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Hr technology systems best practices for successful implementation silver road solutions - tom sonde
- 1. HR Technology Systems Best Practices for Successful Implementation Tom Sonde Friday March 21, 2014 www.silverroad.net
- 2. Introduction: HR Technology Systems: Best Practices for Successful Implementation Talent Management Time & Attendence Recruiting Sucession Planning Training Benefits Administration Processes Modules Payroll Compensation Human Resoures
- 3. More than 70% of Organizations are Not Happy with their HR System It’s Not Always the Software Providers Fault Many system issues are not the result of the software.
- 4. More than 70% of Organizations are Not Happy with their HR System It’s Not Always the Software Providers Fault Many system issues are not the result of the software. They were caused by a flawed implementation.
- 5. Best Practices Technology Process Successfull Implementations Address Process, Technology and Best Practices The Foundation of a Successful System Includes Process and Best Practices
- 6. Successful Implementations Address More than the Software • Process • Technology • Best Practices HR System TECHNOLOGY To be effective an implementation should address:
- 7. Successful Implementations Address More than the Software • Process • Technology • Best Practices HR System TECHNOLOGY To be effective an implementation should address:
- 8. Successful Implementations Address More than the Software • Process • Technology • Best Practices HR System TECHNOLOGY To be effective an implementation should address:
- 9. Successful Implementations Address More than the Software • Process • Technology • Best Practices HR Systems TECHNOLOGY To be effective an implementation should address:
- 10. Implementing New Technology Does Not Guarantee Efficiency Teacher completes requisition form or fills out pre-printed list for items needed Principal or Dept. Head approves and signs requisition School clerk enters data into system from requisition After data is entered, requisition will be funneled into the following Non site-based budget purchases goes to an approver initially Based on the type of purchase, requisition is routed to one of the following:(1) Site-based budget purchases go directly to Finance Type A Custodial - Plant Operations Teacher completes requisition form or fills out pre-printed list for items needed Exceptional Children Division Applied Technology Career Development Purchases from a contract company or pre-printed list Principal or Dept. Head approves and signs requisition Type B Other purchases are routed to a buyer - based on assignment Library Services Purchases not from a contract company or pre-printed list regardless of price Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form Purchases orders printed at Southside location and delivered to Admin Bldg. If errors are found Type A Custodial - Plant Operations Exceptional Children Division Applied Technology Career Development Purchases not from a contract company or pre-printed list regardless of price Blue copy sent to Controllers Office Senior buyers review requisition proof, checks for errors (4) Interscholastic Type 1 Supplemental Funds-Budget & Management (3) New Technology Vendor receives PO and ships order to school Buyer signs and dates PO; sends to vendor by mail or fax White PO copy routed back to original buyer Orange copy kept on file at purchasing office Inefficient Old Process Other purchases are routed to a buyer - based on assignment Library Services Type 2 Buyer receives buyer's copy Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form If no errors found on requisition proof Senior buyers will correct errors and another proof is generated Brown/yellow copy sent to school (brown copy is receivers report) Senior buyers separate POs (5 copies) Based on the type of purchase, requisition is routed to one of the following:(1) Purchases from a contract company or pre-printed list Type B Teaching & Learning Assmt. Requisition proof is generated from information entered into system If no errors found on requisition proof Purchase order is generated from the requisition proof the next day Non site-based budget purchases goes to an approver initially Finance Dept. (2) Chief Academic Officer-Textbooks Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Type 2 Buyer receives buyer's copy After data is entered, requisition will be funneled into the following Site-based budget purchases go directly to Finance Finance Dept. (2) Senior buyers review requisition proof, checks for errors (4) School clerk enters data into system from requisition Vendor sends invoice to Finance Dept. School confirms purchase by sending receivers report to Finance Dept. (5) Purchase order is generated from the requisition proof the next day Finance Dept. matches invoice to receiver's report Purchases orders printed at Southside location and delivered to Admin Bldg. System generates payment when both invoice and receiver's report are entered into system Brown/yellow copy sent to school (brown copy is receivers report) Senior buyers separate POs (5 copies) Blue copy sent to Controllers Office White PO copy routed back to original buyer Orange copy kept on file at purchasing office New Technology Chief Academic Officer-Textbooks Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Teaching & Learning Assmt. Interscholastic Requisition proof is generated from information entered into system Type 1 If errors are found Supplemental Funds-Budget & Management (3) Senior buyers will correct errors and another proof is generated Vendor receives PO and ships order to school Buyer signs and dates PO; sends to vendor by mail or fax Vendor sends invoice to Finance Dept. School confirms purchase by sending receivers report to Finance Dept. (5) Inefficient New Process Finance Dept. matches invoice to receiver's report System generates payment when both invoice and receiver's report are entered into system
- 11. To Leverage your New System you must Understand your End-to-End Processes Obtain an Understanding of the End-to-End Processes Document Requirements End-to-End Processes Understand the Need for all Inputs and Outputs
- 12. Addressing End-to-End Processes is One of the Keys to Success AP and Disbursement transactions Payroll - Salary and Benefits Expenses Salary and Benefit Expense available for transfer VAC system Payroll System Risk Management - Life, Health, Dental Expenses Report of all enrollment is sent to departments for update/correction Health Enrollment Database with all employee health, life and dental data Telecommunications - Phone Expense Telephone bills are received from Nynexl, Nextel, Sprint, Arch wireless, and Ameritech (3) Departments return hard copies to Risk Management for changes Changes are input on Excel Spreadsheet which calculates chargebacks Each department receives an itemized list of charges to their department Total for each department is entered on Excel Spreadsheets. One sheet per company Spreadsheet is sent to Controllers office Any disputes are reported to the Telecommunication s dept. and a credit is granted. General Fund Quarterly Summary Report (2) Excel Spreadsheets are turned into a text file then transferred into the VAC Disbursement System VAC System is updated RollOver Monthly Report sent to departments (5) MOD Budget Report used to prepare MQ (1) Department sends spreadsheets to the Controller net of any adjustments ( 1) Report shows MTD and YTD Expenses, Fleet Management - Gas and Maintenance Expenses Work Orders are One copy is sent to generated as work is the department, the done in Fleet other is used to Management record expense/ (4) billing Payroll - Mileage Expense Specials Account maintains mileage Payroll Printed report is sent to each department and Controllers office At month end, work orders are summarized by department and entered into Excel John Murphy uses report to record expenses and transfer funds between departments Departments receive blank report listing Department completes mileage and total department reimbursement Report is returned by 9th of month to Payroll Payroll inputs mileage, system calculates reimbursement. Green Bar Report printed from Specials Database The data from these reports are manually entered into an Excel spreadsheet, - Medicare Expense Payroll System Medicare Expense adjustments are posted after payroll run Report printed by department/ account Medicare Expense from Payroll Central Supply - Xerox, Postage, and Supplies Expenses Departments request supplies via phone/fax and they are tracked via VAC system Manual log of copy requests by department (+10% surcharge) Postage machine tracks postage by Department Supply and postage expenses per department are entered into VAC system Postage, and Supply Expense report sent bi-weekly Encumbered-unpaid expenses, $ Free Balance, and % Free Balance. This report is used to create MQ. (2) Report shows General Funds Departments, account #, recommended budget, current appropriations, YTD expenses, and YTD % budget used. Attachment also includes Outside General Funds with all categories plus estimated revenue, YTD revenue received, and YTD % collected. Report generated by Controllers office and given to John Murphy (12th Floor room 1243) for review. The report is reviewed with the CFO by the staff and Controller. (3) Other daily phone bills are sent through on an AP voucher to be paid (4) Fleet Management supports 3 departments and generates approximately 100-150 work orders each month. (5) This report shows monthly receipts and expenses by departments. Any request for adjustments are sent via hardcopy to the Controllers office.
- 13. Best Practices and System Functionality Knowledge How do you obtain knowledge of Best Practices and System Functionality? Best Practices System Functionality Books Software Provider Professional organizations User manuals Conferences Vendor web site Other companies Books Consultants Consultants
- 14. Understanding System Functionality - What You Need to Know System Functionality You don’t need to become a technology expert – You don’t need to understand the nuts & bolts behind the screens – You simply need to understand what it is capable of You need to be able to speak intelligently with configuration staff
- 15. Having an Understanding of the End-to-End Processes Increases Automation Opportunities Automation Opportunities Teacher completes requisition form or fills out pre-printed list for items needed Principal or Dept. Head approves and signs requisition School clerk enters data into system from requisition After data is entered, requisition will be funneled into the following Non site-based budget purchases goes to an approver initially Based on the type of purchase, requisition is routed to one of the following:(1) Site-based budget purchases go directly to Finance Type A Exceptional Children Division Applied Technology Career Development Purchases from a contract company or pre-printed list Type B Custodial - Plant Operations Purchases not from a contract company or pre-printed list regardless of price Finance Dept. (2) Senior buyers review requisition proof, checks for errors (4) Other purchases are routed to a buyer - based on assignment Library Services Type 2 Buyer receives buyer's copy Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form If no errors found on requisition proof Purchase order is generated from the requisition proof the next day Purchases orders printed at Southside location and delivered to Admin Bldg. Brown/yellow copy sent to school (brown copy is receivers report) Senior buyers separate POs (5 copies) Blue copy sent to Controllers Office White PO copy routed back to original buyer Orange copy kept on file at purchasing office Chief Academic Officer-Textbooks Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Teaching & Learning Assmt. Interscholastic Requisition proof is generated from information entered into system If errors are found Type 1 Supplemental Funds-Budget & Management (3) Senior buyers will correct errors and another proof is generated Vendor receives PO and ships order to school Buyer signs and dates PO; sends to vendor by mail or fax Vendor sends invoice to Finance Dept. School confirms purchase by sending receivers report to Finance Dept. (5) Finance Dept. matches invoice to receiver's report System generates payment when both invoice and receiver's report are entered into system Paper Manual forms Manual processes Shadow or one-off processes Excel spreadsheets Shadow systems (e.g. data warehouse) Reviews and approvals Time intensive processes Manual keying of data Duplicate keying of data Non system generated reports Integration
- 16. Configuration and Process Design Decisions System / Process Design Provide Account Codes as needed Prepare Supp Time Reports & Overtime Reports Payroll OperationsData Entry Operations- IS Prepare T&L Reports Prepare Payroll Notification Forms to process adjustments Review and approve HR Field Budget Payroll Process (High Level View) - Pre Software Interface PS Project • Educate process owners to avoid making design decisions based upon the current system • Design sessions should include representation from end-to-end process owners • Ask process owners what they would like “in the perfect world” • Built-in system best practices are not enough, best practices should be applied to all processes • Enlist executive management or the software vendor to help employees network with others that have successfully implemented your software • While cooperation is important process owners must also learn to push back when appropriate • Designate a senior HR staff member to make final system set-up and process design decisions, avoid decision by committee Create Paysheets Review and correct Supp Time Reports and OT Reports Input Supp Time Reports & OT Reports Review and correct T&L Reports Update Paysheets Run final calc and confirm Distribute checks and advices Input T&L reports Run Pay & Time files into PS Produce checks, advices & DD file for bank, and print reports Reconcile payroll Your Logo
- 17. Project Planning Tips Project Planning • Build contingenies into the project plan (both financial and time) • Place budget responsibility with HR rather then IT • Have HR lead or co-lead the project • Begin cleaning employee/system data immediately • Avoid an aggressive go-live date • Stage the timing of module go-lives to reduce implementation risks • Obtain senior management support and have them communicate it early and often • Implement as much self-service functionality as possible
- 18. A Properly Staffed Project Team is the Foundation for Success Subject Matter Experts from each Functional Area Process Improvement Expert Full-Time Project Manager Representing HR Communications Lead Indespensable HR Staff IT Staff / Consultants / Software Vendor
- 19. A Properly Staffed and Trained Project Team is the Foundation for Success Project Team Project Team • Core team members should be dedicated to the project full time • Hold part time staff members accountable for obligations to participate • Reassign / backfill employees with supplemental staff • Create a seperate work area for the team • Conduct team training prior to beginning the project (team building, system functionailty, best practices) • Team members should think outside the box but within the softwares parameters • Make sure the consultants knowledge is transfered to the staff
- 20. Project Status Meetings Should be Scheduled in Advance for the Duration of the Project Status Meetings • Project Team meetings should be held weekly • Steering Committee meetings should be held at least once a month • Every meeting should have an agenda prepared in advance
- 21. Inadequate Training often Hurts an Otherwise Successful Implementation • Budget an ample amount of time for training • Obtain a thorough understanding of the end-to-end processes before developing training • Training should incorporate both process and technology, it should be more then screen shots of the new system • Training should be developed with the process owners skill sets in mind • Develop System Super-Users
- 22. Many Implementations Fail to Leverage their Systems Capabilities when it comes to Reporting Reporting • Go beyond the “canned” reports provided by the vendor • Identify user needs that are not being met by current reporting • Idendity and automate manually prepared reports • Leverage the new/additional data now available in the system • Reports for routine activities should include all required data on a single report • Ideally access should be provided electronically rather than on paper • Anyone that requires access to data should have the appropriate access • Reporting should be timely • Train as many staff as possible on how to utilize the new systems reporting capabilities
- 23. Understanding Project Dynamics Communicate Politics • Understand the political landscape • Use politics to your advantage Change Management • Communicate positive results • Communicate as appropriate – Remember the who, what, where, when and why • Communicate regularly Build Alliances Quick Wins • Win over adversaries • Make IT part of the team • Get Finance involved • Fix the easy things first • Gain traction Resources • Make sure the proper resources are on the team and that there is an adequate budget with realistic timelines
- 24. It is important to Understand why People are Resistant to Change Potential Threat
- 25. It is important to Understand why People are Resistant to Change Potential Threat Fear of the Unknown
- 26. It is important to Understand why People are Resistant to Change Potential Threat Fear of the Unknown Threat of Obsolescence
- 27. It is important to Understand why People are Resistant to Change Potential Threat Fear of the Unknown Threat of Obsolescence Loss of Kingdom / Status
- 28. It is important to Understand why People are Resistant to Change Potential Threat Fear of the Unknown Fear of Something New Threat of Obsolescence Loss of Kingdom / Status
- 29. It is important to Understand why People are Resistant to Change Potential Threat Fear of the Unknown Fear of Something New Threat of Obsolescence Loss of Kingdom / Status Change May Uncover Hidden Issues
- 30. It is important to Understand why People are Resistant to Change Potential Threat Fear of the Unknown Fear of Something New Threat of Obsolescence Loss of Kingdom / Status Changes May Result in Additional Workload Change May Uncover Hidden Issues
- 31. Executive Sponsorship Plays a Key Role Support Leadership Provides funding, appropriate resources and opens doors when necessary Provides direction, advice and credibility Values Executive Sponsorship Sets the tone, communicates the importance of the project to the organization Stick Provides the appropriate leverage when necessary Carrot Provides rewards and incentives for success
- 32. Return on Investment - ROI A Positive ROI is Essential to Obtaining Project Approval Clearly Articulate Benefits Quantify Savings The better you can articulate benefits and real dollar savings the more support you will receive Quantify potential savings in order to: Free up resources (e.g. process owners, IT staff) Gain executive buy-in and obtain funding ROI Focus on Savings Focus on savings, not cost Justification At a minimum on a small project you want to justify the need for dedicated resources to focus on your project
- 33. For Additional Information: Free Whitepapers: Unlock the Hidden Value in your HR System What You Should Know - and - Helpful Hints for Improving the Productivity of HR Tom Sonde, Principal (973) 722-9304 tsonde@silverroad.net SilverRoad.net
- 34. Thank you for your attention! Any Questions? Tom Sonde, Principal (973) 722-9304 tsonde@silverroad.net SilverRoad.net
- 35. Tom Sonde Biography Tom Sonde Tom is a principal with Silver Road Solutions, a management consulting firm specializing in helping HR organizations be more productive. He began performing process improvement work while at The Dun & Bradstreet Corporation. He subsequently worked at KPMG Consulting and was VP Global Business Transformation at Misys where he redesigned their global HR processes during an SAP implementation. Tom has extensive experience in helping organizations with their HR systems. He has written several articles on this topic including: Finding the Hidden Values in HR Systems, which appeared in Human Resources Executive magazine. For additional information please visit SilverRoad.net Tom Sonde, Principal (973) 722-9304 tsonde@silverroad.net SilverRoad.net Copyright © 2013 SilverRoad Solutions.
- 36. Appendix
- 37. Establish Metrics to Measure the Success (or Failure) of the Implementation Metrics • Identify the approproiate metrics you wish to measure (e.g. time to fill a position) • Establish a baseline prior to the implementation • Put a process in place to capture the metrics on an ongoing basis • Utilize the metrics to establish a continuous process improvement program
- 38. While it is Best Not to Customize any Software you Should Apply a Common Sense Approach Software Customizations No Customizations Adapt processes to the software Customize Addres a mandatory business requirement