a workshop for building, justifying and executing your hr technology strategy ihrim pre-conference...

A WORKSHOP FOR BUILDING, JUSTIFYING AND EXECUTING YOUR HR TECHNOLOGY STRATEGY

IHRIM Pre-Conference Education Course

September 16, 2015

YOUR INSTRUCTOR Jacqueline Kuhn, HRIP

• EVP HCM Consulting Services HRchitect

• 30 years in the Human Resources and IT professions

• Core expertise in HR technology strategy, software selection, and application management

• IHRIM member since 1991, IHRIM Board Chair 2008 – 2010, Past President HRIM Foundation and currently serving as Secretary on the Foundation Board

• Created HR Technology Strategies for numerous companies of all sized, domestic and global.

• Connect with me via LinkedIn https://www.linkedin.com/in/jacquelinekuhn

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Fun Fact: Certified Dog Trainer, helping shelter dogs find a forever home.

AGENDA

Introductions & Session Objectives 1:00 – 1:15

HCM Technology Strategy Overview

1:15- 1:30

Discovery Phase 1:30 – 2:15

Develop Phase 2:15 – 3:00

Break 3:00 – 3:15

Review Samples of Technology Strategies

3:15 – 3:45

Components that make the Business Case

3:45 – 4:15

Strategy Management & Governance Best Practices

4:15 – 4:45

Wrap Up 4:45 – 5:00

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INTRODUCTIONS

Name

Who you work for

Your role at your company

Years as an IHRIM Member

A Fun Fact about you

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SESSION OBJECTIVES

Articulate why having an HR Technology Strategy is Important

Understand the steps to take for creating the strategy

Recognize key elements for building a business case

Understand the importance of a Strategy Management program and how to establish one

Know enough about how a strategy is created to determine how much assistance, if any, you would need from a consultant in the creation of your company’s HR Technology Strategy.

HCM TECHNOLOGY STRATEGY

OVERVIEWThe Methodology

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WHY DEVELOP AN HCM TECHNOLOGY STRATEGY?

Without one, firms usually end up with…

Silos (functional / departmental / divisional , etc.)

Redundant, disparate, non-integrated systems

Fragmented pools of workforce information

Difficult/time consuming consolidated reporting

Higher acquisition / implementation / support costs

Staff inefficiencies

Reduced ROI from the overall investment

A tendency to react in ‘knee-jerk’ fashion to the latest market fad/ business crisis

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HCM TECHNOLOGY STRATEGY “MUST HAVES”

• Strong linkage to your firm’s goals and objectives and supporting strategic plans (People and Business strategies)

• Clear articulation of your firm’s strategy and objectives for HCM technology

• Steps and timeline for HCM apps purchases – sets the priorities on technology acquisition

• Coverage of the entire workforce management cycle

• Strong & ongoing support from key executive

sponsors and stakeholders8

HCM TECHNOLOGY STRATEGY- THE METHODOLOGY -

Discovery

Project Definition

Current Strategies Review

System / Process Review

Critical Issues / Business Requirements

© 2014 HRchitect, Inc. Confidential and Proprietary Information

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Project Objectives

Project Scope

Project Timeline

Project Charter

Project Definition

There are 4 major components of the Project charter for the strategy project.

It is important to make sure that the charter focuses on this project, and is not expand to include components that are out of scope, like vendor identification and selection.


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Project Objectives

Project Scope

Project Timeline

Project Charter Project

Definition

The objectives for a strategy project should mirror the overall objectives for having an HR Technology Strategy.

Common examples are:• To create an HCM technology strategy that aligns with business

strategy and supports the new HR service delivery model• Must support a move to more current and supported technology,

and reflect an investment in a tools set that will provide better information for decision making.

• Set priorities for procurement and implementation of new technologies by process.

• Include a business case for the investments.• Contain a 3 year plan for procurement and implementation of the

new technologies


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Project Objectives

Project Scope

Project Timeline


Definition

The project scope should include all in-scope processes, business units, countries and functional areas. If there are HR functional areas that are specifically out-of-scope, this should be stated separately so no assumptions are made with regards to scope

Common examples are:

In Scope

Talent AcquisitionEmployee RecordsPayrollCompensationPerformance Management Talent Identification/Succession PlanningAll North America Locations

Out of Scope

Benefits Administration

Time Tracking & Scheduling

Learning / Training

All APAC Locations

Data Migration Strategy


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Project Objectives

Project Scope

Project Timeline


Definition

The Measures of Success are those measures that will determine if the resulting Strategic Plan is successful.

The most important measure of success is the approval of the plan by key stakeholders.

Other common measures are:

• Creating a Change Management strategy for strategy execution

• Creating a clearly articulated business case, including identification of hidden costs

• Creating a strategy implementation plan that is milestone based and time bound, which is based on priorities

• Making sure the strategy includes the integrations to the non-HR business systems

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Project Objectives

Project Scope

Project Timeline


Definition

A high level timeline with major activities whose purpose is to keep all team members and stakeholders informed of key dates and activities. This is not intended to be a detailed project plan, nor does it negate the need for a more detailed plan.

Below is a sample of a Strategy Project timeline:Standard Paced Strategy Project

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12

Kick Off

Discovery - ProjectDefinition

Discovery - Strategies, System and processReview, Critical Issues & Business

Requirements

Draft /Iterate Strategy

Build Business Case

Finalize Strategy

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The goal for the Current Strategies Review is to understand the business, people, and service delivery strategies of your organization.

During this task, it is important to meet with the people who own the strategic plans for the organization. Therefore it is common that the CIO, CHRO, CFO and COO are interviewed in this phase.

The service delivery strategy is extremely important – processes and the supporting technology will vary based on the amount of control over process and direct access to information an organization wishes to provide to employees and managers.

Common strategies uncovered during this phase include: Company growth through acquisition or organically Managers take a more active role in talent planning The move to an HR Service Center Model The outsourcing of Benefits Administration Decrease risk of compliance for time tracking Leadership access to key KPI’s for decision making

.

Current Strategies

Review

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INVENTORY

This task involves taking an inventory of every in-scope process and document the technology that supports the process, as well as Manager and Employee roles in execution of the process.

This step will aid in identification of redundant systems, understand volumes and frequencies, key stakeholders, as well as provide an inventory of systems and processes to be included when calculating the current state costs for the business case.

Below is a sample of a process and the items to be inventoried:

Processes

List the person /

people who perform this task

How much time collectively is

performed doing this task?

What system is used to perform this task

If there are manual steps, please

indicate them here

Manual or

Automated

Interfaces to / from

process

HR Data Entry

Manager

Direct Access

Employee

Direct Access

Freq VolumeShared Service

s

Employee

Population

Serviced

Workflow Enabled

Languages

Deployed

Talent Acquisition Requisition process Create a requisition Approve requisitions Posting requisitions

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Interviews

In this step, process owners and stakeholders are interviewed to understand the strengths and weaknesses of the process and technology. This information is more detailed than the strategic discussions, but less detailed than a true software requirements interview. This is designed to focus on process not system requirements.

Sample questions asked in these interviews are: • What is working with the process that you do not want to

have changed?• What parts of the process are cumbersome and require

you to work both in the system as well as manually outside of the system?

• What parts of the process that you perform, do not seem to add any value?

• Are there any parts of the process that you wait for information from others that you could more easily perform if you had access to it yourself?

You want to avoid asking “What do you not like about the current systems” as this derails conversations and typically does not obtain information needed for the strategy, often resulting in having to re-interview that stakeholder.

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This step links together the information gathered to date and produces the key deliverable from the discover phase – the “Current State Report”. An analysis of the information gathered to date is performed, resulting in a matrix or list of critical issues and the business requirements they tie. All critical issues should tie to a business requirement. If something was indicated as high priority or critical, but there is no corresponding business requirement, the criticality of the issue should be reviewed.

Below are samples of common issues/business requirements that would be considered “critical” The business requires people to be certified on equipment in order to

be scheduled to work. The current scheduling system does not have any ties to certifications and no ability to restrict scheduling employees on equipment.

The #1 cost issue is overtime. It is being entered based on a piece of paper given to a supervisor as employees do not punch in and out. The business must have the ability for all employees to track worked and non-work time via multiple medias (web clocks, mobile, PC).

This sample is of an issue that while not very efficient, is not a business requirement

Applications are received on paper and tracked manually. Operations hire, once per year, for 5 – 10 jobs. All applicants are referrals from employees and come into the facility to complete an application during a job fair.

.

Critical Issues /

Business Requirements

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CASE STUDY – DISCOVERY PHASEClass Co.: Excavating and heavy equipment manufacturing company in US. Large hourly workforce. Infinium AS400 Core HR/Payroll and Time and Scheduling, SuccessFactors for Salaried Performance Management, Saba for Learning Management, PeopleSoft financials and the PeopleSoft Portal. There is no self service for employees or managers for core HR processes

Leaders from HR, IT and Business operations met over 3 days to discuss process issues and challenges to business operations. The HR team went to the business operations to see first hand what was working and the challenges they would pose if self service technology was to be introduced.

The next 6 slides are excerpts from the Current State Report

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WHAT IS WORKING WELL All those managers interviewed found

SuccessFactors easy to use.

Despite technology issues, HR delivers excellent service to managers and employees.

The actual payroll process works well. Payroll processing is accurate. Provided data input is accurate.

Paycheck paper distribution process works well.

Benefits open enrollment process works well.

Infinium system interfaces with SuccessFactors and Saba eliminating need for duplicate entry.

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PROCESS MAP HR/PAYROLL AND TIME KEEPING

• All Employee information is processed via paper and entered into Infinium by HR• HR distributes paper checks/ advices and pay statements.• Open Enrollment packets are mailed home to employees.• Supervisors, not employees, enter time

Managers & Supervisors

Paper Pay Advice Benefit Statement &

OE Packet

All Employee Changes

Various Third Parties requiringemployee information

Hourly Employees

Paper Forms

HR

Success Factors Saba

PeopleSoft Portal

Salaried EmployeesNon Corporate

Time KeepingHR/Payroll

Salaried EmployeesCorporate

Pay Statements

Mail Home

i Series Platform

Variable Pay

Profit Sharing

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PROCESS MAP TRAINING, PERFORMANCE & RECRUITMENT • All applicant

information is handled via paper and email by HR• The MSHA required 5023 form is paper based and housed in 2 sets of employee files• Salaried Employees access SuccessFactors either via the PeopleSoft portal or through bookmarking the site• HR Enters Training records in Saba•Managers and Supervisors access Saba for training enrollment and view what has been trained



Hourly Employees

5023 Form

HR


PeopleSoft Portal


EmployeeFile

Traveling FileSEMO


External Applicant

Paper Application / Job Bid Form

Email Resume / Application

Training Class Sign in sheets

Time Keeping HR/Payroll

i Series Platform

Variable Pay

Profit Sharing

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WHEN PUT TOGETHER ALL PROCESSES ILLUSTRATE HR IN THE MIDDLE OF ALL ADMINISTRATIVE PROCESS, HANDLING MULTIPLE PIECES OF PAPER AND PERFORMING ALL SYSTEM ENTRY OF EMPLOYEE INFORMATION


Paper Pay Advice

All Employee Changes


Hourly Employees

5023 Form

Paper Forms

HR


PeopleSoft Portal


Employee FileTraveling FileSEMO


Paper Application / Job Bid Form

Email Resume / Application

External Applicant

Time Keeping HR/Payroll

i Series Platform

Variable Pay

Profit Sharing

Benefit Statement &OE Packet

Pay Statements

Mail Home

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CURRENT STATE REPORTANNUALIZED COSTS OF CURRENT HR TECHNOLOGY

Application Used For Software Consulting Total Cost

Infor iSeries Core HR, Payroll, Time

175,000 180,000 355,000

Infor Q&A Reporting Software

5500 5500

Success Factors

Performance 10,000 10,000

Compensation Included Included

Saba Training 35,000 35,000

Seafab Time Keeping at Plant A

2000 2000

Org Plus Organization Charts

1800 1800

TOTAL 458,800

The total cost of the software in use today reflect a price of 15.25 Per Employee Per Month

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ANNUALIZED STAFF TIME SPENT PROCESSING EMPLOYEE INFORMATION

Process Estimated Hours per year

Cost using $25 per hour as average rate

Reporting 841 $21,025

Data Entry (HR ) 1420 $35,500

Data Entry (Benefits)

1243 $31,075

Payroll Processes 1817 $45,425

Compensation 900 $22,500

Training 1446 $36,150

Recruiting 2200 $55,000

TOTAL 9867 $246,675

The information above is consolidated for Corporate Center and all divisions. It does not represent all manual effort, rather those areas that have the potential to gain the most benefit from new technology.This also does not include the 2 hours per week on average supervisors spend performing time entry for their employees.

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DEVELOP PHASE

Draft / Iterate Strategy

In this step, the future state views of the technology landscape is formed. The information gathered during Discovery will be used to determine which technologies to keep, cut, or create in order to support the future state HR Service Delivery model and other business objectives. If new purchases are recommended, this will also be determined during this stage.

It is important to create multiple options, as there is not a “one size fits all” for a technology strategy.

When developing the strategy presentation, it is recommended the deck contain the following information:

Summary of critical areas of importance to be addressed by the strategy

Assumptions made when creating the strategy options The future state process changes needed in order to execute the

strategy Recommendations for sequencing future state changes The strategy options A recommended option The business case for the recommended option.

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BREAK

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FUTURE STATE OPTIONS CASE STUDY The Following slides represent the Strategy Deck for Class Co.

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THE FUTURE STATE MUST ADDRESS CRITICAL AREAS OF IMPORTANCE WHILE NOT ADVERSELY IMPACTING WHAT IS WORKING WELL

Critical Areas of Importance1. Accurate tracking of overtime2. Tracking of training and knowing what an employee is certified to work.

Having a tool that is easy to use for Supervisors and Managers 3. Self Service that works within the Plant infrastructure4. Integrated HR/Payroll/Attendance system to avoid duplicate entries5. Elimination of the paper processing that HR Reps at Corporate Center and

field locations process for employee record changes6. Any new solution would need to have reporting and administration

capabilities that reduce or eliminate the reliance on excel based processes7. Any new solution needs to have controls and edits that will reduce or

eliminate data errors 8. Any new solution must have a reporting tool that is easy to use for end

users in the field

What is Working Well9. All those managers interviewed found SuccessFactors easy to use.10.Despite the manual workarounds due to technology issues and limitations,

HR delivers excellent service to managers and employees.

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ASSUMPTIONS USED WHEN CREATING THE OPTIONS

1. Software as a Service (SaaS) will be the delivery platform

2. In the next 3 years, the iSeries platform will continue to support non-HR business processes, and that HR data needs to be interfaced back to this platform

3. The desired role for HR Representatives is to support managers in areas of employee relations, developing employees, and adherence to compliance -- not to perform administrative duties in the HR Systems

4. The corporate center (HR and IT) will provide centralized support on the new systems, and be responsible for ongoing maintenance and enhancements.

5. The plan timeline is based on a 3 year plan, and assumes HR will continue with all normal business activities without the addition of resources, permanent or temporary

32

RECOMMENDED FUTURE STATE PROCESS IMPROVEMENTS

In order to take full advantage of future state technologies and the potential cost savings, the following process improvements are recommended

Employee self service for pay advices, w2’s , personal data changes, and benefits enrollment

This is top priority as SaaS vendors who run payroll will charge extra for employees who are on direct deposit but receive a paper advice. Also, there are additional charges for printed W2’s.

Positive time reporting, completed by the employee, to facilitate time off reporting and automated calculations for overtime.

Manager self service for employee changes that are integrated with the HRMS system, leveraging automated workflow, and directly updating the HRMS database

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RECOMMENDED FUTURE STATE IMPLEMENTATION SEQUENCE

The proposed process/module implementation order was based on obtaining the most benefit upfront and addressing the most critical needs first. Building the foundational information, in the new HRMS system, and creating the necessary integrations to the iSeries tables. This takes into account the current Saba contract term.

1. HRMS (including Self Service and Benefits) Active Employees (3 – 4 Months)

2. Payroll and Time & Attendance (6 Months) 3. Performance Management & Compensation4. Reporting and Analytics 5. Learning Management6. Applicant Tracking (ATS) / Onboarding7. Non-active Employees in HRMS

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FUTURE STATE OPTION #1MOVE TO A SINGLE INTEGRATED SYSTEM

Replace all systems with a single integrated HRMS/Payroll/Time system/Talent/LMS Workflow within the system will allow for self service for mangers and employees

with HR approval where appropriate The new system would have a reporting / analytics engine

Pro’s• Addresses all critical areas of

importance • Consistent look and feel to

users for all processes • One system to learn and

support • One vendor to manage and

increased leverage by use of the entire platform

Con’s• There is likely to be more process

changes required within Class Co. with this option than the others

• A single vendor will not have best in class functionality for all processes under consideration. Decision will need to be made based on prioritization of processes.

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FUTURE STATE OPTION #1 (TEAM RECOMMENDATION)

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OPTION #2 CONSOLIDATE ONTO SUCCESSFACTORS FOR ALL TALENT PROCESSES AND A SINGLE HCM FOR HR/PAYROLL/TIME

Consolidate on SuccessFactors for expansion to use ATS, Onboarding and LMS

Replace iSeries with an integrated HR/Payroll /Time application Workflow within the both systems will allow self service for mangers and

employees with HR approval, where appropriate The new HRMS system would have a reporting / analytics engine that would

be able to report on data from both systems

Pro’s• Addresses all critical areas of

importance. • Best in class functionality

available for Core Processes • Vendor selection and

Evaluation can be focused on more detailed requirements set for a more targeted process

Con’s• Two separate systems to

support• There will be a different look

and feel for users when using the Talent systems than when in HRMS

• Interfaces will need to be built between HRMS and TMS

• It is assumed that SuccessFactors will meet all of Class Co needs, which may not be the case.

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OPTION #3 ONE VENDOR FOR TALENT MANAGEMENT ONE FOR HR/PAYROLL/TIME & PERFORM AN EVALUATION PROCESS FOR SELECTING BOTH.

Evaluate SuccessFactors and one or two other talent management providers for an integrated solution for Performance, Compensation, LMS and ATS.

Replace iSeries with an integrated HR/Payroll /Time application

Pro’s• Addresses all critical areas

of importance. • Best Class Functionality for

Core and Talent. • Evaluating SuccessFactors

against a set of criteria will ensure it meets Class Co needs

Con’s• Two separate systems to

support• There will be a different

look and feel for users when using the Talent systems than when in HRMS

• Interfaces will need to be built between HRMS and TMS and the HRMS

• A more complex RFP process

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FUTURE STATE OPTION #2 & #3

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RATIONALE FOR NOT INCLUDING A FOURTH OPTION

A fourth option could have either the Time & Attendance or the LMS standalone.

Having a time system separate and apart from the payroll system would add complexity to the process and should only occur if there are no integrated systems that would meet Class Co needs.

The introduction of a third and potentially fourth vendor will complicate the infrastructure needed to support the systems due to interfaces that need to be built.

Managers would have 3 or 4 systems to use which would impact user adoption and ease of use

This would also increase the overall cost, due to loss of leverage when using multiple products from one vendor.

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ANTICIPATED TIMELINE FOR 3 YEAR PLAN OF OPTION #1

The implementation plan begins in 2015 as the balance of 2014 was used for vendor selection and evaluation.

Task Start End

HR Technology Strategy 3 Year Plan 6/1/14 11/2/17

RFP Process for New System(s) 6/1/14 11/1/14

Implementation of CoreHRMS &Integration Build

1/1/15 6/15/15

Implementation of Payroll / Time(Including 4 weeks for changemanagement)

7/1/15 12/30/15

Performance Management &Compensation (if new)

1/1/16 5/30/16

Reporting and Analytics 2/1/16 7/1/16

Learning Management 8/1/16 1/31/17

Applicant Tracking / On-boarding 2/1/17 5/31/17

Pensioners inHRMS 6/1/17 11/2/17

2014 2015 2016 2017

Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

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COMPONENTS OF THE BUSINESS

CASE

Critical components of the business caseThe business case should take into consideration the following:

• People cost of current state• Hardware cost of current state• Software cost of current state• Compliance adherence• Reduction of risk• Capacity to handle future business growth

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CASE STUDY BUSINESS CASE FOR FUTURE STATEThis business case has 4 components

1. Legal Compliance - Those data and processes that are governed by federal or state law that through the use of a new system will mitigate risk of non-compliance

2. Class Co. Compliance / Risk Mitigation – Those data and processes that Class Co. needs to be performed consistently for adherence to policies, data integrity, effective operations and mitigation of risk

3. Process Efficiencies & Operational Expense Savings – Those processes that today are manual and can be reduced significantly through the adoption of new technology, processes and the related expenses

4. Future Growth – Provide a platform that will support the future growth of Class Co. domestically and internationally

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BUSINESS CASE FOR FUTURE STATELEGAL COMPLIANCE

Wage & Hour1. Wage & Hour laws require an employer to pay non-exempt employees for

every hour worked. 2. Employees do not “punch” their own time, rather they inform their

supervisors of how many hours they have worked. 3. There are non formal ways of tracking exactly how much an employee

worked, but no formal records of the conversations and communications between the supervisors and employees in this manner.

Use of SSN as Employee ID4. Currently Class Co uses Social Security Number as the unique record

identifier for former employees who are COBRA recipients and Retiree’s. There are no alternatives in the current system to track these former employees.

5. There are 20 states that have laws restricting the use of social security number. Class Co operates in 4 of these sates.

FMLAThere is no functionality in the current system to track time taken as FMLA. This is tracked manually and in spreadsheets at each location.

OFCCP Applicant logs for EEO reporting are tracked manually

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BUSINESS CASE FOR FUTURE STATEFUTURE GROWTH The current HR system is lacking key features needed to support Class Co growth: Ability to track employees outside of the US.

The system only supports a US company structure There are no plans by the vendor to provide global capabilities in

the future

Configurability of business rules Any changes to business rules requires custom programming

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BUSINESS CASE FOR FUTURE STATEOPERATIONAL / EXPENSE SAVINGS

Basis for savings opportunities Forrester and Gartner studies have shown that if manual processes

are replaced with easy to use self service systems, a 68 – 80% reduction overall in manual effort can be achieved.

Target areas for savings for Class Co. Supervisor entry of employee time and weekly schedule

maintenance Manual data entry of employee information Payroll Processing Compensation administration Training administration Talent Acquisition

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BUSINESS CASE FOR FUTURE STATE 73% OPERATIONAL EXPENSE SAVINGS

Process Number of Employees executing the process

Number of hours per year today

Cost per year Today

Anticipated Hours per year in future State

Anticipated Cost in Future State

Supervisors Entry and approval of Time

166 17,264 $488,398 4316 $122,099

HR Entry of Benefit Enrollments

4 1243 $31,075 248.6 $6215

Employee Changes Data Entry

4 1420 $35,500 426 $10,650

Mailing of paper benefits statements

$11,000 $0

Mailing of paper pay checks

$14,680 $4404

Manual distribution of paper pay checks and advices

2 104 $2600 35 $875

Payroll Processes 1 1817 $45,425 908 $22,712

Compensation 1 900 $22,500 300 $7500

Training 4 1446 $36,150 289 $7230

Recruiting 3 2200 $55,000 735 18,334

TOTAL $742,328 $200,019

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CURRENT APPLICATION SPEND VSANTICIPATED FUTURE APPLICATION SPEND

Total Annual Spend

Estimated Future Spend with a single SaaS system (Option 1)

Estimated Future Spend with one system for HRMS and one for Talent (Option 2 & 3)

204,780 $350,000 $425,000

There is a potential operational expense redeployment of $500,000 annually; however, actual bookable savings are likely to be $40,000 - $50,000. This is due to the large amount of savings coming from Supervisors performing time entry, the time saved redeployed to other operational activities. However, the bookable savings should be enough to allow the ongoing spend of a new system to not materially increase annual operational expense.

Strategy Management / Governance

Model

The strategy should not be a “project artifact,” rather it should be a document that is used as decisions on process and technology are made. Creating a solid governance model will ensure the business case stated is realized.

The plan for adhering to the strategy should contain the following: Creation of a Governance Team with specified roles &

responsibilities Frequency of meetings for the team Guidelines on how operational decisions that impact strategy

execution will be made A plan for reviewing the strategy to ensure it continues to

meet business requirements.


Model

Creation of a Governance Team with specified roles & responsibilities

The role of the Governance Team is to make sure the strategy remains relevant and is executed. When decisions are to be made that would either change the plan or delay when tasks on the plan are executed, this team will be responsible and accountable for those decisions.

The team should be comprised of individuals from all key process stakeholders. CIO or delegate CHRO or delegate CFO or delegate Head of Total Rewards / Compensation/Benefits Head of Talent Acquisition Head of HRIT Business leaders from operational areas


Model

Frequency of meetings for the team

• The frequency should be based on the pace of business change and requests for HRIT development. Typically these teams meet no less than once per month to review HRIT activity and determine if that is in adherence to the plan.

• While each team member should be present at the meetings, it is recommended that meetings be held according to schedule, and that alternates / delegates be allowed to attend and represent the core team member.

• Creating a culture of acceptance of meeting cancellations is risky and increases the chances that the strategy will be abandoned.


Model

Guidelines on how operational decisions that impact strategy execution will be made

The single most important team guideline is the process for decision making.

Some common guidelines include:

• All proposed changes must have a business case in order to be approved.

• Majority vote required to approve a plan change• Changes will only happen X times per year• Changes can only be presented to the committee by the

process owner


Model

A plan for reviewing the strategy to ensure it continues to meet business requirements.

This is different than ongoing review of requests that impact the strategy. This is a holistic review to make sure the strategy still aligns with business objectives, company people plans and technology capability.

Business needs change and the strategy must support these changes. Today, technology changes at an extremely rapid pace. Every 3 – 4 months, products improve and new capabilities are introduced.

It is recommended that the strategy be reviewed no less frequent than one time per year. More frequently if the Governance Team sees major business changes or is faced with an increasing amount of change requests.

WRAP-UP / QUESTIONS

a workshop for building, justifying and executing your hr technology strategy ihrim pre-conference...

Documents

strategy project

firms strategy

hcm technology steps

hr technology strategies

strategy management

overall objectives

project charter

you4session objectives