Significant HR administrative benefits can be achieved by implementing time and attendance registration via mobile devices such as smartphones and tablets. Involving users early in the process and thorough testing are key elements of the implementation process, says the head of HR administration for one of Europe’s largest agricultural companies, DLG. He shares five tips for a successful implementation
Simplified HR administration and the ability to make faster and more correct decisions in logistical planning: these were the two most important reasons for implementing mobile time registration for 112 lorry drivers in the DLG Group.
Previously manual and burdensome time registration processes have been replaced with digital reporting of attendance, working hours, absence and overtime via the drivers’ tablets.
This reporting forms the basis for automated payroll calculation and validation in accordance with the applicable collective agreements and local agreements configured in ProMark.
In this video, the Head of HR Administration, the Head of Transport and Planning and a lorry driver talk about how mobile time and attendance registration eliminates manual processes and makes the registration of working hours easier for everyone.
The drivers have welcomed the new solution which makes it easier for them to report working hours with great confidence that their salary will be calculated correctly.
Five tips for successful implementation
Many years of experience with HR digitisation and Workforce Management have shown that involving users at an early stage of the process with open and honest dialogue and test scenarios are the keys to a successful implementation of mobile time registration.
In connection with the implementation, DLG’s Head of HR Administration, Søren Bjerrum Bentzen, also points to the importance of allocating sufficient time for implementation due to the complexity of payroll calculation: “Our payroll calculation in relation to collective agreements and local agreements is very complex. And we have been very careful to avoid errors in the payroll calculations which would cause distrust of the system among end-users.”
Therefore, his advice to others is as follows:
|1.||Make sure that there is a good business case:
What are the benefits? How does the change create value?
|2.||Involve manager and employees:
Employees often have good suggestions for setting up the system. Therefore, it’s important to involve them early in the process. Involving managers and employees helps to ensure that the time registration is seen as easy and smooth for employees.
|3.||Clear and open communication about the goals and process:
Some employees view reporting of working hours as a negative thing. As a company, you have to accept that this is an element of the implementation. Having a clear and open dialogue creates a common understanding so that the change makes sense to the individual.
|4.||Test, test and test:
Go-live must be completely free of errors. A good start will give the implementation wind in its sails.
DLG used the following model:
– Technical testing and assessment among a number of selected drivers.
|5.||Do it properly – or wait!
When the decision to implement has been made, there must be sufficient time for involvement, communication and testing. All three parameters are important. If there is not enough time for all three, then postpone the implementation until there is time.
At DLG, the business case is good. The conversion of manual registration lists alone has resulted in significant time savings – for both drivers and the HR administration department. Calculations by the company show that administrative processes were reduced by 18 hours per month – or almost a half FTE per year.
But that is not all.
Potential sources of error have been reduced, as have errors in processing – factors that cannot necessarily be measured in working hours. Thus, a more accurate payroll basis not only improves satisfaction, but also the confidence of all parties in the payroll calculation.