Being Flexible About Workplace Flexibility

Wednesday, March 25, 2015 TimeTec 0 Comments

There is nothing wrong with sticking to the regular working hours; it has been there for ages. Employees are familiar with what is expected of them and having regular working hours will keep them in line with the company’s imposed disciplines perfectly. Ideally, that is what all employers are gunning for, one system that fits all, having all ducks in a row. In reality however, employees come from diverse economic backgrounds, they have their own set of family history; each carries with them their own set of problems or situations. People have sick family members to take care of, elderly people need attention, children need to be attended to when babysitters aren’t available, and various other problems or there are some employees who prefer to report to work at certain times in order to remain creative and productive.

Applying flexibility in scheduling might not be able to solve problems across the company but it helps to tackle a few common problems of employees and in turn can become a great tool to improve recruitment, retention and at the same time addressing employee diversity, putting the company in a better light as a company that cares. 


The Importance of Quantifying Workload in Scheduling

Wednesday, March 11, 2015 TimeTec 0 Comments

Workload. How heavy is yours?
How often do you hear your colleagues talk about how heavy their workloads are? Generally when you hear this, there’s no exact indication of the actual load, you just assume that it’s heavy; the weight of the work is subjective. Nevertheless, when it comes to the actual working environment, the management’s definition of workload must not be vague; it has to mean something solid, calculable. It has to be clearly identified and quantified for organizations to have a clear idea on how to manage its available resources in order to match their business demand within the given time frame. In other words, an employee can’t just claim that he is busy and couldn’t handle more; the claim needs to be supported with numbers and an employer can’t assign the tasks without knowing the workload it puts on an employee.

Take for example in a restaurant environment, how do you quantify the jobs? When a cashier infers that she is under heavy workload, what does she imply? Or when a restaurant has many customers on waiting, how to solve the problem?  In order to do this, we have to start thinking in terms of numbers to measure the tasks.