0000-04_name © 2009 KRONOS INCORPORATED I September 18, 2015 I KRONOS CONFIDENTIAL 1 0000-04_name...

© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL 1© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL

Workforce Institute Board of Advisors Meeting

Joyce MaroneySenior Director, Solutions MarketingApril 30, 2009

© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL 2

Agenda

• 8:00 – 8:30 Breakfast

• 8:30 – 9:00 Welcome & Intros

• 9:00 – 9:30 Update on Kronos/WFI State of the State – Joyce

• 9:30 – 10:30 Book Project

• 10:30 – 10:45 Break

• 10:45 – 12:00 Panel Discussion – Human Capital Management State of the State

• 12:00 – 1:00 Working Lunch

• 1:00- 1:30 Review Onboarding Research Outcomes and Highlights – Martin Jetton

• 1:30 – 2:00Review/Brainstorm future research projects – Kristin Charles and Autumn Krauss

• 2:00 – 3:30 Brainstorm content & research focus for FY10 – 2-3 smaller teams

• 3:30 – 4:00 Wrap


Why Change Our Marketing Approach?Key Findings: Product Growth Research

Need to Increase Awareness Consideration Rate is Too Low

Functionality vs. Ease Buyers Win Rate is High

40%Functional

60%Ease

Ease• Back office automation

• Easy to use • Low TCO

Functionality• Competitive advantage

• Strong functionality• Adapted to industry

Unaware

Aware

Unaware Unaware

AwareAware


4

Root Cause Our Solution

Too focused on Functionality buyers Appeal to both Functionality and Ease buyers

Messaging is too complex, not differentiated

Create clear, compelling and differentiated messages

Brand is encumbered – marketing investment well below benchmarks

Modernize brand and increase spend on marketing programs

Lead quality improving but volume is too low

Increase spend on demand gen and infrastructure, add out-bound tele-prospecting

Sales turn-over is too high Introduce new compensation plan and territory alignment

NPS scores need improvement Make “delighting our customers” company goal and major focus of service organization

Products are too complex and too hard to upgrade

Simplify demos, improve upgrade tools, and focus more on requirements of Ease Buyers

! Increase market share and grow product revenue

Key Areas of Focus


Key Components of Refreshed Messages

Workforce management doesn’t have to be so hard.!

• Sales Training• Employees• Web• Collateral• PowerPoint• Analysts• PR• Advertising• Etc.

ControlLabor Cost

Minimize Compliance

Risk

Improve Workforce

Productivity

CBIs

Complete Automation

High-Quality Information

Easy-To-Own

Differentiators

+ =

Execution


Key brand research considerations

Embrace vs. abandon Workforce ManagementWFM not universally

recognized nor consistently defined

User frustration with ERP/Service Bureaus, opportunity for Kronos

Awareness and consideration lag key competitors

Connect emotionally with users

New Messaging: CBI’s + Differentiators across all marketing

Refresh major brand elements – web, collateral, advertising Kronos image needs to be modernized

Kronos brand has become confused

Awareness and consideration lag key competitors

Investing in new ad campaign, website, demand gen

© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL 8© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL 8

The BOOK!

Hourly Talent Management

8


Writing the Book on Hourly Retention

• Seven chapters of the book are done

– Giovannelli: Intro and overview

– Creelman and Hunt: The Role of Frontline Managers in Retaining Hourly Workers

– Hunt: Increasing Hourly Workforce Productivity: Different Types of Work, Different Types of Workers

– Kleiman: How to Find and Recruit the Best Hourly Employees

– Klosk: Hiring for Retention: Get it Right, Right out of the Gate

– Lett: Empowering the Hourly Workforce Through Enterprise Workforce Management

– Bramson & Bernstein: The Challenge at Hand: Balancing Work and Family. What Makes the “Best Places” Different?


Writing the Book on Hourly Retention

• Remaining chapters on deck

– Kuhn et. al. : Onboarding of Hourly Workers Research - In development

– Bernstein: Changing Demographics of the Hourly Workforce – (don’t think we’ll get this)

– Bramson and Maroney: Public-private Partnerships /Workforce Development

– McGrath: The Use of Social Media in Recruiting Hourly Workers

– Klosk: Using your Frontline Workforce to Drive Productivity

– Foulkes: Case Study on Kronos Customer

– Kronos pursuing some internal contributors/existing material

– New members?


PR Update: Oct 22, 2008- April 28, 2009

4 Press Releases

– Kronos® Survey Finds Economic Conditions Impacting Worker Behavior

– The Workforce Institute™ Releases Workforce Stimulus Plan Designed to Enhance Workforce Productivity During Time of Intense Change and Economic Strain

– Despite Weak Economy, Desire for Time Off During the Holidays Remains Strong

– Using Workforce Management Solutions to Attract, Retain, and Motivate Hourly Employees (Lett paper)

16 Mentions in the Media

– Highlights: The Boston Business Journal, The Boston Globe, Talent Management Magazine, Washington Post, Forbes.com, Wall Street Journal Radio Report


Sample Quote

• “In many industries, there will always be significant turnover of hourly workers, but an organization that empowers its frontline managers will be able to lower its turnover rate substantially. Helping frontline managers retain staff can have bottom-line benefits and improve hourly workers' lives. That's a goal worth pursuing and one that can provide enormous rewards to all involved.” - Talent Management, “How Frontline Managers Retain Hourly Workers” by David Creelman and Steven Hunt


Sample Quote

• “Employers may be expecting less trouble finding coverage this holiday season, anticipating that not as many people will be requesting time off because of the economy,” said Joyce Maroney, director of The Workforce Institute at Kronos. “Our survey shows that people are, in large part, not letting the economy affect their plans for taking time off. At the same time, more people are expressing that they have difficulty scheduling vacation time during the holidays, setting up what might be a real logistical challenge for managers in charge of ensuring adequate coverage.” - Workspan, “Economy No Deterrent to Taking Time off During Holidays”


Sample Quote

• "The results of this survey clearly indicate that workers are willing to work more to show their dedication and value to their employer," Maroney said. "In this shaky financial environment, remaining employed is the number one goal for all workers.” – The Boston Globe, “Give Us More Work, Employees Plead”


FY09 PR Plan

• Press releases, podcasts and promotion for remaining papers/chapters of book

• Book

• Surveys

• Research - Possible joint research with university and internal project

• Bylines

• Connecting with other bloggers


WFI Website Traffic


Panel Discussion


Panel Discussion Questions

• What are the most controversial HCM issues facing organizations today?

• How are these issues different if we’re talking about hourly workers?

• How are these issues changing the way people think about work?

• How do organizations need to adapt their HCM practices to survive the current economy while preparing for the future?

• How can HCM vendors help – and where are the greatest opportunities?

© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL 19© 2009 KRONOS INCORPORATED I April 19, 2023 I KRONOS CONFIDENTIAL

WFI Sponsored On-Boarding Study Phase 1 Results

Executive Summary


Project Goals:

• Conduct a preliminary on-boarding survey in order to:– Evaluate current state of onboarding in participant organizations

– Provide insight required to design deeper study of on-boarding & its role in predicting employee engagement and retention

• Deliver benefits to participating organizations:– Determine frontline employee and supervisor perceptions of the

on-boarding processes currently used

– Compare employee perceptions of on-boarding practices with supervisor perceptions

– Highlight positive and negative aspects of current on-boarding processes

– Suggest potential areas for improvement in the on-boarding process that may help improve new hire engagement and retention


Methodology

Interviewed frontline employees and supervisors onsite:

Org#/Industry Locations EE’s Surveys Mgr. Surveys

1 Retail 10 61 24

2 Long Term Care 8 33 16

3 Grocery 4 36 19


Phase 1 Findings • At organization 1, a sporting goods retailer, on-boarding is done

by assigning a mentor or fellow frontline employee to train and help in the on-boarding. Frontline employees and supervisors gave high ratings to the current on-boarding process.

• At organization 2, a long term care (LTC) provider, managers or supervisors guided the on-boarding and participants in both groups rated the overall effectiveness of the orientation, training and on-boarding procedure as “somewhat effective” or “very effective.”

• At organization 3, a grocery chain, the company has part time Employee Service Representatives (ESRs) guide new employees in on-boarding. At this company employees and supervisors provided positive ratings on a wide range of topics related to the current on-boarding process


On-boarding ownership and duration

• Conclusions: – Employees and Supervisors agreed that Supervisors own on-

boarding

– Employees and Supervisors differ in perception of length of on-boarding


On-boarding focus, content and job expectations

• Conclusions: – The Employee Service Representative used by organization

3, the grocer, helps set expectations and focus the content of on-boarding

– Employees and Supervisors disagreed on the balance of job tasks and work environment characteristics that were the focus of on-boarding

– Job expectations need to be set early in the process even in the interview if possible


Teammates and supervision

• Conclusions: – Employees and Supervisors agreed that co-worker

introductions are a great part of the process

– Employees and Supervisors show some disconnect on the amount of supervisor feedback required or requested by employees


Best aspects, worst aspects, and recommendations for improvement

• Conclusions: – Best aspects: team introductions, training, and mentors

– Worst aspects or needs improvement: one-on-one supervisor training


Conclusions and recommendations

• Conclusions: – Consensus was that the current processes are working

– Employees and Supervisors agreed on their recommendations for more and structured training


Phase 2 – Production of Survey

Application --KTMD

Survey results.

Survey is triggered by new hires achieving 30 days of service

hiring process

Payroll --KTMD?Customer?WFC?

"Survey" processing

Time and attendance data? WFC

Analysis of data

A

B

C

D

E

FG

H


Next Steps for Phase 2

• Liked the findings by customer from the survey questions.– Can any be eliminated and survey simplified?

– How to handle Open-ended questions?

– Implement a “New Hire” Survey that is repeatable, executable (aka scalable) and analyzable


2009-2010 Research Ideas

Kristin Charles

Autumn Krauss


Content Brainstorming Session

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