Training is over. Your employees are back on the floor, ward, facility or department and they go to review the schedules for their department. Upon accessing the system, they note that the schedules they trained with aren't there. The jobs to match what they used in training, and the labor levels are completely different. Concern grows as users of the application become uncomfortable and somewhat confused using their live environment because what they trained on was completely different.
One of the most important goals to the Training Zen philosophy of Kronos training is to do everything possible to ensure that materials and exercises match what learners experience on the job. One way to accomplish this is to use a training database mirroring the live environment. There are several advantages to the mirrored training database; each one drastically improving the quality of training.
Commonly, organizations use the live database for training. Taking real employee information and editing on the fly to give examples to learners, then asking learners to find someone similar and follow along. This type of training without a net is dangerous for many reasons. 
First, the lack of planning involved can cause problems during training. I know that often we can't consider a training class complete if there isn't one challenge or another; but we should control what we can and by using this type of database the chances of experiencing a challenge decrease significantly.
Secondly, by using a mirror of the live database, it is possible to customize specific situations for exercises during training, building them into the course and thereby having complete control of the results. Trainers know what will work, and they trust it will work time after time. This enables you to develop detailed instructor notes in your curriculum, being very specific about which employee/genie/time period to use on which punch/pay code/shift.
Finally, by using the live environment, the trainer is at the mercy of the application. Any problems exhibited in the live application will be carried forward to training. While still on a network, the training database isn't open to the number of users the live environment is, so it is less likely (though still possible) that the database will be corrupted. Also, imagine the embarrassment if an employee's wage, address or phone number is shown during a training class. Obviously, problems would follow.
Beyond all of the reasons listed above, a mirrored training database is extremely useful once training has ended. Workshops can be held allowing users to come to a predetermined room and practice. If it is necessary to upgrade training curriculum, it will be simple to grab real time screen captures, after updating the database. Along those lines, if new deliverables are required, they can be developed from the database in a controlled manner.
So that's it, the mirrored training database gives you control, realism, and improvement in your deliverables. It will help to create better learning, and therefore, better learners.
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Dwain Lambrigger is the father of Kronos Training Zen and the author of the "Arguments for Custom Training" white paper.
As you know Dwain and I have been working on our custom training initiative for Kronos WFC Timekeeper and related products for the past several months. I think Dwain has been communicating what this is all about pretty well in the white paper, presentation and various blog entries.
Now we're preparing to do more. We're currently working on a Webinar, and we want to give you more valuable information, more classes, webinars, blogs, etc. We'd really appreciate your opinion of what type of information would be most useful. Please give us a call or leave a comment here and we'll respond post haste! Also, please watch for our new space at http://www.training-classes.com/.
One of the most dangerous comments I hear when analyzing an organization is, "that's not our job". Of course it's one of the most common threads of thought isn't it? What are we really saying with that oft used phrase?
- I don't know how to answer so it isn't my job? (and thus I don't care!)
- I've tried to help 'those people' before and it's just gotten me burned.
- We have enough on our plate and can't consider anything that's not part of our mandate.
- That's not part of my bonus program. Why would I help them?
You get the idea.
I agree that it's most important to take care of our direct responsibilities, however isn't the success of ones organization part of that list? I see it like The 7 Habits of Highly Effective People
quadrant system. The two things we look at are 1) is it important? and 2) is it urgent? The urgent stuff is our own personal list of responsibilities and the important stuff is how these responsibilites tie into the greater 
good.
The processes that travel 'over the wall' to another department are some of the most important processes in the organization. Ever hear of organizations that are full of silos? Ever deal with one? You might think you are dealing with brilliance until you need something just outside thier purview. One can't even talk directly to the appropriate person because he's not part of your team.
So, how do you work?
If you are in Benefits and your know that the work that you do affects Payroll, do you care and validate that the changes you make end up paying the employee as you expect and according to the Benefits policies?
If your job is Systems Administrator for Kronos Timekeeper and the Connect developer needs some access setup on the server, does he have to ask his manager to ask your manager to get it done?
Now that the training plan has been developed and the deliverables have been considered, (well, kind of), let's look at the different type of options for training deliverables using the Training Zen approach to your Kronos implementation.
The types of deliverables used are pretty common. Most are used in canned training delivery. The key is the uniqueness of YOUR deliverable. The purpose of this installment is to review these deliverables, their benefits and drawbacks; and understand how they become something better with a Training Zen approach. We will focus on the most used types of written deliverables in a Kronos Implementation or Upgrade; the training manual, reference guide and task sheet.
Training Manual - This is the most used deliverable in all training events. There is a reason for this; the training manual is the one stop for all of the information to be trained, where an attempt is made to incorporate everything possible. Some of the characteristics of a training manual are:
- Clearly defined modules, lesson and tasks ingrained by design
- Motivation and purpose are clearly stated
- "Steps" sections used to describe the steps and expected results for a task
- Real world examples are used take advantage of learner experience and to relate to the actual work being done.
- Review section for each module to reinforce presented information
- Independent and guided practice exercises built to be used with a Kronos Training enviornment (database)
As stated above, this deliverable is comprehensive in scope. It is best used in a live classroom environment. Redundancy of presented information is another strong feature to this deliverable, where a task will be introduced, explained with steps and expected results, and then reviewed at the end of a lesson and/or module. This is useful, as it gives learners multiple opportunities to grasp the material.
The large scope of this deliverable is both an advantage AND disadvantage, depending upon its use. The attempt to include as much information as possible often makes this type of deliverable quite weighty, both literally and figuratively. One primary focus of the Kronos Training Zen approach is to provide "just in time and just what's needed" information. Often the training manual provides just too much data.
The classroom based training environment is where this type of deliverable is best suited. It provides all of the information necessary, and the repetition that learners need. Outside of the classroom based environment, it is just too much, and often not used for reference. This lack of use after training occurs limits the efficiency of this deliverable.
Reference Guide - This tool is gaining a great deal of use in training projects today. The Reference Guide is a direct relation to the Training Manual, but without the such a comprehensive scope. A Reference Guide is an action based document, focusing on the steps and expected results of tasks the learner is required to learn, as well as the workflow for processes within an organization (both within Kronos Timekeeper and outside it). Real world examples and purpose statements are often used, but they are not the focus of this document. Most often, guided exercises are used by the course presenter to work through the different tasks in this deliverable, with learners following along on their own training computers.
In the past, this type of deliverable was provided as a post training reference. It was discovered that learners were frustrated trying to use Training Manual to get a quick answer for a question. Because the Reference Guide is a task based document, and generally much smaller than a Training Guide, it was an efficient solution.
Although a Reference Guide can be used as a post training tool, it is also an excellent choice as the primary deliverable for a distance learning event, or for short learning events such as workshops. Currently, Reference Guides are seeing use in classroom based training environments as well. A Reference Guide can be easily synced up with a Kronos Training database so that independent AND guided practice exercises can be used. Although a Reference Guide is not best suited for this environment, it can be used effectively; with extra effort on the part of the course presenter. The ability of this deliverable to be used in so many different ways makes it the "utility infielder" of all these training
deliverables, and should be considered for all training projects.
Task Sheet - This deliverable is commonly referred to as a Job Aid, or a Quick Reference Sheet. A Task Sheet is used as a quick reference for three to five common tasks in Kronos Workforce Central. Ideally, though not always, this deliverable should be limited to one double-sided 8 1/2 by 11 inch page. The value of this deliverable is its ability to provide a reference resource that can be used quickly. As with the Reference Guide, this is an action based document, showing tasks and expected results only. There is no syncing to a training environment. Screen shots are used where necessary to illustrate a specific step in a task, however not all task steps should have screen shots.
The point of this deliverable is to get to the point. No extraneous material is incorporated. Although this type of deliverable is customized for use with specific tasks, it should not be a comprehensive resource. Just the facts ma'am.
The Task Sheet is designed as a reference tool to be used after a training event. In very few cases, it may be used for limited training. A good example of this is for Kronos Timekeeper Terminal training. The Task Sheet is the perfect tool when a supervisor has to train five or six employees right in front of the Timekeeper Terminal.
The Task Sheet has a great deal of potential as a learning tool. From posting a common Task Sheet at a terminal or PC, to minimizing a Task Sheet and attaching it employee's badge, the quick, to-the-point information provided is invaluable as part of your Kronos Workforce Central training implementation.
I hope you all find yourself recovered from the holidays and looking forward to the new year. Most of us are glad to see the last several years go away. "I'd like to forget them completely!" I've heard said. But we all know that with age should come wisdom so let's not forget to learn what we can from this period. In my mind, a few things are paramount:
- Know who your friends are. We all need trusted friends and associates when times are tough. As a matter of fact, when times are tough, one finds out who ones friends really are.
- Do what you say. Yes, it's part of the Improv tagline for our Kronos Timekeeper practice, and I believe it's more important than ever to consider this a vital 'skill'. Finish your commitments even if you change your mind or it no longer becomes fun. If you don't think you can do this, don't say it!
- Work does not define who we are, but we are what we work. If you are not thrilled by the work you do, try to change your approach to it or please change your work. Everyone will be happier.
Welcome to the final installation on writing your training plan for a Kronos Workforce Central implementation. In this article, we will review the remaining sections that should be included in your master Kronos training document.
Once the detailed information is provided, it is time to pull out the information for different points of view. The focus in the next few sections will be on users and deliverables. The user section will focus on each user group, noting what training events they will attend, when and where. A clear list of tasks each user group should understand how to do after the training should be listed here. There should also be a note of all deliverables each user group will receive; be it before the Kronos training, during the training event, or post-training. The advantage here is that managers of each of the noted groups can review and approve just what the students need so they get exactly the right stuff.
The deliverable section identifies each deliverable, it's purpose, the Kronos training event(s) it will be attached to, and users (noted by user group) that will receive the it.
The next two sections of the document are possibly the most important. First, all risks to the project should be listed. Detail AND clarity are key here. 
One or two sentences for each risk should be included. Note the risk, its significance, and the specific areas involved (i.e. IT, Human Resources, Time Constraints) and some detail. Don't limit yourself here, if anything may risk the process clearly identify it.
Open items should be next. 
Identify anything unfinished. Questions that need answers, processes that need completion, pieces that don't fit or positions that need filling should be listed. Note the item, the specific areas involved and some detail. Just as with the key risks, keep these to a sentence or two.
Costing should be the next section. 
If a training vendor is being used, then dollars should be noted, if this is an internal project, hours. Your best bet is to note each training event and estimate the time to develop any deliverables provided for the course, as well as any other deliverables that will be included for pre-training or post-training. Any other deliverables, such as post-training assessments or change management deliverables should be included as well.
Finally, your appendix. Anything that wasn't possibly detailed in the document should be listed here. Some common ideas are as follows:
- IT requirements - Note any assistance necessary for the Kronos training implementation. Include network requirements, PC and other hardware requirements, and perhaps help desk assistance.
- Logistical information - Note what training rooms are necessary and when. Note the times,dates and locations for all the Kronos training events. Remember to record all training events, formal or informal.
- Detailed list of tasks in each deliverable -Pretty self explanatory. In the main document, you note the tasks that each user group is required to learn, note where it is presented here.
- Calendar and/or Timeline - The timeline and dates were mentioned above; probably in several different sections. It is a GREAT idea to put it all in one place here. Note all regular meetings for the training implementation. Include any beta trainings, as well as the training dates and the delivery dates for all deliverables to be provided.
Yes it will be a large document. It might not match your Kronos WFC implementation document (Business Requirements), but it will be big. The more detail the better. Remember to be clear and be detailed. As your math teachers used to say: Show Your Work! Until next time, good luck with your Kronos training implementation.
Kronos WFC v6.1 introduced the concept of "Cascading Pay Codes." And actually the logic of cascading pay codes was introduced a few versions back as a part of the Leave module -- the idea had so many possibilities that Kronos incorporated it into the main module of WTK.
What is a cascading pay code?
It is a "dummy" pay code that can be put on a schedule or a timecard that does not make it to the totals. Instead, it will default in an assigned pay code that will drain an accrual balance (like vacation or PTO) before "cascading" to a different pay code to drain a different accrual balance.
Convoluted description, I know. What do you do with it? Well here are two neat ideas that I have talked about with fellow customers who are just starting to creative with them.
1. Use it to schedule PTO.OK, that may not sound like a very creative idea -- kind of what it was built for -- but let me tell you WHY it solves so many problems for you!
If you have earned/accrued time off based on hours worked, like so many healthcare systems do (think "PTO"), you have always struggled in the past on how to let employees schedule PTO out into the future when they haven't worked enough yet to build up their PTO balance. Of course you don't want their PTO balance to go negative, but you also don't want to keep them from scheduling next year's two week long Memorial Day vacation just because they only have 40 hours of PTO right now. So what to do?
In the past, you had two primary choices: Schedule a non-paying pay code that was not associated with their PTO balance as an indicator to your managers to put PTO on their timecard/schedule when the pay period with the vacation finally rolled around, assuming the employee had enough PTO. I like to call that method "double entry." Alternatively, you let them schedule PTO way out in the future, but had to turn off the system check that kept them going negative in their PTO bucket and hope your process checks & balances caught it before it got paid. The "hope & pray" method.
So now with a cascading pay code, you can schedule that cascading pay code out into the future and be confident that when the vacation week rolls around, the employee will either get PTO or not, whichever is appropriate, as the cascading pay code figures out which pay code to apply to the timecard.
2. Encourage exempt swiping policy.
Let's say that you, like many other Kronos customers, have a policy that requires your exempt employees to punch once a day to indicate that they worked that day. Odds are, you generate their daily pay with a shift guarantee or some other similar configuration. And, odds also are, your managers do lots of timecard edits to fix exempt timecards because your exempts don't always remember to punch.
So, one possible solution to encourage compliance is to use cascading pay codes. Here's how:
Create a new cascading pay code called "Exempt Hours" and put it on exempt employee's schedules with 8 hours a day, or whatever is appropriate for that employee. Configure the exempt pay rule such that it will pay from schedule and apply the pay code when the employee doesn't swipe. Configure the new cascading pay code to take hours out of the vacation/PTO bucket. Schedule the new cascading pay code for all exempts.
Now, if an exempt employee "forgets" to swipe, the Kronos system automatically assumes that it must be a vacation day and decrements the vacation balance appropriately. The employee still gets paid consistently (thus helping with DOL compliance for exempts) and they have a little extra motivation to remember to punch. Of course it can always be corrected and changed Regular time, but by defaulting the system to assume vacation, it helps make corrections truly be the exception!
So there are a couple of creative suggestions for using cascading pay codes. I'm sure there are more out there. Have a good one? Put in the comments below!
The information has been gathered and a Training overview document has been started. In this installation of our Kronos Training Zen blog series, we will complete the discussion about the creation of the training plan document; specifically, sections that should be included and the data each section should contain.
Every document has to start with a beginning. The Introduction and Overview is just that. Only a sentence or two should be dedicated to each topic below:
- Introduce the training plan as part of the overall implementation.
- Note the dates and locations of fact finding and discovery sessions that have taken place, as well as who took part in these sessions.
- Provide a brief timeline of the training plan and how it fits within the time constraints of the overall implementation
- Incorporate a sentence or two describing the goals of the training plan.
As we all know, with most implementations there is an executive sponser. The time constraints on the sponser often mean that their time is limited. Basically, they are busy. That's probably why they get the comfy chair! 
With this in mind, an Executive Summary should be presented early in your documented training plan and incorporate more information than the first section. Outline the project here; not all of the training events, course deliverables and groups to be trained. Incorporate project costs as well. Remember that the detail is not necessary here. Again, think overview.
The next area to cover is the training plan itself. This is a detailed description of the training from start to finish. Often the best way to present this information is in an outline format. This really helps keep things clear when reading, and referencing. Keep this outline in chronological order, showing each training course, the number of events required, the number of attendees, where and when the courses will take place and what deliverables will be included. Include all pre and post training as well. Build in change management deliverables and processes, pre and post assessments and any other initiatives in the plan. The remainder of the document is simply a reflection of the information listed here. In the next installment, the rest of the suggested sections will be discussed.
I'm in a meeting with a local organization the other day and in response to some questions about this topic I say "Check the blog! I'm sure something is there..." So I check this morning and after pulling my foot out of my mouth I realize I have to get something up here. I said, so it has to be!
These configuration options in Kronos Timekeeper / ADP eTime determine how people get PAID and how ATTENDANCE is tracked.
Exceptions are flags that alert Supervisors when
employees work outside of their assigned shifts. Exceptions serve no other function
and they only work with accurate schedules in the system. They appear in the
Timecard Editor, outlined in red. and also on reports. They indicate missed
punches, absences, late punches, and so on.
Rounding rules ensure that pay rules are applied consistently
to a group of employees. (Some think that rounding also makes payroll
processing more efficient because rounded punches are easier to interpret than real-time 
punches. Others believe in not using rounding and pay minute to
minute.)
Rounding is defined using a round and a grace. The round divides an
hour into equal increments of time. The grace is the increment after which
the punch is rounded forward to the next round increment. You can use interval
rounding or punch rounding. Interval rounding rounds the time between an
in-punch and an out-punch. Punch rounding rounds the in-punch and the
out-punch.
One needs to decide how to handle this and it's often buried using different terms in the policy manuals. Don't be stuck by those though, implementation of Kronos is a great time to review what's really best for the organization. So often I find that the lack of understanding of this simple topic leads to inaccurate configuration and sometimes pay. With this in mind, please consider separating, first in your mind,
Pay from Attendance...
Chris Flanders adds a helpful note from a scheduling perspective...
"If you use rounding rules but do not keep your advanced scheduler start & end times on quarter hour increments, the schedule start/end times will OVERRIDE the rounding at the timecard. For example, if an employee is scheduled to start at 7:00am and punches in at 6:55am, the punch will be rounded to 7:00am. But if the scheduled start time is 6:55am just like the punch, the punch won't be rounded! The scheduled start time overrides the rounding rule."
When you are building a schedule for an employee, it is often common that an employee will do multiple things during that period of time while they are working. For example (using hospital schedules), a nurse may spend the morning precepting another employee and the afternoon floating to another unit. Both of those are schedule transfers.
Or a nurse may work a 12-hour shift and then spend the next 12 hours on call. All of these are important to put on the schedule for coverage and tracking purposes.
But when you have a schedule-centric approach, where all the schedule data should also feed Timekeeper to drive payroll, you want to make sure those shifts and segments go in correctly to pay correctly as well as show coverage, etc. correctly.
Kronos Schedules module has shifts and shift segments (which are, intuitively, partial segments of a single shift). What's the best way to put in schedules? Always use separate shifts? Always use a single shift with multiple segments? A mix - and if so, how do you know which to use?
A good rule of thumb is to use a single shift with multiple shift segments when the employee could punch in once at the beginning of the shift and once out at the end.
Use a separate shift if there is some worked time that the employee does not record punches for.
So, in the examples above:
When an employee is precepting (i.e. work rule) for one period of time and then floating for the rest of the shift (i.e. job transfer), then PUT IT ALL IN A SINGLE SHIFT. Employee clocks in at the beginning of the day and out at the end of day and all the transfers are applied for both the schedule and the timecard.
When an employee is working a shift and then goes on call (which implies going home - not punched in), then PUT IT IN TWO SEPARATE SHIFTS. Employee clocks out and goes home and the schedule still shows coverage without trying to link the on call shift back to the first worked shift.
Of course you always want to test every scenario in your test environment to make sure it pays the way you expect, but thinking of it in terms of the simple rule of thumb will help your schedulers know when to use a single shift with multiple segments and when to use multiple shifts.