Time & Attendance Pilot Project
Audience: Local HRBPs, plant managers, supervisors, and hourly employees of 10 pilot locations
Responsibilities: Project management, consultation, session facilitation, resource development, training development
Tools Used: Microsoft Powerpoint, Adobe InDesign, Webex, Miro
Product: Cascading communication plan, performance goals, presentation slides, job aid resources
Process: ADKAR framework, ADDIE
​
​
Summary
The Time & Attendance Project Team at my company led an initiative to streamline timekeeping practices. The team wrote a new policy that would standardize tracking time and attendance for hourly employees at the local plants. I collaborated with a change enablement team member to support the project team through change management activities. We provided the team with consultation and resources for leader alignment, communication, and learning. I led the content and training development efforts and supported the change planning and communication efforts for the project. ​
​
Leader Alignment
We recommended introducing the new policy to the local plant leadership first. We advised how instrumental their buy-in would be to driving change and the success of the pilot. We began with introducing the policy to HRBPs and discussing the change impacts on each stakeholder group. We took their feedback about negative impacts and worked with the project team on how to address them.
We held info sessions about the pilot to create awareness and gauge desire for the change. I developed presentation slides that introduced the changes to each group based on the change impact to them. Each session was designed to align each leader group on how to manage and advocate for the changes of the pilot in their roles. I facilitated sessions with HRBPS, plant managers, and supervisors of hourly employees. Click below to view the presentation slides:
Communication
We recommended a cascading approach to communication for the project. The primary focus was to provide awareness for plant leadership before informing the employees of the change. This allowed to demonstrate the executive sponsorship of the project and also to prepare plant leaders for the conversations with their teams.
I designed a Leader Talking Points one-pager to prepare supervisors to have conversations about the pilot with hourly employees. Since supervisors interact with employees most, we wanted to make sure they felt prepared to advocate for the new policy. Additionally, I designed an activity during the supervisor info session to help them address negative change impacts to the employees. Click below to see the one-pager and activity:
Learning
The new policy introduced changes in the timekeeping process that required system updates and new configurations. Due to acquisitions, there were three different timekeeping systems being utilized throughout the local plants. The project team worked with system administrators from each system to develop new codes and triggers to facilitate the policy changes. I recommended holding system training sessions for each of timekeeping system to introduce the pilot locations to the changes. I recommended that we use the train-the-trainer method to train HRBPs on leading their sites through these system changes.
I worked with the project team to develop a train-the-trainer packet that included presentation slides and a checklist to prepare for the system walkthrough. The train the trainer packet contains confidential company information, however, click below to view the design plan for the training:
