments) visible, and establish a clear relationship between work and capabilities.
SAN ANGELO, Texas – January 9, 2020 – TimeClock Plus, Inc., an industry-leading workforce management software provider, announced today its board of directors has appointed Eric Thurston as CEO, effective immediately. Ernie Nabors, a 20 year veteran employee of the company, who has served as President and CEO, will continue with the company as President.
I joined the TimeClock Plus team in 1995, back when there were about eight of us at that time working out of a 1,700 square foot house that had been converted into an office. My office was the first bedroom on the right. To be honest, I was simply happy to be in the software industry versus working in a pizza place. I felt like this would be an excellent opportunity for my family and me, and for the first time in my life, I felt like I had a career path and a bright future.
Earlier this month, the Department of Labor (DOL) announced a proposed rulemaking that will make fluctuating workweek pay—FWW—more beneficial for employers and employees alike.