Why a Dedicated Time & Attendance Platform with Integrated HR Functionality Often Delivers Better Workforce Management Than an HR System with Embedded Time & Attendance

In recent years, many organisations have sought to consolidate software platforms wherever possible. As a result, numerous HR systems now include embedded Time & Attendance functionality as part of a broader Human Resources offering.

While the concept of managing everything from a single platform may appear attractive, organisations whose workforce management requirements extend beyond basic absence recording often discover that there is a significant difference between a system that was designed around workforce management and later enhanced with HR capabilities, and a system that was designed around HR administration and later expanded to include Time & Attendance features.

The distinction is important because the priorities, complexity, and operational demands of workforce management are fundamentally different from those of HR administration.

Time & Attendance Is an Operational System

At its core, Time & Attendance is not simply about recording when someone arrives at work.

A modern Time & Attendance platform is responsible for:

Capturing attendance data in real time.
Calculating working hours.
Applying overtime rules.
Managing shift patterns.
Monitoring absence.
Supporting payroll preparation.
Providing labour cost visibility – including shop floor data.
Managing workforce compliance.
Delivering real-time operational intelligence.

For many organisations, particularly those operating in manufacturing, logistics, food production, engineering, healthcare, retail, and distribution, workforce management is an operational function that directly impacts productivity, labour costs, and profitability every single day.

An error in attendance processing can affect payroll immediately.

An error allocating labour to the wrong job can affect productivity immediately.

An error in workforce visibility can affect operational decision-making immediately.

HR Systems Are Primarily Employee Administration Platforms

Human Resources systems are typically designed to manage employee information and HR processes.

Common areas of focus include:

Employee records.
Recruitment.
Onboarding.
Performance management.
Learning and development.
Disciplinary procedures.
Employee documentation.
Policy management.
Succession planning.

These are critical business functions, but they are generally administrative rather than operational.

Most HR systems are designed to answer questions such as:

Who works for us?
What qualifications do they hold?
What training have they completed?
What policies apply to them?

Time & Attendance systems, by contrast, answer questions such as:

Who is currently on site?
Who is absent?
Who is working overtime?
What are today’s labour costs?
What exceptions require attention before payroll is processed?

While both disciplines involve employees, they serve very different purposes.

Workforce Management Is Often More Complex Than HR

Many organisations underestimate the complexity involved in accurately managing attendance and payroll-related calculations.

Examples include:

Multiple shift patterns.
Continental shifts.
Rotating rosters.
Overtime premiums.
Call-out payments.
Bank holiday rules.
Flexitime arrangements.
Annualised Hours.
TOIL (Banked Hours)
Attendance bonuses.
Break deductions.
Union agreements.
Site-specific working practices.

A dedicated Time & Attendance platform is typically designed from the outset to accommodate these operational requirements, effortlessly.

In contrast, organisations should carefully assess whether an embedded Time & Attendance module can fully support the complexity of their workforce rules both now and in the future.

Payroll Accuracy Depends on Workforce Accuracy

For many organisations, payroll represents one of the largest costs within the business.

The quality of payroll output is heavily dependent on the quality of attendance data entering the process.

A dedicated Time & Attendance platform is often built around:

Automated Rules Management.
Exception management.
Payroll validation.
Audit trails.
Labour cost reporting.

These functions help ensure that attendance data is accurate before it reaches payroll.

This is why many organisations view Time & Attendance as a critical operational control rather than simply an extension of HR administration.

Real-Time Visibility Matters

Operational managers often need access to information throughout the day, not simply at payroll processing time.

Examples include:

Who has not arrived for work?
Which departments are understaffed?
Who is currently on site and in the fire register?
Who is approaching overtime thresholds?
Which agency workers are present today – and their cost?

Dedicated workforce management platforms are typically designed to provide this information in real time.

This operational visibility can support:

Resource planning.
Production management.
Shift management.
Health and safety procedures.
Labour cost control.

Workforce Management Extends Beyond HR

Modern Time & Attendance platforms increasingly support a broader workforce ecosystem.

This may include:

Employee Self-Service.
Manager Self-Service.
Access Control.
Visitor Management.
Contractor Management.
Fire Registers.
Labour Analytics.
Workforce Reporting – Shop Floor Data Capture

These functions often sit closer to operations, facilities, production, and payroll than they do to traditional HR administration.

As a result, many organisations prefer a workforce management platform that can integrate HR functionality rather than relying solely on an HR platform to manage operational workforce processes.

Flexibility for Operational Change

Businesses rarely remain static.

New sites open.

Departments expand.

Shift patterns change.

Acquisitions occur.

Working practices evolve.

A workforce management platform should be capable of adapting to operational change without requiring extensive redevelopment or manual workarounds.

When evaluating any solution, organisations should consider how easily workforce rules, attendance policies, and operational processes can be modified as business requirements evolve.

The Ideal Approach: Integrated, Not Compromised

The discussion should not be viewed as HR versus Time & Attendance.

Both are essential.

The real question is where the organisation’s primary operational requirements sit.

For many employers, the most effective approach is a dedicated workforce management platform that incorporates HR functionality while maintaining the specialist attendance, payroll, labour management, and operational capabilities required to manage the workforce effectively.

This allows organisations to benefit from:

Comprehensive workforce management.
Integrated HR processes.
Accurate payroll preparation.
Real-time operational visibility.
Reduced administration.
Improved workforce intelligence.

Conclusion

Every organisation has different requirements, and there is no single solution that is right for every business.

However, where workforce management, payroll accuracy, labour cost control, operational visibility, continuous improvement, and complex attendance rules are business-critical, organisations should carefully evaluate whether an embedded Time & Attendance module can provide the same depth of functionality as a platform designed specifically for workforce management.

The most successful workforce management projects are typically those that place operational requirements, payroll accuracy, and workforce visibility at the centre of the decision-making process, while ensuring that HR functionality remains fully integrated and readily accessible across the organisation.

This article is intended for informational purposes only. It does not make claims regarding the capabilities, performance, or suitability of any specific software product. Organisations should assess all solutions against their own operational, payroll, HR, compliance, and workforce management requirements before making a procurement decision.

UK Manufacturing Is Data-Rich – Five Principles for Turning Manufacturing Data into Better Decisions

Part 2 of a 2 Part Series……….

Most manufacturers already hold a significant amount of operational information.

The challenge is converting that information into something managers can use to improve productivity, control cost and sustain Continuous Improvement.

A dashboard containing dozens of measures may look impressive. But if it does not help the organisation make a better decision, its commercial value is limited.

Manufacturers can improve the value of their operational data by applying five practical principles.

1. Begin with the decision, not the dashboard

A data project should not begin by asking:

What information can we collect?

It should begin by identifying the decisions the organisation needs to improve.

For example:

Should another shift be introduced?
Is a particular product commercially viable?
Which machine is creating the greatest constraint?
Why does one production line outperform another?
Is overtime increasing output or compensating for inefficiency?
Which contracts are failing to recover their true labour cost?

Once the decision is clear, the manufacturer can determine which information is required to support it.

This prevents the business from collecting data simply because it is available.

2. Connect planned performance with operational reality

Most manufacturers already hold production plans, estimates, standards and expected costs.

The difficulty lies in comparing them consistently with what actually happened.

A production order should not remain an isolated record within an ERP system.

It should become a live operational entity against which the business can attribute:

Labour
Activities
Machine usage
Output
Downtime
Waste
Rework
Work in Progress

This enables the manufacturer to compare:

Estimated cost with actual cost
Standard hours with actual hours
Planned output with completed output
Expected margin with developing margin
Scheduled completion with likely completion

Planning information then becomes a tool for operational control rather than simply a record of what was expected.

3. Capture information where the activity takes place

Operational data becomes less reliable when it depends on memory or retrospective entry.

Employees may be asked at the end of a shift to remember when a job started, why it stopped or how long they spent on an unplanned activity.

Supervisors may reconstruct events from paper records, spreadsheets and conversations.

Information should instead be captured as close as possible to the activity.

This may involve:

Shop-floor touchscreens
Barcode scanners
Mobile devices
Machine and PLC signals
Automated data feeds
Simple employee declarations
Supervisor validation

The objective should not be to create more administration.

It should be to make accurate data capture a natural part of completing the work.

4. Translate operational variance into financial value

Operational measures become more influential when they are expressed commercially.

A reduction in downtime is positive.

An increase in recoverable production capacity creates a business case.

A shorter changeover is useful.

Demonstrating that the reduction creates an additional production run each week gives the improvement strategic relevance.

Manufacturers should therefore connect productivity, downtime, waste and efficiency measures with:

Labour cost
Production cost
Capacity
Work in Progress
Customer service
Cash flow
Margin

This creates a common language between operations, finance and senior management.

It also helps improvement teams demonstrate the real commercial value of their work.

5. Close the improvement loop

Continuous Improvement should operate as a complete cycle:

Define the problem
Measure current performance
Identify the causes
Implement the change
Measure the result
Control the improved process

Too many improvement projects reach the implementation stage without establishing how the result will be monitored and sustained.

Reliable operational information allows the manufacturer to determine:

What changed
Why it changed
Whether the improvement has continued
What commercial value has been created

This distinguishes a temporary improvement from a permanent change in performance.

Technology is only part of the answer

Advanced technology can support stronger manufacturing performance, but technology alone does not create a data-driven organisation.

Artificial intelligence, robotics and automation all depend on structured management, reliable information and clearly defined operational objectives.

AI cannot compensate for:

Inconsistent job codes
Unreliable standards
Disconnected systems
Poor labour attribution
Missing downtime reasons
Incomplete operational context

Before a manufacturer asks what AI could predict, it must first be able to explain accurately what has already happened.

The foundation of industrial AI is not the algorithm.

It is trusted operational data.

From data collection to operational intelligence

For many manufacturers, the answer is not to replace every existing system.

It is to create a connected operational layer between those systems, the workforce, machinery and the production environment.

That layer should be capable of:

Receiving orders, routings, standards and cost information
Presenting relevant instructions to employees
Capturing activity as work takes place
Combining employee, job, process and machine data
Applying operational and financial rules
Calculating performance at the required level of detail
Returning meaningful information to managers and authorised systems

Ceequel® Operational Intelligence has been designed around this principle.

It connects operational activity with information from existing business systems, machinery and the workforce.

The platform can convert job, employee, process and machine information into measures such as:

Labour productivity
Job cost
Work in Progress
Actual versus standard performance
Downtime
Overall Equipment Effectiveness
Cost variance
Margin performance

The purpose is not simply to produce more reports.

It is to create a consistent operational record that helps manufacturers understand what is happening, why it is happening and what it means commercially.

The next productivity improvement may not require another system producing another isolated set of figures.

It may begin by connecting the information the manufacturer already has—and using it to make better decisions.

UK Manufacturing Is Data-Rich—but Often Insight-Poor.

Part 1 of a 2 Part Series……….

UK manufacturing remains one of the country’s most strategically important industries.

The sector supports approximately 2.6 million jobs, accounts for a significant proportion of UK business research and development, and generates hundreds of billions of pounds in annual product sales.

Yet manufacturers continue to face considerable pressure from rising employment costs, energy prices, skills shortages, supply-chain disruption and international competition.

The next significant improvement in manufacturing productivity may not come solely from buying faster machinery, employing more people or installing additional automation.

It may come from making better use of the information already being generated inside the factory.

Manufacturers do not lack data

Every production environment creates large quantities of operational information.

ERP and MRP systems hold production orders, routings, standards, materials and planned quantities. Time and attendance systems contain working-time information. Machinery and PLCs produce performance signals. Quality systems record defects and rework. Finance departments maintain labour rates, overheads and costing data.

Employees and supervisors contribute another vital layer of information. They know why a job stopped, why a changeover took longer than expected, why materials were unavailable or why output fell below target.

The problem is rarely that this information does not exist.

The problem is that it is held across different systems, recorded at different levels of detail and made available at different times.

A manufacturer may know:

The total labour cost for the month
The number of employees who attended work
The total output achieved
The overall value of scrap
The level of overtime worked

But that does not necessarily reveal:

Which jobs absorbed the labour
Which operations exceeded their standard times
Where downtime occurred
Why production was delayed
Which products created the greatest rework
How Work in Progress changed during the day
Which customers, jobs or contracts delivered the expected margin

The business may possess all the individual pieces of information while still lacking a complete operational picture.

Data needs context

Knowing that a machine stopped for 40 minutes is useful.

Knowing that the stoppage delayed three jobs, created two hours of additional labour, affected a customer delivery and reduced the expected margin is far more valuable.

The same principle applies to workforce information.

Knowing that 80 employees worked an eight-hour shift confirms that 640 paid hours were available.

It does not explain how those hours were divided between:

Productive activity
Machine set-up
Changeovers
Maintenance
Waiting time
Rework
Training
Indirect work

Manufacturers therefore need to connect four essential dimensions.

What was planned

The order, routing, standard time, expected quantity, labour requirement, target cost and expected margin.

What actually happened

The employees involved, activities completed, hours consumed, quantities produced, machines used and interruptions encountered.

Why performance varied

Downtime, material shortages, quality failures, changeovers, resource constraints, skills issues or process inefficiencies.

What the variation meant financially

The impact on labour cost, production cost, Work in Progress, recovery, delivery performance and margin.

Until these dimensions are connected, management teams can spend more time debating whose figures are correct than deciding what action to take.

The limitations of lagging indicators

Traditional management reporting is largely based on lagging indicators.

These may include:

Monthly labour cost
Total production output
Scrap value
Overtime expenditure
Gross margin
Delivery performance

These measures remain important, but they usually show the final outcome after the opportunity to intervene has passed.

By the time a monthly report identifies a margin problem, the labour has already been paid, the material has already been consumed and the production delay has already occurred.

Operational intelligence provides the explanation behind the final result.

It can show:

Labour consumed by job and operation
Actual time compared with standard
Productive and non-productive activity
Machine interruptions
Changeover performance
Scrap and rework by product or process
Work in Progress
Output by employee, team, line or shift
The reasons behind operational variance

This changes the management question from:

Why was last month’s margin lower than expected?

to:

Which jobs are moving outside their expected labour and production cost today?

That is a fundamentally different management capability.

Better data supports better management

Continuous Improvement depends on measurement, analysis and response.

A manufacturer cannot consistently improve a process it cannot measure accurately.

Nor can it sustain an improvement if the information required to monitor the process arrives several weeks after the activity occurred.

When information is retrospective, improvement becomes reactive.

Managers investigate after the cost has been incurred, the production has been delayed and the margin has been reduced.

Operational data must therefore move at the speed of the operation.

The opportunity for UK manufacturing is not simply to collect more information.

It is to connect existing information more effectively, add the operational context behind it and use it before the opportunity to act has passed.

Because better performance does not begin with more data.

It begins with understanding what the data is really saying.

Ceequel® Facial Recognition

Did you know that ELF Productivity Ltd is still leading the way in facial recognition technology?

Ceequel® software continues to offer a fully functional and accurate temperature detection solution with options available for both non-contact palm recognition and temperature detection in all the latest units.

Hardware that can be utilised for clocking purposes and controlling access to site via Ceequel® Access Control with door and turnstile entry.

All individual clocking and access times are recorded to include a temperature check. Actions that are both reportable, fully auditable and include workflow notifications and alerts for when temperature readings are high.

If you are interested in a Biometric Time and Attendance or Access Control system for your company, contact ELF Productivity Ltd today for a free, no obligation demonstration and quotation of Ceequel® software.

Alternatively, Ceequel® brochures can be downloaded here

We’ll be right back after this short break…..

After taking a short break……..Euro2020 is FINALLY under way!

The England campaign under Gareth Southgate’s quiet, gentle leadership is as steady as ever.

Since taking over the ‘Top Job’, he’s emerged as the ‘Big Brother’ of the squad and that’s not only apparent with his laid-back approach to the line-up but also with his backroom staff.

Has a Laissez-Faire style of management developed within the England camp?

Laissez-Faire, ah yes, the old ‘hands off ‘minimal micro-management, no daily meeting approach.

Apple’s Steve Jobs was a committed believer……apparently.

French for “leave alone” Laissez-Faire is to all intent and purposes the position to adopt for a ‘leave in peace’ method. It’s the most agreeable tactic to assume, so long as you’re happy giving your line-up the freedom to rock out and be C R E A T I V E.

But does this mean that traditional management styles are no longer essential for success, have they become an out-of-date, unnecessary waste of time?

Like the ‘Beautiful Game’, are managers switching tactics at half-time if their time-tested leadership method is failing, particularly on the next generation of workers who after the last year or so, have spent most of their time working from home?

Let’s look at the top 5 recognised management styles.

Coaching
A coach identifies strengths, weaknesses and is effective at setting goals for the team. They understand how everyone on their team ‘ticks’ and recognises that everybody has something different to bring to the table.

The Visionary
A visionary will drive and inspire others, will always be looking ahead and will be creative with fresh ideas and concepts. A manager who looks at the bigger picture and how notions can be transformed for the better whilst understanding that new ideas take time to be perfected. Focus is given to the end prize not the current position.

Servant
Servant leaders are people-minded and invest heavily in personal development. They are particularly good with employee well-being, morale and satisfaction. Amiable, caring and agreeable whilst seeing both sides of the argument.

Autocratic/Authoritarian
The dreaded military style leader is focused purely on results and efficiency and will make decisions solo or with a small principle group. Workers subjected to this type of austere leadership believe they are just ‘a number’ and therefore not recognised as an individual. The autocratic leader usually sees the cost to the company and not the person behind it.

Democratic
A democratic leader will always ask for input. A manager who not only recognises that others have voices and opinions worth listening to but who is open to constructive criticism and who welcomes a two-way street approach within meetings, which, as every leader worth their salt recognises, is valuable.

Whatever management style you choose to adopt for your ‘squad’ Ceequel® Biometric Time and Attendance Management software will help you deliver the results that you require for ALL your workforce.

ELF Productivity Ltd and Ceequel® software, reliable, steady, always developing and constantly improving.

For a closer look at Ceequel® software contact ELF Productivity Ltd today for a free, no obligation quotation and demonstration of Ceequel® software.

Alternatively, please feel free to download our brochure catalogue here.

Ceequel® Facial Recognition Announcement!

After leading the way in facial-recognition technology for the last 3 years, here at ELF Productivity Ltd we are delighted to announce that temperature detection is now encompassed into our latest Ceequel® offering!

After testing, testing and more testing, Ceequel® software suite now incorporates a fully functional and accurate temperature detection solution.

Included with facial-recognition is the option for non-contact palm recognition and temperature detection in the latest devices.

The hardware can be used for Clocking or controlling access to site via Ceequel® Access Control on entry systems such as doors and turnstiles, with full workflow notification when temperature readings are too high.

All individual clocking and access times are recorded to include a temperature check, with these actions being both reportable and fully auditable.

If you are interested in a Temperature Detection, Biometric Time and Attendance or Access Control system for your company, contact ELF Productivity Ltd for a free demonstration and quotation of Ceequel® software suite.

Alternatively, Ceequel® brochures can be downloaded here.

ELF Productivity Ltd and Ceequel® software, supporting, advising and maintaining all our clients during the ongoing Coronavirus outbreak.

There’s No Place Like Home

Education both remotely and at school is finally over until September and that means only one thing……summer is officially here!

Holidays can begin or as the UK travel industry have re-branded it, let the ‘staycation’ commence!

#Staycation. With holidays already reserved to spend via ‘Costa del Decking’ this summer, when was the last time any of us chose to take our annual leave in Blighty?

As we emerge from one of the most traumatic times in UK work history, a ‘staycation’ could just be what the doctor if not the Government ordered for UK workers. Coastal, countryside and city destinations all filled with businesses that need a helping hand at this time.

Not convinced and still prefer to jet off?

Given the current climate, is anyone particularly enamoured with the thought of sharing a tin can with 200 + strangers, on a flight loaded with masks and hand sanitiser, accompanied by the type of nervy eye-swivels that only appear when someone is brave enough to clear their throat?

Surely the option to holiday at home this year for that reason alone is more attractive.

Remember when you were a child and the only things that mattered on holiday were candy floss, building sandcastles on the beach and fish and chips, usually in that order. Children don’t particularly care where they holiday, as long as they get to have an adventure.

With UK hotels and hospitality still able to accommodate bookings, supporting local businesses is crucial at this stage of our recovery to provide the country with a much-needed economic boost and to help workers enjoy some welcome R&R time-off.

Perhaps you have always wanted to scale the dizzy heights of Ben Nevis – Bear Grylls style obviously! Maybe now is the time to accomplish that dream. Spending hours outdoors is a proven medicine for a good night’s sleep, as well as being beneficial for both mental health and physical wellbeing.

Given the current climate that’s something we could all profit from once we are back on the shop floor.

Great Britain is an amazing place so why not enjoy a ‘staycation’ this summer? Is holidaying in the UK really so bad?

After all, as Dorothy often reminds us “There’s no place like home.”

If you are interested in implementing a Human Resources Time and Attendance Management system to assist in planning your employees own summer #staycation, contact ELF Productivity Ltd today on 01257 256000 for a free, no obligation demonstration and quotation of Ceequel® software suite.

Or alternatively, our brochure catalogue can be downloaded here.

ELF Productivity Ltd and Ceequel® software, assisting, advising and supporting all our clients both remotely and office-based during the ongoing Coronavirus outbreak.

The Buffet Is Open….

With public transport still considered to be ‘persona non grata’ if you want to avoid people not up to speed on the ‘benefits’ of hand washing the added extra responsibility of commuting to work for those who don’t own or have access to a car is proving to be a challenge.

Use public transport if you REALLY have to but DON’T use public transport AT ALL if you can avoid it. If you can avoid it then do so, if you can’t then……. use it???

Anyone Confused.com?

As we navigate through the mixed messages that have come out of Dominic, sorry ‘Downing’ Street the Chancellor has thrown a lifeline at failing hospitality businesses…… #eatouttohelpout

The buffet is open, the buffet IS OPEN and it’s all on Rishi……for now.

In order to throw off the ‘outside bad, inside good’ mentality and to give the economy a kick where it hurts, we now get to enjoy the Covid version of that old faithful, better known as ‘BOGOF’ during August, with Rishi picking up the tab.

And if that’s not enough excitement, it comes with the added benefit that employers will receive a bonus to bring back furloughed staff and retain them until 2021.

But how do staff mentally prepare to return to their current employer after being locked down for three months, much less a new boss?

As the recession starts to bite, people who started the lockdown on furlough are now facing the very real prospect of having to begin all over again.

“What’s your name and where do you come from?” No, not the immortal words of Cilla but your potential new HR team leader.

Employers have a duty of care to employees both old and new, particularly those who will essentially have to travel on public transport and who will require support to even walk through the door.

HR must recognise that ALL aspects of recruiting and working have changed and more than ever, place importance on employees’ wellbeing and mental health both in AND out of the workplace.

With the UK now tentatively unlocking all its doors and with Facial Recognition units and Key Fob/Proximity cards available as standard options, at ELF Productivity Ltd we are confident that with Ceequel® Time and Attendance Human Resources software and Ceequel Access Control, we can assist in helping you to re-open your business this summer and navigate you through the challenging times ahead.

We are positive that whatever path you and your HR department embark on this year, ELF Productivity Ltd can be there to both guide and advise.

ELF Productivity Ltd and Ceequel®software, assisting, supporting and maintaining all our clients during the ongoing Coronavirus outbreak.

If you are interested in a Biometric Time and Attendance Management system for your business, please contact ELF Productivity Ltd today on 01257 256000.

Alternatively, our brochure catalogue can be downloaded here.

Recruitment…….The Covid Way

Without it sounding like just another soundbite but the world of HR has changed……. forever.

In the wake of the devastating tsunami damage that Covid-19 has brought to businesses across the UK, what does the future hold for Human Resources and recruitment?

When companies are once again ready and confident to commit to a recruitment drive, will there be Zoom and Team interviews until the ‘virtual ink’ is dry on the contract? Or will they be masked up, gowned up, latex gloves at the ready, face-to-face interviews?

If candidates ARE permitted within a 5 mile radius of your building, will it be smart casual dress for those face-to-face interviews or will it be replaced with ‘designer hazmat’ at Reception and worn until the candidate is a fully-fledged, temperature checked, cough and Covid-free member of your team?

Interestingly, will temperature checks become as compulsory as clocking in and making ‘The Boss’ a brew?

All joking aside and with the 1 metre pub (sorry PLUS) rule imminent the hoops and hurdles that Human Resources have had to jump through to get even this far have been challenging, never mind being “Open for Business” again.

As we all try and regain some degree of normality, recruiting after the lockdown is now another major hurdle to not only embrace but master.

E-Doc sign software for contracts was already in widespread use prior to the pandemic, however in the wake of the outbreak there has been a surge of interest in the software. Is this now the way forward, remote interviews, coupled with E signatures and then on to remote working?

As the country tentatively unlocks and if you have never contemplated or even considered a Biometric Time Management System for your employees before, now could be the right time for you to begin planning and implementing a system for your shop floor.

Whatever Human Resources has in store for its future, ELF Productivity Ltd is here to guide, assist and help you through the transitional minefield. With almost 40 years’ experience of Time and Attendance computer software, we guarantee that at least one of our many Ceequel® software modules will not only appeal TO you but work FOR you.

ELF Productivity Ltd and Ceequel® software, supporting, upholding and helping all our clients during the ongoing Coronavirus outbreak.

If you are interested in a Biometric Time Management system for your HR and Payroll department, contact ELF Productivity Ltd today on 01257 256000 for a free, no obligation demonstration and quotation of Ceequel® software suite.

Or, if you prefer, our brochure catalogue can be downloaded here.

The Return From Costa Del Home

With the biggest paid leave in UK work history slowly coming to an end and with a phased return to work AND school now in the pipeline, Human Resource departments up and down the land are poised to step-up and prepare for the mass return from ‘Costa del Home.’

With the phased return to school now scheduled to begin later in the year the nation’s children have been the ones to not only accept the current status quo but acclimatise to it.

When the mercury started to rise as quickly as the panic, they were the ones that grasped the long, hot lockdown with both hands.

With the added extra curriculum courtesy of the ‘School of Mum and Dad’ they adjusted to remote learning, helped said Mum/Dad deploy Zoom, Houseparty and explained how to Facetime grumpy gramps so actual faces could be viewed as opposed to the usual wall/ceiling/ear!

They created rainbows for their homes, baked banana bread for ’Isolating Nan’ all the time working out to daily gym sessions with Body Coach Joe.

As adults, when do we stop having that easy acceptance and tolerance? When do we stop being curious and open to exploring new concepts or ideas and new ways of doing things?

Mental Health Awareness is now more prevalent than ever, particularly within the workplace. The motto adopted for the recent Mental Health Awareness week is ‘be kind.’ As we all embark on the long road to recovery, what ‘kindness’ awaits employees on the shop floor?

At a time when we have all had to lean on someone either physically, mentally or spiritually, perhaps looking and learning from our children is the answer.

When the shop floors and offices are active once more and the idea of working remotely permanently loses its appeal, will HR uphold what it has learned during this unique time?

When the sounds of children playing in their school playgrounds fill the air again, will we look at them and realise that they played an integral part of helping and supporting US through the crisis; more importantly will we be humble and modest enough to learn from them?

Because after all, they are not only the Britons of this time but the future.

If you are interested in a Biometric Time and Attendance Management system for your own phased return to work, contact ELF Productivity Ltd today on 01257 256000 for a free, no obligation quotation and demonstration of Ceequel® software suite.

Or alternatively, our brochure catalogue can be downloaded here.

ELF Productivity Ltd and Ceequel® software, sustaining, supporting and maintaining all our clients during the ongoing Corona-virus outbreak.