The document outlines best practices for optimizing business processes, focusing on efficiency, scalability, and risk management. It emphasizes the importance of a structured workflow management system for tracking process steps, enhancing job satisfaction, and accountability through KPIs. Additionally, the document discusses the need for collaboration between HR and IT and the significance of continuous improvement and proper technology integration.

1. Presenter – Patrick Acheampong
September 2011

2. 1.Why
2.What
3.How

4.  Optimise economies of scale – platform for growth
 Flexible capacity planning
 Risk management -Business continuity
 Inconsistency in process - repeatability
 Error reduction – less manual intervention
 Regulatory management
 Time zone agnostic
 Reduce rate of HR headcount growth- scalable
 Accountability through KPI's
 Cost reduction – if done properly!
Define your desired outcomes upfront

5.  Decrease processing time
 Productivity – ease of use
 More time to focus on value added tasks
 Better job satisfaction
 Higher quality service
 Empowerment – self service, do it yourself
Do more work, faster, more
accurately, with less people

8.  Workflow participants can be a single person, a list of people or a list of people
with a coordinator.
 When each of the process steps is completed, the Workflow Management System
sends automatic notifications to the relevant people.
 Lead-times can be specified for each process step, and the Workflow Management
System will automatically send overdue notifications to the relevant people
 During the process, HR can view the status of the process steps to check the
progress of the onboarding process
 Information about when each process step was viewed, completed and saved can
be monitored by HR.
 Once the process is complete, the information in the various eforms can be
automatically exported to the HRIS or other corporate systems
 From an audit perspective, if HR is asked to show the steps taken when hiring a
specific employee, they can refer back to the history data stored for the workflow.
 The prospective employee, even though external (outside the corporate firewall) to
the organisation, can be added to the workflow, without having to be given access
to the corporate intranet. This allows the employee to complete tasks before
commencing work.

10.  Depth
 Intelligent
 Completeness
 Empowering
 Elegant
Enduring

12. Source: Gartner

14.  Support –engage fast.
 Assistance – show users how to use the workflow
system optimally
 Deliver bad news early – proactive
 Deliver on user change requests
Enchanted, happy users

16. Avoid these project stages
 Enthusiasm
 Disillusionment
 Panic
 Search for the guilty
 Punishment of the innocent
 Praise and honours for the non-participants

17.  A business case is an analysis of the overall business benefits that justify the initial
commitment of time, resources, and funding for an investment project or any on-going
investment.
 It uses a set of methods and techniques to determine the economic potential and
practicality of projects
 “Any business activity that can't be measured is a waste of resources” - Jack Welch
 What does success look like?
Financial –
costs and benefits
Operational –
Strategic – Payback Expected improvements
New capabilities Period to processes,and
other intangibles
Technical –
Benefits to the
technology infrastructure

18.  What are the most severe problems
◦ Cost Vs Service
 Low hanging fruit
 ROI. Can you make the business case?
 Who is impacted the most?
◦ Entire firm
◦ Large number of junior employees
◦ Small number of senior employees
◦ Profitable or unprofitable business unit
 Client perspective. Is the issue being raised by clients?
 Can it be done with existing resources?
 Do you have the right project management skills
18

19.  Six Sigma
 Total Quality Management
 Business Process Reengineering
 Lean systems
 In-house concoction

20. ▶ Technology is an enabler, NOT a creator of good
process
▶ Use technology to underpin re-engineered process,
not to replicate badly engineered processes
▶ You cannot make good use of technology until you
know which technologies are relevant
▶ If possible have HR business/technology analysts
on your team

21. Common approaches
 Get visio or excel put them down on paper put it in
front of everyone and expect everyone to follow
dilligently - manual
 Use a process documenting application,create
process flow charts using proper BPMN notation -
semi-automated
 Build an in-house application using .NET or other
programming language - automated
 Use a BPM product - automated

22. Possible Approaches
 HR tell I.T what they want – Abdication
 HR put together process maps and hand over to
I.T to code – Client relationship
 HR business analyst defines the process and
works with I.T on technology side – Partnership
collaboration

23.  Consider soft launch
 Hands on training where possible
 Forum for feedback and improvement
 Rollout communications
 Regular ongoing communication and user
engagement

24.  You must add value to the way things are already being done
otherwise there is no point
 It’s a new way of working, make sure you know what the impact
of that is, BEFORE you try to sell it to your clients
 You can’t change everything at once – Prioritise
 Don’t be afraid to change, but don’t just change for the sake of
change
 Continuous improvement. Don’t stop at the first change.
 Don’t just throw technology at existing processes. If you
automate an inefficient process, you just get bad data quicker
 Listen to your customers and create a DICEE product
 Be creative – think outside the box! This is an opportunity to
not only improve what exists, but also to create what doesn’t

25. 1.Why
2.What
3.How

26. Celebrate Success!!!!