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Successful HRMS & Self-Service Implementations & Upgrades

Brian McIntyre President & CEO


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WorkStrategy Overview
HR management and technology firm Functional Specialization: HR process improvement, business case development, self-service design, outsourcing alternatives, change management Technical Specialization: vendor implementations, system integration and portal deployment Fortune 1000 Mid-market experience Verticals: manufacturing, healthcare, publishing & entertainment, legal, financial, utilities, etc.

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Agenda
Evolving technology life cycle Characteristics of a successful implementation/upgrade
Integrating process improvement Setting executive expectations Creating synergistic project teams

Building realistic implementation & upgrade plans Assessing change management needs Post implementation support

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Technology Life Cycle

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Workforce Intelligence
Foundations for Workforce Intelligence Findings: Focus Area: Issues & Concerns: Cost Factor: Organizations need to improve their HCM reporting regarding: employee retention and motivation, skills management, and remuneration. All three factors have an impact on organizational performance. Reporting & Analysis - Board-level concern. Most organizations believe they are NOT fully exploiting this capability. Raw data held in various disparate, stand alone IT systems or held manually are needed to provide sophisticated reporting. Improving HCM reporting doesn't always require a prohibitively expensive outlay on technology - in most cases there are practical ways to leverage existing technology and processes and supplement them with targeted purchases. Collaboration exercise involving senior management and a wide range of internal departments. One way to gain participants' confidence is to focus on areas that generate the biggest tangible returns in the short-term before tracking long-term strategic needs. Reporting capability should be assessed in the context of business process improvements. Targeted automation projects may generate better management information as well as cost savings and efficiency gains. The business case investment for improving reporting capability will ultimately rest on a combination of hard returns and a more difficult, two-stage assessment of the potential benefits that better management information could help deliver. Webster Buchanan Research 2004
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Getting There: Getting Buy-in

Process Integration:

Business Case:

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Vendor Releases
What to expect When to upgrade or implement new modules Determining cost vs. ROI Integration issues Competing projects and priorities Involving vendor, consulting and internal resources Leveraging user groups and other customers

Note: The upfront license fee is only 1 component of the Total Cost of Ownership of software over a 3 to 5 year period which includes fees for implementation, training support, maintenance, future upgrades and other costs. Webster Buchanan 2004
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Implementation Characteristics
HRIS core functions and secondary functionality
no longer phased deployment includes contractual performance, risk sharing

Technology / sourcing adoption drivers


HR survival costs new/changed HRM initiatives obsolescence of services, software business model adjustments

Note: The best run technology implementation projects rely on specialist functional input. The level of upfront involvement might well determine how many glitches crop up further down the road. Webster Buchanan 2004
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Is ROI Important?
While many HRIS projects are not approved using ROI alone, an ROI analysis should still be a component Coupled with intangibles (employee satisfaction, etc.) Smaller initiatives still require planning Most HRIS projects today must result in:
less resources to support reduced hard dollar expenses improved productivity lower total cost of ownership

Even the smallest initiatives should track ROI

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Cost of Ownership
The Negotiation & Total Cost of Ownership Game TCO is a means for calculating all technology, implementation, maintenance, training and support costs over a 3 to 5 year period of time Implementation is a great starting point! In the high-end enterprise market it's not uncommon for implementation charges to equal 5 times the price of the license: that drops in the mid-market and at the lower end. Underlying architecture of the products and the amount of customization are the most important contributors. Integration can become an issue when tying together HCM products and linking to applications such as Financials. Total Cost of Ownership:

Implementation Costs:

Influencers:

Ongoing Costs:

Annual maintenance fees - covering software fixes and enhancements to keep applications current - run around 20% of the application prices. The cost of user training is frequently underestimated! Future Upgrades! Switching to a new platform can be as big as the original implementation. The more customizations you have, the bigger the project. It's NOT a waste of time. It's still a buyers market. This depends of the number of vendors you're dealing with, how strategic your business is to them, and how desperate they are to meet their quarterly quotas.

Other Surprises:

Importance of Negotiation:

Good News:

If you replace multiple, resource-hungry standalone applications with a single standardized platform, your running costs could go down once you've absorbed the cost of the new application. Webster Buchanan 2004

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Example: Payback Period


Time it takes to achieve or exceed breakeven Cost of investment against anticipated cost savings Does not track performance after breakeven

Payback period is the most widely used measure for evaluating potential investments. Its use increases in tough economic times, when CIOs are apt to say things like, "We won't even consider a project that has more than a 24-month payback.
Copyright 2003 Computerworld

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Business Case Development


Define processes (BPI) Impact on ABC model Align w/ strategy Stakeholder support Define payback Create CM plan Define technology ($) Build cost justification
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Cost-Effective Technology

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ROI Methodology

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Characteristics of a Successful Project


Improvements in process, communication, or cost
Tangible and intangible results

Consistent milestone completion & communication Quarterly debriefing to management Change in project direction when appropriate Smooth transition to production Key stakeholder acceptance Minimal staff turnover internal or external Accountability sustained Majority of original goals were met..
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Combining People, Process & Technology


1. Concentrate on business pains and strategic initiatives 2. Focus on core processes,
largest volume, most expensive

e.g. recruiting right staff for highest producing roles 3. Move administrative tasks to automation or out the door 4. Leverage technology or reengineer
Copyright 2004 WorkStrategy

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Implement with BPI !


1. Define key HR processes across enterprise 2. Conduct survey of representative staff
identify process steps, time to complete solicit frustrations, most time-consuming tasks create workflows, paper use, other costs

3. Calculate cost: average salaries per role 4. Identify time/cost savings for each process
thru technology use thru re-engineering

5. Develop conservative estimate of savings


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Best Practice Targets


Examination & Analysis
Sourcing alternatives (BPO, ASP) Plan design and program management Workforce planning, development, re-tooling Business alignment and business processes

Automation & Streamlining


Administrative operations Legal compliance and reporting HR transactions and event management Evolved Roles and responsibilities

Communication & Connectivity


HR Employee Manager employee Objectives Executive manager employee

Leveraging what works


Corporate branding and culture Workforce analytics/OD tools Employee & manager self-service technology 3rd party solutions
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Self-Service Big Gains !

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Defining Value

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Build a Team with Synergy

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PM Tools & Resources


Project plans (vendor, consultant, internal templates) Hours and expenses budgets Project communication Team preparation Technology MS Project, Excel, Gantt charts Implementation methodology templates Obtaining buy-in and consensus
Stakeholders Steering committee

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Project Phases.Steps.Milestones
When milestones are missed, projects start having problems Milestones should include:
Every task needed to go live Everyone should document their tasks in one central location Tasks (e.g. design, coding, reviews, bugs, integration, clean-up)

When the last milestone is complete the project should be complete!

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Quality Assurance
Commitment to your customers Quality Assurance activity must be planned, committed to writing and must begin during the requirements phase (ASSESS) A separate group or person should be used to confirm quality of work from others Members should be trained on QA expectations

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Success Checklist
Create and follow a implementation plan Empower project personnel Minimize bureaucracy Define the requirements and manage changes to it Take periodic snapshots of project health and progress Re-estimate project size, effort and schedules Define and manage phase transitions Foster a team spirit!!!

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Implementation & Upgrade Approach


assess
strategic planning current v. future state process analysis usability culture project planning resources

configure
product setup table design customization tech design security user roles integration points

convert
database transition data cleanup information delivery variable definition accuracy verification

deploy
acceptance functional test parallel test performance tuning move to production roll-out go live

train
end-user sessions custom database functional modules process v. data process impact

functional process design business process improvement infrastructure planning knowledge transfer

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Implementation Steps

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Assessment Fit/Gap Analysis


1. Review current project status (reports, strategy docs, etc.) 2. Present implementation approach (compare to customer methodology)
As component of eventual HR tech strategy BPI to ROI, TCO reduction thru technology adoption Assess alignment with BUs and infrastructure Identify stakeholders Standardize measurement, educate team, create models

3. Assess HRM strategy 4. Prioritize macro-level processes 5. Deploy team (assign staff) 6. Build workflows with current vs. future state perspective 7. Prepare survey scripts, interview Q&A, metrics 8. Collect and organize findings for Business Case
Assess workforce impact, CM plans, field interaction
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Business Processes
Compensation modeling Recruitment and candidate processing HR data administration Employee life cycle management Employee communication Payroll management Performance management Benefits enrollment New hire on-boarding Line manager self-service Personnel action flow and approval Staff development
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Process Improvement
1. 2. 3. 4. 5. Interview those who have day-to-day involvement Drill down to detailed steps and human interaction Define bottlenecks, purpose, need, stakeholders Map flow with manual steps, paper, integration points Analyze potential process improvement
Streamlining by changing/eliminating process step Made more efficient through use of technology Workflow automation/email notifications Employee/Manager Self-Service
Open Enrollment Steps 1 2 3 4 5 6 7 8 9 10 11 OE Project Budgeting Communication Design Forms Ordering Conduct OE Meetings OE Forms Generation Complete Forms Call Support Forms Collection Data Entry Data Cleanup Confirmation Stmts Staff Involvement HRVP, BEN, OVP HRVP, BEN HRVP, BEN BEN, LM, Emp BEN, IT Emp LM, BEN, HRVP BEN, IT HRDE, BEN HRDE, BEN, Emp HRDE, BEN

6.

Document proposed future processes


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Case Study Benefits OE

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Case Study Benefits OE: Improved

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Case Study Recruitment

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Case Study Recruitment: Improved

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Infrastructure Analysis
Discuss current/future technical infrastructure
Database Platform Database Server Database Server Operating System Database Instances Production Development Test Demo File Server Client Workstations LAN/WAN Access Operating Systems Remote Dial-in access
HRDEV HRTEST

Production UNIX Server


HRPROD

2 Tier Connection - SQL SQL SQL SQL SQL

Application Server

3 Tier Connection

Application Server

Process Scheduler

Development Windows 2000 Server Tuxedo packets

Process Scheduler

Production Windows 2000 Server Tuxedo packets

Server processes

Server processes

Web Server

Web Server

Discuss current/future user demographics Discuss and identify all integration points (interfaces)

HTML

HTML

HTML

Developers

Light / Medium Users

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Self-Service Implementation Success

Profile: 2,600 employees Coming from manual ops 4 offices + HQ 75% access to computers

Copyright 2004 WorkStrategy

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Manager Self-Service

Copyright 2004 WorkStrategy

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Change Management & Training


Written communication & announcements Manager buy-in & training Pilot group testing End user acceptance and experience Feedback mechanisms Quarterly reviews with executive team

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Summary
Integrate BPI into your Implementation Methodology Use a modeling tool such as ABC Build business cases for each technology project Assemble user community in team/rollout plans Assess functional benefits of upgrades Define real costs of application maintenance/support Leverage vendor (and their partners) expertise

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Questions
Contact Info:

Brian McIntyre President & CEO brian.mcintyre@workstrategy.com


WorkStrategy 6990 Columbia Gateway Drive, Suite 300 Columbia, Maryland 21046 410.715.1020 www.workstrategy.com

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