human&resource&management&ins1tute& … · oracle"hcmcloud"(fusion)"...

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Human Resource Management Ins1tute

Naviga1ng HR Technologies Tony Daws [email protected]

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•  Modernizing HR – Driving Forces

•  Ge@ng Beyond the Adminis1via

•  Unlocking the Value of HR Technology

Discussion Guide

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What’s In It For You?

As a result of this session, you should be able to:

•  Iden1fy necessary components/data that HR should be tracking

•  Compare/contrast examples of available systems

•  Recognize cri1cal dashboard items

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•  Founded in 1996 •  New breed management consul:ng firm •  Customer sa:sfac:on is our prime measurement of success •  100% employee owned •  Texas corpora:on – over 70% of consultants in Texas •  Unrivaled collabora:ve style

Public Sector clients include:

Who We Are

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Discussion Guide

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Forces Driving Change

§  Cost reductions mean we must do more with less §  Decreased rewards/benefits flexibility and budgets

§  Globalization is changing workforce management §  Increased regulation affecting ability to deliver

§  Legacy imbalances resulting from downsizing §  Generational challenges and new labor pipelines

§  Our degrees of freedom and levels of social responsibility will be greatly impacted

§  Trust and connection to the Agency have changed §  Attitude shift toward success, rewards, work §  The traditional “safety net” has been weakened

DEMAND SAVINGS but not like before

GROWTH WILL BE TOUGHER

many moving pieces

MANAGING EMPLOYEE DEMOGRAPHICS

more complex

NEW SOCIAL POLICY AGENDAS

strong impact

THE EMPLOYMENT DEAL is being tested

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The Legacy Perspec1ve

Delivering HR Programs Improving Decision-‐making

Modern HR

HR is Changing

A Cost to minimize (necessary evil)

A Differen1ator to invest in (essen,al ,pping point)

Management “Police” Management’s Trusted Adviser

Metrics: •  Process Efficiency •  Compliance •  Cycle Time

Metrics: •  Business Impact •  Risk Mi1ga1on •  Quality of Outcomes

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Foreshadowing: Equipping Modern HR

Anecdotes

Reactive checks

Models & Forecasting

Correlations

Benchmarks

On-going reports

Causation

Data

Information

Insights

Predictions

Stories

Advances in information technology and analytic methods are making it

possible for organizations to manage investments in human capital

in a way that can have a measurable impact on performance outcomes.

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Discussion Guide

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Engagement & Morale

•  Reclassifica1on of employees ahead of the ACA employer mandate, crea1ng anxiety about total hours, wages and perceived value.

•  Skep1cism about the reasons behind policy changes or the company’s response to new requirements.

•  Fewer staff dedicated to managing compliance, promp1ng fears that employees will receive fewer communica1ons and be lec ‘in the dark’ about changes.

•  Regula1ons require more aeen1on to detail and addi1onal staffing to administer.

•  Federal laws are par1cularly difficult because of how frequently they can change.

•  The scope of labor regula1ons is expanding, with respondents ci1ng the new health care regula1ons and developments in benefits assignments for same-‐sex couples.

Paperwork Pile-‐on

The Compliance Workload

Source: The Workforce Management Trend Survey (2013)

Key: ever–more-‐complicated prac:ce of leave management and the daun:ng task of preparing for the ACA’s employer mandate.

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Mainframe

Client / Server

SOA

Frictionless

Used in Phase 3

HR Technology Maturity Journey

Where we are now

•  70’s / 80’s •  Financials-‐focused •  “Back Office” •  HR Admin

•  90’s •  Enterprise-‐focused (c/o PeopleSo;)

•  “Decision Making” •  Self-‐Service

(Service Oriented Architecture) •  00’s •  Talent Focused (rapid market shi;s c/o Big 3)

•  “Integra1on Complexity” (ERP & BI & HRMS & TM)

•  Business Impact

•  Mobile / Cloud •  “WF Experience” •  The Data

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Mobile Technologies •  Mobile-‐enabled Process Adop:on Grew

from 6% in 2012 to 10% in 2013 (up 67%) •  Recrui:ng Processes (for Recrui:ng Staff)

Con:nue as Leading Mobile-‐enabled Process

Social Media •  Collabora:on (e.g., Jive), Linked In, Facebook, Twi]er •  Overall Adop:on of Social-‐enabled Processes Increased

from 6% in 2012 to 9% in 2013 (up 50%) •  Recrui:ng Processes Con:nue as Most Highly Adopted

Big Data •  12% Adop:on (Up from 7% in 2012). •  Only 18% Report They are Unfamiliar (Down from 41% in 2012).

Game Changers

Source: CedarCrestone 2013 HR Technology Survey

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So, What is HR Technology …

… Administrative the core HR management system, payroll & benefits administration

… Labor Management time reporting, absence

management, labor scheduling & labor

budgeting

… Talent Management recruiting, learning, performance, compensation, succession planning & career development

… Workforce Intelligence applications that provide reports and dashboards, middleware, analytics &

workforce planning

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Adop1on of the HRMS Technologies?

HR Technology – Vendor Outlook Tech Vendor Today In 12 Months

Oracle PeopleSoa 29% 26%

ADP 19% 18%

SAP 11% 12%

Ul:mate 11% 12%

Kronos 11% 12%

Infor/Lawson 10% 10%

Oracle (EBS) 6% 5%

Workday 5% 12%

Ceridian HR 5% 4%

SuccessFactors / EmployeeCentral

4% 6%

SumTotal / Soascape 2% 2%

Oracle HCM Cloud (Fusion) 1% 4%

Ceridian Dayforce HCM 1% 2% Source: CedarCrestone 2013 HR Technology Survey

Why?

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•  The TM marketplace is changing fast

•  Acquisi1ons are occurring frequently

•  Back-‐to-‐basics: Your Requirements!

Magic Quadrant – Talent Management

Source: Gartner Group

Challengers Leaders

Niche Players Visionaries

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•  Horserace – Big Three •  Workday, Oracle and SAP ba]le to be the HCM provider •  SaaS and in The Cloud is the direc:on •  Older on-‐premise systems will not be re:red quickly; at :pping point

•  Almost ¼ will consider a change -‐ switching plaporms is painful

Talent Management Adop1on

Tech Vendor Today In 12 Months

Oracle PeopleSoa/Taleo/HCM Cloud/EBS 43% 41%

SAP/SuccessFactors/Plateau 25% 29%

Cornerstone OnDemand 9% 9%

Workday 5% 12%

Silkroad 5% 6%

Peoplefluent 5% 4%

Ul:mate Soaware 4% 5%

Other 39% 39%


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Integra1on Dilemma •  A lack of integra1on is why most organiza1ons can’t produce data

for decision making for managers! •  Single point solu1ons make it more difficult to integrate and will

require custom solu1ons to achieve process-‐level integra1on. •  Consider integra1ng through a single point – the core HRMS.

Integrate TM on Core HRMS •  Top Performers = 77% •  Not Top Performers = 59%

Challenge to HR •  Focus has shiced to Technology-‐first! •  If Technology follows Process,

then What does Process follow?

HR Technology – Move up the Maturity Curve


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Discussion Guide

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1.   Standardize HR Work: Processes and HR Service delivery (centralize) 2.   Simplify Systems

•  For Systems, Go SaaS – makes it easier! •  Must include: Talent Management and Workforce Intelligence

3.   Untangle the Systems •  Integrate data between HR Technologies—easiest way

is to employ integrated talent management (on the same plalorm as HRMS)

4.   Power the Decision Making: Managers making decisions – workforce intelligence tools

5.   Get Ready for the New Game •  Self-‐Service / Direct Access (user experience) •  Go with social tools (collabora:on and employee engagement) •  Anywhere / Any:me (mobile access to HR processes and data)

6.   Start Smart: Results leadership wants, and how HR enables them! 7.   Adop1on is essen1al: IF you want people to use it!

Keys to Unlocking

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Borrowing from SHRM: 1.   Use new technology as an opportunity to change HR. 2.   Make employees self-‐reliant for HR services. 3.   Communicate with employees when monitoring performance. 4.   Use more data to get more answers. 5.   Pay aeen1on to appearance and func1onality.

Unlocking the Value of HR Technologies

Single Vendor “Best of Breed” Outsource

Source: SHRM Foundation Executive Briefing Leveraging HR Technology for Competitive Advantage

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Pipalls of HR Technology

•  Empowering Management Decision Making •  HR is moved out of tradi:onal role; new way to engage?

•  HR skills and roles •  Game Changers (Social, Mobile, etc.) •  Who knows about HR Technology?

•  Workforce Data Scien:st •  HR Technology Architect

•  Pressure to Install, Faster •  Start Smart •  Requirements Driven •  Technology = Automate Process

•  Workforce Tech-‐Phobia / Skills

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•  Iden1fy necessary components/data that HR should be tracking

•  Recognize cri1cal dashboard items

Discussion Guide

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•  Facing “oceans of data“ about talent and your workforce •  Ocen lack the ability to analyze and draw insights from it •  Talent impera1ves are more cri1cal than ever; compe11ve landscape

Interes1ng & Useful – Workforce Intelligence

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•  Challenge to stay out of the ‘weeds’ and avoid typical pipalls •  Need to understand where you are today & line-‐of-‐sight on future •  A structured approach will help to get it right, the first 1me

(i.e., this kind of opportunity comes along once in a career)

Char1ng the Course

Identify the greatest sources of pain for immediate attention and prioritize longer-term issues 1

Create a plan that will guide your HR function and your service partners (e.g., IT, Finance, etc.) 2

Build an urgency for action within the HR function first and then throughout the organization as needed 3

Involve key players to connect the goals of the HR function to the goals of the Agency (business-minded) 4

Create a powerful story by framing the facts and ensure logic has compelling reasons for change 5

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If we build it …

1.   Frame the Game §  Connect-‐the-‐Dots

2.   Build Case for Change §  Data driven

3.   Navigate the Change §  Make common sense, more common

The Value Tree

Frame the Game

Build The Case for Change

Navigate the Change You asked for it …

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Step One: Frame the Game

Target Results

Pain & Gaps

Categories

Questions

Value Challenges

Describe at ‘root cause’ level in leadership’s vocabulary: •  Outsourcing of back office functions •  Technology implementation (e.g., ERP) •  Changing workforce demographics •  Cost Control

Tangible Outcomes Problems

Performance Measures Opportunity

Art of the Possible Burning Platform

Define tangible, quantifiable results, that are simple and straightforward: •  Project Milestones or

Deliverables •  Economic Impact (ROI) •  Customer Success

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What are the measures that maeer?

Step Two: Build the Case for Change

Example Target Results

Strategic & Environmental

•  Organization Health •  Agency Modernization •  Innovation & Growth

•  Process Results / Execution •  Operational Efficiency •  Enterprise Risk Reduction

•  Cost Savings •  Funding Portfolio •  Investing Wisely

•  Public Perception / Taxpayer Value •  (Internal) Customer Satisfaction •  Workforce Effectiveness

Productivity & Quality

Financial & Economic

Stakeholder Engagement

What are the measures that are tracked?

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Step Two: Build the Case for Change

Strategic & Environmental

Productivity & Quality

Financial & Economic

Stakeholder Engagement

Cultivate Innovation

Retain Top Performers

Improve Safety

Minimize Downtime

Optimize Margins

Money Trail Transparency

Improve District Satisfaction

Raise Workforce Engagement

Outcome Results

Performance Drivers

Workforce Implications

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Development & Mobility

Performance Management & Rewards

Workforce Engagement

Branding, Scou1ng & Recrui1ng

Selec1on & Promo1on

Branding, Scou1ng & Recrui1ng

Alumni Rela:ons

Talent Scou:ng

Recrui:ng

Employment Branding / EVP

Select & Promo1on

Competency Modeling

Pre-‐Employment Selec:on

Pipeline / Ladder Architecture

Promo:ons Decisions

Sense Corp’s Talent Management Cycle

Talent Management

Development & Mobility

On-‐Boarding, Learning & Development

Coaching & Mentoring

Succession Management

Assignment Matching / Moves

Performance Management & Reward

Performance Process

Compensa:on & Benefits

Career Development Planning

Workforce Engagement

Communica:ons & Feedback

Culture & Reten:on Strategies

Inclusion & Wellness

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•  It’s a story – in Your Leader’s Language

•  Collabora1ve approach is required •  If we build it … •  You asked for it …

•  Perfec1on does not exist •  Fact-‐based decision making

improves over 1me

•  HR Technologies •  Are to Automate Process •  Processes are to Deliver Strategy

Keep in Mind

The Value Tree

Frame the Game

Build The Case for Change

Navigate the Change

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Avoid Rollout Malprac1ce: Secret Sauce

U.S. ci1zens will be able to shop effec1vely on the new website by … ??? •  Defects? Errors? Misinforma,on? •  Need a clue about how socware development

and tes1ng actually works? •  How about results of who is enrolling

(a) old and sick, or (b) younger, healthier -‐-‐ needed to make the system work?

Adop1on of the ACA … •  N. Pelosi; Just approve it now, and we’ll give

you details later •  B. Obama; Your plan will not change

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Increasing success with a winning formula

1.   Enable – Prepare for the Journey

2.   Enroll – Involve the stakeholders

3.   Engage – Inform key audiences

4.   Equip – Increase readiness via learning

5.   Embed – Install new performance

Step Three: Navigate the Change

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Wrap-‐up

human&resource&management&ins1tute& … · oracle"hcmcloud"(fusion)"...

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