hr's strategic shift -how to leverage hr technology to drive business results

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  • HRs Strategic Shift:

    How to Leverage

    HR Technology to

    Drive Business

    Results

    Guest Presenter: Marc S Miller President and Founder

    Marc S Miller Associates

    TalentTakeawayswebinar & podcast series

  • AGENDAThe Series

    TalentTakeawayswebinar & podcast series

    Talent Takeaways Series

  • AGENDAAGENDA

    Resource Library

    Product Information

    Product Tour & Demo

    The Sponsor

    Talent Takeaways Series

    Talent Management Made for Managers

  • VALUE is gained byleveraging technology to help HR move from Data Management to Information Craftsmanship

    EFFECTIVE BUSINESS RESULTS = ACCEPTABLE VALUE IN ALL ITS FORMS

    4

  • Information responsibility begins with correctly identifying the information you need to effectively

    carry out your job extends to insuring that the

    information flows to people who stand to benefit from

    it, and in a form those people will readily understand.

    Increasingly, the measure of the executive will not be his ability to interpret data, but his ability to define

    and exploit information.

    Peter Drucker

    Across the BoardDecember 1991

    VERY DOABLE!

    If we keep in mind some other opinions:

    5

  • The "Value of HR and Using HR Technology to

    Achieve Value & Sell

    Value

    6

  • Top 10 HR Challenges Through 2017

    1. Managing talent

    2. Improving leadership development

    3. Managing demographics (MILLENIALS)

    4. Delivering on employee ENGAGEMENT

    5. Managing change and cultural transformation

    6. Enhancing THE USER EXPERIENCE

    7. Transforming HR into a strategic partner

    8. Improving performance management/rewards

    9. Managing globalization

    10.Managing work/life balance

    7

  • A NEW NEED FOR HR..WORKFORCE AWARENESS OF CYBERSECURITY!!!

    8

  • Basic Personnel Services

    Control and Compliance

    Strategic

    Expertise

    A very long

    time ago

    A while ago Recently last 5-10 years

    Bureaucratic and administrative aspects of dealing with employees -PERSONNEL

    Aspects of dealing with unions (1930s and 1940s in U.S.)

    Dealing with discrimination and other US Federal Legislations - (1960s till present day)

    Take a business perspective in compensation, benefits, recruiting and staffing, succession planning

    Organizational effectiveness, business planning, workflow, best practices

    Apply behavioral science knowledge for recruiting, evaluating, compensation, Training, change management and DO workforce modeling and forecasts

    Administrator

    Enforcer

    EXPERT

    Onboarding, Engagement,WorkforceAnalytics / Metrics /predictive analytics

    Strategic Workforce / Talent Management

    IMP

    OR

    TAN

    CE TO

    THE O

    RG

    HRs Evolving Role

    HR TECH

    9

  • Employee & Manager Self-Service (ESS/MSS)

    Forecasts & Trends via Dashboards

    Web-Delivered:

    Time Capture & Reporting

    Performance & Career Development

    Job Posting, Recruiting, Hiring & On-boarding

    Web-based:

    Work Group Collaboration

    Workflow and best practices

    Remote Location 24/7 Access via Mobile

    Some interaction with Social Media sites

    Value is Achieved with HR Technology

    Cost Reduction

    Cycle Time Reduction Processing Efficiencies

    Improved Information

    Full Compliance at all levels

    Increased Capabilities & Functionality

    Enhanced Employee Engagement

    Data Quality Near 100%

    Big Picture Business Metrics Easily Available

    10

  • HRs Hierarchy of INFLUENCE/value

    AnalyticsEvaluation

    Engagement

    IT & Telecom / Facilities & Security /

    Workforce Mgmt & Planning / Labor Allocation / Procurement

    Government Compliance:Environmental Mgmt & OSHA /

    Social Media Policy and Procedures

    Recruitment / Employment /

    Compensation / Benefits / Learning Mgmt

    / Performance / Workforce Development /

    Time & Attendance / Payroll /

    Regulatory Requirements

    TACTICAL

    ENTERPRISE SUPPORT

    GAME CHANGINGSTRATEGIC INFLUENCE

    Getting to Policy andPlanning

    11

  • Transforming HR: Chiming in with advice

    Say the right thing

    Do the right thing

    Measure the right thing

    Get rid of social workers

    Serve the business

    Make value, not activity

    Sources: Hay Group, SHRM, Ulrich, other Fast Company interviews

    12

  • IMPACT OF BUSINESS ALIGNMENT

    Aligning HRto impact . . .

    . . . Key organization success drivers to build . . .

    . . . Organization capabilities that address business challenges to create . . .

    . . . Improved business performanceand increased value

    The 5 success driversmust be aligned from topto bottom: PEOPLE, PROCESSTECHNOLOGY, STRUCTURE andCULTURE

    13

  • Admin

    Policy/Planning

    20%

    50%

    30%

    Outsourced activities to third party

    Outsourced activities to employees

    Business Partnering

    HRT

    SaaS

    HR Admin, Payroll,

    Benefits Admin,

    Recruitment

    60%

    30%

    10%

    Administration

    Business Partnering

    Policy/Planning

    ESS/MSS

    Workflow

    Best Practices

    Email Alerts

    Transforming HR:

    Classical View to Diamond view

    14

  • The PortalA Personalized

    My WORK/LIFE

    Gateway

    Work/Life Web Site

    An employee or enterprise portal will improve the quality of HR service delivery by providing: Single point of access intuitive user experience Consistency of information, procedures,

    and transactions Faster transactions via built in workflow Increased employee productivity and morale A channel to facilitate change management and culture

    alignment

    Resulting in: Reduced costs Re-enforcing a high tech culture, appealing to new

    generation workers Gen X, Y and Millennial The Sticky Workplace, which retains quality people

    An effective EMPLOYEE SELF SERVICE STRATEGY (ESS) as well as MANAGER SELF SERVICE (MSS) results in lower costs, increased value to the business, and improved work/life balance for employees.

    THE VISION

    15

  • THE VISION

    Internal / External Users

    Business partners

    Applicants Employees Managers Retirees

    Knowledge Based

    Systems

    Core HRMS Systems

    Foreign Local

    Payroll Systems

    HR

    ADMINISTRATION

    AND

    POLICIES

    Access Technologies

    Desktop

    Web

    Social media

    The PortalA Personalized My

    WORK/LIFE Gateway

    Laptop TabletSmartphone

    16

  • THE VISIONHR organizations are shifting from functional structures to process-driven structures to support Event-Based services. This shift further enhances the role of HUMAN RESOURCES as a Strategic Business Partner, freed from transactional activities, to deliver strategic HR services.

    Todays HR Functions

    Eliminate or Outsource

    Transformational Informational or Transactional

    HR Business Partner Services/Activities ESS/MSS/Service Center

    Consolidation of value-added HR services.

    PROACTIVE rather than reactive HUMAN CAPITAL MANAGEMNT

    Builds upon what makestodays HR professionalvaluable to the business

    Global Metrics Workforce Analytics Workflows and Policies Consolidation of strategic Virtual Teams collaboration

    across cultures and time zones

    Develops and designs HR Programs

    Consolidation of information- and transaction- based activities that cross organizational AND GEOGRAPHIC boundaries

    Designed to efficiently process event-based transactions BY EMPLOYEES DIRECTLY

    Enables managers to manage DIRECTLY

    Non Value-AddedServices and Processes

    Tran

    sfo

    rmin

    gto

    Compensationand Benefits

    Strategy and Process Planning

    Education, Training andDevelopment

    Employee Relations Services

    StaffPlanning & Resourcing

    OrganizationPlanning andDevelopment

    OccupationalHealth &

    Safety

    17

  • THE VISION AVAILABLE TODAY from any number

    of effective and proven HRMS VENDORS!

    ONE SYSTEM OF RECORD SINGLE SIGNON IMMEDIATE ACCESS BASED ON

    ROLES AND RULES IMMEDIATE REPORTING HISTORY VIEWED WORKFLOW EMBEDDED BEST PRACTICES ESS AND MSS INTUITIVE NAVIGATION INTERGRATED FUNCTIONALITY DASHBOARDS AND METRICS

    18

  • 800 #

    CLIENT SUPPORT

    HR Technology Solution ProviderThe Vendors support team Systems Development

    Changes DefinitionReleases Security

    Transactions, queries, Training &Development

    Employees

    Managers

    n Reportsn Metricsn Analyticsn Data

    General Ledger and other financial systems

    Payroll, with all filings

    Benefits Admin, Cobra, ACA

    LMS Learning

    Recruiting

    Knowledgebases

    Vendors with otherSystems

    HRT Vendors

    YOUR COMPANYS DATA BASES AND

    INSTALLED SYSTEMS

    Feeds

    Access Tools

    Staffing Systems

    THE VISION: PUTTING THE PIECES TOGETHER

    SecureBack ups

    YOUR COMPANYS DATA BASES AND

    INSTALLED SYSTEMSCLIENTS

    ENTERPRISE WIDEDATA

    ESS

    MSS

    n Reportsn Metricsn Analysisn Data

    HUMAN RESOURCES

    SYSTEMS SUPPORT ORGANIZATION

    APPLICANTS

    Time and Attendance

    19

    http://www.apple.com/iphone/fingertips/?tip=11

  • Administrative efficiencies resulting in cost reduction

    Lead