To improve the efficiency of your organization, you should also consider dividing the organization into more manageable departments, sections, or divisions. These divisions can be separated based on the major tasks that they perform. The main idea is to take advantage of specialization. In most cases, different departments will have different requirements and need adaptable workforce management system representing all the key activities that the organization performs. When the organization grows, there might be need to further sub-divide the departments and customize or scale your management systems. It’s important to use systems that can grow as your team’s needs grow.
Maximizing ROI begins before the implementation of workforce management software. It starts in the sales-cycle. Workforce management software solutions can have a fundamental impact on culture and the way people work so key stakeholders should be involved at the beginning and throughout the duration of the process.
Once workforce management software is deployed, it’s critical to maintain it and the associated processes, to maximize the ROI, for instance:
- Offer continual training.
- Once your field service organizations has invested so much time, cost and effort in implementing a workforce management software, you must take active steps to ensure the knowledge to use and optimize its performance is retained.
- To combat the loss of knowledge:
- Hire workforce managers and empower them to address employee issues, such as non-compliance to a scheduled route, quickly.
- Offer certification classes to employees most involved with the software, and incentivize them to complete the process.
- Offer opportunities for employees to gain additional knowledge through vendor or industry events, like user conferences and webinars.
- Develop policies that dictate employee interactions/utilization of the software.
It’s critical to create policies and procedures that discourage ‘breaking the software’ or manually circumventing the software. Policies, especially those that are supported by executive buy-in, minimize misuse of the software, such as making manual schedule moves, or disregarding the automation and optimization logic of scheduling software.