Canadian HR Reporter

June 2021 CAN

Canadian HR Reporter is the national journal of human resource management. It features the latest workplace news, HR best practices, employment law commentary and tools and tips for employers to get the most out of their workforce.

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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

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