From Rocky Road to Smooth Sailing

Managing the Relationship Between HR and ITPatty Snider, Senior HCM ConsultantEmtec, Inc.

A Town Hall Forum

September 2015

Objectives Gain insight into how each team’s approach to work Share successful strategies and insights Learn how to manage, navigate, thrive and succeed in

working together on any project

Introduction – Patty Snider

Professional Summary Senior/Lead HCM consultant with 15 years

experience implementing, upgrading and using Oracle applications

Extensive experience on system analysis and design, configuration, conversion data, specification requirements, testing, project management and production support

Qualification Summary Specific areas of Oracle knowledge include HCM

Cloud Compensation, PeopleSoft HCM versions 8.x-9.x and PeopleSoft ELM versions 9.1 and 9.2. Specific HCM module expertise in Core HR, Benefits, Query, Employee and Manager Self-Service.

15+ years of HRIS experience as well as 7 years of HR Generalist experience.

Mobile: (708) 476-9165Email: patty.snider@emtecinc.com

Website: www.emtecinc.com

What reactions do you have when a new project is announced?

Key Observation

“Most software projects fail NOT because the technology is beyond our capabilities but because there were communications and misunderstandings”

Mark A. Herschberg, CTO, MadisonLogic

Source: ITWorld.com

Rocky Road: Preconceived Notions/Assumptions

HR: New technology is hard

HR: IT “guys” don’t understand how we work

HR: We’ve always done things this way – why do we have to change our process?

HR: It’s hard to communicate with the different IT team members

IT: Hard to understand their requirements

IT: HR people don’t understand how we work

IT: There is a lack of process documentation – “they don’t know their own processes!”

IT: It’s hard to communicate with the different HR team members

Stormy “Cs” of Misunderstanding

Control

Competency (or the (mis)perception of)

Competition

Conflict

Confusion

Getting to the “Smooth Sailing”

--Is not always easy, but with a little creativity, compromise and openness, a project between two diverse teams can be a truly collaborative effort.

--Throw away some of those preconceived notions!

--Keep an open mind to new ways and approaches

Let’s talk about Control . . . .

Types of control: Budget, Process, Solution, Resources

Budget: Usually pre-determined before a project starts, but each team member has an impact (and thus, a degree of control) over the budget

Process: Depends. For HR ERPs, the HR teams generally have control over the process based on regulatory considerations and history

Solution: The sticky wicket. In a perfect world, the functional team requiring the technical solution works in determining the technical solution. Sometimes, though, the solutions is pre-determined without collaboration and HR and IT teams need to make it work

Resources: Determining the correct resources and timing of those resources

Competency (and perceptions)

--IT and HR both have traditionally been seen as the non-glamorous, “boring” functions but technology has changed this. . .

HR as a true business partner – looking to create experiences and affect strategy, not just process transactions (the growth in talent acquisition and management for example)

IT is now more business savvy as technology has freed IT from more traditional support; IT seen as a backbone and central for connecting an organization internally and externally

Competency Misperceptions

Common misperceptions IT folks have of HR people:

1. HR people don’t understand the technology they want to use

2. HR people are too rigid and want every situation to be addressed (i.e. customizations) by a technology solution

3. HR people don’t want to partner with other groups because they are worried about data security

Competency Misperceptions

Common misperceptions HR folks have of IT people:

1. IT people are not good communicators – too technical in explanations, for example

2. IT people don’t understand the sensitivity of some of the information they ask for

3. IT people don’t understand HR business processes and always ask HR to change a process rather than make a system work for the HR existing process

Changing Perceptions

Understanding how each group approaches tasks* may help clear up misperceptions:

IT LOVES solving problems – it’s what they live for. Clearly state basic requirements, document it and solve for it. There is a definite structure. Problems are rooted in the here and now and are to be solved for. IT doesn’t like ambiguity or having to guess.

HR is a more visionary group, in general. Business functions imagine the entire experience, from beginning to end. Structures are more fluid. Problems are to be avoided. Visionary thinking is much more ambiguous and future-oriented

*From “Guide to Working with non-Geeks” by Paul Glen, Computerworld

How to help clear up misperceptionsSuggestion for HR Suggestion for IT

Try framing a business requirement in the form of a problem to be solved.

Explain issues using non-technical terminology or acronyms.

Get up to speed on some basic terminology/major systems already in use at your organization – company website, lunch and learns, YouTube videos, etc.

Look at the application as an end user would view it. Seek end user feedback if possible

Do not use “Hr-ese” in describing a process – terms like FLSA, EEO, and ADA mean a lot to HR but not much to those outside

Broaden your knowledge base outside of the IT organization where you can. Learn and think about how your work affect’s the company’s strategy

Stormy “Cs” - Competition

Business and IT could be competing against each other for:

Status within the organization – perceived or real

Budgets

Resources Technology/systems

People

Time

Riding out the Storm of Competition

Strong cross-functional executive sponsorship if it’s possible

Keep focused on the actual task at hand

Meet and work together frequently – invite the other team to meetings, workshops and trainings as appropriate – even if they don’t come, be inclusive

Over-communicate. Celebrate successes together

Practice common courtesy – you’ll be surprised how much this helps!

Stormy “Cs” - Conflict

Between groups

Within groups

Can involve individuals or entire groups

Can add risk to a project, especially to the timeline

Cases of strong conflict will require executive intervention/management

Riding out the Storm of Conflict

Keep focused on the actual task at hand; do your best to keep emotions out of it (easier said than done)

Try to make deliverables/outcomes/due dates as objective as possible

Ask questions about the other side’s point of view; practice good due diligence in understanding an opposite point of view

Again, be courteous; however, if bullying, name-calling or other offensive behavior occurs, it’s advisable to seek help from your manager or other leader

Stormy “Cs” - Confusion

Why are we doing this?

What is my role in this project? What are the other roles on this project?

How am I supposed to work on this project and do my “regular” job?

Riding out the Storm of Confusion

Ask early and ask often if any aspect of the project is not clear Who to ask? Executive sponsor, project manager, subject matter expert

(SME); your manager

When to ask? As soon as a question arises! In project meetings or one-on-one meetings. Don’t let it wait!

How to ask? Openly and honestly! Often, asking for an example is a good strategy

Consider developing FAQs as part of an overall communications strategy – there’s a very good chance you aren’t the only one with questions

No question is a dumb question – knowledge is powerful and can broaden the team’s credibility and skill level as well as your own

Stormy “Cs” to Smooth Sailing

From Control issues to Cross-Functional success

From Competency issues to Consistency and Contributions

From Competition to Collaboration

From Conflict to Co-existence

From Confusion to Clarity

Smooth Sailing . . . Keep an open mind and try to remain flexible – there’s

an excellent chance your work on a project will enhance your skill set, personal brand, and add new connections in your network

Remember the end goal is a successful project

Know your own frustration triggers and how to manage them

And finally . . . .Thanks for your participation today.

I hope you keep the conversations flowing at your organizations and here’s to your success

Resources

Computerworld, Guide to Working with non-geeks by Paul Glen – lots of helpful ideas from an IT perspective

“The Collaborative Organization” by Jacob Morgan. Highly recommended book with great insights into the future of how and where work is done

Jacob Morgan also has a website, thefutureorganization.com, which contains updated information, thought leadership and great podcasts for all groups