SlideShare a Scribd company logo
www.ihrim.org • Workforce Solutions Review • September 2015 19
With technology lowering the cost of personal-
ized interaction, companies are doubling down on
strategies of engagement. Instead of focusing on
profits from individual transactions, they’re work-
ing to create ongoing relationships with customers.
The trust built up in these relationships then can
lead to far more revenue and profits over time. No
longer are they anonymous buyers – now they feel
connected to their favorite sellers. Customers are
more likely to buy across the product portfolio, and
to recommend it to their friends.
What if companies could apply that same dynam-
ic to how they treat their own people? We already
know that engaged employees are more productive
and less likely to leave.1
And now is a good time for
Human Resources departments to make the move.
Most of them have already made the underlying
technology investments necessary for data man-
agement and self-service automation. “Systems of
engagement” are the next frontier in HR services.
From Silos to Shared Services
To understand this opportunity, it’s helpful to
note the concerns important to today’s employees.
In Deloitte’s annual global poll of HR and busi-
ness leaders, two-thirds of these leaders said they
were struggling with overwhelmed staff.2
A similar
number agreed that their work environments had
become more complex. It’s not just the work itself.
On top of all their ordinary responsibilities, em-
ployees are also taking more charge of their careers,
rather than expecting a long-term, stable, orderly
development within a company.
As a result, people are naturally looking for sim-
plicity and customization. They want their interac-
tions to be direct, easy, and personalized, without
compromising their choices. Having achieved
this ideal from the likes of Amazon and Facebook,
they’ve raised their expectations from the work-
place.
So far, Human Resources is falling short. At too
many companies, HR’s understandable concerns
with compliance have led to a blizzard of informa-
tion and forms to wade through. Nowadays, HR
has a lot to offer, but it becomes a net disengager
when it overwhelms people with hard-to-navigate
technology.
We can see a rising impatience in the C-suite
with HR in general. Nearly all of the executives
Deloitte surveyed (85%) are looking to transform
HR to meet new business priorities. Most say that
HR needs new skills and operating models. They’re
looking for the function to deliver a strategic advan-
tage, especially in recruiting and retaining talented
employees. And even HR executives are concerned.
Only a quarter feel confident that they are adapting
well to employee needs.
While HR is transforming itself in multiple ways,
a key element is technology that’s intuitive and inte-
grated into the overall experience people have with
the company. With this technology, HR can meet
the heightened expectations of employees.
Of course, HR has already made impressive
strides with technology in the past few decades. A
big step took place in the 1990s, when the larger
U.S. companies began consolidating HR and other
support activities into shared service centers.
Instead of each operating unit or division handling
employee matters, a centralized office handled
everything company-wide, at much lower cost. HR
services were among the first to be included, along
with Finance and Accounting services. Information
Technology, Procurement, Real Estate, and Legal
eventually followed, depending on the company.
The creation of this new scale often took place
in parallel with the deployment of client-server
systems that greatly expanded HR’s technologi-
cal capabilities. This effort picked up steam in the
2000s as companies outsourced many HR transac-
tions to large specialists.
Shared services has become a common model
in the 2010s, and companies have leveraged these
capabilities to expand on several dimensions. With
globalization, they’ve adapted HR activities to
national and regional requirements and customs.
They’ve also moved beyond inquiries and trans-
actions to handle a variety of knowledge-based,
specialized services, from talent management to
employee relations. Along with this expanded
scope, HR has continued to work on its adminis-
trative efficiency, especially by shifting the more
routine employee inquiries and transactions to self-
service portals.
feature
Systems of Engagement:
The Next Frontier in HR Services
By Marc Solow and Erik Alvarado, Deloitte Consulting, LLP
20 September 2015 • Workforce Solutions Review • www.ihrim.org
Even so, too many corporate leaders see HR
as an administrative cost center, not a strategic
partner in dealing with the biggest challenge in
many industries: attracting and retaining talented
people. It’s likely not enough for HR to comply with
government regulations or fulfill internal service
level agreements. While still concerned about cost,
executives are looking for strategic help and innova-
tive solutions from HR business partners. Instead
they see managers caught up in delivering services.
They want HR to go beyond “hygiene” factors and
drive competitive impact.
		
From Transactions to Interactions
HR can make that switch by better internalizing
the needs of the business, by gaining technical
depth in the key disciplines of talent management,
and by taking its transactions with employees to a
new level. HR can free itself from getting caught up
in administrative details while also serving employ-
ees better.
The path forward should involve looking at
employees in much the same ways that compa-
nies are treating their favored customers. In this
employee-centric approach, companies focus not
just at whether its offerings conform to policies and
regulations, but also at how employees experience
HR. Do all these services draw people more closely
into the company – or is it a neutral or negative
experience?
Technology makes it much easier to treat people
according to all sorts of segments. Instead of a
one-size-fits-all approach, HR can deliver the most
relevant services through the most convenient
channels. The employee is no longer a single entity,
but someone with different needs and wants de-
pending on who they are, where they are, and when
they are. As employees change from job candidate
to new hire to veteran, and from one location to
another, does HR treat them much differently?
How easy is it for employees to register life changes
with their companies, from marriages and births to
caregiver leaves?
If companies treated employees like customers,
then visitors to the HR portal would see offerings
adjusted for their age, time in the organization, po-
sition, benefits choices, and perhaps even personal
tastes, similar to how Amazon treats its frequent
shoppers. The interface would draw on previous
choices and other information to predict an em-
ployee’s likely needs and wants.
Relevant information and tools
would be front and center or easily
searched, so employees wouldn’t
have to hunt through a variety of
options. The resources would also
be transparent, so people could
learn and decide for themselves,
much as they would in working
with a Web retailer that enables
customers to “build” their own product.
These services would be available whenever and
wherever the employee needs them – not just when
he or she is sitting at her desk on her office comput-
er. At key points in an employee’s career and life,
“moments that matter,” HR would appear not as an
anonymous provider of paperwork, but a connected
system that quickly takes a time-stressed employee
to the necessary information and forms.
As with Facebook, the intuitive, contextualized
interface would work seamlessly across devices,
including mobile. It would also connect socially,
with formal chat groups and ad-hoc venues, so
people could share information and insights from
colleagues and even experts outside the company.
Most of this activity would happen automatically,
in an app-based environment. Yet instead of the
drudge of filling out paperwork, employees would
feel a sense of interaction with their company. As
they search for information and make choices,
the portal gets “smarter” about who they are, and
offers better choices in the future. With so much
automation, HR could now invest in a few employee
relationship managers who can expertly offer “high-
touch” services to help people in special situations.
In every step of their career, the more employees
interact with HR, the more engaged they’d likely
feel about their company.
	
Beyond a System of Record
Fortunately, HR is already most of the way along
in making this kind of system a reality. Many com-
panies have invested a great deal in HR technology
in recent years, which is perhaps one factor in the
rising impatience that many executives feel toward
their HR colleagues. They’ve bought one of the
several HRIS packages in the marketplace, all of
which promise to bring a company’s offerings fully
into the Web age.
What’s missing is the top layer, the part that con-
nects this impressive software with employees. The
existing “systems of record” are oriented around
data storage and control. The result is a functional
but inflexible interface that HR professionals can
handle, but that employees often struggle to navi-
gate. Even after training, many of them give up and
call HR – taking staff away from their strategic pri-
orities. Some systems are so tightly secured behind
corporate firewalls that people can’t easily access
them outside the office.
To make the final connection to how employees
actually live their lives, companies should have
a “system of engagement.” Built on a customer-
service technology backbone, this software can offer
an employee-centered, intuitive interface, fully ac-
cessible from the cloud. It offers a great deal of flex-
ibility and customization, and includes social media
that foster information-sharing and collaboration
across the company and beyond.
This software is now emerging. Deloitte’s c*link
Endnotes
1
James Heskett,The Culture Cycle: How to Shape the
Unseen Force That Transforms Performance, (Financial
Times Press, 2011), Chapter 5
2
For both the general survey and the survey specifi-
cally about HR, see Deloitte Consulting,“Global Human
Capital Trends 2015: Leading in the New World of
Work,” 2015, available at:
http://www2.deloitte.com/global/en/pages/human-
capital/articles/introduction-human-capital-trends.html
www.ihrim.org • Workforce Solutions Review • September 2015 21
2. Multi-channel Access to HR
Like any self-respecting e-commerce site, systems
of engagement work across multiple channels, from
desktop in the office to smartphone overseas at
3am. 	
3. Ready for moments that matter
Caption: Systems of engagement know ahead of
time the “moments that matter” for employees and
prepare special interfaces to address those ques-
tions fully, so busy, stressed employees don’t have
to call HR.
Case Study: Telecommunications Provider
“Telcom” is a telecommunications company in a fast-growing emerging market. It decided to make a major
push into 4G wireless Internet and mobile access, a move that required adding more than a hundred thousand
employees. The company was also rebranding itself to support this big expansion, and part of that campaign
promised a leading-edge employment experience for the talent it sought. It had already implemented an industry-
standard human-capital management system, but the company’s leaders understood that this system by itself
couldn’t support the more engaged employee experience they sought. They needed a software layer to sit on top
to serve as a “super-app” accessible anywhere on any device.
Accordingly, Telcom was looking for an HR software solution that was scalable and extensible, still being tightly
integrated across a large network of employee and operations databases. To handle the strain of so many new
hires, Telcom needed an interface that got people oriented and engaged with the company with little help from
staff. They wanted to “blow up” the shared services model and push most interactions out into the organization,
with only a small HR operations center to support the most challenging inquiries and issues. And they were will-
ing to invest in the technology to make that happen.
We worked with Telcom to apply c*link, a solution based on Salesforce’s Service Cloud and Communities Portal
products. The result was a single app for all employee interactions with HR, with an interface adapted for the
company’s needs. There was also a pre-hire portal for all accepted job candidates, where they could learn more
about the company and complete their pre-hire activities before joining.
The company took a number of steps to encourage people to embrace the new application. While the system
worked with a variety of devices and operating systems, all employees received a tablet configured for optimal
interaction. As a result, each employee received a personalized HR experience, contextualized according to his
or her role within the company. And because Telcom integrated the new system with SAP and SuccessFactors to
capture pre-hire and post-hire data, people felt recognized from the day they started throughout their employ-
ment life cycle.
This new system has been in place since early 2015, and already it has delivered against Telcom’s goals for
growth and engagement. The company has been able to maintain an aggressive rollout of its new products and
services, supported by thousands of new employees, without a big expansion in HR staff.
Exhibits
1. Socially adept HR portals
Systems of engagement such as c*link have the
flexibility to mimic social networks in offering mul-
tiple channels of information and support.
(www.deloitte.com/clink), for example, has now
been in use in several companies for the past 18
months, with good results so far. (See case study.)
Conclusion
HR should raise its game in order to maintain its
influence and resources in big companies. While
some of that will have to happen at the executive
level, the administrative side of HR shouldn’t stand
still. Taking a cue from efforts well underway on
the customer side of the business, HR can invest in
systems of engagement that improve its efficiency
while also serving vital strategic goals.
About the Authors
Marc Solow is a
director with
Deloitte
Consulting LLP.
He leads
Deloitte’s HR Engagement
Solutions practice, focusing on
the delivery of CRM, Portal and
Mobile-App-based technology
solutions for HR organizations.
With more than 25 years of
experience in the industry, Solow
is an HR transformation thought
leader with deep experience and
knowledge in HR technologies,
shared services, organization
design, and change manage-
ment. He has worked extensively
with large, multinational clients to
help address their most critical
and complex HR-related issues.
He is also a frequent speaker and
author on HR technology,
transformation and shared
services related topics. He can be
reached at
msolow@deloitte.com.
Erik Alvarado is a
senior manager
with Deloitte
Consulting LLP,
specializing in the
design, implementation and
management of integrated HR
processes, services and
technology portfolios for global
organizations across multiple
industries. His 16 years of global
experiences covers HR operations
capability assessments to
support human capital and
business strategies, facilitation of
global fit/gap, roadmap and
strategy executive workshops,
HCM technology vendor
evaluations and selection,
business process design, and
subsequent implementations. He
is the former architect and CEO of
one of the first integrated talent
management software products.
He can be reached at
eralvarado@deloitte.com.

More Related Content

What's hot

How do you think that the internet will change the way in which HR process su...
How do you think that the internet will change the way in which HR process su...How do you think that the internet will change the way in which HR process su...
How do you think that the internet will change the way in which HR process su...
SunitaSharma157
 
The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...
Brian Solis
 
A Report On The Influence Of Technology On Human Resource Management
A Report On The Influence Of Technology On Human Resource ManagementA Report On The Influence Of Technology On Human Resource Management
A Report On The Influence Of Technology On Human Resource Management
Navitha Pereira
 
Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]
Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]
Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]
Linda Haelsen
 
Creating an Interactive Talent Community
Creating an Interactive Talent CommunityCreating an Interactive Talent Community
Creating an Interactive Talent Community
Alex Putman
 
The serendipity economy
The serendipity economy The serendipity economy
The serendipity economy
Office
 
Earth 01
Earth 01Earth 01
Earth 01
AMIT ROY
 
New Style of IT = New Style of CIO?
New Style of IT = New Style of CIO?New Style of IT = New Style of CIO?
New Style of IT = New Style of CIO?
Hewlett Packard Enterprise Business Value Exchange
 
The Impact Of Hrm On The Business World
The Impact Of Hrm On The Business WorldThe Impact Of Hrm On The Business World
The Impact Of Hrm On The Business World
aboalyosserme2000
 
SMACing up HRIS
SMACing up HRIS SMACing up HRIS
SMACing up HRIS
Sadhan Bhattacharya
 
Cracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR AnalyticsCracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR Analytics
Accenture Insurance
 
Human resource management
Human resource managementHuman resource management
Human resource management
Tanuj Poddar
 
How to work like a network: For the marketing leader
How to work like a network: For the marketing leaderHow to work like a network: For the marketing leader
How to work like a network: For the marketing leader
Office
 
From Inefficient to Integrated-Automating Human Resources Processes Improves ...
From Inefficient to Integrated-Automating Human Resources Processes Improves ...From Inefficient to Integrated-Automating Human Resources Processes Improves ...
From Inefficient to Integrated-Automating Human Resources Processes Improves ...
Emily Connelly
 
4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast
4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast
4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast
LinkedIn Talent Solutions
 
Zzw03241 usen human capital management
Zzw03241 usen human capital managementZzw03241 usen human capital management
Zzw03241 usen human capital management
David Hendrickse
 
Arise Virtual Solutions_Think Outside the Office
Arise Virtual Solutions_Think Outside the OfficeArise Virtual Solutions_Think Outside the Office
Arise Virtual Solutions_Think Outside the Office
Tim Savitt
 
Hr intranet - What is Human Resources Intranet?
Hr intranet - What is Human Resources Intranet?Hr intranet - What is Human Resources Intranet?
Hr intranet - What is Human Resources Intranet?
Rajesh Kumar A
 
11.[28 37]the impact of information technology (it) on human resource managem...
11.[28 37]the impact of information technology (it) on human resource managem...11.[28 37]the impact of information technology (it) on human resource managem...
11.[28 37]the impact of information technology (it) on human resource managem...
Alexander Decker
 
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...
ADP, LLC
 

What's hot (20)

How do you think that the internet will change the way in which HR process su...
How do you think that the internet will change the way in which HR process su...How do you think that the internet will change the way in which HR process su...
How do you think that the internet will change the way in which HR process su...
 
The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...
 
A Report On The Influence Of Technology On Human Resource Management
A Report On The Influence Of Technology On Human Resource ManagementA Report On The Influence Of Technology On Human Resource Management
A Report On The Influence Of Technology On Human Resource Management
 
Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]
Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]
Extending_HR_Self-Service_To_Unconnected_Workers_Netkey_White_Paper[1]
 
Creating an Interactive Talent Community
Creating an Interactive Talent CommunityCreating an Interactive Talent Community
Creating an Interactive Talent Community
 
The serendipity economy
The serendipity economy The serendipity economy
The serendipity economy
 
Earth 01
Earth 01Earth 01
Earth 01
 
New Style of IT = New Style of CIO?
New Style of IT = New Style of CIO?New Style of IT = New Style of CIO?
New Style of IT = New Style of CIO?
 
The Impact Of Hrm On The Business World
The Impact Of Hrm On The Business WorldThe Impact Of Hrm On The Business World
The Impact Of Hrm On The Business World
 
SMACing up HRIS
SMACing up HRIS SMACing up HRIS
SMACing up HRIS
 
Cracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR AnalyticsCracking the Workforce Genome with HR Analytics
Cracking the Workforce Genome with HR Analytics
 
Human resource management
Human resource managementHuman resource management
Human resource management
 
How to work like a network: For the marketing leader
How to work like a network: For the marketing leaderHow to work like a network: For the marketing leader
How to work like a network: For the marketing leader
 
From Inefficient to Integrated-Automating Human Resources Processes Improves ...
From Inefficient to Integrated-Automating Human Resources Processes Improves ...From Inefficient to Integrated-Automating Human Resources Processes Improves ...
From Inefficient to Integrated-Automating Human Resources Processes Improves ...
 
4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast
4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast
4 Essential Tips to Convert your Employees to Talent Brand Ambassadors | Webcast
 
Zzw03241 usen human capital management
Zzw03241 usen human capital managementZzw03241 usen human capital management
Zzw03241 usen human capital management
 
Arise Virtual Solutions_Think Outside the Office
Arise Virtual Solutions_Think Outside the OfficeArise Virtual Solutions_Think Outside the Office
Arise Virtual Solutions_Think Outside the Office
 
Hr intranet - What is Human Resources Intranet?
Hr intranet - What is Human Resources Intranet?Hr intranet - What is Human Resources Intranet?
Hr intranet - What is Human Resources Intranet?
 
11.[28 37]the impact of information technology (it) on human resource managem...
11.[28 37]the impact of information technology (it) on human resource managem...11.[28 37]the impact of information technology (it) on human resource managem...
11.[28 37]the impact of information technology (it) on human resource managem...
 
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...
The Connected Digital Economy and Benchmarking for Competitive Advantage - Hu...
 

Viewers also liked

CURRICULUM VITAE OF LERATO MAKATE
CURRICULUM VITAE OF LERATO MAKATECURRICULUM VITAE OF LERATO MAKATE
CURRICULUM VITAE OF LERATO MAKATE
LERATO Makate
 
Comienza el ministerio
Comienza el ministerioComienza el ministerio
Comienza el ministerio
Escuela Sabática Joven
 
Do you like the magazine advert?
Do you like the magazine advert?Do you like the magazine advert?
Do you like the magazine advert?
sophiaforrester
 
Poster presentation
Poster presentationPoster presentation
Poster presentation
Moises Soares Martins
 
Patryk Bomba 1semestr Logistyka Zaoczne
Patryk Bomba 1semestr Logistyka ZaocznePatryk Bomba 1semestr Logistyka Zaoczne
Patryk Bomba 1semestr Logistyka Zaoczne
BombaBP
 
Leyendas Urbanas
Leyendas UrbanasLeyendas Urbanas
Leyendas Urbanas
erickerom8570
 
A GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENS
A GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENSA GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENS
A GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENS
Unified wireless INC
 
PM Symposium 2009 Apply Risk Techniques on RAI Prj
PM Symposium 2009 Apply Risk Techniques on RAI PrjPM Symposium 2009 Apply Risk Techniques on RAI Prj
PM Symposium 2009 Apply Risk Techniques on RAI Prj
Terry Startzel, MS, PMP, SCPM, CSM
 
HISTORY YEAR 9 - DICTATORSHIP
HISTORY YEAR 9 - DICTATORSHIPHISTORY YEAR 9 - DICTATORSHIP
HISTORY YEAR 9 - DICTATORSHIP
George Dumitrache
 
Bordes y sombreado
Bordes y sombreadoBordes y sombreado
Bordes y sombreado
Inmaculada Concepción
 

Viewers also liked (11)

CURRICULUM VITAE OF LERATO MAKATE
CURRICULUM VITAE OF LERATO MAKATECURRICULUM VITAE OF LERATO MAKATE
CURRICULUM VITAE OF LERATO MAKATE
 
Comienza el ministerio
Comienza el ministerioComienza el ministerio
Comienza el ministerio
 
Do you like the magazine advert?
Do you like the magazine advert?Do you like the magazine advert?
Do you like the magazine advert?
 
Poster presentation
Poster presentationPoster presentation
Poster presentation
 
Thomas TST Program 4
Thomas TST Program 4Thomas TST Program 4
Thomas TST Program 4
 
Patryk Bomba 1semestr Logistyka Zaoczne
Patryk Bomba 1semestr Logistyka ZaocznePatryk Bomba 1semestr Logistyka Zaoczne
Patryk Bomba 1semestr Logistyka Zaoczne
 
Leyendas Urbanas
Leyendas UrbanasLeyendas Urbanas
Leyendas Urbanas
 
A GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENS
A GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENSA GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENS
A GUIDE OF BUYING WHOLESALE SMARTPHONE LCD SCREENS
 
PM Symposium 2009 Apply Risk Techniques on RAI Prj
PM Symposium 2009 Apply Risk Techniques on RAI PrjPM Symposium 2009 Apply Risk Techniques on RAI Prj
PM Symposium 2009 Apply Risk Techniques on RAI Prj
 
HISTORY YEAR 9 - DICTATORSHIP
HISTORY YEAR 9 - DICTATORSHIPHISTORY YEAR 9 - DICTATORSHIP
HISTORY YEAR 9 - DICTATORSHIP
 
Bordes y sombreado
Bordes y sombreadoBordes y sombreado
Bordes y sombreado
 

Similar to Systems of Engagement WSR_Sept2015

Top 9 HR Technology Trends to Influence Your Business in 2023.pdf
Top 9 HR Technology Trends to Influence Your Business in 2023.pdfTop 9 HR Technology Trends to Influence Your Business in 2023.pdf
Top 9 HR Technology Trends to Influence Your Business in 2023.pdf
TheEnterpriseWorld
 
6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy
Abhishek Sood
 
Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016
Wendy Moran
 
Leading Transformation from HR
Leading Transformation from HRLeading Transformation from HR
Leading Transformation from HR
Kelly Services
 
Big needs little budget
Big needs little budgetBig needs little budget
Big needs little budget
Mike FuQua
 
HulloJobs Technology Shaping HR’s Future
HulloJobs Technology Shaping HR’s FutureHulloJobs Technology Shaping HR’s Future
HulloJobs Technology Shaping HR’s Future
Hullo Jobs
 
How Your HR Intranet Can Improve Employee Relations
How Your HR Intranet Can Improve Employee RelationsHow Your HR Intranet Can Improve Employee Relations
How Your HR Intranet Can Improve Employee Relations
My Hub Intranet Solutions
 
10 Things | Cloud HR Technology Myths
10 Things | Cloud HR Technology Myths10 Things | Cloud HR Technology Myths
10 Things | Cloud HR Technology Myths
Rob Scott
 
Build a personal, user-friendly, dynamic site to create a go-to re.docx
Build a personal, user-friendly, dynamic site to create a go-to re.docxBuild a personal, user-friendly, dynamic site to create a go-to re.docx
Build a personal, user-friendly, dynamic site to create a go-to re.docx
RAHUL126667
 
best practice in RECRUITMENT AND SELECTION
best practice in RECRUITMENT AND SELECTION best practice in RECRUITMENT AND SELECTION
best practice in RECRUITMENT AND SELECTION
Preeti Bhaskar
 
Elevating the Digital Employee Experience
Elevating the Digital Employee ExperienceElevating the Digital Employee Experience
Elevating the Digital Employee Experience
Cognizant
 
The booming economy and the globalization of the business processe.docx
The booming economy and the globalization of the business processe.docxThe booming economy and the globalization of the business processe.docx
The booming economy and the globalization of the business processe.docx
todd541
 
Building the Digital HR Organization-pages
Building the Digital HR Organization-pagesBuilding the Digital HR Organization-pages
Building the Digital HR Organization-pages
Celine Burgle
 
Carrera-Lee-Enterprises-Top-employee-onboarding.pdf
Carrera-Lee-Enterprises-Top-employee-onboarding.pdfCarrera-Lee-Enterprises-Top-employee-onboarding.pdf
Carrera-Lee-Enterprises-Top-employee-onboarding.pdf
HarmonyRoze1
 
Minting the New Currency of HR - Insights
Minting the New Currency of HR - InsightsMinting the New Currency of HR - Insights
Minting the New Currency of HR - Insights
Adrian Boucek
 
2020 HR Predictions
2020 HR Predictions2020 HR Predictions
2020 HR Predictions
Sherrie Suski
 
2014_HR_Technology_Trends
2014_HR_Technology_Trends2014_HR_Technology_Trends
2014_HR_Technology_Trends
Robert Taffinder
 
2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders
Ana Ber
 
the 21 century HR organization
the 21 century HR organizationthe 21 century HR organization
the 21 century HR organization
neha singh
 
The transformational path to digital human capital management
The transformational path to digital human capital managementThe transformational path to digital human capital management
The transformational path to digital human capital management
Stefan Kim (Grahn)
 

Similar to Systems of Engagement WSR_Sept2015 (20)

Top 9 HR Technology Trends to Influence Your Business in 2023.pdf
Top 9 HR Technology Trends to Influence Your Business in 2023.pdfTop 9 HR Technology Trends to Influence Your Business in 2023.pdf
Top 9 HR Technology Trends to Influence Your Business in 2023.pdf
 
6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy
 
Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016
 
Leading Transformation from HR
Leading Transformation from HRLeading Transformation from HR
Leading Transformation from HR
 
Big needs little budget
Big needs little budgetBig needs little budget
Big needs little budget
 
HulloJobs Technology Shaping HR’s Future
HulloJobs Technology Shaping HR’s FutureHulloJobs Technology Shaping HR’s Future
HulloJobs Technology Shaping HR’s Future
 
How Your HR Intranet Can Improve Employee Relations
How Your HR Intranet Can Improve Employee RelationsHow Your HR Intranet Can Improve Employee Relations
How Your HR Intranet Can Improve Employee Relations
 
10 Things | Cloud HR Technology Myths
10 Things | Cloud HR Technology Myths10 Things | Cloud HR Technology Myths
10 Things | Cloud HR Technology Myths
 
Build a personal, user-friendly, dynamic site to create a go-to re.docx
Build a personal, user-friendly, dynamic site to create a go-to re.docxBuild a personal, user-friendly, dynamic site to create a go-to re.docx
Build a personal, user-friendly, dynamic site to create a go-to re.docx
 
best practice in RECRUITMENT AND SELECTION
best practice in RECRUITMENT AND SELECTION best practice in RECRUITMENT AND SELECTION
best practice in RECRUITMENT AND SELECTION
 
Elevating the Digital Employee Experience
Elevating the Digital Employee ExperienceElevating the Digital Employee Experience
Elevating the Digital Employee Experience
 
The booming economy and the globalization of the business processe.docx
The booming economy and the globalization of the business processe.docxThe booming economy and the globalization of the business processe.docx
The booming economy and the globalization of the business processe.docx
 
Building the Digital HR Organization-pages
Building the Digital HR Organization-pagesBuilding the Digital HR Organization-pages
Building the Digital HR Organization-pages
 
Carrera-Lee-Enterprises-Top-employee-onboarding.pdf
Carrera-Lee-Enterprises-Top-employee-onboarding.pdfCarrera-Lee-Enterprises-Top-employee-onboarding.pdf
Carrera-Lee-Enterprises-Top-employee-onboarding.pdf
 
Minting the New Currency of HR - Insights
Minting the New Currency of HR - InsightsMinting the New Currency of HR - Insights
Minting the New Currency of HR - Insights
 
2020 HR Predictions
2020 HR Predictions2020 HR Predictions
2020 HR Predictions
 
2014_HR_Technology_Trends
2014_HR_Technology_Trends2014_HR_Technology_Trends
2014_HR_Technology_Trends
 
2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders
 
the 21 century HR organization
the 21 century HR organizationthe 21 century HR organization
the 21 century HR organization
 
The transformational path to digital human capital management
The transformational path to digital human capital managementThe transformational path to digital human capital management
The transformational path to digital human capital management
 

Systems of Engagement WSR_Sept2015

  • 1. www.ihrim.org • Workforce Solutions Review • September 2015 19 With technology lowering the cost of personal- ized interaction, companies are doubling down on strategies of engagement. Instead of focusing on profits from individual transactions, they’re work- ing to create ongoing relationships with customers. The trust built up in these relationships then can lead to far more revenue and profits over time. No longer are they anonymous buyers – now they feel connected to their favorite sellers. Customers are more likely to buy across the product portfolio, and to recommend it to their friends. What if companies could apply that same dynam- ic to how they treat their own people? We already know that engaged employees are more productive and less likely to leave.1 And now is a good time for Human Resources departments to make the move. Most of them have already made the underlying technology investments necessary for data man- agement and self-service automation. “Systems of engagement” are the next frontier in HR services. From Silos to Shared Services To understand this opportunity, it’s helpful to note the concerns important to today’s employees. In Deloitte’s annual global poll of HR and busi- ness leaders, two-thirds of these leaders said they were struggling with overwhelmed staff.2 A similar number agreed that their work environments had become more complex. It’s not just the work itself. On top of all their ordinary responsibilities, em- ployees are also taking more charge of their careers, rather than expecting a long-term, stable, orderly development within a company. As a result, people are naturally looking for sim- plicity and customization. They want their interac- tions to be direct, easy, and personalized, without compromising their choices. Having achieved this ideal from the likes of Amazon and Facebook, they’ve raised their expectations from the work- place. So far, Human Resources is falling short. At too many companies, HR’s understandable concerns with compliance have led to a blizzard of informa- tion and forms to wade through. Nowadays, HR has a lot to offer, but it becomes a net disengager when it overwhelms people with hard-to-navigate technology. We can see a rising impatience in the C-suite with HR in general. Nearly all of the executives Deloitte surveyed (85%) are looking to transform HR to meet new business priorities. Most say that HR needs new skills and operating models. They’re looking for the function to deliver a strategic advan- tage, especially in recruiting and retaining talented employees. And even HR executives are concerned. Only a quarter feel confident that they are adapting well to employee needs. While HR is transforming itself in multiple ways, a key element is technology that’s intuitive and inte- grated into the overall experience people have with the company. With this technology, HR can meet the heightened expectations of employees. Of course, HR has already made impressive strides with technology in the past few decades. A big step took place in the 1990s, when the larger U.S. companies began consolidating HR and other support activities into shared service centers. Instead of each operating unit or division handling employee matters, a centralized office handled everything company-wide, at much lower cost. HR services were among the first to be included, along with Finance and Accounting services. Information Technology, Procurement, Real Estate, and Legal eventually followed, depending on the company. The creation of this new scale often took place in parallel with the deployment of client-server systems that greatly expanded HR’s technologi- cal capabilities. This effort picked up steam in the 2000s as companies outsourced many HR transac- tions to large specialists. Shared services has become a common model in the 2010s, and companies have leveraged these capabilities to expand on several dimensions. With globalization, they’ve adapted HR activities to national and regional requirements and customs. They’ve also moved beyond inquiries and trans- actions to handle a variety of knowledge-based, specialized services, from talent management to employee relations. Along with this expanded scope, HR has continued to work on its adminis- trative efficiency, especially by shifting the more routine employee inquiries and transactions to self- service portals. feature Systems of Engagement: The Next Frontier in HR Services By Marc Solow and Erik Alvarado, Deloitte Consulting, LLP
  • 2. 20 September 2015 • Workforce Solutions Review • www.ihrim.org Even so, too many corporate leaders see HR as an administrative cost center, not a strategic partner in dealing with the biggest challenge in many industries: attracting and retaining talented people. It’s likely not enough for HR to comply with government regulations or fulfill internal service level agreements. While still concerned about cost, executives are looking for strategic help and innova- tive solutions from HR business partners. Instead they see managers caught up in delivering services. They want HR to go beyond “hygiene” factors and drive competitive impact. From Transactions to Interactions HR can make that switch by better internalizing the needs of the business, by gaining technical depth in the key disciplines of talent management, and by taking its transactions with employees to a new level. HR can free itself from getting caught up in administrative details while also serving employ- ees better. The path forward should involve looking at employees in much the same ways that compa- nies are treating their favored customers. In this employee-centric approach, companies focus not just at whether its offerings conform to policies and regulations, but also at how employees experience HR. Do all these services draw people more closely into the company – or is it a neutral or negative experience? Technology makes it much easier to treat people according to all sorts of segments. Instead of a one-size-fits-all approach, HR can deliver the most relevant services through the most convenient channels. The employee is no longer a single entity, but someone with different needs and wants de- pending on who they are, where they are, and when they are. As employees change from job candidate to new hire to veteran, and from one location to another, does HR treat them much differently? How easy is it for employees to register life changes with their companies, from marriages and births to caregiver leaves? If companies treated employees like customers, then visitors to the HR portal would see offerings adjusted for their age, time in the organization, po- sition, benefits choices, and perhaps even personal tastes, similar to how Amazon treats its frequent shoppers. The interface would draw on previous choices and other information to predict an em- ployee’s likely needs and wants. Relevant information and tools would be front and center or easily searched, so employees wouldn’t have to hunt through a variety of options. The resources would also be transparent, so people could learn and decide for themselves, much as they would in working with a Web retailer that enables customers to “build” their own product. These services would be available whenever and wherever the employee needs them – not just when he or she is sitting at her desk on her office comput- er. At key points in an employee’s career and life, “moments that matter,” HR would appear not as an anonymous provider of paperwork, but a connected system that quickly takes a time-stressed employee to the necessary information and forms. As with Facebook, the intuitive, contextualized interface would work seamlessly across devices, including mobile. It would also connect socially, with formal chat groups and ad-hoc venues, so people could share information and insights from colleagues and even experts outside the company. Most of this activity would happen automatically, in an app-based environment. Yet instead of the drudge of filling out paperwork, employees would feel a sense of interaction with their company. As they search for information and make choices, the portal gets “smarter” about who they are, and offers better choices in the future. With so much automation, HR could now invest in a few employee relationship managers who can expertly offer “high- touch” services to help people in special situations. In every step of their career, the more employees interact with HR, the more engaged they’d likely feel about their company. Beyond a System of Record Fortunately, HR is already most of the way along in making this kind of system a reality. Many com- panies have invested a great deal in HR technology in recent years, which is perhaps one factor in the rising impatience that many executives feel toward their HR colleagues. They’ve bought one of the several HRIS packages in the marketplace, all of which promise to bring a company’s offerings fully into the Web age. What’s missing is the top layer, the part that con- nects this impressive software with employees. The existing “systems of record” are oriented around data storage and control. The result is a functional but inflexible interface that HR professionals can handle, but that employees often struggle to navi- gate. Even after training, many of them give up and call HR – taking staff away from their strategic pri- orities. Some systems are so tightly secured behind corporate firewalls that people can’t easily access them outside the office. To make the final connection to how employees actually live their lives, companies should have a “system of engagement.” Built on a customer- service technology backbone, this software can offer an employee-centered, intuitive interface, fully ac- cessible from the cloud. It offers a great deal of flex- ibility and customization, and includes social media that foster information-sharing and collaboration across the company and beyond. This software is now emerging. Deloitte’s c*link Endnotes 1 James Heskett,The Culture Cycle: How to Shape the Unseen Force That Transforms Performance, (Financial Times Press, 2011), Chapter 5 2 For both the general survey and the survey specifi- cally about HR, see Deloitte Consulting,“Global Human Capital Trends 2015: Leading in the New World of Work,” 2015, available at: http://www2.deloitte.com/global/en/pages/human- capital/articles/introduction-human-capital-trends.html
  • 3. www.ihrim.org • Workforce Solutions Review • September 2015 21 2. Multi-channel Access to HR Like any self-respecting e-commerce site, systems of engagement work across multiple channels, from desktop in the office to smartphone overseas at 3am. 3. Ready for moments that matter Caption: Systems of engagement know ahead of time the “moments that matter” for employees and prepare special interfaces to address those ques- tions fully, so busy, stressed employees don’t have to call HR. Case Study: Telecommunications Provider “Telcom” is a telecommunications company in a fast-growing emerging market. It decided to make a major push into 4G wireless Internet and mobile access, a move that required adding more than a hundred thousand employees. The company was also rebranding itself to support this big expansion, and part of that campaign promised a leading-edge employment experience for the talent it sought. It had already implemented an industry- standard human-capital management system, but the company’s leaders understood that this system by itself couldn’t support the more engaged employee experience they sought. They needed a software layer to sit on top to serve as a “super-app” accessible anywhere on any device. Accordingly, Telcom was looking for an HR software solution that was scalable and extensible, still being tightly integrated across a large network of employee and operations databases. To handle the strain of so many new hires, Telcom needed an interface that got people oriented and engaged with the company with little help from staff. They wanted to “blow up” the shared services model and push most interactions out into the organization, with only a small HR operations center to support the most challenging inquiries and issues. And they were will- ing to invest in the technology to make that happen. We worked with Telcom to apply c*link, a solution based on Salesforce’s Service Cloud and Communities Portal products. The result was a single app for all employee interactions with HR, with an interface adapted for the company’s needs. There was also a pre-hire portal for all accepted job candidates, where they could learn more about the company and complete their pre-hire activities before joining. The company took a number of steps to encourage people to embrace the new application. While the system worked with a variety of devices and operating systems, all employees received a tablet configured for optimal interaction. As a result, each employee received a personalized HR experience, contextualized according to his or her role within the company. And because Telcom integrated the new system with SAP and SuccessFactors to capture pre-hire and post-hire data, people felt recognized from the day they started throughout their employ- ment life cycle. This new system has been in place since early 2015, and already it has delivered against Telcom’s goals for growth and engagement. The company has been able to maintain an aggressive rollout of its new products and services, supported by thousands of new employees, without a big expansion in HR staff. Exhibits 1. Socially adept HR portals Systems of engagement such as c*link have the flexibility to mimic social networks in offering mul- tiple channels of information and support. (www.deloitte.com/clink), for example, has now been in use in several companies for the past 18 months, with good results so far. (See case study.) Conclusion HR should raise its game in order to maintain its influence and resources in big companies. While some of that will have to happen at the executive level, the administrative side of HR shouldn’t stand still. Taking a cue from efforts well underway on the customer side of the business, HR can invest in systems of engagement that improve its efficiency while also serving vital strategic goals. About the Authors Marc Solow is a director with Deloitte Consulting LLP. He leads Deloitte’s HR Engagement Solutions practice, focusing on the delivery of CRM, Portal and Mobile-App-based technology solutions for HR organizations. With more than 25 years of experience in the industry, Solow is an HR transformation thought leader with deep experience and knowledge in HR technologies, shared services, organization design, and change manage- ment. He has worked extensively with large, multinational clients to help address their most critical and complex HR-related issues. He is also a frequent speaker and author on HR technology, transformation and shared services related topics. He can be reached at msolow@deloitte.com. Erik Alvarado is a senior manager with Deloitte Consulting LLP, specializing in the design, implementation and management of integrated HR processes, services and technology portfolios for global organizations across multiple industries. His 16 years of global experiences covers HR operations capability assessments to support human capital and business strategies, facilitation of global fit/gap, roadmap and strategy executive workshops, HCM technology vendor evaluations and selection, business process design, and subsequent implementations. He is the former architect and CEO of one of the first integrated talent management software products. He can be reached at eralvarado@deloitte.com.