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Session Topics

Session Topics. Characteristics of H-P Organizations Leveraging Technology Increasing Workforce Productivity Aligning Business ~ HRM Goals Assessing Transaction Cost vs. Real Value Strategy, Planning, and Implementing Some Insight into Trends and Quick Payoffs. Common Characteristics.

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Session Topics

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  1. Session Topics • Characteristics of H-P Organizations • Leveraging Technology • Increasing Workforce Productivity • Aligning Business ~ HRM Goals • Assessing Transaction Cost vs. Real Value • Strategy, Planning, and Implementing • Some Insight into Trends and Quick Payoffs

  2. Common Characteristics • Leadership focused on business vs. administration • Workforce sensitive to operational efficiency • Information flow is timely and accessible • HR leadership contributes to profit or vision • HRM (and use of technology) is strategic • Technology is “fit” to the culture (not reverse) • Routine processes farmed out • A continuous measurement of H-P exists

  3. The Cost of HRM • Human resource expense • Executive management • Corporate staff • Field and line management • Employees • IT support • Materials, supplies • Technology • Service providers, contractors • Internal/external program management Resources HRM Strategy Money Time

  4. HRM Business Processes • HR and payroll administration • Compensation management • Compensation and benefits administration • Bargaining and workforce relations • Regulatory reporting • Organizational design (transformation) • Succession and career planning • Employee communication and content management • Competency management • Decision support (comp. planning, union negotiations) • Strategic planning for M&A • Industry, global, economic management

  5. Building Your HRM Plan • Conduct an audit of technology and processes • Assess internal infrastructure team capabilities • Build case for acquiring/improving technology • Build “bite sized” implementation steps • If not strategic, don’t do it • Evaluate partners for: • integration capabilities • match with your IT strategy • innovativeness and adaptability • training and usability • Develop a “Cost Justification Plan”

  6. Defining Value Executive Management Model business analytics Compute divisional KPIs Assess staff alignment Build business strategy Line Managers/HR Assess workforce turnover Approve increases/ promotions Perform annual reviews Process HR events (terms, hires) Track training impact Employees Enroll in training Request payroll info Review HR policies Enroll in benefits cost savings volume or ability to automate

  7. Workforce Readiness Beyond costs savings…. • A more mobile workforce needs access to HR information at various locations and times • Changes in work style resulting from the proliferation of more functional wireless devices (phones, pagers, handsets, laptops and palmtops) • More than 100 million people use the web with more than 200 million new users expected in the next three years • Global delivery supported through eHR apps • Categorizing of global content versus local country variations • Culture diversity is more easily managed • Data security and “roles” management • Support for broader “portal” integration tools and content

  8. Why Self-Service? • Employee, manager and HR professionals • Employee self-service isn’t enough • Need manager tools to achieve workforce performance gains • HR must empower line managers to better manage employees • HR saves time to work on higher value activities

  9. Self-Service Strategy • Determine present operating costs • Volume • Duration • Peak activity during business cycle • Who owns and supports HR process • Define reasonable increase in productivity • Speed • Accuracy and integrity • Communication improvement • Usability and acceptability • What strategic initiatives will HRM staff re-focus on? • Identify “low hanging fruit” vs. phased-in goals • Define training and knowledge transfer needs

  10. HR Tech Sophistication Strategic Level • Performance management across BUs (intelligence) • KPI management and analysis (balanced scorecard) • Linkages between HR, financial, and other business apps • Promotes org effectiveness at all levels/perspectives Service Level • Employee and Manager Self-Service (data management) • Broad access and role-based • Tools are more participatory and collaborative Foundation Level • HR transaction and forms management (paper on the web) • Reduce time and costs • Not role-based

  11. Measuring Results • 3 months, 1 year, and 2 years after “go live” • Pay cycle, quarterly, calendar and fiscal year-end • Is technology/solution adapting to business direction? • Are anticipated transaction costs achieved? • Reassess ownership, lease, or rental strategy • Are partners performing to contractual agreements? • If piloted in one BU, re-apply to other organizations • Is the entire cycle as efficient as possible? • New hire thru on-boarding • Annual performance appraisal • Annual benefits enrollment • HR focus on strategic objectives

  12. Reality of Self Service • Actual value (ROI) is specific to organization • Workforce accessibility • Transaction duration and volume • Capability and number of HR-related staff • Stakeholder philosophy • Use of newly available hours / savings • Adaptability of management and employees • Greatest return created from largely manual processes • Delineation of roles to support workflow • Employees • Direct managers and supervisors • Executive management • HR professionals

  13. Case Study: Ben Enrollment

  14. Case Study: Manager Self Service

  15. Summary In short, achieving High Performance means… • Building a new “self-service-based” organization focused on connecting: • people to business strategies • people to each other • to shared knowledge and to the operational tools necessary to drive organizational success • Investing in and measuring results of HRM & self-service technology • Aligning HR technology initiatives with strategic business management objectives

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