Tracking – Time and Attendance

Responsible Workforce Technology: Better Information Without Losing Employee Trust

Workforce technology gives organisations unprecedented visibility over working time, attendance, access, absence and operational performance. Used correctly, it can improve payroll accuracy, reduce administration, control labour costs and help protect employees. Used without clear safeguards, however, the same technology can create legitimate concerns about privacy, fairness and excessive monitoring.

Responsible workforce technology is not about collecting as much employee information as possible. It is about using the right information, for a clearly defined business purpose, with appropriate security, transparency and human oversight.

This distinction is becoming increasingly important. The UK Government is currently considering how workplace-monitoring technologies should be managed, with a particular focus on clarity, transparency, employee voice and responsible implementation. This is a consultation rather than final legislation, but it gives employers a clear indication of the direction in which expectations are moving. Read the Government’s workplace-monitoring consultation.

Workforce technology should have a clear purpose

Every workforce system should begin with a legitimate operational requirement.

An employer may need to record attendance so employees are paid accurately, manage access to restricted areas, confirm who is present during an emergency, monitor working-time compliance or understand the labour used on a particular job or production process.

These are valid business purposes. Problems arise when information collected for one reason is subsequently used for an unrelated purpose without proper consideration, communication or justification.

Before introducing any workforce technology, an organisation should therefore be able to explain:

What information will be collected.
Why that information is required.
How it will be used.
Who will be able to access it.
How long it will be retained.
Whether it will contribute to any automated decisions.
What choices or alternatives are available to employees.

Transparency creates confidence

Employees should not have to guess how workplace technology affects them.

Clear communication helps employees understand that a time-and-attendance system is there to create accurate records, that access control protects people and premises, or that operational data is being used to improve production rather than simply scrutinise individuals.

Where appropriate, employers should consult employees and their representatives before new technology is introduced. This provides an opportunity to explain the business requirement, answer questions and identify legitimate concerns before implementation.

Transparency is particularly important where technology involves location data, biometrics or detailed operational information.

Biometric technology requires additional care

Facial recognition can provide fast, contact-free and highly accurate employee identification. It can reduce forgotten credentials, discourage “buddy clocking” and support secure access control.

However, biometric information used to identify a person is special-category personal data. The Information Commissioner’s Office states that organisations must complete a Data Protection Impact Assessment before processing biometric data to identify workers.

Employers must also establish an appropriate lawful basis, demonstrate that the proposed use is necessary and proportionate, and consider whether a less intrusive alternative could achieve the same objective.

Where consent is being relied upon, employees must have a genuine choice. The ICO gives the example of providing a swipe-card alternative without disadvantaging employees who do not wish to use biometrics. Read the ICO’s guidance on biometric time and access control.

This does not mean that facial recognition cannot be used responsibly. It means that the organisation introducing it must make a considered and properly documented decision.

Collect only what is needed

A responsible system should allow organisations to configure technology around their actual requirements rather than forcing them to collect unnecessary information.

For example, a mobile employee may need to confirm that they have arrived at an authorised work location. That does not automatically mean their movements need to be continuously tracked throughout the working day.

Similarly, operational technology may need to record which employee completed a job or production operation, but this should not become unrestricted personal surveillance.

The principle is straightforward: collect the information needed to achieve the defined purpose—and no more.

Important decisions should remain subject to human oversight

Workforce systems can identify exceptions, highlight patterns and provide managers with better information. They should not remove appropriate management judgement.

An attendance pattern may require investigation, but the system will not necessarily understand the personal or operational circumstances behind it. A productivity variance may identify a problem, but it may have been caused by machine downtime, material shortages, training requirements or an unrealistic production target.

Technology should support fair, consistent and informed decisions. Managers should remain able to review the underlying information, correct errors and consider the wider context before action is taken.

Security must be designed into the solution

Workforce information must be protected throughout its lifecycle.

This includes appropriate access controls, encryption, secure communications, clearly defined administrative permissions, retention policies, audit trails and reliable deletion processes. Remote access should also be controlled, authorised and restricted to the systems and time periods genuinely required.

The organisation using the system remains the data controller and is responsible for determining why and how employee information is processed. The technology provider should support that responsibility through secure design, clear documentation and configurable controls.

The Ceequel® approach

Ceequel® brings together Time & Attendance, HR, Employee Self Service, Access Control, Visitor Management, mobile clocking and Operational Intelligence within one configurable software suite.

This allows organisations to establish consistent controls across workforce processes while maintaining clear distinctions between different types of information and their intended purposes.

Depending on the organisation’s requirements, Ceequel can support:

Facial recognition or non-biometric proximity credentials.
Defined user roles and administrative permissions.
Accurate time, attendance, absence and working-hours records.
GPS and geofenced mobile clocking for authorised locations.
Controlled access to buildings and restricted areas.
Interactive fire and evacuation information.
Job, operation, output, downtime and labour-cost analysis.
Audit trails supporting management and compliance requirements.
Integration with payroll, HR and wider business systems.

The communications software used within Ceequel clocking devices is designed and coded by ELF Productivity Ltd, providing secure, encrypted communication between hardware and the Ceequel software environment.

Crucially, Ceequel provides information to authorised managers; it does not replace their responsibility to make fair, proportionate and properly informed decisions.

Better control and responsible use belong together

Organisations do not have to choose between operational visibility and employee trust.

A well-designed workforce-management system can help employers control labour costs, improve payroll accuracy, manage compliance and make better decisions while still respecting privacy, proportionality and individual rights.

The strongest workforce technology is not simply the technology that collects the most information. It is the technology that gives an organisation the information it genuinely needs, protects that information properly and enables it to be used openly, fairly and responsibly.

To discuss how Ceequel® can support responsible workforce management across your organisation, contact ELF Productivity Ltd or request a demonstration.

Why Corporate Businesses Must Start Preparing for Martyn’s Law

The Terrorism (Protection of Premises) Act 2025—more commonly known as Martyn’s Law—will introduce new legal responsibilities for organisations responsible for certain publicly accessible premises and events.

Named in memory of Martyn Hett, one of the 22 people killed in the Manchester Arena attack, the legislation aims to ensure businesses are better prepared to protect employees, visitors and members of the public in the event of a terrorist incident.

Although Martyn’s Law is not yet in force, the Government has published statutory guidance and confirmed an implementation period of at least 24 months from Royal Assent on 3 April 2025. Organisations likely to fall within its scope should use this time to understand their responsibilities and begin preparing. Government guidance makes clear that businesses may wish to start considering the requirements before the legislation formally commences.

Which organisations will be affected?

Martyn’s Law does not automatically apply to every corporate office or workplace. It principally applies to qualifying premises used for activities listed within the Act, where members of the public may be present.

The legislation establishes two principal tiers:

The standard tier applies to qualifying premises where between 200 and 799 people, including employees, may reasonably be expected to be present at the same time.
The enhanced tier generally applies where 800 or more people may be present at the same time.

Qualifying public events attended by 800 or more people may also come within the enhanced requirements where entry controls are in place.

Corporate groups operating shops, hotels, leisure facilities, conference venues, healthcare environments, visitor attractions or other publicly accessible locations should therefore assess each site individually. A single organisation may be responsible for several premises, but the risks and necessary procedures may differ from one location to another.

Why businesses should act now

Preparing for Martyn’s Law should not be viewed simply as another compliance exercise. At its heart, the legislation is about ensuring organisations can respond quickly and effectively when lives may be at risk.

Businesses need to consider how they would:

Evacuate people away from danger.
Move people to a safer area within the premises—known as invacuation.
Lock down all or part of a building.
Communicate clear and timely information during an incident.

For enhanced-tier premises and qualifying events, organisations will also need to consider appropriate measures to reduce their vulnerability to attack and limit the risk of physical harm.

This requires more than producing a written policy. Businesses must understand who is on their premises, control how different areas are accessed and ensure that accurate information is available to those managing an emergency.

Knowing who is on site

One of the greatest challenges during any emergency is establishing who is actually present.

Employees may work across different locations, while contractors, agency workers and visitors may arrive and leave throughout the day. Paper visitor books and disconnected systems can quickly become inaccurate, particularly across large or multi-building sites.

Ceequel Visitor Management System provides a controlled and auditable process for managing visitors and contractors. Visitors can be pre-registered before arrival, issued with appropriate site information and recorded as they enter and leave.

Contractor documentation—including RAMS, Public Liability Insurance and other compliance records—can also be managed within the system, helping organisations strengthen their wider site-control processes.

Controlling access across the organisation

Ceequel Access Control allows businesses to manage who can enter particular buildings, rooms and controlled areas.

Access permissions can be defined by person, department, role, location or time of day. Lost cards and fobs can be cancelled immediately, temporary permissions can expire automatically, and facial recognition templates can be removed from connected devices centrally.

For organisations with multiple locations, access policies can be managed from a central point while still allowing authorised local administration. This helps create consistency across a corporate estate without ignoring the individual operational requirements of each site.

When planning for Martyn’s Law, access control can also form part of a wider strategy for evacuation, invacuation and lockdown. Depending upon the organisation’s agreed procedures and system configuration, doors and controlled areas can be managed to help direct people away from danger or prevent access to higher-risk areas.

Providing accurate emergency attendance information

Ceequel Fire Register brings employee, visitor and contractor attendance information together to provide an accurate, real-time view of who is believed to be on site.

The system can identify which building or area an individual last entered and provide emergency information to authorised personnel. Photographs can also assist with identification, while mobile access allows information to remain available away from a fixed reception desk or computer.

Although originally designed to support fire evacuation, accurate attendance information can form an important part of broader emergency preparedness. Knowing who may still be inside a building, who has arrived as a visitor and where people were last recorded can support a more informed response.

Bringing systems and procedures together

No single piece of software can make an organisation compliant with Martyn’s Law. Legal responsibility remains with the organisation or individual responsible for the qualifying premises or event.

Technology can, however, provide the visibility, control and evidence needed to support well-designed procedures.

By integrating Ceequel Access Control, Ceequel Visitor Management System and Ceequel Fire Register, organisations can create a more joined-up approach to:

Managing employees, visitors and contractors.
Controlling access to buildings and restricted areas.
Maintaining real-time attendance information.
Supporting evacuation, invacuation and lockdown procedures.
Managing multiple locations through a central system.
Demonstrating that security and emergency processes have been properly considered.

Preparation should begin before the deadline

Martyn’s Law represents an important change in how organisations approach public protection. Those that begin preparing now will have time to assess their premises, identify weaknesses, review responsibilities and test their procedures properly.

The objective should not be to do the minimum necessary to satisfy legislation. It should be to create an environment in which employees, visitors, contractors and members of the public are better protected—and where those responsible for managing an emergency have accurate information when every second matters.

Ceequel can assist organisations on that journey by bringing access control, visitor management and real-time emergency attendance information together within one integrated platform.

Why ERP Shop Floor Data Collection Falls Short of Continuous Improvement

Many ERP systems now include some form of Shop Floor Data Collection (SFDC). On the surface, this appears to give manufacturers everything they need: production quantities, labour time, machine status, scrap levels and completed works orders.

However, collecting production transactions is not the same as providing the insight required for continuous improvement.

ERP systems are designed primarily to manage business processes. They are excellent at controlling works orders, inventory, purchasing, scheduling, costing and financial reporting. Their shop-floor functionality is generally designed to feed these processes with accurate production data.

Continuous improvement requires something different.

ERP Records What Happened

Most ERP-based SFDC systems concentrate on recording key transactions, such as:

When a works order started and finished
How many units were produced
The quantity of scrap recorded
The labour hours allocated to the job
Whether the order was completed
What materials were consumed

This information is important, but it usually provides a high-level summary rather than explaining what happened throughout the production process.

A works order may have taken two hours longer than planned, but why?

Was it caused by a machine stoppage, a shortage of material, an extended changeover, a quality problem, an unavailable operator or repeated short interruptions?

The ERP system may show the variance, but it rarely captures the operational detail needed to understand and eliminate its cause.

Continuous Improvement Needs Greater Detail

Continuous improvement depends upon identifying patterns, losses and recurring problems. This requires detailed, accurate and timely information from the shop floor.

Manufacturers need to understand:

Why machines and production lines stopped
How often short, unplanned stoppages occurred
Whether delays were caused by machines, materials, methods or labour
How actual cycle times compared with expected performance
Where bottlenecks developed
Why output varied between shifts, teams or products
What caused scrap, rework or quality failures
How long changeovers actually took
Whether corrective actions delivered a measurable improvement

Without this level of information, improvement teams are often forced to rely on spreadsheets, handwritten records, supervisor feedback and employee recollection.

By the time the information is reviewed, much of the context has already been lost.

The Problem with High-Level Downtime Codes

Some ERP platforms allow operators to select downtime or loss codes. However, these are often too broad to support meaningful root-cause analysis.

Recording “machine breakdown” does not explain which component failed, what symptoms were observed, whether the same fault has occurred previously or what action was taken to resolve it.

Likewise, “material shortage” does not identify whether the material was unavailable, delivered late, incorrectly located, rejected for quality reasons or supplied in the wrong quantity.

Continuous improvement requires structured data that allows organisations to move beyond identifying the category of a problem and begin understanding its underlying cause.

Small Losses Create a Big Problem

ERP systems are generally designed around significant production events. Yet many of the greatest opportunities for improvement are hidden within smaller, repeated losses.

A production line may suffer dozens of two or three-minute stoppages during a shift. Individually, these interruptions may not appear important enough to record. Collectively, however, they can account for hours of lost production every week.

If these micro-stoppages are not captured, categorised and analysed, they remain invisible. The ERP system may simply show that the works order took longer than expected, without revealing the repeated events responsible for the lost time.

Reporting Is Not the Same as Analysis

ERP reporting typically answers business questions such as:

Was the order completed?
How much did it cost?
Was the required quantity produced?
How much material was consumed?
What was the labour variance?

Continuous-improvement teams need to ask different questions:

Where are we losing productive time?
Which problems occur most frequently?
Which issues have the greatest impact?
Are the same faults recurring?
Which shift or product experiences the most variation?
Did the corrective action work?
What should we improve next?

Answering these questions requires data to be explored by machine, production line, product, shift, employee, reason, duration and frequency. It also needs to be presented in a way that helps managers recognise trends and prioritise action.

A standard ERP report may present the numbers, but it does not necessarily turn them into actionable operational intelligence.

Real-Time Visibility Matters

ERP information is often reviewed after a shift, production run or reporting period has ended. This is suitable for costing and historical reporting, but improvement opportunities frequently require a much faster response.

Supervisors need to see when performance begins to fall, when downtime is increasing or when a production line is operating below its expected rate. The earlier a problem is identified, the sooner action can be taken.

Real-time operational visibility helps manufacturers prevent a minor issue from becoming an entire shift of lost production.

The ERP Still Has an Important Role

This does not mean replacing the ERP system.

The ERP should remain the central platform for managing orders, materials, stock, schedules and financial information. What it needs is a dedicated operational-intelligence layer capable of collecting and analysing the detailed information that conventional ERP transactions cannot provide.

An effective solution should combine data collected directly from machinery and PLCs with information entered by employees on the shop floor. This creates a more complete picture by capturing both what happened and the operational reason behind it.

The resulting information can then be used to support OEE, downtime analysis, root-cause investigation, DMAIC, Six Sigma and other structured improvement programmes.

From Shop Floor Data to Operational Intelligence

Ceequel® Operational Intelligence goes beyond traditional Shop Floor Data Collection. It provides manufacturers with the detailed, real-time information needed to understand production losses, investigate their causes and measure the results of improvement activity.

Rather than competing with the ERP system, it complements it. Production orders and relevant business data can be shared between the two platforms, while Ceequel® captures the deeper shop-floor detail required by production managers and continuous-improvement teams.

Because collecting more data is not the objective.

The real objective is to provide the right people with clear, reliable information that helps them reduce waste, improve performance and make better operational decisions.

An ERP system can tell you what was produced and what it cost.

Ceequel® Operational Intelligence helps explain why performance varied—and what you can do to improve it.

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.

Could you be more productive?

Managing your time on a day to day basis is often a daunting tasks to most people. Understanding just how much time you need to set aside for each task is often hard when you have no way of measuring how long each task takes. Implementing the below seven tips can help you to effectively manage your time and could even provide you with extra time to finish off tasks that may take longer than expected.

Time Management

Effectively managing your time is a daunting task for any employee. Although we would all like to believe we do it well the realisation is you probably spend over 50% of your time completing mundane tasks and unproductive processes. Spending your time more effectively on more important tasks is likely to stop you from missing deadlines and having to complete tasks outside of work.

7 Tips to Help You Maximise Your Time

Using the 7 tips below will help you maximise your time making it easier for you to complete tasks on time and to the best of your ability.

1. Tracking

Keeping track of how long it takes you to complete each individual task is the easiest way to grasp a hold on which tasks require more time. Knowing which projects take the most time allows you to effectively manage your weeks as you can allocate the right number of hours needed to complete each project and schedule tasks that take less time in around them.

2. Breaking up projects.

Breaking up bigger projects into smaller tasks allows you to manage your time more effectively. Knowing how long each part of a project takes makes it easier for you to recognise where you fall behind. This information allows you to allocate your time better the next time around, meaning you will hit your deadlines every time.

3. Kill unnecessary meetings

Meetings take up time and time is precious when it comes to the completion of everyday tasks. Attending a meeting that could have possibly been avoided on a day when you have an important project due is unnecessary and time consuming.

When planning a meeting you need to determine if one is really needed or can what you are going to be discussing be done over the phone or via email. You also need to decide if you really need so many of your staff or colleague to attend, if the meeting needs to go ahead and could it be completed by yourself and do you really need to take a colleague with you.

Scheduling short 10 to 15 minute meeting instead of the automated half an hour provided by your calendar is the most effective way to get meeting’s done but without the needing to waste any unnecessary time. Although the idea of using a timer in a meeting can often be seen as disrespectful it is the easiest way to make sure you stay on top of your day to day schedule. Meeting’s that drag on longer than expected often leave you scrambling to finish tasks before the end of the day with many having to be pushed to the following morning.

4. Multitasking is a waste of time

Completing multiple tasks at once seems like the quickest way to get things done however it’s actually the least productive thing you could do. A human has an average attention span of about 8 seconds meaning it tasks around 26 minutes to properly refocus on each task you’re completing meaning the work your producing in this time is actually not to the best of your ability.

Rather than completing all your tasks at once you should focus on one task at a time and reward yourself with breaks inbetween new projects.

5. Prioritise

There’s nothing worse than coming into work to see a list of past tasks on your desk that need amending. The easiest way to deal with this is to complete the most important task first. Schedule a block of time for this project and try to complete it within the allocated time. Make sure to take a note if the project takes longer than expected as this information will help you effectively manage your time next time you have to complete a similar project.

6. Distractions

Employees are their own worst enemy when it comes to avoiding distractions. We’ve all gotten caught up in checking and responding to our emails before so much so that a considerable period of time has gone by and we’ve still to make a start on that important project. Realistically most of the emails you receive can wait, after all you don’t get paid for checking your emails your value is based on how productive you are at completing the essential tasks you are given. Giving yourself a selected period of time each day in order to check and respond to your emails is the easiest way to achieve the most from your day.

7. The 45/15 rule

We’re not designed to work on tasks for endless hours and after about 45 minutes we actually begin to lose focus. Allowing yourself to spend 45 solid minutes working on each individual task followed by a 15 minute break to focus on a distraction of your choice is the best way to achieve the highest levels of productivity. Making sure you only take a bathroom break or check on any desktop or phone notifications whilst in your designated non-working time stops you from wasting productive minutes.

While employees can take note of the above seven tips to improve their productivity, without a time and attendance solution linked to employee tracking it is impossible to see which of your workforce are the most productive.

For more information on how you can track your employee’s productivity contact us today!

Do you know the most productive day of the week?

Every wondered what the most productive day of a business week is?. well now we know, a recent study done by Accountemps has shown that Tuesdays are the most productive day off the week, with 33% of HR managers saying they seen a rise in there staffs productivity. Wednesday was the next productive day with 23% followed by Monday on a surprisingly high 14% as many employees are often still tired from there busy weekends.

productivity

When it comes to completing a big project or making a start on the little tasks you’ve been putting off, it has been analysed by Accountemps on 300 HR Managers, that Tuesday’s are apparently the most productive day of the week. After all no one likes Mondays. While Fridays signal the start of the weekend with many employees choosing to finish early meaning little work is actually being completed.

The survey showed that 33% percent of Human Resource managers noticed a rise in productivity levels on a Tuesday compared to Thursdays and Fridays which both scored below 10%. Wednesday was the next most productive day with 23% and Monday surprisingly scored higher than the last two days of the week with 14%.

Giving your employees projects that require the most focus on a Tuesdays is therefore a suggestion that many employers have probably never even considered.

The goal of course should be to attempt to replicate the improvements found on a Tuesday. To assist in making this happen, we have four tips:

– Prioritise

Each day make a list of your key tasks and ensure you focus on these and try not to get side tracked

– Limit distractions

When working on key projects or tasks, turn off likely distractions such as mobile phones. Sign out of social media sites and even close Outlook.

– Quality is paramount

While many employees will try to rush certain tasks, it is often the case where time has not been allocated accordingly that the quality diminishes and results in the task either having to be repeated or improved.

– Consider technology

Utilising Elf Productivity’s Employee Tracking software, employees can be set standards to complete tasks and these can be compared to actual times. Quality can be improved as management can assess the works completed and allocate a score for quality or monitor any waste. As this module links directly to Time and Attendance a reconciliation of productive and non-productive time can be produced at the touch of a button.

For more information about Elf’s employee tracking software contact us today!

Remote access to key data – Ceequel Applications

The Elf productivity Ceequel application suite contains 3 mobilised apps that are accessible to download on Apple,Android and Window phones. The Apps available are titled Ceeqel Clock, Ceequel track, Ceequel serve and have been designed to integrate with your web based Ceequel system.

Ceequel Apps