View
4
Download
0
Category
Preview:
DESCRIPTION
Citation preview
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 1
Getting Strategic with HR Technology
Objectives
1. Current Trends in HR Technology
2. Getting Strategic with Technology
3. Building a Business Case for Technology
Who Is This Guy?
HR Strategist
HR/Payroll Systems Expert
Trusted Advisor
Social Media Advocate
Self-Professed Geek
Early Adopter
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 2
Terminology – HR Technology
• Acronym Soup
• SHRM
– Core Discipline
• David Ulrich, University of Michigan
– Primary HR Competency Domain
Terminology
• Long-Term
• Big Picture Thinking
• Holistic View
• Company Goals/Objectives
• Value/Outcome Focused
“HR must give value, or give notice.”
– David Ulrich
HR Technology Efficiencies
Reduce Administrative Burden
Better Reports/Distribution
Better Compliance
Better Talent Management
Improved Labor Relations
Efficien
cy
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 3
Strategic HR Technology
• Key Economic Data
• HR Decision-Making
• Business Impacts
• Start with End in Mind
Create Analytics
• Improve Company Performance
• Reduce Costs
• Budgeting/Planning
• Manage Change
Influence “C”-Suite
Trends in HR Technology
1. Web 2.0
2. Workforce Mobility
3. Employee Self Service
4. Talent Management
5. HR Analytics
Trend #1 – Web 2.0
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 4
What Was Web 1.0?
Information
Consumption
PU
SH
Trend #1 – Web 2.0
Collective Intelligence
User Content
Trend #1 – Web 2.0
Blogs & Wikis
RSS Feeds
Aggregate Sites
Social Networking
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 5
Social Media in Business
Business
• Branding
• Marketing
• Public Relations
• Customer Service
• Loyalty Building
• Customer Acquisition
• Networking
Human Resources
• Recruiting
• Onboarding
• Sourcing
• Scheduling
• Learning
• Thought Leadership
• Employee Engagement
• Internal Communication
Social Media – HR Opportunities
• Many-to-Many Dialogue
• Qualitative Contact
• Hunters Now The Hunted
• Passive Job Seekers
• Mitigate Risk
Social Recruiting
Social Media – HR Opportunities
• Enhance Collaboration
• Unlock Tacit Knowledge
• Immersion
• Innovative Approaches
• Reduced Cost
Social Learning
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 6
World Class Examples
YouTube – ‘The Company as Wiki’
Trend #2 – Mobility
• Statistics
– 70% - Mobile phones for work
– 50% - Check work email on weekend
– 89% - U.S. companies offer telecommuting
– 51% - American workforce is mobile
Sources: Socialcast Telework Coalition
Mobility – HR Opportunities
HR Leadership
So
cia
l M
ed
ia
Ale
rts/T
rigge
rs
Work/Life Balance
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 7
Trend #3 – Self Service
Self Service – HR Opportunities
Recruitment
Open Enrollment
Onboarding
Time Reporting
Pay Statements
W-2’s
Electronic Forms
Time Off Requests
Personal Info Updates
Training
Talent Management
Performance Appraisals
Succession Planning
Manager Dashboards
Trends #4 – Talent Management
• Learning Tech Spending Up
• Talent Challenges
– Performance-driven Culture
– Filling Leadership Pipeline
– Developing Skills to Address Business Challenges
War For Talent 2.0
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 8
Talent Mgmt – HR Opportunities
• Acquiring Talent
– Sourcing
– Selection
• Developing Talent
– Succession Planning
– Social Learning
• Assessing Talent
– Performance Appraisal
– Goals Measurement
Trends #5 – HR Analytics
• Data Decisions
• Metrics/Key Performance Indicators
– Analytical Tools
– Dashboards Knowledge
Information
Data
Level o
f
Abstra
ctio
n
Analytics – HR Opportunities
Organizational Strategic Planning
Bottom Line Impact of HR Best Practices
Empower Managers to Make Better Decisions
Align HR Strategy with Corporate
Be More Strategic!
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 9
Strategic HR with Technology
- Professor Jon Boudreau,
USC’s Marshall School of Business
Strategic HR with Technology
• Why Aren’t We?
– HR Administrivia
• Transactional duties
• ‘Social work’ activities
• Comfort zone
– HR Skill Set
– Data Accuracy
Strategic HR with Technology
Why don’t we?
1. Social workers and not interested in business
2. HR pursues efficiency in lieu of value
3. HR isn’t working for ‘you’
4. The corner office doesn’t get HR
- Keith Hammonds – editor, Fast Company magazine
“Why We Hate HR”, 2005
khammonds@fastcompany.com
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 10
Strategic HR with Technology
• Key Economic Data
• HR Decision-Making
• Business Impacts
• Start with End in Mind
Create Analytics
• Improve Company Performance
• Reduce Costs
• Budgeting/Planning
• Manage Change
Influence “C”-Suite
Leverage HR Technology
ONE: Reduce ‘Social Work’
• Utilize Technology
– ESS
– Alerts
– Reporting
Leverage HR Technology
TWO: Serve the Business
• M, V, G, O
• HR Goals Corporate Goals
• HR Metrics Business Decisions
• Data Integration
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 11
Leverage HR Technology
THREE: Measure the Right Things
• Baby Steps
• K.I.S.S.
• Few, But Layered
• Start With the End in Mind
Leverage HR Technology
FOUR: Make Value, Not Activity
• Key Performance Indicators
• Scorecards
• Analysis
Training Attendees/Month
Training Effectiveness
Leverage HR Technology
FIVE: Inquiry, Not Intuition
• Get Answers From Metrics
• Use Standardized Data
• Measure Consistently
“... when HR uses fact-based decision making – instead of intuition or best
guesses – the group becomes a more credible partner to the business it
serves. Fact-based decisions help HR improve HCM practices, recruit and
deploy the right talent, cut costs, contribute to business performance and
provide evidence of those contributions.”
- BusinessWeek Research Services, May 2009
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 12
HR Analytics – Examples
• Total Revenue / Total Headcount Revenue Factor
• Revenue – Operating Expense / FTE’s Net Income/FTE
• Absence Hours / Pay Rate Absence Factor
• Total Terms / Total Headcount Turnover Ratio
HR Analytics – Examples
Turnover Ratio
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
Turnover
Turnover
HR Analytics – Examples
• Number of days to fill position Time to Fill
• Cost involved with new hire Cost per Hire
• Total cost / # employees Benefit Cost/EE
• Salaries / Overall operating expense Human Capital
Cost
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 13
HR Analytics – Examples
• Salaries as a % of Operating Expense
– All Industries – 57%
– Government Agencies – 54%
– Nonprofit Organizations – 56%
– Privately Owned For-Profit – 60%
– Publicly Owned For-Profit – 45%
Source: 2008 SHRM Human Capital Benchmarking Study
Dashboard Metrics
Justifying HR Technology
• Why HR Technology Isn’t Implemented:
– Budget/Funding approval
• Unclear Goals
• No Buy-in
– Resistance to Change
– IT Infrastructure
– “No Decision”
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 14
10 Steps to Obtaining Tech
1. Expand Your HR Technology Knowledge
– Webinars
– IHRIM
– Follow HR Tech Experts
10 Steps to Obtaining Tech
2. Determine Your Current Reality
– Technology
– Processes
– Workflow
10 Steps to Obtaining Tech
3. Develop “Needs” and “Wants” List
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 15
10 Steps to Obtaining Tech
4. Create a Business Case
– Goals and Objectives
– Costs and Saving Measures
– Define Current HR Issues
– Outline Productivity Increases
– More Strategic Opportunity
• Metrics
• KPI’s
• Business Impact
10 Steps to Obtaining Tech
5. Calculate ROI and Rate of Return
Outsourced Fee Reduction
Ongoing Maintenance
Reduced Paper Costs
Mailing Costs
Fines / Compliance
Accuracy of Information
Employee Transaction Cycle Time
Administrative Work Reduction
Process Standardization
Improved Customer
Service
Hard Costs Soft Costs
10 Steps to Obtaining Tech
Form Reduction
Improve FTE Tracking
Improve Compliance
Reduce Litigation
Automate Recruiting
Better EE Service
Tactical Benefits Strategic Benefits
Reduce Hiring Costs
Reduce Absenteeism
Improve Retention
Improve Budget
Improve Productivity
Reduced Risk
5. Calculate ROI and Rate of Return
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 16
10 Steps to Obtaining Tech
6. Determine Budget
– Use Business Case
– Use ROI
10 Steps to Obtaining Tech
7. Research Software & Companies
8. Evaluate Systems
– Flexibility
– Scalability
10 Steps to Obtaining Tech
9. Set Implementation Expectations
10.Make Purchase Decision
Getting Strategic with HR Technology Dresser & Associates, Inc.
Dresser & Associates, Inc. 17
In Summary
• Social Media and Workforce Mobility are changing the dynamics of HR Technology.
• Popularity of Employee Self Service and Talent Management systems has increased.
• HR Technology can increase HR effectiveness, but will ultimately make HR more strategic.
• Utilize technology to create business oriented analytics and metrics.
• Justify HR Technology by creating an ROI with clear goals and objectives.
Thank You!
http://www.linkedin.com/in/haroldgfordiii
Recommended