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Hr technology landscape overview

Ino Waas
Ino Waas
Ino Waasthink BIG, dream BIG, believe BIG and make IT happen at satu.io

HR Technology

Hr technology landscape overview

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HR Technology Landscape Overview
October 1st, 2013
Marcino Waas (HCM Technology - Solution Group Leader)
SSI
HRIS Evolution
Evolution of HRIS
Early (pre-WW II)
••Personnel
••Old term for human
resources
••Historically isolated from
core organizational
functions
••Record keeping
••Name, address, phone,
employment history
Between 1945 and 1960
••Human capital issues
••Employee morale
••Formal selection and
development
••No real changes from earlier
days
1960’s and 1970’s
••large companies felt a need to
centralize their personnel data in large
part to facilitate record keeping and
meet regulatory needs. Programs
were written on large mainframe
computers that acted as a central data
repository with little transactional
processing, usually only for payroll
••Government and regulatory agencies
increased reporting requirements:
••Affirmative action
••Tax
••Pension, etc
••Still, HRIS was used mostly for
keeping administrative records
••Personnel became HR
1980’s
••The Human Resource Information
System (HRIS), also know as a
Human Resource Management
System (HRMS), became prevalent in
the 1980’s with the popularity of
Enterprise Resource Management
(ERP) applications and the move from
mainframe systems to client server
technology
••The birth of tier #1 ERP vendors
••Oracle
••PeopleSoft
••SAP
••HRIS systems now included a host
of feature sets and functional
capabilities aimed at attracting,
retaining and properly compensating
the workforce
2000’s
••HRIS grow to include recruitment,
benefits management, time
management, payroll,
compensation management,
learning management, expense
reporting and reimbursements, and
performance management
••Self-service applications built on
top of the underlining data
empowered employees to manage
their own data and make timely
changes
••Online employee portals further
consolidated disparate systems,
documents and information into one
place
Evolution of HRIS….. Now
Current Technology Landscape
Current technology landscape

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Hr technology landscape overview

  • 1. HR Technology Landscape Overview October 1st, 2013 Marcino Waas (HCM Technology - Solution Group Leader) SSI
  • 3. Evolution of HRIS Early (pre-WW II) ••Personnel ••Old term for human resources ••Historically isolated from core organizational functions ••Record keeping ••Name, address, phone, employment history Between 1945 and 1960 ••Human capital issues ••Employee morale ••Formal selection and development ••No real changes from earlier days 1960’s and 1970’s ••large companies felt a need to centralize their personnel data in large part to facilitate record keeping and meet regulatory needs. Programs were written on large mainframe computers that acted as a central data repository with little transactional processing, usually only for payroll ••Government and regulatory agencies increased reporting requirements: ••Affirmative action ••Tax ••Pension, etc ••Still, HRIS was used mostly for keeping administrative records ••Personnel became HR 1980’s ••The Human Resource Information System (HRIS), also know as a Human Resource Management System (HRMS), became prevalent in the 1980’s with the popularity of Enterprise Resource Management (ERP) applications and the move from mainframe systems to client server technology ••The birth of tier #1 ERP vendors ••Oracle ••PeopleSoft ••SAP ••HRIS systems now included a host of feature sets and functional capabilities aimed at attracting, retaining and properly compensating the workforce 2000’s ••HRIS grow to include recruitment, benefits management, time management, payroll, compensation management, learning management, expense reporting and reimbursements, and performance management ••Self-service applications built on top of the underlining data empowered employees to manage their own data and make timely changes ••Online employee portals further consolidated disparate systems, documents and information into one place
  • 9. 9Proprietary & Confidential | 2013 Common reason for HR Technology Failure
  • 10. 10Proprietary & Confidential | 2013 When Technology Fails Common reasons for HR Technology Failure • “They allowed software sales people to demo what they wanted to demo. They did not write any scenarios to say 'this is how we want to run our business. Show us how',” • “There is not a supplier out there that cannot gin up a usable demo and make it look fabulous. You don’t know how much work went into it, and how much of it is real,” • The failure of human resources (HR) departments to understand how a business works is one of the most common reasons why HR IT projects fail • Others common causes of failed HR technology implementations which are gradually being neutralized in the HCM solutions arena relate to change management and the customization of on-premise, installed software.
  • 11. 11Proprietary & Confidential | 2013 Requirements for successful technology enablement Clear goals and success measures The right program design Functional and effective processes The right technology solution A strong business case Effective implementation and change management
  • 12. 12Proprietary & Confidential | 2013 Requirements for successful technology enablement Clear goals and success measures ••Companies consider technology solutions when they are: ••Replacing manual processes, ••Looking to roll out new or revised processes, or ••When their current technology is not working as desired. ••Unfortunately, they sometimes rush to a technology solution when the problem is really much more complex and relates to the basic design of the HR program or service. ••The important things is how the technology helps achieve the program’s objectives and how it will both contribute to and measure the key indicators of the program’s success.
  • 13. 13Proprietary & Confidential | 2013 Requirements for successful technology enablement The right program design •• If program design is the problem, the next step is to define or confirm what the program—not the technology—is intended to accomplish. •• Although research consistently shows that the majority of organizations are not satisfied with their HR programs—such as compensation administration, performance management, or rewards programs—they still purchase software to help administer them. Why? *Automation!!! •• One possible explanation is that they believe—or hope—that technology will solve the problem. But making an ineffective program more efficient through technology is hardly a reasonable goal.
  • 14. 14Proprietary & Confidential | 2013 Requirements for successful technology enablement Functional and effective processes ••Once the program design is determined, you need to develop or revise the roles, processes, and procedures for administering the program. These are fundamental inputs in determining technology requirements. ••Ask yourself the following questions to help identify the strengths and weaknesses of your processes, and determine where changes may be needed: ••Does your organization follow a uniform process? ••Does the process ensure that the results of the program are consistent, fair, and aligned with the organization’s strategy? ••Does it work well with other processes (e.g., compensation with payroll)? •• Do business leaders and other stakeholders find the process valuable? ••Process improvements should always be made in advance of choosing a technology solution.
  • 15. 15Proprietary & Confidential | 2013 Requirements for successful technology enablement The right technology solution ••Program design should influence technology design, not the reverse. Your decisions about technology should never compromise plan design or result in setting aside aspiration objectives simply because “the system can’t support it.” Too often, technology gets implemented in isolation from other systems and programs, and misses the big picture, or organizations sacrifice program goals for the sake of ease of implementation. ••The current state of technology can bring great benefits through data aggregation and coordinated display and administration. Its ability to actively reach users with targeted messaging and action items can leverage the investment you’ve already made by bringing existing systems into a seamless user experience. ••It is also important to engage other parts of HR (e.g., payroll, benefits, etc.), as they might be expecting data or information from your new program design that you had not anticipated. Be sure to gather any additional business requirements now as identifying them later in the process could result in a scope change, causing an increase in fees and/or a delay in delivery.
  • 16. 16Proprietary & Confidential | 2013 Requirements for successful technology enablement A strong business case (Building your business case will help you determine if investing in a highly configurable or customized tool is worthwhile) ••“heavily productized” or “highly configurable.” Heavily productized means that the basic program framework remains unchanged—customers can modify screen views, add/remove a set of data fields, modify elements of output (e.g., reports). Highly configurable means you have more flexibility in the structure of the system, the output is user-determined, and data fields are very flexible. ••Each of these solutions has pros and cons—and different costs. The benefits of the productized approach include a lower cost and a shorter implementation time. While you might find a productized software tool that meets all of your demands, you might need to “settle” on a solution that doesn’t fulfil all your requirements. ••The highly configurable approach will provide a more targeted solution that meets your specific needs and integrates with existing applications across the organization. ••Drawbacks could include higher expense, longer development time, and difficulty in making future modifications and upgrades. ••Building your business case will help you determine if investing in a highly configurable or customized tool is worthwhile ••Heavily productized means that the basic program framework remains unchanged—customers can modify screen views, add/remove a set of data fields, modify elements of output (e.g., reports) ••The benefits of the productized approach include a lower cost and a shorter implementation time Heavily productized ••Highly configurable means you have more flexibility in the structure of the system, the output is user-determined, and data fields are very flexible. ••Higher expense, longer development time, and difficulty in making future modifications and upgrades. Highly configurable
  • 17. 17Proprietary & Confidential | 2013 Requirements for successful technology enablement Effective implementation and change management ••Although the official execution and implementation phase comes at the end of the project, you must support the changes from the beginning. The change management component runs the entire duration of the project. It can be separated into two distinct and equally critical components: the background research or “homework” portion and the go-live/launch or “exam” portion. Having one without the other can almost guarantee some level of failure. Change Management
  • 18. 18Proprietary & Confidential | 2013 End of presentation