opensap sf1 week 1 presentation

7/23/2019 OpenSAP Sf1 Week 1 Presentation

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Week 1 Unit 1: Defining Hu

Capital Management


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2015 SAP SE or an SAP affiliate company. All rights reserved.

ADMINISTRATIVE HR

Personnel management

Fulfilling employment contracts

(payroll, benefits, compliance)

Efficiency and risk avoidance

STRATEGIC HR

Talent management Having the right people doing

right things in the right way

Transformation and executio

Employing people to support the business

Defining Human Capital ManagementThe two sides of HCM: Administrative and Strategic Human Resource


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StrategyFiguring out what needs to be done1

23

Assets

Securing resources that make it possible

HCM

Getting people to do it

Defining Human Capital ManagementWhat makes a business successful?


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Structured

Interviews

Performance

Management

Exit & Stay

Interviews

Engagement

Surveys

Job Rotat

Training

Systems

360 Degree

Feedback Career Planning

Mentor

Programs

Action

Learning

Volu

Prog

Onboardin

Programs

Workforce

Analytics

Job

Descriptions

Broad Banding

Suc

Man

Wellness

Programs

Virtual Work

Referral

Programs

ATS

EEOC

Strengths

DeTeam BuildingSix Sigma

Defining Human Capital ManagementHundreds of processes can be thought of as HCM


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Who you are How you act What you

Right People

Matching attributes to jobdemands

Right Way

Providing performancefeedback

Right Focusing

Right Development

Exposure to new

experiences

Attributes

(skills, aptitudes,

interests)

Competencies

(behaviors)

Go

(outc

accomp

Create learning opportunities

Defining Human Capital ManagementStrategic HCM is really just four things




Right People

Staffing, promotions,workforce planning

Right Way

Performance management,coaching, merit pay

Right

Goal managecompe

Right Development

Learning, career planning,

leadership development

Attributes

(skills, aptitudes,

interests)

Go

(outc

accomp

Create learning opportunities

Competencies

(behaviors)

Defining Human Capital ManagementHow the 4Rs map onto common HR terminology



Defining Human Capital ManagementMapping the 4Rs to the other course modules

Course Topics Weeks 2 - 4Have the Right

People

Focus on the

Right Things

Do things the

Right Way

Getting Started with

SuccessFactors

Recruiting,

Workforce Planning

Perform, Reward, and Learn Skills Certification Goal Alignment PerformanceManagement

At the Core Payroll & Base Pay

Employee Central,

Analytics

Variable Pay

Analytics

Merit Pay

Analytics



Linking HR processes to business goals

Creating an integrated talent management strategy

Designing HR processes for the unique needs and

culture of your organization

HR process deployment and adoption

Defining Human Capital ManagementGuide

A guide for designing strategic human resource methods to support

the unique needs of YOUR company


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Thank you

Contact information:

[email protected]



2015 SAP SE or an SAP affiliate company. All rights

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an S

SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAcompany) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epxfor additional tradema

Some software products marketed by SAP SE and its distributors contain proprietary software components of other software vendors.

National product specifications may vary.

These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of a

affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP SE or SAP affiliate cservices are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein sho

constituting an additional warranty.

In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related

or release any functionality mentioned therein. This document, or any related presentation, and SAP SEs or its affiliated companies strategydevelopments, products, and/or platform directions and functionality are all subject to change and may be changed by SAP SE or its affiliated

for any reason without notice. The information in this document is not a commitment, promise, or legal obligation to deliver any material, cod

looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Reade

undue reliance on these forward-looking statements, which speak only as of their dates, and they should not be relied upon in making purcha
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Week 1 Unit 2: Integrating

Processes


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Right Development


leadership developmentCreate learning opportunities

Integrating HR ProcessesThe 4Rs of Strategic Human Resources


Right People

Staffing, promotions,workforce planning

Right Way

Performance management,coaching, merit pay

Right

Goal managecompe

Attributes

(skills, aptitudes

interests)

Go

(outco

accompl

Competencies

(behaviors)


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Integrating HR ProcessesIntegrate HR processes to maximize Impact
http://www.canstockphoto.com/translucent-pyramid-1729422.html


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Talent

Pipelines

Individual

Development PlansFilling

Open Positions

Selecting

High Performers

Targeted Development/

Replacement Planning

Building

Talent Pools

Business-Driven

Development

Talent

Forecasts

Siloed

Integrated

Career

Paths

Integrating HR ProcessesIntegration enables higher levels of process maturity


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What have employees

contributed?

GoalSetting

GoalReview

GoalReview

GoalReview

GoalReview

Link workforce management steps and decis

Career

Development

PerformanceCoaching

PerformanceCoaching

PerformanceReview

PerformanceCoaching

PerformanceCoaching

PerformanceAssessment

Where should employees focus development energy?

Learning &

Development

Investments

Succession

Planning

How are

employees

doing?

How can employ

be more effecti

Staffing Decisions

Compensation

Workforce

Planning

How should the company utilize its

workforce resources?

Workforce

Budgeting

Who are the high

performers?

What do

people need to

accomplish?

Integrating HR ProcessesLink workforce management steps and decisions


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Integrating HR ProcessesDifferent HR methods should enhance each other

1. What jobs do we want employees to prepare for?

2. Who can help employees develop their careers?

3. What developmental insights will support more effective coaching?

4. What training will help employees address developmental needs?

5. What training do people need to transition to new roles?

6. How can we help leaders move into new positions?

7. What training will build the talent we need for future jobs?

8. What competencies do we need to assess and build in future leaders?

9. What coaching & mentoring will help develop future leaders?

10. What are the career paths for new employees?11. What training will help employees get to the next level in their jobs?

12. What insights will help employees improve their performance?

13. What relationships will help new employees succeed?

14. How can we augment coaching with formal learning & vice versa?

15. What things do employees need to be aware of as they move into new roles?

Integration pointsSuccession

Management

360 Surveys

Learning Management

Onboarding

4

68

5

7 9

15


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Integrating HR ProcessesIf your HR department is divided then your HR process will be too

Many HR organizations function in silos

No single unified HR team

Each department responsible for its own tools and

technology

Little reward or incentive for collaboration across

functions

Integrated HR methods require integrated HR

leadership teams

Does your HR department have an integrated vision

and roadmap for its HR strategy?

Do different HR leaders regularly discuss how they

can align their efforts? The only thing that integrates ou

are the employees that have to


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Thank you


[email protected]


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SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SA

company) in Germany and other countries. Please see http://global12.sap.com/corporate-en/legal/copyright/index.epxfor additional tradema




affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP SE or SAP affiliate c

services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein sho








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Week 1 Unit 3a: HR in a Wo

of Accelerating Change


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Strategy

Figuring out what needs to be done1

23

Assets

Securing resources needed to make it possible

Execution

Getting people to do it

HR in a World of Accelerating ChangeWhat makes a business successful?

Strategic HR has become critical to business success


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HR in a World of Accelerating ChangeBusinesses are facing unprecedented changes

An emerging

middle class

growing to

5 billion

1 billion

people in

social

networks

15 billion

Web-

enabled

devices by

2013

Data

doubling

every 18

months

New,

disruptive

business

models

Changingworkforce

demographics

Massive

increases in

contractor

employment


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HR in a World of Accelerating ChangeOne thing has stayed constant

The fundamental psychologyand capabilities of people

remain relatively stable over

time and across different

environments.

People do not evolve as fastas technology or transform as

quickly as business markets.


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HR in a World of Accelerating ChangeFear of change

People dont fear change, they fear punishment

associated with change:

Uncertainty

Loss of control

Inability to adapt

HR i W ld f A l i Ch


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Change is enjoyable when you have the right

people working together with a positive sense of

purpose

HR in a World of Accelerating ChangeChange can be enjoyable

HR i W ld f A l ti Ch


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HR in a World of Accelerating ChangeEmployee engagement and performance starts with respect

If I give you my time and knowledge, the least you

can do is:

Tell me what you want me to do, explain why it

matters, and how it supports me

Give me the resources needed to do it

Fairly evaluate, recognize, and reward me

based on my contributions


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Thank you


[email protected]


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Week 1 Unit 3b: HR in a Wo

of Chronic Skills Shortage

HR in a World of Chronic Skills Shortage


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HR in a World of Chronic Skills ShortageWhy do companies need to change how they manage people?

Who you are How you act What y

Right People

Staffing, promotions,

workforce planning

Right Way

Performance management,

coaching, merit pay

Righ

Goal mana

com

Right Development


leadership development

Attributes

(skills, aptitudes, interests)Competencies (behaviors)

G

(out

accom

Create learning oppo rtuni t ies



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Technology eliminates semi-skilled routine jobs and

creates two distinct labor markets: skilled vs. unskilled

There is a growing shortage of

particularly experienc

Meister & Willyerd

HR in a World of Chronic Skills ShortageWorkforce is increasingly segmented into skilled vs. unskilled labor m



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HR in a World of Chronic Skills ShortageSkills demand and supply

Skilled

Labor Supply

Fewer people born in the 70s and

80s Training/education has not kept

pace with skills demand

Technologycreates bigger skilled

vs. unskilled work gap

Demand

For Skills

Technology creates morecomplex skilled jobs

Economic growth creates need

for skilled jobs

Globalizationcreates more

opportunities for skilled people



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HR in a World of Chronic Skills ShortageDo these findings generalize to the rest of the world?

Source: McKinsey Global Institute analysis



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How the year you were born affects work

Job interests change based on career stages What you are willing and able to do often changes as you get older

Past experiences influence future expectations

What doesnt change based on date of birth

What we fundamentally want from work

Fair treatment, rewarding work, employment security, work-life balance

How we expect to be treated

Tell me what you need me to do and explain why it matters

Give me the resources required to do it

Recognize and reward me based on my contributions

HR in a World of Chronic Skills ShortageAre millennials different or just younger?



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US Bureau of Labor Statistics

% of voluntary quits

HR in a World of Chronic Skills ShortageVoluntary quits

What we want from jobs may not change,

but tolerance for jobs that dont give uswhat we want does.

People are more likely to quit when they

know there are more jobs available.



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55+ 44-54 35-44 25

0

5

10

15

20

25

30

2020 projected age % Companies must aggressively hire,

develop, and engage skilled employees at

all ages to meet talent needs.

Companies can no longer tolerate loss of

employees due to bad management

practices.

HR in a World of Chronic Skills ShortageEmployers require skilled employees at all ages


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Thank you


[email protected]

2015 SAP SE SAP ffili t All i ht


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or release any functionality mentioned therein. This document, or any related presentation, and SAP SEs or its affiliated companies strategy

developments, products, and/or platform directions and functionality are all subject to change and may be changed by SAP SE or its affiliated




W k 1 U it 4 Li ki HR


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Week 1 Unit 4: Linking HR

Specific Business Needs

Linking HR to Specific Business Needs


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Line manager reacting to a new HR initiative

Who

a c

This has nothing

to do with my jobWhy am I here?

g pConnecting HR to what business leaders care about



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Bus

Str

Wor

Impli

HR Pr

What commitments have we made to our shareholders?

How are we going to drive profit and growth going forward?

What people will we need in the future that we dont have now?

What will people have to do in the future that they arent doing now?

How will this require changing how we: Recruit, staff & retain the right people

Align people on the right things

Ensure people do things the right way

Provide the right development to build capabilities for tomorrow

g pWhat got the company here will not get it to where it needs to be in the



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Alignment

Are people focusing on thethings that matter for delivering

our strategy?

Productivity

Are people doing what weasked them to do?

EfficiencyAre we optimizing our

investment in people?

SustainabilityAre we at risk of losing key

performers? Can we maintain

current performance levels?

ScalabilityDo we have processes to

ensure a steady supply of the

talent needed to execute our

strategies?

Governance(Security & Compliance)

Is anyone doing things that are

creating significant liabilities for

our business?

g pThe primary workforce changes created through HR processes



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g pUsing HR processes to drive strategy execution

HR ProcessesRight People, Right Things

Right Way, Right Development

Workforce Changes

AlignmentAre people focusing on thethings that matter for delivering

our strategy?

ProductivityAre people doing what we askedthem to do?

EfficiencyAre we optimizing our

investment in people?

SustainabilityAre we at risk of losing key

performers? Can we maintain

current performance levels?

ScalabilityDo we have processes toensure a steady supply of the

talent needed to execute our

strategies?

Governance (Security& Compliance)Is anyone doing things that are

creating significant liabilities for

our business?

http://www.canstockphoto.com/translucent-pyramid-1729422.html


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Right People Right Way Right Things RigDevelop

Alignment

Productivity

Efficiency

Sustainability

Scalability

Security/

Compliance

Focus on HR processes that matter most


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Thank you


[email protected]

2015 SAP SE or an SAP affiliate company All rights


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developments, products, and/or platform directions and functionality are all subject to change and may be changed by SAP SE or its affiliatedfor any reason without notice. The information in this document is not a commitment, promise, or legal obligation to deliver any material, cod



Week 1 Unit 5: The Impact


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Week 1 Unit 5: The Impact

Technology on HR Method

The Impact of Technology on HR Methods


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Technology is transforming the world of human resources

70s & 80s

Era of personnel

administration

80s & 90s

Creation of

HRIS platforms

90s & 00s

Rise of talent

management

2

D

inH

The Impact of Technology on HR MethodsF d t l f ti hi h f i kf


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Hire the right people

Focus them on the right things

Give feedback so they do things the right way

Provide experiences creating the right develo

People dont ch

quickly as HR t

Fundamentals for creating a high-performing workforce

The Impact of Technology on HR MethodsT h l t i t th t h li it d HR f d d


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Technology removes constraints that have limited HR for decades

The Impact of Technology on HR MethodsR thi k HR l i t t h l


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Rethink HR processes leveraging current technology

What do QWERTY keyboards,

resumes, and traditionalperformance appraisals have in

common?

Answer: they would never have

been created if their inventors hadaccess to modern technology

The Impact of Technology on HR MethodsTechnolog is to Strategic HR hat GPS technolog is to map making


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Technology is to Strategic HR what GPS technology is to map-making

Putting knowledge in the handsof decision makers in a manner

that influences ongoing

decisions and actions

The Impact of Technology on HR MethodsTechnology alone is not enough


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Technology alone is not enough

Technology alone is not enough; youalso have to use it correctly

Process design

End user training

System adoption


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Thank you


[email protected]



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Week 1 Unit 6: Deploying


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Week 1 Unit 6: Deploying

Technology-Enabled HR

Methods

Deploying Technology-Enabled HR MethodsStages of HR technology implementation


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Stages of HR technology implementation

Manual

Automated

Transformative

Undefined

Integrated

The automat

Avoiding the automation trap requires

Effective process design

Clear change management

Adequate end user training

Leadership support to drive process

adoption

Deploying Technology-Enabled HR MethodsEffective process design is about good design decisions


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Effective process design is about good design decisions

Look to other companies for inspiration, not duplication

Remember the business reasons driving the change Why are you changing the methods used to get the right peoplein

the right jobs doing the right thingsthe right waywhile providing

them with the right development?

Focus on function over fashion

What makes the most sense may not be the most popular or the

easiest to implement

Tailor processes where it matters, but borrow from existing

processes and technology configurations when it doesnt

Deploying Technology-Enabled HR MethodsBe candid about changes


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Be candid about changes

Stakeholders

Employees

Managers

Senior Leaders

Human Resources

Changes: What must they do in the future that they may not do n

Benefits: How will this change help them achieve their goals?

Challenges: Why will they resist this change?

Enablers: What resources and incentives do they need to accep

Be extremely candid about what people will have to do differently, what they will like

dislike.

Deploying Technology-Enabled HR MethodsMake the change visible and tangible!


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Make the change visible and tangible!

HCM Process HCM Objective Defining the Actual Change (examples)

Right People Hire Top Talent All candidates will be interviewed by at least 3 people structured interview guides built around key job compet

Right WayPay for Performance

The merit increases of top performing employees will be

two times larger than those for solid performers.

Right Things Increase Alignment All employees and leaders will have goals that are pubvisible to all other employees.

Right

Development Create a Learning CultureManagers will be rewarded based on promoting high per

talent to other parts of the organization

Deploying Technology-Enabled HR MethodsMake sure people have the skills to do what you want them to do


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Make sure people have the skills to do what you want them to do

But I try to avoid

these difficult

conversations!

Deploying Technology-Enabled HR MethodsFocus on leadership behavior not leadership support


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p p pp

LEAST EFFECTIVE

MOST

Visibly Promoting

ENDORSING

Maintaining

Accountability

ENFORCING

Role M

EXHIB


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Thank you


[email protected]



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