www.hrreporter.com 21
different logins and passwords to staff
to track their schedule, payroll, T4s and
everything else, says Boyd.
As for employee hours, staff members
are able to see their approved hours
as soon as managers complete them,
instead of after they've received their
pay stub. Then, if an employee notices
a discrepancy, managers are able adjust
their hours right away, rather than down
the line when the pay period is over.
Instead of spending valuable time
reviewing and entering hours for payroll
processing and data inputting, general
managers are able to have immediate
feedback on labour.
Push integrates with point-of-sales
systems to bring in sales information to
provide a full picture of their labour. On
a daily basis, the management team uses
the reports to make better decisions as
they know where the store is sitting with
labour and sales targets.
CHRR
For more information, visit www.
pushoperations.com.
Push's live labour forecasting also
allowed Hudsons to actively control
staff and better adapt to the chaotic
environment of restaurants when sched-
uling. A Wednesday may be lively one
week and extremely slow the next week.
Through Push's system, managers can
see trends in real time that the store is
running 20-per-cent labour and sales
are projecting $10,000 lower than
the forecast.
They're able to see a concrete number
of their labour costs right off the bat
to make informed adjustments, rather
than pulling reports and calculating and
adjusting further down the line. This
allows general managers to be more
proactive, not reactive. By expediting
the scheduling process, they were able
to rearrange schedules for that week
before they actually felt a hit coming.
Employees could also use the same
login for any location, which expe-
dited the scheduling and payroll
process. With an all-in-one system,
they no longer have to give three to four
of the biggest benefits of Push. The tablet
clock-in method means that clocking
in on a physical tablet holds employees
more accountable, and managers are able
to make real-time changes. Rather than
reviewing clock times at the end of the
night, mispunches are easily and accu-
rately adjusted in real time.
It now takes Hudsons' general
managers 15 minutes, rather than a full
day, to process payroll, and the payroll
manager can review and approve within
an afternoon.
"In that first payroll, just by not having
those rounding issues by actually
clocking in right to the minute... we did
a quick math on it of how many hours
we saved in those first two weeks and it
was insane," says Boyd.
With the tablet clock in system, he
was able to accurately pay employees
for their actual time worked — no more
giving away money with guesstimates of
clock-out times.
With time tracking and payroll in one
platform, time management savings is one
"By not having those rounding issues by
actually clocking in right to the minute...
we did a quick math of how many hours
we saved in those first two weeks and it
was insane."
Mitch Boyd, Hudsons Canada's Pub