Ws Hrtech SuccessfulHRMSSSimplementations Final 002

8/3/2019 Ws Hrtech SuccessfulHRMSSSimplementations Final 002

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Successful HRMS & Self-ServiceImplementations & Upgrades

Brian McIntyre

President & CEO


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WorkStrategy Overview HR management and technology firm

Functional Specialization: HR process improvement,business case development, self-service design,

outsourcing alternatives, change management

Technical Specialization: vendor implementations,system integration and portal deployment

Fortune 1000 Mid-market experience

Verticals: manufacturing, healthcare, publishing &entertainment, legal, financial, utilities, etc.


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Agenda Evolving technology life cycle

Characteristics of a successful implementation/upgrade

Integrating process improvement

Setting executive expectations

Creating synergistic project teams

Building realistic implementation & upgrade plans

Assessing change management needs

Post implementation support


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Technology Life Cycle


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Workforce Intelligence

Findings:

Focus Area:

Issues & Concerns:

Cost Factor:

Getting There:

Getting Buy-in

Process Integration:

Business Case:

Foundations for Workforce Intelligence

Webster Buchanan Research 2004

Reporting capability should be assessed in the context of business process improvements. Targeted automation projects may

generate better management information as well as cost savings and efficiency gains.

The business case investment for improving reporting capability will ultimately rest on a combination of hard returns and a more

difficult, two-stage assessment of the potentialbenefits that better management information could help deliver.

Reporting & Analysis - Board-level concern. Most organizations believe they are NOT fully exploiting this capability.

Improving HCM reporting doesn't always require a prohibitively expensive outlay on technology - in most cases there are

practical ways to leverage existing technology and processes and supplement them with targeted purchases.

Organizations need to improve their HCM reporting regarding: employee retention and motivation, skills management, andremuneration. All three factors have an impact on organizational performance.

Raw data held in various disparate, stand alone IT systems or held manually are needed to provide sophisticated reporting.

Collaboration exercise involving senior management and a wide range of internal departments.

One way to gain participants' confidence is to focus on areas that generate the biggest tangible returns in the short-term before

tracking long-term strategic needs.


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Vendor Releases What to expect

When to upgrade or implement new modules

Determining cost vs. ROI

Integration issues

Competing projects and priorities

Involving vendor, consulting and internal resources

Leveraging user groups and other customers

Note: The upfront license fee is only 1 component of the Total Cost ofOwnership of software over a 3 to 5 year period which includes fees for

implementation, training support, maintenance, future upgrades and other

costs. Webster Buchanan 2004


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Implementation Characteristics HRIS core functions and secondary functionality

no longer phased deployment

includes contractual performance, risk sharing

Technology / sourcing adoption drivers HR survival

costs

new/changed HRM initiatives

obsolescence of services, software business model adjustments

Note: The best run technology implementation projects rely on specialistfunctional input. The level of upfront involvement might well determine how

many glitches crop up further down the road. Webster Buchanan 2004


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Is ROI Important? While many HRIS projects are not approved using ROI

alone, an ROI analysis should still be a component

Coupled with intangibles (employee satisfaction, etc.)

Smaller initiatives still require planning Most HRIS projects today must result in:

less resources to support

reduced hard dollar expenses

improved productivity

lower total cost of ownership

Even the smallest initiatives should track ROI


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Cost of Ownership

Total Cost of Ownership:

Implementation Costs:

Influencers:

Ongoing Costs:

Other Surprises:

Importance of Negotiation:

Good News:

Webster Buchanan 2004

Future Upgrades! Switching to a new platform can be as big as the original implementation. Themore customizations you have, the bigger the project.

It's NOT a waste of time. It's still a buyers market. This depends of the number of vendors you're

dealing with, how strategic your business is to them, and how desperate they are to meet theirquarterly quotas.

If you replace multiple, resource-hungry standalone applications with a single standardized

platform, your running costs could go down once you've absorbed the cost of the new application.

The Negotiation & Total Cost of Ownership Game

TCO is a means for calculating all technology, implementation, maintenance, training and support

costs over a 3 to 5 year period of time

Implementation is a great starting point! In the high-end enterprise market it's not uncommon for

implementation charges to equal 5 times the price of the license: that drops in the mid-market and

at the lower end.

Underlying architecture of the products and the amount of customization are the most importantcontributors. Integration can become an issue when tying together HCM products and linking to

applications such as Financials.

Annual maintenance fees - covering software fixes and enhancements to keep applications current- run around 20% of the application prices. The cost of user training is frequently underestimated!


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Example: Payback Period Time it takes to achieve or exceed breakeven Cost of investment against anticipated cost savings Does not track performance after breakeven

Payback period is the most widely used measure for evaluatingpotential investments. Its use increases in tough economic times,

when CIOs are apt to say things like, "We won't even consider aproject that has more than a 24-month payback.

Copyright 2003 Computerworld


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Business Case Development Define processes

(BPI)

Impact on ABC model

Align w/ strategy

Stakeholder support

Define payback

Create CM plan Define technology ($)

Build cost justification

Copyright 2004 WorkStrategy


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Cost-Effective Technology


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ROI Methodology


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Characteristics of a Successful Project Improvements in process, communication, or cost

Tangible and intangible results

Consistent milestone completion & communication

Quarterly debriefing to management

Change in project direction when appropriate

Smooth transition to production

Key stakeholder acceptance Minimal staff turnover internal or external

Accountability sustained

Majority of original goals were met..


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Combining People, Process & Technology1. Concentrate on business

pains and strategic initiatives

2. Focus on core processes,

largest volume, most expensive e.g. recruiting right staff for

highest producing roles

3. Move administrative tasks toautomation or out the door

4. Leverage technology or re-engineer



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Implement with BPI !1. Define key HR processes across enterprise

2. Conduct survey of representative staff

identify process steps, time to complete

solicit frustrations, most time-consuming tasks

create workflows, paper use, other costs

3. Calculate cost: average salaries per role

4. Identify time/cost savings for each process

thru technology use

thru re-engineering

5. Develop conservative estimate of savings


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Best Practice Targets Examination & Analysis

Sourcing alternatives (BPO, ASP) Plan design and program management Workforce planning, development, re-tooling Business alignment and business processes

Automation & Streamlining Administrative operations Legal compliance and reporting HR transactions and event management Evolved Roles and responsibilities

Communication & Connectivity HREmployee

Manager employee ObjectivesExecutive manager employee

Leveraging what works Corporate branding and culture Workforce analytics/OD tools Employee & manager self-service technology

3rd party solutions


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Self-Service Big Gains !


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Defining Value


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Build a Team with Synergy


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PM Tools & Resources Project plans (vendor, consultant, internal templates)

Hours and expenses budgets

Project communication

Team preparation

Technology MS Project, Excel, Gantt charts

Implementation methodology templates

Obtaining buy-in and consensus Stakeholders

Steering committee


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Project Phases.Steps.Milestones When milestones are missed, projects start having

problems

Milestones should include:

Every task needed to go live

Everyone should document their tasks in one central location

Tasks (e.g. design, coding, reviews, bugs, integration, clean-up)

When the last milestone is complete the project should

be complete!


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Quality Assurance Commitment to your customers

Quality Assurance activity must be planned, committedto writing and must begin during the requirements phase

(ASSESS) A separate group or person should be used to confirm

quality of work from others

Members should be trained on QA expectations


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Success Checklist

Create and follow a implementation plan

Empower project personnel

Minimize bureaucracy

Define the requirements and manage changes to it

Take periodic snapshots of project health and progress

Re-estimate project size, effort and schedules

Define and manage phase transitions Foster a team spirit!!!


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Implementation & Upgrade Approach

end-user sessions

custom database

functional modules

process v. data

process impact

database transition

data cleanup

information delivery

variable definition

accuracy verification

strategic planning

current v. future state

process analysis

usability

culture

project planning

resources

product setup

table design

customization

tech design

security

user roles

integration points

configure convert

acceptance

functional test

parallel test

performance tuning

move to production

roll-out

go live

deploy train

functional process design

business process improvement

infrastructure planning

knowledge transfer

assess


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Implementation Steps


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Assessment Fit/Gap Analysis

1. Review current project status (reports, strategy docs, etc.)2. Present implementation approach (compare to customer

methodology) As component of eventual HR tech strategy

BPI to ROI, TCO reduction thru technology adoption3. Assess HRM strategy Assess alignment with BUs and infrastructure

4. Prioritize macro-level processes Identify stakeholders

5. Deploy team (assign staff)

Standardize measurement, educate team, create models6. Build workflows with current vs. future state perspective7. Prepare survey scripts, interview Q&A, metrics8. Collect and organize findings for Business Case

Assess workforce impact, CM plans, field interaction


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Business Processes

Compensation modeling

Recruitment and candidate processing

HR data administration

Employee life cycle management Employee communication

Payroll management

Performance management

Benefits enrollment

New hire on-boarding

Line manager self-service

Personnel action flow and approval

Staff development


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Process Improvement

1. Interview those who have day-to-dayinvolvement

2. Drill down to detailed steps andhuman interaction

3. Define bottlenecks, purpose, need,

stakeholders4. Map flow with manual steps, paper,

integration points

5. Analyze potential processimprovement Streamlining by changing/eliminating

process step

Made more efficient through use oftechnology

Workflow automation/emailnotifications

Employee/Manager Self-Service

6. Document proposed future processes

Open Enrollment Steps Staff Involvement

1 OE Project Budgeting HRVP, BEN, OVP

2 Communicat ion Design HRVP, BEN

3 Forms Ordering HRVP, BEN4 Conduct OE Meet ings BEN, LM, Emp

5 OE Forms Generat ion BEN, IT6 Complete Forms Em p

7 Call Support LM, BEN, HRVP8 Forms Collection BEN, IT

9 Data Entry HRDE, BEN

10 Data Cleanup HRDE, BEN, Emp

11 Confirmation Stmts HRDE, BEN


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Case Study Benefits OE


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Case Study Benefits OE: Improved


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Case Study Recruitment


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Case Study Recruitment: Improved


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Infrastructure Analysis

Discuss current/future technicalinfrastructure Database Platform Database Server Database Server Operating System Database Instances

Production Development Test Demo

File Server Client Workstations

LAN/WAN Access

Operating Systems Remote Dial-in access

Discuss current/future userdemographics

Discuss and identify all integrationpoints (interfaces)

Light / Medium Users

HRTEST HRPROD

ProcessScheduler

ProcessScheduler

2 Tier Connection - SQL

Server

processes

ApplicationServer

ApplicationServer

WebServer

WebServer

Developers

SQL

HTML

TuxedopacketsServer

processes

Tuxedopackets

SQL

HTMLHTML

SQLSQL

Development

Windows 2000Server

Production

Windows 2000Server

Production

UNIX Server

3 TierConnection

HRDEV


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Self-Service Implementation Success


Profile:

2,600 employeesComing from manual ops

4 offices + HQ75% access to computers


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Manager Self-Service



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Change Management & Training

Written communication & announcements

Manager buy-in & training

Pilot group testing

End user acceptance and experience

Feedback mechanisms

Quarterly reviews with executive team


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Summary

Integrate BPI into your Implementation Methodology

Use a modeling tool such as ABC

Build business cases for each technology project

Assemble user community in team/rollout plans

Assess functional benefits of upgrades

Define real costs of application maintenance/support

Leverage vendor (and their partners) expertise


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Contact Info:

Brian McIntyre

President & [email protected]

Questions

WorkStrategy6990 Columbia Gateway Drive, Suite 300

Columbia, Maryland 21046

410.715.1020www.workstrategy.com

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