In Human Resources
every rule has
an exception
Umana handles
your rules and
your exceptions
Rule-based software
that puts you in control
Meet Umana! — the unique fully integrated system
that truly understands both human resource and
payroll processes.
Umana’s unified design melds HR + Time-andattendance
+ Payroll into a consistent seamless
whole, with date-in-time logic to see where you’re
going and where you’ve been, and power-tools to
make your life easy.
Made for medium-size business
Do you have 150 to 1,500 employees, complex
needs and a modest budget? If you deal with
collective agreements it is certain you do.
Then Umana is perfect for you. It automates your
processes while leaving you in full control. Umana’s
extensible design handles your unique requirements
as no other system can.
We work together with you
Let us train you, work with you to implement your
rules and processes, and transfer your existing data.
Our step-by-step approach insures success and lets
you implement features and modules at your pace.
Guaranteed to succeed
• A single fully-integrated system
• Extreme flexibility to meet your needs
• Empower your managers
• Automate your processes while keeping control
• Easy integration with existing systems
• Power tools, alarms, wizards, watches, etc.
• First-class support
Exceptional software
from Carver Technologies
www.umana.ca
614-861-9796
“IF THE NECESSARY
INFRASTRUCTURE ISN’T IN
PLACE, YOU ARE GOING TO
HIRE LESS EFFECTIVELY.”
– DAVID DOURGARIAN, TEMPWORKS
company and a testing company to make
sure that they’re able to screen and train
temporary staff as they come in.”
A similar view comes from Stephanie
Bruha, operations manager for Kavaliro, a
staffing agency based in Orlando, Fla.
“We don’t focus as much on furniture
and hardscapes,” she said. “We have a
pretty big team of recruiters and account
managers; we focus a lot on technology.
But more than that, we focus on training,
because what we do is technology-based.”
A typical new hire may already have a
lot of HR experience, but less familiarity
with the newest HR technology.
“We spend a lot of time integrating people
into the forefront of recruiting,” said
Bruha. “A couple of weeks or months into
their time with us, we set up one-on-one
or phone-based training that goes through
real-life scenarios with people. They’ve already
got their feet wet, so these sessions
teach them how to implement their systems
better and give them those little
secrets that become more apparent when
you’ve been on the job.”
These sessions don’t necessarily add extra
costs to the hiring process.
“Some of those costs are built into
what we already spend,” said Bruha. “A lot
of our vendors – the job-board websites
like Monster – come with training built in.
We take advantage of any free training. The
more advanced training does come with a
price tag, but if you have an employee who’s
already proven their skills and their worth,
you’re going to get that money back right
away because they’re going to use those new
skills to bring in new clients.”
Whether it consists of technology or
training, there are dangers in failing to
put the right infrastructure in place before
increasing the number of new hires to the
team.
“It’s simple math,” said Dourgarian.
“If the necessary infrastructure isn’t in
place, you are going to hire less effectively;
you will spend more per hire; and your
turnover will be higher. That lack of infrastructure
also contributes negatively
to the culture. It has negative effects on
the morale inside the office.” It can even
influence whether or not a company is
eventually exposed to employment litigation,
he says.
CREATE A PLAN
One of the first questions for HR professionals
to ask before a staffing increase in
today’s workplace is: “Who’s going to train
the new employees?”
“You need to make sure you’re growing
your current staff so they can grow to
become mentors,” said Bruha. “That’s actually
a hard thing that we run into: you
have five employees and you want to bring
on five new employees, but none of your
people are ready to take on a management
role, or they’re not interested. It’s important
to ask when they’re developing their
careers, ‘Are you interested in managing or
mentoring?’”
One of the most important aspects to
the overall training process is to make sure
that everyone is clearly aware of the goals
of the program.
“The anchor to the training process is
making sure that HR and other managers
are all on the same page in terms of that
company’s mission and core values,” said
Dourgarian. “Every new hire who walks
through the door is being instilled with
that culture, and that is more or less uniform
throughout the company.” n
36 ❚ NOVEMBER/DECEMBER 2016 ❚ HR PROFESSIONAL