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Workforce asset management book of knowledge /
The official study guide for the Workforce Management Technology Certification, containing core knowledge for time and labor management The worldwide standard for the time and labor management technology profession, Workforce Asset Management Book of Knowledge is the official guide to the Workforce...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley,
[2013]
|
| Colección: | Wiley corporate F & A series.
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 245 | 0 | 0 | |a Workforce asset management book of knowledge / |c Lisa Disselkamp, editor. |
| 264 | 1 | |a Hoboken, New Jersey : |b Wiley, |c [2013] | |
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| 490 | 1 | |a Wiley corporate F&A series | |
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 520 | |a The official study guide for the Workforce Management Technology Certification, containing core knowledge for time and labor management The worldwide standard for the time and labor management technology profession, Workforce Asset Management Book of Knowledge is the official guide to the Workforce Asset Management Certification. Establishing a common lexicon within the profession for talking about workforce management and systems, this essential guide is designed to establish a body of generally accepted and applicable practices and standards within the industry. Includ. | ||
| 505 | 0 | |a Workforce Asset Management Book of Knowledge -- Contents -- Foreword -- Preface -- Acknowledgments -- Introduction -- UNIT ONE Groundwork for Workforce Asset Management -- CHAPTER ONE Introduction and Background -- 1.1 WORKFORCE ASSET MANAGEMENT: A CROSS-DISCIPLINARY SPECIALTY -- (a) Cross-Disciplines of Workforce Asset Management -- (b) Workforce Asset Management Applications -- (c) Workforce Asset Management and Value Creation: A Call to Action -- 1.2 INCREASING BUSINESS NEED FOR WORKFORCE MANAGEMENT TECHNOLOGY -- (a) Specific Business Problems -- (b) Know What You Want the Technology to Do -- 1.3 EVOLUTION OF WORKFORCE ASSET MANAGEMENT TECHNOLOGY -- (a) Evolution of Timekeeping Systems -- (b) Rethinking Where the Practice of Workforce Asset Management Belongs -- (c) The Multifaceted Role of Workforce Asset Management Professionals -- (d) Careers and Certification -- (e) Spotlight on Innovation and Understanding -- NOTES -- CHAPTER TWO Principles of Workforce Asset Management -- 2.1 THE A.C.T.I.V.E. PRINCIPLES -- 2.2 SUSTAINING THE WAM STRATEGIC VISION -- (a) Continuous Leadership Engagement -- (b) Vision Integrity Checks -- 2.3 A NEW MODEL: WORKFORCE MANAGEMENT OFFICE -- (a) Defining the New WMO Model -- (b) Engaging the WMO -- UNIT TWO The Framework for the Organization -- CHAPTER THREE Changing the Organization -- 3.1 DEVELOPING THE BUSINESS CASE -- (a) Selecting a Team to Develop the Business Case -- (b) Preliminary and Final Business Cases -- (c) Techniques to Define the Problem -- (d) Create the Business Case -- 3.2 FINANCIAL PLANNING AND RETURN ON INVESTMENT -- (a) Developing a Return on Investment for Small versus Large Companies -- (b) Considerations for a Smaller Business WFM System ROI -- (c) Estimating Cost Savings -- (d) Calculation Tables -- (e) ROI for All Organizations-Scalability and Due Diligence. | |
| 505 | 8 | |a (F) Involving the Appropriate Persons -- (g) Planning and Identifying Company Goals -- (h) Requirements and Solutions Verification -- (i) Expenditure and Investment Return Expectations -- (j) Assembling Cost Information -- (k) Assembling Financial Benefits Information -- (l) Creating a Model to Calculate Investment Returns -- (m) Financial Formulas and Calculations Related to the ROI -- (n) Calculations and Decisions -- (o) Tracking and Assessing the Short- and Long-Term Outcomes -- (p) Capital Budgeting Process -- (q) ROI: The Multistep Process -- (r) ROI Process Flow -- 3.3 FINANCING WORKFORCE ASSET MANAGEMENT TECHNOLOGY -- (a) Beyond the Bank: Other External Financing Options -- (b) Small Business Association Loans -- (c) Life Insurance -- (d) Grants and MUSH Funds -- (e) Internal Loans -- (f) Other Options -- (g) If I Do Not Want to Buy, Yet: Renting and Leasing -- (h) Line of Credit versus Business Loan -- 3.4 NEGOTIATION -- (a) Training and Preparation -- (b) Timetable -- (c) Terms and Tokens -- (d) Team and Consensus -- (e) The (Negotiation) Table -- NOTES -- CHAPTER FOUR Impact of Organizational Readiness, Maturity, and Integrity on WFM Systems -- 4.1 ORGANIZATIONAL READINESS AND KEEPING PEOPLE ENGAGED -- (a) Four Building Blocks for a System of Organization Readiness -- (b) Lasting Effects of Engagement -- 4.2 WORKFORCE MANAGEMENT MATURITY CURVE -- (a) Evaluating Maturity -- (b) How to Reach Organizational Maturity -- 4.3 BENCHMARKING AND BASELINING DATA -- (a) Benchmarking: What It Is, What It Is Not, and Why It Is Used -- (b) Efficiency or Effectiveness: Two Types of Benchmarks -- (c) Identify the Drivers of Strong Benchmark Data -- (d) Understand What Constitutes a Good Comparative Peer Group -- (e) Metrics -- 4.4 THE RELEVANCE OF WORKPLACE INTEGRITY IN SYSTEM OPERABILITY -- (a) Workforce Culture, Integrity, and Workability. | |
| 505 | 8 | |a (B) Negative Outcomes of a Culture Operating without Integrity -- (c) Appropriately Handling an Integrity Failure -- (d) Integrity and the WAM-Pro -- NOTES -- UNIT THREE Timekeeping -- CHAPTER FIVE Workforce Management Devices and Functionality -- 5.1 TIMECARD FUNCTIONALITY -- (a) Time Record Views -- (b) Timecard Edits and Entries -- (c) Timecard Reports -- (d) Advanced Timecard Functionality -- (e) Pay Rules -- (f) Timecard Functionality beyond Straight Timekeeping -- 5.2 ACCRUAL RULES -- 5.3 AUTOMATED WORKFLOW AND EMPLOYEE SELF-SERVICE -- (a) Benefits of Workforce Management Automated Workflows and Employee Self-Service Tools -- (b) Functionality of Automated Workflow System -- (c) Considerations When Planning an Automated Workflow Process -- 5.4 DATA COLLECTION: WHO, WHERE, AND WHEN -- (a) After Hours: Moving beyond Timekeeping -- (b) Data Collection Technologies -- (c) Fixed-Location Data Collection -- (d) Mobile Data Collection -- (e) Push and Poll: Integrating Data into Time Management Systems -- (f) The Future -- 5.5 BIOMETRICS: FEATURES AND FUNCTIONALITY -- (a) Common Challenges of Biometric Systems -- (b) Common Benefits of Biometric Systems -- (c) Common Pitfalls of Biometric Systems -- 5.6 MOBILE RESOURCE MANAGEMENT: FEATURES AND FUNCTIONALITY -- (a) Benefits of Using Mobile Resource Management -- (b) Challenges and Issues When Using Mobile Resource Management -- (c) Big Picture for the Employee and the Employer -- NOTES -- CHAPTER SIX Federal Regulation -- 6.1 FAIR LABOR STANDARDS ACT -- (a) Overtime Requirements and Regular Rate of Pay -- (b) Payments Covering More than One Workweek -- 6.2 DEFINING THE LEGAL WORKWEEK -- (a) Public Sector Employee Workweek -- (b) Healthcare Industry -- (c) Agricultural Employees -- (d) Transportation Workers -- 6.3 CHANGING THE WORKWEEK -- (a) Nonemployees or Independent Contractors. | |
| 505 | 8 | |a (B) Exempt Employees -- (c) Salaried Nonexempt Employees -- 6.4 HANDLING MULTIPLE RATES OF PAY FOR HOURLY WORKERS -- 6.5 DEFINITION OF HOURS WORKED -- (a) On-Call Time -- (b) Travel Time -- (c) Donning and Doffing of Uniforms and Protective Gear/Walking to Work Area -- (d) Waiting Time -- (e) Sleep Time -- (f) Volunteering Hours -- (g) Assigning Hours Worked -- (h) Holiday Worked and Other Premium Pay that Replace Overtime -- 6.6 TRACKING HOURS WORKED -- (a) De Minimis or Insignificant Timekeeping -- (b) Compensatory Time Off -- (c) Exchanging Shifts and Making Up Time -- (d) Meals and Rest Periods -- NOTES -- CHAPTER SEVEN State Regulation -- 7.1 STATE WAGE AND HOUR GUIDELINES -- 7.2 WAGE ORDERS -- 7.3 DEFINITION OF OVERTIME -- (a) Alaska -- (b) California -- (c) Colorado -- (d) Nevada -- (e) Kentucky -- (f) Oregon -- (g) Multiple State Situations -- 7.4 DEFINITION OF WORKWEEK AND WORKDAY -- 7.5 FREQUENCY OF WAGE PAYMENTS -- (a) Lag Time -- (b) Changing Payroll Frequencies -- 7.6 MEAL PERIODS -- (a) Automatic Docking for Meal Periods -- (b) Interrupted Meals -- 7.7 REST PERIOD -- 7.8 DEFINITION OF HOURS WORKED -- 7.9 TRACKING HOURS WORKED -- (a) Salaried Nonexempt Employees -- (b) Exempt Punching -- NOTES -- CHAPTER EIGHT Compliance, Controls, Reporting, and Payroll Leakage -- 8.1 DESIGNING LEGALLY DEFENSIBLE SYSTEMS AND POLICIES -- (a) Leading Policies and Practices that Protect Employers -- (b) Key Features of Timekeeping Systems That Protect Employers -- (c) A Look toward the Future -- 8.2 MANAGING ROLES WITHIN WORKFORCE MANAGEMENT SYSTEMS -- (a) Worker Population -- (b) Management (Managers/Supervisors) -- (c) System Administrators -- (d) System Owners-WMO and WAM-Pros -- (e) Key Stakeholders (CFO, CIO, VP HR, Payroll Manager) -- (f) System Designers and Support Personnel -- (g) Business/Workforce Analyst -- (h) Report Writer. | |
| 505 | 8 | |a (I) Internal System Auditor -- (j) IT -- (k) Collection-Device Administrator -- (l) Managing Roles: The Big Picture -- 8.3 UNIQUE ASPECTS OF TIMEKEEPING SECURITY AND CONTROL CONFIGURATION -- (a) Securing Personally Identifiable Information -- (b) Configuring Security -- (c) Flexible Controls -- (d) Change Control -- (e) User Passwords -- (f) Single Sign-On -- (g) Automatic Time-Out -- (h) Badge Information -- 8.4 RECORD-KEEPING REGULATIONS -- 8.5 LEGAL AND STATISTICAL ISSUES -- (a) Fair Labor Standards Act -- (b) Wage and Hour Issues -- (c) Statistics -- (d) Use of Data in Wage and Hour Cases -- 8.6 SSAE 16, SOC2, ISO, AND SOX -- (a) Audit Formats -- (b) Audit Reports -- (c) Audit Management -- (d) Role of the WAM-Pro -- 8.7 INTEGRATION WITH REPORTING STRUCTURES AND BUSINESS SYSTEMS -- (a) Chart of Accounts -- (b) Aligning to the General Ledger and Business Systems -- 8.8 FRAUD, ABUSE, AND PAYROLL LEAKAGE -- (a) Leakage Principle -- (b) System Vulnerabilities -- (c) Symptoms -- (d) Leading Practices -- NOTES -- CHAPTER NINE Industry-Specific Workforce Management Business Needs -- 9.1 REGULATIONS AND RECOMMENDED PRACTICES ON FITNESS FOR DUTY AND FATIGUE RISK MITIGATION -- (a) Purpose of Fitness for Duty and Fatigue Risk Mitigation Regulations and Recommended Practices -- (b) Current FRMS Regulations/Recommended Practices -- (c) Future FRMS Practices -- (d) Implications for Workforce Asset Management -- 9.2 HEALTHCARE PAY PRACTICES -- 9.3 RETAIL AND RESTAURANT INDUSTRY -- 9.4 GOVERNMENT CONTRACTING -- (a) Common Contracting Questions and Concerns -- (b) Common Tools for Department of Defense Reporting -- 9.5 K-12 EDUCATION INDUSTRY -- (a) Complexities of the Education Industry -- (b) Benefits of WFM System -- (c) Challenges for Implementation in the Education Industry -- 9.6 MANAGING A GLOBAL WORKFORCE. | |
| 546 | |a English. | ||
| 542 | |f Copyright © John Wiley & Sons |g 2013 | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Personnel management. | |
| 650 | 0 | |a Personnel management |x Technological innovations. | |
| 650 | 2 | |a Personnel Management | |
| 650 | 6 | |a Personnel |x Direction. | |
| 650 | 6 | |a Personnel |x Direction |x Innovations. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Human Resources & Personnel Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Workplace Culture. |2 bisacsh | |
| 650 | 7 | |a Personnel management |2 fast | |
| 650 | 7 | |a Personnel management |x Technological innovations |2 fast | |
| 700 | 1 | |a Disselkamp, Lisa, |d 1962- |e editor. | |
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