Ultimate Software's Blog https://blog.ultimatesoftware.com Thoughts on Putting People First in the Workplace Thu, 28 Jun 2018 12:28:37 +0000 en-US hourly 1 https://wordpress.org/?v=4.9.7 Discipline vs. Performance – Spotting the Differences and Finding Solutions https://blog.ultimatesoftware.com/poor-performance/ https://blog.ultimatesoftware.com/poor-performance/#comments Wed, 04 Apr 2018 13:27:15 +0000 https://blog.ultimatesoftware.com/?p=1298 From time to time, we invite guest contributors to provide their personal perspectives about trending HCM topics. The views, opinions, and comments expressed below are solely those of the author and do not represent Ultimate Software. This post was commissioned by Ultimate Software and the author has or will receive compensation for their work. Being […]

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poor performanceFrom time to time, we invite guest contributors to provide their personal perspectives about trending HCM topics. The views, opinions, and comments expressed below are solely those of the author and do not represent Ultimate Software. This post was commissioned by Ultimate Software and the author has or will receive compensation for their work.

Being able to tell misconduct apart from poor performance isn’t necessarily rocket science. But the differences often confuse managers, and that can cause missteps when they’re addressed. Managers might put someone who is late a lot on a performance improvement plan (PIP), or—as is usually the case—discipline an employee for poor performance. However, when an employee is disciplined for poor performance, he’s often left on his own to figure out what went wrong, or even left thinking he’s bound to fail. That’s not helping anyone improve.

Misconduct

Misconduct differs from poor performance. Misconduct involves intentional or negligent conduct (such as not caring enough to be on time to work), whereas poor performance is actually doing the job poorly. Being late isn’t doing the job. Lying to a manager isn’t doing the job. While it may impact the work, misconduct is separate and apart from the actual work.

Here’s a simple way to spot the difference: you may be able to train away poor performance, but you can’t train an employee to get to work on time, not lie to you, or not steal from you.

Misconduct requires discipline. Simply put, we have to discipline when employee misconduct warrants it. Managers dislike having disciplinary conversations. However, failure to discipline will result in poor morale overall and, ultimately, poor productivity and employee engagement.

Discipline for misconduct includes, in escalating order of severity: verbal warning, written warning, suspension, and termination. Except where a union has bargained otherwise, an employer gets to choose what level of discipline it will apply in a particular situation. An employee who is late four times might get a verbal warning and may get a written warning if she continues to be late. An employee who steals a truck usually gets fired. Imagine discipline issues as the concepts we learned in kindergarten—don’t hit people, clean up your messes, don’t take things that aren’t yours, tell the truth, and so on.

Poor Performance

Poor performance also looks different than misconduct. Poor performance is the inability to get a job done or done to the employer’s expectations. For performance issues, we expect that employees will get the chance to improve. Fairness also tells us that employees should get that chance.

Employers often address poor performance with a PIP, which typically has three parts: it explains why the performance is subpar; what the employee can do to improve his performance; and what tools, training, or other support the employee can expect to receive throughout the process. This is really what sets discipline apart from performance management—performance management requires the employer do something to help improve the performance.

Handling Discipline and Improving Performance

Here are just a few things managers can do to help improve performance:

  1. Coach. Managers have an opportunity to coach employees to improve performance.  Whether it is spending more time with the employee, shadowing, providing encouragement, or simply providing more hands-on training, coaching is a great way to show how to do something correctly.
  2. Assign a partner. If there is another team member who does the job well, match that individual with the employee whose performance misses the mark.  If both have a good attitude, performance will improve.
  3. Provide more training. If available, additional training on the technology used, the process, or product could improve performance.

Finally, don’t forget to check in.  Performance is not something organizations can afford to ignore.  When it is poor and improving performance, spending the extra time for a one-on-one or quick chat will go far in improving and monitoring performance.

We as HR professionals have to teach managers how to properly address an employee issue. When we treat a discipline issue as a performance issue, we take on too much. When we discipline a performance issue, we don’t give the employee the tools she needs to succeed.

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Four Ways HR Can Support Retail https://blog.ultimatesoftware.com/hr-can-support-retail/ https://blog.ultimatesoftware.com/hr-can-support-retail/#respond Thu, 22 Feb 2018 14:40:01 +0000 https://blog.ultimatesoftware.com/?p=1242 The retail industry is in a state of flux as consumers increasingly gravitate toward e-commerce. While brick-and-mortar stores continue to drive the majority of sales revenue, many retailers are adopting an omni-channel approach that provides customers with a seamless shopping experience and product availability both in store and online. This change, driven by technological innovation, […]

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hr retailThe retail industry is in a state of flux as consumers increasingly gravitate toward e-commerce. While brick-and-mortar stores continue to drive the majority of sales revenue, many retailers are adopting an omni-channel approach that provides customers with a seamless shopping experience and product availability both in store and online.

This change, driven by technological innovation, is affecting more than just where customers acquire their goods. There is less demand for in-store cashiers, and more demand for data analysis. Data is growing exponentially, include insight into how photos, videos, and social media affect sales. For retailers, this presents significant opportunity but requires a strategic overhaul. Instead of focusing on endcaps and placement of products, today’s employees need to translate raw data into actionable insight, utilize software that can offer a personalized shopping experience, and understand predictive and prescriptive analytics. As technology plays a bigger role in retail, employee roles are increasingly becoming skilled positions, demanding superior proficiency and better pay.

Meanwhile, the industry’s infamous turnover rate—surpassed only by restaurants—is now a real liability, as is its dependence on seasonal, part-time employees. To remain successful, retail suppliers must rethink their human capital strategies, nurturing loyal, long-term employees who understand the changing industry and are invested in adjusting their roles and responsibilities as needed. Retail has always been a relatively nimble industry, drawing from a large pool of often unskilled workers, but these changes have led to fiercer competition for talent, higher wages, and steeper turnover costs.

So how is it HR can support retail? By developing a more sophisticated approach to the employee lifecycle, from recruitment to performance to retainment. HR leaders are in the unique position to help companies focus on hiring the right people and developing them into engaged, devoted employees. Here are four ways HR can support retail as employees become an increasingly valuable—and expensive—commodity.

  1. Reduce labor costs and increase productivity

In 2017, 16 states increased the federal minimum wage, which is a baseline for many retail positions. As labor becomes increasingly costly for retailers, identifying and rewarding top talent is crucial. Combining people data with sales data can be daunting, but today’s best-in-class HCM solutions are capable of identifying top performers, finding skills gaps, and optimizing scheduling to align teams with customers’ shopping habits. API integrations are game-changing, as are mobile-access functionality and payroll solutions that can process complex earnings and taxation calculations.

2. Turnover and related hiring/training costs

Effective retention programs are crucial as employers move to promoting long-term employment. When managers don’t know someone’s at risk of leaving, they can’t proactively work to retain them. Retailers are also looking to increase employee engagement and productivity, which can be a challenge with part-time employees. Fortunately, today’s managers have access to valuable solutions that can help them predict retention risks and suggest meaningful interventions to encourage them to stay.

  1. Improve customer experience to increase sales

Many retailers struggle with insufficient resources to properly train sales associates. In today’s landscape, organizations must prioritize onboarding and improving the selling capabilities of their staff. New hires need to quickly understand the product and how to sell it to their target audience, especially during the seasonal rush. Successful onboarding speeds time to hire and expedites integration into store culture, leading to higher productivity and retention.

Advanced learning modules offer bite-sized, consumable videos that bring employees up to speed on everything from customer service skills to compliance, without taking away from time on the sales floor. And since it’s been proven that employee engagement directly affects customer satisfaction, managers can use advanced employee feedback solutions to improve both the employee and customer experience.

  1. Cost-effectively integrate store and HR systems

Disparate data sources and prohibitive costs are common obstacles to integrating systems. But retailers in particular benefit from the ability to share people data with other store systems without having to rekey information, especially as businesses begin to fully understand the impact these employee metrics can have on organizational success. Business intelligence (BI) data can quickly report on the “state of the business,” integrating with external information for a deeper understanding of sales, customer service, and productivity. Finally, compliance efforts—which have often plagued employers—are simpler than ever, with hands-off support for local and state payroll and tax laws. As a result, HR is free to focus on its strategic reorganization in today’s changing world.

Essentially, HR can support retail by being an active partner during this complete industry overhaul.

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Previewing the Top-Three HR and HCM Megatrends for 2018 – #12DaysofHCM https://blog.ultimatesoftware.com/previewing-top-three-hr-hcm-megatrends-2018/ https://blog.ultimatesoftware.com/previewing-top-three-hr-hcm-megatrends-2018/#respond Thu, 21 Dec 2017 11:00:47 +0000 https://blog.ultimatesoftware.com/?p=1209 As we wrap up an innovative 2017, HR technology is well on its way to expanding beyond the automation of traditional manual tasks. Cloud-based artificial intelligence (AI), machine learning, natural language processing, image recognition, and virtual reality experiences have already been changing the dynamic among people, work, and communication. Looking ahead, there are three pivotal […]

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artificial intelligenceAs we wrap up an innovative 2017, HR technology is well on its way to expanding beyond the automation of traditional manual tasks. Cloud-based artificial intelligence (AI), machine learning, natural language processing, image recognition, and virtual reality experiences have already been changing the dynamic among people, work, and communication.

Looking ahead, there are three pivotal trends I see impacting HR professionals, business leaders, and the workforce as a whole in 2018, each interconnecting with the others to transform the near-term future of work:

  • Artificial Intelligence: From AI to A2I (Augmented and Amplified Intelligence)
  • Hyper-personalization: Personalized Leadership
  • Humanizing Work: Breakthrough Diversity and Inclusion (D&I)

Stay tuned for an in-depth analysis of all three, and insight into how organizations can remain ahead of these HCM trends, coming soon to Ultimate Software’s blog.

Ultimate Software’s #12DaysofHCM is back by popular demand! For the rest of the week, we’ll continue recapping some of the most talked about topics from 2017, and previewing what’s ahead for 2018.

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Do You Need Your Manager? Surprising Research Findings – #12DaysofHCM https://blog.ultimatesoftware.com/employee-manager-relationship/ https://blog.ultimatesoftware.com/employee-manager-relationship/#respond Tue, 19 Dec 2017 11:00:54 +0000 https://blog.ultimatesoftware.com/?p=1203 You’ve heard the adage, “People don’t leave companies, they leave managers.” But what if your manager didn’t exist? In a new national survey of more than 2,000 U.S. workers, a shocking 80% said they could do their jobs without their managers. Surprisingly, employees who were managers themselves were even more likely to say this than […]

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You’ve heard the adage, “People don’t leave companies, they leave managers.” But what if your manager didn’t exist?

In a new national survey of more than 2,000 U.S. workers, a shocking 80% said they could do their jobs without their managers. Surprisingly, employees who were managers themselves were even more likely to say this than employees with no direct reports! This statistic echoes other research findings, revealing a striking disconnect between how well managers think they’re doing in their roles, and what their employees think.

Conducted by Ultimate Software and The Center for Generational Kinetics, this cross-generational study confirmed that the employee-manager relationship is the #1 driver of satisfaction at work, significantly impacting both performance and tenure. And, while the study verifies the detriments of poor workplace relationships, the good news is that employees recognize and appreciate great bosses—more than half said they’d turn down a 10% pay increase to stay with a great boss.

So, what does it all mean for today’s organizations? Tune in to our webcast on Tuesday, January 23, at 2:00 p.m. Eastern time to hear Adam Rogers, Ultimate’s chief technology officer, and Jason Dorsey, president and co-founder of The Center for Generational Kinetics, discuss the surprising results of this study and effective steps managers can take to close the growing divide.

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Learning Leadership Strategies from Successful Leaders – #12DaysofHCM https://blog.ultimatesoftware.com/learning-leadership-strategies/ https://blog.ultimatesoftware.com/learning-leadership-strategies/#respond Thu, 14 Dec 2017 11:00:55 +0000 https://blog.ultimatesoftware.com/?p=1181 This past summer, Ultimate Software launched HR Spark, a Web series designed to ignite ideas for your people and your business. The show brought together some of the industry’s top influencers and subject-matter experts for panel discussions about today’s challenges in HCM and tomorrow’s HR technology solutions. Topics ranged from hearing the voice of your […]

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HR Spark: Leadership EditionThis past summer, Ultimate Software launched HR Spark, a Web series designed to ignite ideas for your people and your business. The show brought together some of the industry’s top influencers and subject-matter experts for panel discussions about today’s challenges in HCM and tomorrow’s HR technology solutions. Topics ranged from hearing the voice of your employees and establishing a positive workplace culture to the rise of the remote workforce and advances in “People First” artificial intelligence.

Today, we’re excited to bring you an all-new video series, HR Spark: Leadership Edition. Join Bill Hicks, Ultimate’s chief relationship officer, as he travels across North America for insightful conversations about leadership development.

In the series premiere (the first of a two-part episode), Bill sits down with Richard Outram, chief financial officer at Cross Country Home Services. They share some of their most successful management strategies and the key takeaways they’ve learned in over two decades of leading people.

Whether you’re an aspiring leader, first-time manager, or experienced executive, you’re sure to learn something new. Check out HR Spark: Leadership Edition today.

Ultimate Software’s #12DaysofHCM is back by popular demand! During the next two weeks, we’ll recap some of the most talked about topics from 2017, and preview what’s ahead for 2018.

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Talent Management’s Increasing Value in HR – #12DaysofHCM https://blog.ultimatesoftware.com/talent-managements-increasing-value-hr/ https://blog.ultimatesoftware.com/talent-managements-increasing-value-hr/#respond Wed, 13 Dec 2017 11:00:57 +0000 https://blog.ultimatesoftware.com/?p=1178 According to the U.S. Bureau of Labor Statistics’ Job Openings and Labor Turnover Surveys, employee quits have outpaced layoffs at nearly a two-to-one ratio since December 2016. While this is good news for the American economy, for employers, it reinforces the importance of developing and retaining your people, and talent management’s increasing value in HR. […]

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talent management hrAccording to the U.S. Bureau of Labor Statistics’ Job Openings and Labor Turnover Surveys, employee quits have outpaced layoffs at nearly a two-to-one ratio since December 2016. While this is good news for the American economy, for employers, it reinforces the importance of developing and retaining your people, and talent management’s increasing value in HR. After all, once you’ve gone through the trouble of finding the right people, shouldn’t you do everything possible to keep them?

Fortunately, advances in technology are making it easier than ever for leaders to predict turnover and proactively retain top talent. Predictive analytics can forecast everything from performance success to flight risks, and prescriptive analytics help managers become better leaders with practical and timely advice on how to best support their people.

Meanwhile, open communication and transparency regarding an individual’s strengths, opportunities, and advancement potential encourage employees to take a proactive role in their development, such as through collaborative goal-setting and ongoing performance reviews. Moreover, advanced business intelligence reporting and analytics give leaders a clear, complete picture of their workforce and help make succession management a breeze.

At the end of the day, your people are the foundation of your success. Thoughtful talent management helps you engage, support, and reward them.

Ultimate Software’s #12DaysofHCM is back by popular demand! During the next two weeks, we’ll recap some of the most talked about topics from 2017, and preview what’s ahead for 2018.

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The Reengineering of the Workforce https://blog.ultimatesoftware.com/reengineering-workforce-fluidity/ https://blog.ultimatesoftware.com/reengineering-workforce-fluidity/#respond Thu, 30 Nov 2017 14:03:44 +0000 https://blog.ultimatesoftware.com/?p=1156 The transformation of the workplace—relinquishing many of the entrenched work and leadership structures that many companies and HR leaders hold dear, such as org charts and hierarchical management roles, in favor of promoting more fluid ways of people working—is a sea change that, unfortunately, has not gained widespread momentum. Many companies understand the value of […]

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workforce fluidityThe transformation of the workplace—relinquishing many of the entrenched work and leadership structures that many companies and HR leaders hold dear, such as org charts and hierarchical management roles, in favor of promoting more fluid ways of people working—is a sea change that, unfortunately, has not gained widespread momentum. Many companies understand the value of workforce fluidity, but they struggle in their resolve to make it happen.

Workforce fluidity is an all-encompassing term I coined to describe job fluidity, organizational fluidity, and identity fluidity. Job fluidity describes a workforce where people are not tied to or identified by a specific job description; rather, they flow among initiatives and supervisors to maximize their contributions. Organizational fluidity accepts the reality of how work gets done these days, generally through collaborative efforts with diverse minds and skills coming together. And identity fluidity encourages new levels of self-definition and expression, with the knowledge that feeling safe in our authentic uniqueness will foster innovative ideas.

These tenets of workplace transformation stand in sharp contrast to yesteryear’s rigid organizational structures, regimented ways of working, and uniform definitions of what constitutes a leader. Certainly, those ways made perfect sense in the post-Industrial Age, when small shops gave way to large, unwieldy business organizations with a need to control the labor force. The use of divisions, departments, and jobs based on a person’s specific expertise ensured that work was appropriately doled out, supervised, and completed.

The problem with this static structure today is that it clashes with the dynamism of the global business environment and the current needs of people in the workforce. Thanks to distributed technology advancements, today’s business is conducted in real time. Layers of management and delegation authority slow down the required speed and flexibility of work.

At the same time, employees are increasingly being asked to participate in different projects and other initiatives under different supervisors. Titles and job roles seem almost superfluous in this multi-skilled, multi-task setting. Yet, most companies are still stuck with org charts, trying to shoehorn these modern workforce realities into an inflexible hierarchy.

Why is this the case, and how can HR become more nimble and lead the necessary change? According to Deloitte’s 2017 Global Human Capital Trends survey of more than 10,000 business and HR leaders from 140 countries, 88% of respondents say building the organization of the future is an important or very important issue; yet, only 11% understand how to do it. To get a better sense of why this is the case, I reached out to Josh Bersin, principal and founder of Bersin, Deloitte Consulting LLP.

Josh began by recounting his own workforce trajectory. “When I joined the workforce out of college in the late 1970s, I was given a job description and title and told how much I would earn,” he recalled. “My boss told me what to do and wrote up my performance appraisal at the end of the year. The goal was to stick around and get a promotion to buy a house, have kids, and retire in comfort. This workforce concept was based on the old industrial-scale model, which is now a disadvantage for companies, as it slows them down from reacting quickly.”

Josh’s view is affirmed by Deloitte’s survey. Only 14% of respondents believe the traditional hierarchical model involving jobs based on a person’s expertise in a specific area is effective. “It’s pretty clear to me that just about everything in organizational management needs to be reengineered,” Josh said. “The ways that work gets done are fundamentally changing, with leading companies moving to a more agile, collaborative, and flexible way of working. Instead of a hierarchy, there is more of a network organizational structure.”

When asked for an example of this work type in action, Josh pointed to the now-common practice of forming a team of people from across the organization to take on a specific project. “People are collaborating with others who are not from their business area, lending their unique expertise and experiences to the task at hand,” he said. “They jump on and off such projects on a routine basis. Yet, in the background, there still is the hierarchical work structure that has little to do with reality.” I wholeheartedly agree and would add that, as a result, people’s work is often evaluated by someone who isn’t seeing the whole picture, also removed from reality.

Today’s new ways of working are good for companies, increasing employees’ sense of purpose, engagement with their work responsibilities, overall productivity, and personal happiness. People feel more in control of their lives. Hopping from one initiative to another also puts them in close proximity to others who have different talents, increasing everyone’s range of skills.

Best of all, people are able to coalesce around what is most important in business—serving the customer. “Instead of focusing on efficiently executing the same task over and over, employees are empowered to make the customer happier,” Josh said.

What will it take for more companies to let the sea change happen? The first step is to realize that workforce fluidity is already underway. The digital transformation of business is a powerful undercurrent tugging the organization toward more fluid ways of working.

Once this reality is accepted, business leaders can make the most of it, and HR agility can truly take hold, ushering in a more fluid, inspiring, and modern workplace. Some of Josh’s suggestions for navigating this shift include creating mission-oriented project teams composed of individuals from marketing, sales, customer experience, and other functions, and empowering them to make decisions that benefit customers. To that, I would add the need for empathy—the capacity to sense how people around you in the workplace feel about their work.

True leadership entails the ability to unite people in a shared purpose. Work that is personally fulfilling will always be a motivational force that creates organizational health and success.

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Ultimate Unveils New Ways to “Elevate” Employee Experiences at Connections 2017 https://blog.ultimatesoftware.com/connections-2017-new-products/ https://blog.ultimatesoftware.com/connections-2017-new-products/#respond Wed, 12 Apr 2017 10:00:05 +0000 https://blog.ultimatesoftware.com/?p=953 Last month marked Ultimate Software’s largest-ever Connections customer conference, with more than 3,000 HR professionals, analysts, and leaders gathering in Las Vegas for the four-day event. Connections 2017 centered on the theme of “Elevate” and featured a dual keynote presentation by Ultimate’s Chief Technology Officer, Adam Rogers, and VP of Products, Martin Hartshorne, who showcased […]

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connections 2017Last month marked Ultimate Software’s largest-ever Connections customer conference, with more than 3,000 HR professionals, analysts, and leaders gathering in Las Vegas for the four-day event. Connections 2017 centered on the theme of “Elevate” and featured a dual keynote presentation by Ultimate’s Chief Technology Officer, Adam Rogers, and VP of Products, Martin Hartshorne, who showcased Ultimate’s latest human capital management solutions designed to elevate the employee experience.

Here’s a special look at how Ultimate plans to help organizations better understand their people, support their development, and increase their productivity in 2017, and in the years ahead.

Improving Understanding with Smarter Surveys, Advanced AI

Because understanding employees starts with good listening—and 75% of American workers say they’re more likely to stay with a company longer if their concerns are heard and addressed—Ultimate is excited to introduce UltiPro Perception™. Using advanced natural language processing (NLP) and machine-learning algorithms, UltiPro Perception delivers a smarter employee survey with sentiment analysis to uncover how people truly feel about work. Perception interprets open-ended responses in real time and delivers instant insights to managers and leaders, so organizations can better listen, understand, and act on employee feedback to improve satisfaction and increase retention.

Taking the power of Perception and UltiPro’s suite of analytics even farther is Xander, Ultimate’s “People First” artificial intelligence (AI) platform and its next step in HCM data science. This portfolio of advanced AI technologies combines analytical intelligence and emotional intelligence to support organizations in every aspect of HR. Built on NLP and machine learning, Xander will enable Ultimate’s solutions to automatically understand, predict, prescribe, and act on all relevant HCM data.

Supporting Development with Modern Learning Experiences

Three out of four people in the workforce say professional development is necessary to remain satisfied at work, according to The Center for Generational Kinetics. To help organizations shift from offering employees one-time training to providing continuous professional development, Ultimate introduces UltiPro Learning. This solution delivers a modern learning experience and a compelling, person-centric approach to development, in which people learn in ways they find most convenient and helpful—from traditional courses to short, user-generated content. With the ability to conveniently share knowledge among teams and communities, users are empowered to become educators, teaching their peers while learning from one another.

Through UltiPro Learning, organizations can provide employees with consumable, on-demand content, social and collaborative tools, and mobile access to educational resources—so learning and professional development can continue to take place, even in workplaces where desktop computers aren’t always available, such as in retail stores and restaurants.

Increasing Productivity with a New Native Mobile App

Soon, employees will be able to do much more than learn on their preferred devices. This summer, Ultimate officially launches UltiPro’s new mobile app. Natively available in the Apple and Android app stores at no extra cost, this mobile app puts the most frequently used and relevant UltiPro functionality in people’s hands, elevating employee productivity with better notifications, easier collaboration, and enhanced interaction. Employees can sign in with a simple touch ID or pin code, clock in and out of shifts, view schedules, request time off, and more.

Another standout feature of UltiPro’s mobile app is its Pay Insights feature. Organizations on average receive 1,150 calls and emails from employees about their pay annually, according to Bloomberg BNA. Pay Insights helps prevent pay-related confusion and distractions by breaking down an employee’s paycheck, so they can better understand how earnings and deductions will affect their pay.

With convenient access to critical information and tools, UltiPro’s enhanced mobile app will help employees stay productive at work, in the field, and on the go.

For more Connections 2017 coverage, follow #UltiConnect on social media, and visit Ultimate’s Facebook and Instagram pages for exclusive photos, videos, and insight from the event.

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More Employees are Voluntarily Leaving Jobs – What it Means for HR https://blog.ultimatesoftware.com/employee-feedback-retention/ https://blog.ultimatesoftware.com/employee-feedback-retention/#respond Wed, 08 Mar 2017 11:00:31 +0000 https://blog.ultimatesoftware.com/?p=882 The Job Openings and Labor Turnover Survey for December 2016, released by the U.S. Bureau of Labor Statistics (BLS) in February, reported there were 1.4 million more quits than layoffs and discharges for the month. These numbers mirror the November 2016 report, which also determined that the difference in number of quits—defined by the BLS […]

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The Job Openings and Labor Turnover Survey for December 2016, released by the U.S. Bureau of Labor Statistics (BLS) in February, reported there were 1.4 million more quits than layoffs and discharges for the month. These numbers mirror the November 2016 report, which also determined that the difference in number of quits—defined by the BLS as “generally voluntary separations initiated by employees”—and number of layoffs and discharges has increased since April 2010.

employee feedback Said another way: more and more people are feeling more and more comfortable about voluntarily leaving their jobs. While this development shows signs of a strengthening economy, it also spells fresh challenges for HR professionals and business leaders.

Fortunately, the number of technological tools and resources available for preventing turnover—that is, forecasting flight risk, measuring workplace happiness, and taking meaningful action to enhance the employee experience—also has increased in recent years.

Advances in predictive and prescriptive analytics have given HR the ability to easily analyze millions of data points to uncover workforce trends and, even more importantly, act upon the results. Assisted by unbiased metrics, today’s managers have increased insight into their teams’ performance and can better determine which individuals might be thinking about leaving. Maybe one employee feels undervalued, and another overworked. A third, meanwhile, craves more responsibility. All three employees could benefit from leadership stepping in and having that all-important, two-way conversation—before it’s too late.

But, as with any productive conversation, the key is to listen.

New employee feedback software is empowering organizations to do just that. These solutions not only help managers collect valuable employee feedback, they also measure how people truly feel about their jobs, teams, leaders, and organization as a whole. The latest offering in this realm revolutionizes the staff-engagement survey, drawing upon machine learning and natural language processing to analyze open-ended responses and gauge individuals’ perception of the organization.

Survey results are even delivered in real time. Because time is of the essence.

These new numbers from the BLS suggest it’s perhaps now more important than ever for organizations to renew their focus on the employee. After all, people drive business, and retaining top talent is crucial for continued success.

A recent study by The Center for Generational Kinetics found that three-quarters of American workers reported they’re more likely to stay with a company longer if their concerns are heard and addressed. By listening to and acting upon employee feedback, companies of all sizes can help ensure their people choose to grow their careers with their organization, instead of deciding to develop their skills elsewhere.

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The Future of Employee Feedback – #12DaysofHCM https://blog.ultimatesoftware.com/get-employee-feedback-12daysofhcm/ https://blog.ultimatesoftware.com/get-employee-feedback-12daysofhcm/#respond Thu, 22 Dec 2016 13:00:06 +0000 https://blog.ultimatesoftware.com/?p=779 Employees everywhere are talking, but are we listening? The need for organizations to actively listen to their people is at an all-time high, with three-quarters of American workers saying they’re more likely to stay with a company longer if their concerns are heard and addressed, according to a study this year by The Center for […]

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get employee feedback. 75% of employees say they are more likely to stay with a company longer if their concerns are heard and addressed. Learn more on the #12DaysofHCM series.

Employees everywhere are talking, but are we listening?

The need for organizations to actively listen to their people is at an all-time high, with three-quarters of American workers saying they’re more likely to stay with a company longer if their concerns are heard and addressed, according to a study this year by The Center for Generational Kinetics.

The good news? Advances in employee-survey solutions now make it easier to collect, analyze, and act upon employee feedback—including open-ended responses—efficiently and effectively. Technology that combines natural language processing and machine-learning algorithms can analyze text-based feedback, enabling organizations to not only hear what employees are saying, but also measure how they truly feel about work.

We can learn a lot from our people. Organizations that take active steps in 2017 to get employee feedback, hear, and address concerns could see positive impacts on culture, performance, and retention.

 

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