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Archive for the ‘Human Resources’ Category

Review of 4-Day Work Week

Thursday, October 1st, 2009 by Machel

 It has been just over one year since we converted from a 5-day work week, to a 4-day work week.  My job was to analyze whether the 4-day work week brought more money to our bottom line.

 Here is what I discovered.  Just by calculating the change in percent direct labor, there was about a 1% increase of direct hours.  This 1% increase went straight to the bottom line.  There was no increase in costs, such as overtime and any additional overhead, by converting to a 4-day work week.  Also, the one thing you can’t measure, employee moral, increased as well.  

 Our employees use that day to make personal appointments, which means missing less work, plan 3-day vacations, and spend more time with their families.  When asked if we wanted to switch back, the answer was a resounding “NO!!”

 Overall, I feel this has been a great decision.  There have not been any negative comments from our customers or our employees.

Outsourcing IT Management

Thursday, June 25th, 2009 by Setpoint

Information Technology (IT) has become a necessary component of today’s business culture.  If you own a business with more than 5 employees, it almost becomes a necessity.   In some form or fashion, you’re going to have to come up with a game plan to maintain and replace your current systems.  What works best?  Let’s talk about that.

If you’re a business with less than 100 computer using employees, you may find a lean philosophy will maximize IT efficiency as well as effectiveness.   Why?  Here are several reasons.

  1. Computer usage has become a common part of American culture.  Almost all sectors of professional life involve the use of a computer. When it comes to small IT tasks, just about any computer hobbyist at a company could manage and maintain software and hardware inventory, the ability to change a forgotten password, and add a printer to a workstation.  Depending on time availability of that employee, he or she could also handle email accounts and basic web site changes.
  2. Microsoft Windows is very stable.  I know, I know… you’ll always have a small percentage of PCs that will tend to crash.   This is more about the law of averages than the quality of Windows.  Generally speaking, a well made, properly installed Windows XP or Vista (and soon to be Windows 7) PC with up to date antivirus and antispyware software will be very solid.  The small stuff is usually easy to fix but what happens when you get a virus or spyware on your computer?  That’s when you need an IT professional.
  3. Difficult server, router, and security tasks are infrequent.   Don’t get me wrong, the need for expert IT professionals is still necessary and vital to the health of any business, but in order for an IT person to be proficient and up to date requires both constant training as well as exposure to these types of problems.
  4. Attrition of employees.  Generally speaking, good employees tend to be here today, gone tomorrow.  Just about every employee is looking to increase his or her leverage in the current job market.   Hey, if you could get a better paying job, with more benefits, and a better boss – wouldn’t you leave?  Of course you would.   Well paid professionals that outsource (in my experience) tend to stick around for much longer periods of time.
  5. The high cost of professional training and equipment.  Training and professional trouble shooting equipment range in the thousands.
  6. Managing and providing HR benefits.

 

What then do businesses need to outsource?

  1. File, print, email, web, and SQL server installation and maintenance
  2. Routers and firewalls
  3. Security implementation policies and procedures
  4. Remote computing access
  5. Budget planning and new business solutions
  6. Workstation hardware and software policies

 

After owning my own IT Company for 11+ years now, I have found that companies that outsource their top level IT needs save money.

Virtual Companies

Monday, May 11th, 2009 by Brad

You read and hear a lot about virtual companies these days. What does it take to actually try and make one work?

At Setpoint, we are in a highly cyclical business.  We used to size our business based on the busy times and then try and tough it out during the slow times with out having to lay people off.  Every time you have to lay people off, it is very painful – not only for the people you have to let go, but it is difficult for those that remain. A couple of years ago we made a strategic decision to size our company for the lean times and use outsourcing techniques to handle the busy times, we decided to try and become a small base of key people that can wear many hats and outsource some functions that we believed could be more generic with proper management.

I had read many articles about the virtualization of the work force. One book that gives great insight is The Future of Work by Thomas W. Malone.

It is hard to make a virtual company work. Reading about it is one thing, putting it into action profitably has been much more difficult.

We used www.dice.com to help us filter and identify technical people that fit our needs.  We then used our best mentoring VP to sort through the resumes and set up discussions to find those that might match with our culture.

One thing we did instead of flying them out to meet with us was, we set up a 20 hour project they had to complete (we paid them for this) to see how they would do. We found out a lot by seeing how they solved that project. Like all people that work for a company – not all will be a fit for you or them, the sooner you find out the better for everyone involved.

We have needed many tools to help us make this concept work. One of the main tools we use many times a day is from www.37signals.com – it is called Basecamp. This is our main communication and file tool, it is a diary of all that is taking place and assignments given. We use concurrent licenses for our engineering software programs to give us flexibility to share licenses. www.twiddla.com helps in our concepting phase. Every engineer has a unique color they use so we can recognize who has done what. www.gotomeeting.com is used to host virtual meetings and share information. You will need a conferencing program so that many can join the daily conversations. Setpoint is considering IP phones so we can send phones to our virtual employees and have them just a local extension away.

As you start out with new people give them clear short work assignments to make sure you and they are a good fit with your culture. The key roles of some of your employees will have to change. They have to over communicate and not be afraid to call up and see how their distant team member is doing. One of worst things is to assume everything is going fine if you don’t hear from a virtual team member.

More than anything it is important to have frequent (at least daily) contact with your virtual people. We have done things to connect with our offsite members so they feel like they are working for a real company that cares for them. In Basecamp we have a picture of our facility. As we send messages back and forth through Basecamp we have our own pictures on the message to reinforce that there is a real person behind all of this action.

Your face to the customer has to remain with your employees. We have found that customers have to connect with employees – not virtual team members. It has to appear seamless to them.

We feel that we are making progress but it is a continual battle.  Is it better than carrying too many employees through a downtime in the cyclical nature of this business? For us, the answer is a definite yes.

We are still growing at being a company that has virtual team members and believe we still have many lessons to learn as we go down this path. We’d love to hear from any of you out there that can help Setpoint get there faster.

Manpower Planning

Monday, April 27th, 2009 by Roger

Science Meets Voodoo

One of the most daunting tasks that I’m regularly faced with is Manpower forecasting and planning for all of our various project efforts.  It seems like everyone always needs to know the facts relating to our human resources…”Do we have enough staff available to take on this new project?”  “How many calendar weeks will this project require?”  “What’s the estimated labor cost?”  “How long will this project take if we put a small team on it?”  “What kind of labor budget do we need to include in this new proposal?”  These are just a few of the staffing-related questions that tend to bubble up around here on a regular basis.  And we are not unique in that aspect.  These questions really apply to EVERY business at some point or another.  And make no mistake about this:  If you are not able to consistently answer these questions for your business within a very small margin of error, you are in big trouble!  Bids will be incorrect, projects will be late and/or over budget, personnel will be overworked, and most importantly, your company’s financial picture will quickly head to the red-ink zone.

First, let’s look at the science involved in the manpower planning process…

There are a couple of scientific tools that I use that I have found invaluable for manpower forecasting. First and most important is the use of reports from historical data. If you have access to data from previous similar jobs, it’s very easy to utilize as a guide for your current efforts. This data includes hours charged to previous jobs sorted by sub categories, calendars days required to complete tasks, as well as individual skill sets applied to the work. If you have this sort of data and can assemble it in a report format, you will find it invaluable to apply to current projects. The second tool that you must have is some sort of manpower modeling device to layout the requirements of your project. There are a number of different ways that you can model human resource requirements. One of the simplest and an old favorite of mine is a spread sheet with resource requirements and availabilities cross-linked. Microsoft Project also has the ability to load and model your resources within a project schedule. It’s a little complicated, but it does the job if you take the time to learn the software. There are also a number of other commercial software products out there that do the same thing.

And then we have the Voodoo…

While there is a large amount of science that you can apply to manpower-planning in today’s working world, the black-magic or gut-feel factor will always be present. This less-scientific side of the game often includes a project manager’s intuition, experience, instinct and occasional dumb-luck. The guys that are good at manpower-planning manage the Voodoo side of the process as well as they do the scientific side. Just don’t ask them to teach it to you, because they probably cannot. It’s just too opaque.

Adaptability is another key part of being able to accurately forecast and deliver the appropriate number of personnel to make-up a successful project team. Once things start to fall away from the plan (and it WILL fall away from the plan sooner or later) the trick is how you adjust. Some tricky projects may require adjustments every day, so a Project Manager has to literally keep a pulse on things every day. Anything less will come back to haunt you before you’re through….trust me on that one!

So if you’ve chosen Project Management as your career path (or if it chose you), then you’d better figure out a way to forecast, plan and track your manpower resources on every job, every day. And you better have a scientific process that covers all of your bases, as well as an open mind for the Voodoo side of things….Stick with this gig long enough and you’ll develop your own manpower planning process to get you through your projects. And if you don’t develop something that works, chances are you’ll be doing something else real soon!

Importance of Cross-Training Employees

Thursday, November 6th, 2008 by Machel

It’s Tuesday and your payroll clerk needs to enter payroll to make sure all employees are paid by Friday.  The dreaded phone call comes.  Your payroll clerk can’t come in because her father has had a heart attack and is in ICU.  It will be several days before she can come in because it is pretty serious and she needs to help her mother.  Do you have someone to pick up where she left off?

Although the chances are pretty slim that something like that can happen, happen it does.  My former employer called me because the lady that does all the month-end paperwork and tax quarterlies couldn’t come in for the next month because of an illness.  There are two other people in the office, but they were never trained on how to do her job.  The policies handbook is 10 years out of date and did not explain the process.  Fortunately I was able to help out and they got their taxes filed on time. 

This is a great example on how important it is to cross-train important areas of the office.  Not all areas of a business need cross-training, because there are some things you can put off.  Ask yourself this question, what functions of the business will come to a halt if the person doing it can no longer do it?  Identify the most important aspects of your business and start training from there.