HR System Survey

1. HR System Survey LawNet, Inc.

2. Tracey Baetzel • Director, Information Services • Honigman • Detroit, Michigan

3. Goals for the discussion • Present survey results • Clarify terminology • Discuss technology trends and issues facing HR administrators in law firms

4. Evolution of HR Systems in Law Firms • Accounting • Litigation support and other databases • Records • Document management • Other large volume transaction processing systems

5. Historical Problems Implementing HR Systems in Law Firms • Finding the right people to do the job • Transaction processing not a strength in HR • Process management not a strength in HR • Database • IS and Accounting do not have strengths in HR processes and information requirements

6. Historical Problems (cont.) • Finding the right software to do the job • Commercial programs prohibitively expensive • Customization is resource intensive • Scope of transactions and relatively low volume makes cost justification difficult

7. Today’s Problem with HR Systemsin Law Firms • Industry standards for software less evolved than with other functions • Integration with other legal applications difficult • Increasing burdens on HR departments to track and report extensive data on people and benefits

8. Whither, LawNet HR Survey? • Find out what other firms are doing • Collaborate with other firms to identify and develop best practices with regard to HR system development • Collaborate with leading vendors to communicate requirements of legal verticals

9. Leading HRIS Systems in US Law Firms • 26% use ADP (adp.com) • 11.5% use ABRA Suite (abra.com) • 9% use Ceridian (ceridian.com, advertises Canadian and European solutions on website) • 8% use custom solutions (Excel, Access, SQL) • 3.5% use PeopleSoft

10. International HRIS System Use • 6% of US firms use the same HRIS software in international offices • 8% of US firms do not use the same HRIS software in international offices • Address and phone number formats and currency conversions are key issues • 71% not applicable

11. Primary uses of HRIS data • 87% Core information • 71% Payroll • 67% Benefits • 44% Payroll integration • 22% Recruiting • 21% Skills and performance evaluations • 14% Training Course Information

12. Other Uses of HRIS Data • Vacation and sick leave • ADA, FMLA, EEO tracking and reporting • Secretarial assignments • Emergency information • Address history • Company assets (e.g., computer, Blackberry) • Access information (parking and door cards)

13. Customization Requirements • 25% customize their HRIS system to support: -Bar Information (date admitted, #, etc.) -Clerkship information -Partnership information -Practice area information -Foreign language -Leadership roles

14. HRIS Reporting Capabilities • 62% satisfied • 26% not satisfied • Difficulty creating new reports • “Canned” reports all have to be modified • Inaccurate data, especially for attendance and payroll purposes

15. HRIS Responsibility by Dept • 53% Human Resources • 25% Administration • 17% Accounting/Finance • 5% IS

16. HRIS Responsibility by Level • Director or Manager • Specialist or Assistant

17. Problems with HRIS Chain of Command • Coordinating information flow between departments • Data upkeep and timing issues • Structuring information to generate an accurate head count figure • Maintaining confidentiality and moving forward on developments

18. Satisfaction with benefits modules • 20% of firms are very satisfied with the benefits capabilities of their HRIS • 43% are satisfied with their benefits capabilities • 16% are not satisfied • Reasons cited were sparse (no functionality, not able to get reports, lack of know-how)

19. Payroll • 20% of firms handle it in house • 80% of firms outsource • ADP and Ceridian are the leading vendors • Paychex, PDS Vista, Pay Day, Micropay, Ultipro, PowerPay, Cognicase, Pro-Business were also cited

20. Electronic Timesheets • 40% of firms use electronic timesheet software • 60% of firms do not ADP’s eTime was the leading vendor Others cited include DTE, Kronos, Omega, Stromberg, Infinitime and CCH ProSystems

21. Intranets • 57% of firms have an intranet • 43% of firms do not

22. E-learning tools • 29% of firms use e-learning tools for training • 67% do not • Leading programs: Elementk.com, TutorPro, Microsoft Tutorial, WebEx, Savvy Training videos • The majority of those using e-learning tools rate the programs as excellent or good

23. Firm University • 29% of firms have one • 71% do not Programs range from formal tracked course offerings which are part of an integrated professional development series to informal mini course offerings and “lunch and learn” sessions.

24. Training Rewards Program • 8% of firms offer training rewards • Gifts • Certificates • Credits which are tallied for compensation • 91% do not

25. Assessment of Technical Skills for Secretaries • 66% of firms assess technical skills prior to hiring • 34% do not Technical assessment tools include: Skill Check software, Qwiz testing software

26. Training Budgets • Based on per person amount • Based on last year’s budget • Based on new year’s projects • Don’t budget

27. Whither, Training and the Changing Role of the Trainer • Link to strategic use of technology • Focus on what people do not what software does • What is the standard for skills? • Are traditional learning approaches appropriate? • Trainer as learning facilitator • Build teams and connect people through training

28. Biggest challenges today • Tactical • Train people to use new systems • Find a good package • Understaffing in HR • Getting senior management buy in • Identifying required skills

29. Challenges (cont.) • Strategic • Converting current processes to use new technology • Creating a single data source • Integration of disparate systems • Provide information to employees that leads to improved performance and more efficient operation

30. Greatest Opportunities • Tactical • Self service for Benefits • E-training • Conference room scheduling • Skills tracking • Performance and disciplinary tracking • Screening and recruiting • Electronic time sheets • Comp schedules

31. Opportunities • Strategic • Workflow • People management and teambuilding “First you measure, then you manage.” Peter Drucker

32. Technology and HR Intersect

33. Prescription for Action • Build bridges with Accounting and IS -Invite to occasional staff meetings -Find out how they would approach your technology issues -Use those ideas to develop a plan of action

34. Prescription (cont.) • Set 1, 2, and 3 year goals and build a budget for HRIS • Identify the working team and time estimates for staff budget • Identify possible equipment and software needs for capital budget • Identify need for vendor consulting or custom programming for operating budget

35. Prescription (cont.) • Be divas and prima donnas • Talk to the right people about your plan, do a presentation for the technology committee or management • Sell the HR system as a future cornerstone of the firm’s technology platform • Use your influence to get the people, skills and money you need to carry out your plan

36. Prescription (cont.) • Collaborate and communicate special needs to vendors • Work from the top down (that is, don’t be too granular in specifying requirements) • Keep the list short • Start with something small and simple and do it really, really well before moving on

37. Discussion and Questions