Who Should Participate?

Everyone involved in HR should participate in this session. The panel of experts will help you get an edge that will drive cost savings and better organizational strategy.

Key Learnings:

1. How to be an HR Powerhouse through better HR strategies?

2. How have other HR professionals driven operational behavior?

3. What costs can HR professionals help contain and what profit making opportunities should they drive?

There is still time for your company to make adjustments and start capturing some of these opportunities, so do not miss this chance to learn new strategies.

Key topics will include: overtime optimization, HR policy alignment and employee morale correction through benchmarking. The group will review actual employee benchmark data from our database of over 100,000 shift workers and see why management teams must have clear answers to specific employee morale questions. Participants will see why sticking to traditional 8 hour shifts is not just bad for business, it is also bad for employee morale in many cases.

Everyone will learn how to calculate the True Labor Cost for his or her own environments. This means that all participants should be ready with a calculator for this session. We will be doing a small amount of math.

The common misconception that overtime is bad and extremely expensive will be proven untrue during this section of the meeting. The group will leave the session armed with both real data and a new outlook.

Who Should Participate

Participation should include core plant management teams including Operations, HR, Finance, Quality, and Maintenance groups. Executive level Operations, HR, and Finance staff will also find this session valuable.

What You Will Learn

Participants will learn the following three strategies: 1. How to properly calculate labor costs including the adverse costs of overtime and idle labor time which are critical to making staffing decisions. 2. Common HR errors that costs millions and do little if anything to motivate employees. 3. Employee benchmarks specific around how they feel about management and their current work environment.

Remember, the most effective HR professionals not only understand corporate policies, but they also know what motivates the workforce. In this way, they can be the most powerful and influential part of the organization. They can drive productivity and performance. Conversely, getting labor strategies and policies wrong can demotivate the workforce and cost companies millions. This session will focus on 4 areas of concern and offer solutions.

Who Should Participate?

Participation should include core plant management teams including Operations, HR, Finance, Quality, and Maintenance groups. Executive level Operations, HR, and Finance staff will also find this session vaable.

What You Will Learn

Participants will learn the following three things: 1. What are classic reasons why employees break their current schedule. 2. What are policies that encourage employees to stay out longer 3. What are strategies to minimize sick leave and absenteeism abuse

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The costs associated with making a mistake in the life sciences industry can be staggering. Remember when one of the world’s pharmaceutical giants recalled 100,000 bottles of its popular medicine, costing the firm more than $50 million? Or when another company withdrew its pain medication from circulation and watched its stock price collapse, wiping out more than a quarter of the firm’s market value in a single day?

Product recalls, returns, and expirations are estimated to cost the pharmaceutical industry $2 billion a year.

In most commercial enterprises, eliminating errors from the R&D and production process is a goal. But in life sciences – when you consider the human health and financial risks at stake – eradicating errors is an imperative.

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Recently, I stood before a plant management team sharing labor strategies that could help resolve some serious cost problems associated with inefficient shift schedules. The plant manager talked about some of their greatest achievements. Number one was keeping their overtime below 5 percent. Corporate listed low overtime as a key performance indicator, and minimizing it was critical to plant bonuses.

In environments where demand is flat, overtime is rarely used, typically only to fill vacancies. However, seasonal and variable- demand profiles present a very different problem. Customers want their product or service on demand. However, the fear of excess overtime has led management teams to overlook this mighty tool and make less-strategic decisions. In today’s world, cost competitiveness has magnified the impact of these shortsighted tactical decisions as more management teams are forced to reduce every unnecessary cost. The three most common errors are:

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Making Best Practices Your Core Practice

Whether your business challenges are to improve employee morale, lower labor costs, increase revenue, reduce turnover, or better forecast call volume, a satisfied customer is probably still your number one focus. Scheduling systems should help you meet your customer service goals, but if employee morale is low or labor costs are high, chances are your scheduling system is poorly designed. Most managers mistakenly believe that automating their existing scheduling process with software is all they need to do for optimal business results.

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Employees who work nontraditional schedules can create as much value as nine-to-fivers if executives can manage their expectations and special needs.

Not long ago, I got a call from a Canadian bank executive who was facing a revolt by his 1,000-plus contact center employees. The workers were grumbling that management was too strict and was cracking down on legitimate break time. Generally removed from these hourly employees, the executive had no idea how to handle their complaints. Afraid that they might stage a slowdown or take some other disagreeable action, he was on the verge of trying to placate them by implementing a more generous break policy that would cost the bank US$1 million annually.

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Whether your business goals are to increase daily output, reduce costs, decrease the frequency of sanitation downtime, or implement extended runs, the pressure is on. The realities of today’s competitive food manufacturing industry, along with pressure from stakeholders, require business leaders to be more aggressive and creative with cost reduction initiatives.

Capital improvements, such as building extra warehouse space or installing additional robotics, can be expensive, and your return on investment can take years. Alternatively, the untapped cost saving opportunities built into your current labor schedule can be captured in 90 days and total in the millions of dollars. If your business experiences significant production demand swings, downtime due to sanitation requirements, or any of the problems listed in chart #1 on the next page, you can capture 11% to 17% of your current labor costs as savings, year after year, with the right operations and labor deployment system.

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