An operator described limiting use of a software tool because the company could not justify paying for people who would rarely open it. Another described the cost of extending access beyond leadership. Those are understandable decisions, but they leave out the employee who only needs to raise a problem.
That employee may also need to check a commitment or see what changed in a process. Their use is infrequent, but it can still be important to the business. If they cannot enter the problem themselves, someone else has to relay it.
Worker makes its core system free for the whole company, with no per-seat charge. That core covers goals, the weekly numbers on the Scorecard, to-dos, issues and the weekly meeting. Owners and operators can bring those employees into the same system.
The reason is practical. The people doing the work should have a direct way to take part in the routines that shape it. An owner or COO should be able to involve a branch or department without each extra seat creating another subscription decision.
Access is only the start. People also need to know what they are responsible for, which information matters to them and who will respond when they raise a problem. Someone affected by a process change needs to understand what changed and why.
Think about an employee outside the leadership team. How do they raise a recurring problem today? Who enters it, who decides what happens next and how does the employee find out?
Follow that route from start to finish. Free access removes the cost barrier. What matters next shows up in that employee’s week: they raise the problem themselves, see who owns it and hear what was decided.
