![]() What younger generations of workers wantīy 2025, Gens Y and Z will comprise 64% of the workforce. It makes these employees more connected to managers by allowing organizations to gather immediate feedback from workers and enable managers to take data-based, immediate actions to address issues in the moment. Modern workforce technology significantly improves the management and engagement of these workers by enabling smart, integrated communications that improve employee-employer interactions no matter where employees work. ![]() Managers may also find it harder to give them feedback because they are often omitted from corporate systems. For example, an organization may not have the means to give deskless workers the communication tools they need to stay in touch with peers and managers, keep up to date with policy changes, or access materials and training that help them stay productive. While these workers are often misunderstood by decision makers who are more familiar with the “office worker” paradigm, there are a few other reasons, which are directly connected with the use of outdated technology. They are the most vulnerable within the general workforce in the face of business changes, wage pressures, and other variables, and the easiest to overlook. ![]() These 2.7 billion people can be found working in the field, on the assembly line, behind the wheel, in clothing shops, classrooms, and emergency rooms, yet tech investments and organizational policies have largely left them out. The forgotten deskless workerĭeskless workers, also known as hourly or shift-based workers, make up nearly 80% of the global workforce. Modern workforce technology also allows for the configuration of unique union rules and internal policies, and for all changes to be proved with a complete audit trail. On the other hand, with modern workforce management technology, compliance can easily be built into scheduling software, along with best practices to ensure labor laws and common business and union rules. The risks of expensive errors and noncompliance are too high, and the costs associated with inefficiencies could negatively affect the bottom line. Balancing employee flexibility, as well as business compliance and costs, is too complex to manage with manual processes and outdated technology. Many employees, for instance, would love to be able to trade shifts to improve work-life balance, but something as seemingly simple as shift swapping can be complicated especially if it involves union rules and compliance restrictions. Of course balance is important, and meeting employee expectations must not come at the expense of business requirements. 14% higher productivity (production records and evaluations).The link between the two is backed by independent research.įor example, According to Gartner, organizations that use human-centric work models where “employees are treated as people, not just resources,” are “3.2 times more likely to experience high intent to stay and 3.1 times more likely to see low levels of fatigue.” And, according to a 2022 Gallup report, compared with bottom-quartile teams, highly engaged employees yielded: Advances in analytical software and time-tracking technology, however, have enabled organizations to use data to power interactions that improve employee well-being and successful business outcomes. Improved employee experience drives better business resultsĪt first glance, prioritizing employee expectations might seem at odds with meeting operational goals. Mike Morini is CEO of WorkForce Software.
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