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Phenix Management Int'l - www.pmihrm.com1 Back to the Future of HR Leveraging e-HR Al Doran, CHRP Phenix Management Int’l.

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Presentation on theme: "Phenix Management Int'l - www.pmihrm.com1 Back to the Future of HR Leveraging e-HR Al Doran, CHRP Phenix Management Int’l."— Presentation transcript:

1 Phenix Management Int'l - www.pmihrm.com1 Back to the Future of HR Leveraging e-HR Al Doran, CHRP Phenix Management Int’l

2 Phenix Management Int'l - www.pmihrm.com2 Question: Bank tellers 8 track machines Beta format videotapes IBM selectric typewriters Switchboard operators What do these items have in common:

3 Phenix Management Int'l - www.pmihrm.com3 Answer: They have all been changed or replaced by new technology

4 Phenix Management Int'l - www.pmihrm.com4 Today’s Agenda Why Bother with e - HR ? What is e - HR Anyway? How do I leverage my investment in HRMS? Utilizing Technology for Workforce Management

5 Phenix Management Int'l - www.pmihrm.com5 Providing HR Content and Transaction Delivery to all stakeholder groups (internal & external) using a common delivery interface, open interoperable systems and standard network transport. e- HR incorporates best of breed software supported by an ERP backbone HR system. Defining e - HR

6 Phenix Management Int'l - www.pmihrm.com6 What is the new technology in HR? 24 / 7 access Includes automation and workflow Advances with HRMS, Imaging and call centers Internet Mixture of computer, software and system changes Response to changing needs of employees

7 Phenix Management Int'l - www.pmihrm.com7 Why Technology? Reduce Costs HR Metrics – Headcount Instant Access – Real Time Business Decisions and Communications Global Economy

8 Phenix Management Int'l - www.pmihrm.com8 The payback on these investments is 25% to 30% cost reductions—some from headcount reductions and some from printing and distribution cost reductions. Respondents further report ROI of 100% within 12 to 18 months, along with improved service levels, better decision making, and increased employee satisfaction. Companies who report they are successful with self service have the highest (HR) ratio (1/106) followed by those reporting somewhat successful (1/99), and those who report they are less than successful (1/60). Source: The Hunter Group's 1998-1999 Human Resources Self-Service Survey  Why Do Clients Want e - HR Anyway…

9 Phenix Management Int'l - www.pmihrm.com9 Automation: Measures of Success - Demonstrable ROI Quantitative Results Achieved: North America Cost per transaction Cycle time Headcount changes ROI/payback Employee satisfaction Inquiries to service center Usage Intangibles Results Averages Average 43% reduction in 2003 plus 7% more in 2004 Average 50% reduction reported in 2003/04 Average 37% reduction in HR staff Average 1.8 years payback in 2003 Average 50% improvement in 2003 plus 10% in 2004 Average 43% reduction in 2003/04 Steadily increasing, up to 100% in some firms Better information, data quality and user experience Source: Cedar 2003/2004 Workforce Technologies Surveys

10 Phenix Management Int'l - www.pmihrm.com10  What Are The Quantitative Results You've Achieved Through Your HR Self-Service Initiatives? Task Manual Cost Self Service Cost % Saved View benefit profile $6.00$.50 92% Access policy handbook$4.00$1.00 75% Change home address$10.00$2.00 80% Provide 401(k) statement$50.00$.60 99% View paycheck $3.00$.50 83% Job posting $8.00$.50 94% View skill profile$1.50 $.50 67% Employee change action$12.00 $4.00 67% Source: The Hunter Group's 1998-1999 Human Resources Self-Service Survey  The Numbers Speak For Themselves…

11 Phenix Management Int'l - www.pmihrm.com11 Key Findings Recent CedarCrestone Survey Workforce technologies and service delivery approaches growth enable HR transformation All workforce technologies use continue to grow Outsourcing usage is growing Organizations blend high-touch and high-tech service delivery Results are significant Transaction and compliance cost reductions of 25% to 75% Success factors A solid business case Business process improvement Change management

12 Phenix Management Int'l - www.pmihrm.com12 CedarCrestone HCM Blueprint Self Service Transactions Native ERP Third-party Vendors Self Service Transactions Native ERP Third-party Vendors HR Knowledgebase Portal Framework Identity Management Single Sign-on Identity Management Single Sign-on Help Desk Call Tracking Case Management Help Desk Call Tracking Case Management Strategic HCM Apps Recruiting Competency Mgmt Learning Mgmt Compensation Mgmt Performance Mgmt Strategic HCM Apps Recruiting Competency Mgmt Learning Mgmt Compensation Mgmt Performance Mgmt SCM CRM FIN Core HRMS/ERP foundation Data for Roles, Personalization, Position Mgmt Core HRMS/ERP foundation Data for Roles, Personalization, Position Mgmt Data Warehouse Analytics Performance Excellence Service Delivery Excellence Administrative Excellence CedarCrestone HCM Blueprint

13 Phenix Management Int'l - www.pmihrm.com13 All Applications Grow In Use Many Up 50% or More

14 Phenix Management Int'l - www.pmihrm.com14 Outsourcing Will Increase

15 Phenix Management Int'l - www.pmihrm.com15 Years to Achieve Payback Faster than Expected with Most Solutions Source: CedarCrestone 2005 Workforce Technologies/Service Delivery Approaches Survey Years Achieved Years toNot YetWhen Years inROI Achieve AchievedPayback is Place%PaybackROIExpected Years Achieved Years toNot YetWhen Years inROI Achieve AchievedPayback is Place%PaybackROIExpected Core HR Record Keeping System HR Management System HRMS Upgrade Service Delivery Solutions and Applications Call Center Technologies Employee Self Service Manager Self Service Time and Attendance Strategic HR Applications Web-based Recruiting Web-based Learning Management (excludes content) Performance Management (appraisals, goal alignment) Succession Planning Compensation Management Measurement Solutions and Applications Data Warehouse (for HR) Workforce Analytics (including scorecard) 6.6 1.8 3.4 2.7 2.3 5.5 2.4 3.9 2.5 3.3 3.5 1.4 35% 24% 16% 42% 31% 36% 22% 15% 28% 9% 24% 29% 11% 3.1 1.1 1.3 1.2 1.6 2.5 1.6 1.0 1.7 2.1 0.6 22% 27% 18% 20% 31% 18% 24% 18% 17% 18% 20% 21% 4.1 2.4 1.9 2.3 2.4 1.2 1.8 5.0 4.0 3.0 3.3 2.9 3.0 #33: In-house Solutions: Payback Achieved/ Payback Expected – Worldwide

16 Phenix Management Int'l - www.pmihrm.com16 Service Delivery Applications #12: Service Delivery Applications Usage and Source – Worldwide Usage In Use Simple Management Reporting Time Management Self Service Benefits-related Self Service Employee Self Service Pay-related Self Service Total Benefit Statements HR-oriented Help Desk Manager Self Service Simple Management Reporting Time Management Self Service Benefits-related Self Service Employee Self Service Pay-related Self Service Total Benefit Statements HR-oriented Help Desk Manager Self Service 74% 62% 60% 57% 46% 42% 34% 74% 62% 60% 57% 46% 42% 34% Budgeted for Next 12 Months 11% 13% 17% 15% 12% 5% 21% 11% 13% 17% 15% 12% 5% 21% Within Next 36 Months 6% 11% 16% 13% 16% 3% 21% 6% 11% 16% 13% 16% 3% 21% Source Home- grown Home- grown Software Licensed Software Licensed Outsourced 20% 15% 10% 11% 8% 18% 40% 21% 20% 15% 10% 11% 8% 18% 40% 21% 56% 69% 49% 73% 66% 30% 29% 57% 56% 69% 49% 73% 66% 30% 29% 57% 1% 5% 32% 4% 14% 38% 8% 4% 1% 5% 32% 4% 14% 38% 8% 4% Blended 22% 10% 9% 12% 14% 22% 17% 22% 10% 9% 12% 14% 22% 17% Source: CedarCrestone 2005 Workforce Technologies/Service Delivery Approaches Survey

17 Key Findings Recent CedarCrestone Survey Workforce technologies and service delivery approaches growth enable HR transformation All workforce technologies use continue to grow Outsourcing usage is growing Organizations blend high-touch and high-tech service delivery Results are significant Transaction and compliance cost reductions of 25% to 75% Success factors A solid business case Business process improvement Change management www.pmihrm.com

18 All Applications Grow In Use Many Up 50% or More www.pmihrm.com

19   * = Gartner estimates  Source: Gartner (February 2008)  Figure 1. Licensed Customer Share for Companies With More Than 10,000 Employees  * = Gartner estimates  Source: Gartner (February 2008)

20 Years to Achieve Payback Faster than Expected with Most Solutions  Source: CedarCrestone 2005 Workforce Technologies/Service Delivery Approaches Survey  Years  Achieved Years toNot YetWhen  Years inROI Achieve AchievedPayback is  Place%PaybackROIExpected  Years  Achieved Years toNot YetWhen  Years inROI Achieve AchievedPayback is  Place%PaybackROIExpected  Core HR Record Keeping System  HR Management System  HRMS Upgrade  Service Delivery Solutions and Applications  Call Center Technologies  Employee Self Service  Manager Self Service  Time and Attendance  Strategic HR Applications  Web-based Recruiting  Web-based Learning Management (excludes content)  Performance Management (appraisals, goal alignment)  Succession Planning  Compensation Management  Measurement Solutions and Applications  Data Warehouse (for HR)  Workforce Analytics (including scorecard)  6.6  1.8  3.4  2.7  2.3  5.5  2.4  3.9  2.5  3.3  3.5  1.4  35%  24%  16%  42%  31%  36%  22%  15%  28%  9%  24%  29%  11%  3.1  1.1  1.3  1.2  1.6  2.5  1.6  1.0  1.7  2.1  0.6  22%  27%  18%  20%  31%  18%  24%  18%  17%  18%  20%  21%  4.1  2.4  1.9  2.3  2.4  1.2  1.8  5.0  4.0  3.0  3.3  2.9  3.0  #33: In-house Solutions: Payback Achieved/ Payback Expected – Worldwide www.pmihrm.com

21 Phenix Management Int'l - www.pmihrm.com21 HR Skill sets are Changing Hiring organizations will no longer consider applicants without technology skills The days of the data entry clerk, clerk typist or pure “secretary” are gone When the CEO asks “What is my cost per…”, you can’t say “we don’t track it” Technology is changing all jobs! Pace of change will accelerate

22 Phenix Management Int'l - www.pmihrm.com22 Strategic Issues Cultural Cost and efficiency Maintenance and support Data integrity Lead / lag Integration and interfaces Privacy and access

23 Phenix Management Int'l - www.pmihrm.com23 A Brief History 1950 - 1960 1960 - 1970 1970 - 1980 1980 - 1990 1990 – 2000 2000 - 2010 Batch Data Processing Large Scale Mainframe Oriented Personal Computing Lans/Wans Distributed Computing - Internet Interconnected Environments Payroll Personnel Systems Database Systems - 4th GL Client Server Web Enabled Applications Best Of Breed Integration DecadeEnvironmentHRMS

24 Phenix Management Int'l - www.pmihrm.com24 Evolution -Application Technology Mainframe Applications Mainframe Applications Client-Server Applications Client-Server Applications Internet Applications Internet Applications Service Oriented Applications

25 Phenix Management Int'l - www.pmihrm.com25 HR System Payroll Time Management HR Data Warehouse/Mart Legacy Systems Components Of e - HR HR Communities Of Interest Middleware Web Recruiting Corporate Portal HR Portal MSS ESS Web Training Outsourced HR Functions Position Mgmt Third Party Reporting Workflow & Business Rules Directory Transactions & Information Flows Within a TCP/IP Web Environment

26 Phenix Management Int'l - www.pmihrm.com26 Intranet Applications Real time communications with employees Newsletters Job posting Training Employee data to managers Sign up events, training, etc Polls and surveys Policies online Forms Benefits enrollment

27 Phenix Management Int'l - www.pmihrm.com27 Internet Applications for HR Company home pages Webcruiting Employment searching and applications Professional associations online Research

28 Phenix Management Int'l - www.pmihrm.com28 Main Trends Driving HCM Increased linkage to business objectives Growing focus on skills, competencies and knowledge Tighter link between performance and pay Multifaceted organizational development Succession and leadership development Raising workforce productivity Rise in Healthcare Costs Measuring Contribution of Human Capital Certifications / Compliance

29 Phenix Management Int'l - www.pmihrm.com29 Day to Day changes All areas affected Staffing Training Legal HRMS Compensation Benefits

30 Phenix Management Int'l - www.pmihrm.com30 Staffing Workflow Testing Electronic job posting and internal applications Skill set tracking Applicant flow and tracking Resume scanning Electronic requisitions, postings etc.

31 Phenix Management Int'l - www.pmihrm.com31 Staffing, con’t Applicants filing out job applications on terminals Webcruiting Relocation info Internet Company home pages Electronic resumes Employment verification Employee orientation

32 Phenix Management Int'l - www.pmihrm.com32 Winning the War for Talent Be an Employer of Choice Understand Demographic changes Make every employee a recruiter Streamlining the process

33 Phenix Management Int'l - www.pmihrm.com33 Winning the War for Talent Cheaper to retain than hire Why people stay: Career growth and development Challenging and meaningful work Flexible HR processes Why people leave Poor leadership and communications Better opportunities Creative compensation and rewards

34 Phenix Management Int'l - www.pmihrm.com34 The Workforce is Shrinking

35 Phenix Management Int'l - www.pmihrm.com35 Shrinking Around the World

36 Phenix Management Int'l - www.pmihrm.com36 Workforce Gap

37 Phenix Management Int'l - www.pmihrm.com37 Flexible Business Processes Recruiting Example Budget Check Authorize New Hire Background Check Select Candidate Assess Candidates Conduct Interviews Contact Candidates Filter Candidates Collect Applications Post Job to Co Website Post Job Specification Create Job Specification Create Job Requisition 3 rd party check via Web Services Post to Job Board: Extend Offer

38 Phenix Management Int'l - www.pmihrm.com38 Training Training is more accessible, faster and can be adapted to different learning styles Immediate feedback Pre-post testing Maximize software / systems investment with training Rapid advances, ongoing learning On line course enrollment Education / Skill set tracking on HRMS

39 Phenix Management Int'l - www.pmihrm.com39 Distance Learning What is distance learning? Satellite Link Internet Online Technology Video Links It’s not just for mail order diplomas 55% of regionally accredited universities offer some type of technology based distance learning Reduce costs

40 Phenix Management Int'l - www.pmihrm.com40 People: Skills Development Geography Leader Geography Leader Manager Functional Leader Functional Leader Provide Ease-of-Use Development Tools Help People Operate in a More Complex Matrix World Talent and Skills Development Career Planning Rewards Performance Management

41 Phenix Management Int'l - www.pmihrm.com41 Legal Issues Is Email “mail”? Privacy Legislation Uniform enforcement of policy Libel Email is legally “discoverable” and may be recovered even after “deleted” Establish clear policy and communicate frequently Laws not keeping pace with technology

42 Phenix Management Int'l - www.pmihrm.com42 Workforce Compliance Manage and mitigate risk across the organization Enable legal, regulatory, and statutory compliance, globally Document and track critical business processes Ensure global process accuracy and consistency Develop training to ensure compliance Deliver a single version of the truth for all global workforce information Provide HR transaction auditability Leverage global HCM presence

43 Phenix Management Int'l - www.pmihrm.com43 Comply: Raising Awareness via LMS

44 Phenix Management Int'l - www.pmihrm.com44 Scheduled Sessions / Activities Webcast – Live & Recorded Assignment / Tasks Quiz Tests / Assessment Web-Based Content / Self-paced Learning Components = Multi-Modal Delivery Activities Multi-Modal Delivery Comply: Raising Awareness via LMS Supports complex learning models Enables multiple forms of verification Easy Administration

45 Phenix Management Int'l - www.pmihrm.com45 HRMS Single source of employee data Staffing issues (vacancy, approvals, hiring dates) Sharing of data Reporting Data access Skill set tracking Applicant tracking Data analysis Better, faster, more accurate data Data security Feeds to finance, budget, payroll, security, etc Customized reports Comprehensive data

46 Phenix Management Int'l - www.pmihrm.com46 Second Generation HRMS User friendly Web enabled Employee self service and workflow enabled Open enterprise architecture Addresses global workforce Modular Multiple vendor products Integrated solutions

47 Phenix Management Int'l - www.pmihrm.com47 The Challenge: Reinvent the Information Environment Access to information is difficult o Simple reports and rosters not readily available o Relating fragmented information to form conclusions and drive decisions often labor intensive o Analysis frequently requires manual collection and subjective interpretation o Information highly secured

48 Phenix Management Int'l - www.pmihrm.com48 The Challenge: Reinvent the Information Environment Complex data and process administration o Administration of data frequently people- and time-intensive o HR Managers often handle all data change requests o No effective means to track status of changes o Iterative processing of information produced inconsistent results

49 Phenix Management Int'l - www.pmihrm.com49 The Needs of the Employee I need information to: o Manage my work o Manage my career o Manage my life and health o Manage my money o Make informed decisions

50 Phenix Management Int'l - www.pmihrm.com50 o Support the work of my team o Support the careers of my employees o Support others in managing their life events o Reward my organization o Make informed decisions and help others to do the same The Needs of the Manager I need information to:

51 Phenix Management Int'l - www.pmihrm.com51 o Develop and evaluate employee programs o Analyze and report on compensation o Analyze and report on organizational effectiveness o Develop policies and procedures o Develop strategic recommendations The Needs of the HR Professional I need information to:

52 Phenix Management Int'l - www.pmihrm.com52 Effective Human Capital Management Requires an Integrated Approach Human Capital Practices Candidate selectionCandidate selection Leadership profileLeadership profile Succession planSuccession plan RecruitmentRecruitment Resource libraryResource library Candidate selectionCandidate selection Performance appraisalPerformance appraisal Individual developmentIndividual development Performance historyPerformance history Career road mapsCareer road maps Competency modelsCompetency models Development course offeringsDevelopment course offerings Org structureOrg structure Work flowWork flow Job ArchitectureJob Architecture CompensationCompensation BenefitsBenefits RecognitionRecognition

53 Phenix Management Int'l - www.pmihrm.com53 The “Killer Apps” for HRMS MSS ESS Huge Paybacks Repositions HR Drives data integrity and responsibility MSS requires workflow and position management more than straight ESS Remove unnecessary approvals

54 Phenix Management Int'l - www.pmihrm.com54 Employee Self Service 75-80% of all data is “employee owned” Employee is responsible for data accuracy Employee has access to information and can change fields Use IVR, Intranet and Internet to access “Error proof” it Graphics Make it interesting and easy to use Call Center options Direct access to forms

55 Phenix Management Int'l - www.pmihrm.com55 Manager Self Service Allows access control by person, position or span of control Automated performance review notification Promotion Pay increase Employee actions - hiring, transfers, terminations

56 Phenix Management Int'l - www.pmihrm.com56 Self service examples Transaction based events Birth, death, new hire, promotion, marriage Open enrollment pension changes and balance inquiry Benefit statements Pension estimates Send question to HR HR policy manuals Sign up for company picnic Opinion survey

57 Phenix Management Int'l - www.pmihrm.com57 The Portal for the Employee – All About Me Employees access the portal through the Company intranet (@KO) Features include: My Career My Life My Money My Health My Workplace

58 Phenix Management Int'l - www.pmihrm.com58 The Portal for the Manager – Manager’s Toolbox Workflow automatically reminds managers of pending, “in process,” or closed transactions and those requiring additional action

59 Phenix Management Int'l - www.pmihrm.com59 Full employee data profile Clicking on Name provides a full picture of employee data Home Employee Profile

60 Phenix Management Int'l - www.pmihrm.com60 Freeform data entry is minimized Clearly identifies the employee to be transferred Standardized values are selected from drop-down pick lists Critical information is defaulted SAP Manager Self-Service Home

61 Phenix Management Int'l - www.pmihrm.com61 Reports using SAP BW Employee lists are driven from organizational data structure inside SAP HR No user ID or password prompt All reports download to Excel

62 Phenix Management Int'l - www.pmihrm.com62 Job Posting (PeopleClick) Internal and External postings use same engine Ho me

63 Phenix Management Int'l - www.pmihrm.com63 Total Compensation Manager inputs recommendations and can track vs. budget/funding pool Can analyze pay vs. performance consistency Home

64 Phenix Management Int'l - www.pmihrm.com64 Is ERP Dead or is it just sleeping…? HR System Payroll Time Management Position Mgmt Database system is critical Provides the core functionality Integration of core system reduces cost of ownership and maintenance costs Key to data integrity “The System of Record” Position Management allows Role-based personalization

65 Phenix Management Int'l - www.pmihrm.com65 What does the Future hold? Dramatic shift away from data input and maintenance toward data interpretation Shift to technology applications for most employee needs, questions Increased outsourcing More demands on HR Shorter time frames Call center operations Highly customized communications

66 Phenix Management Int'l - www.pmihrm.com66 Future (con’t) Portable employee communications Linkage with cellular, digital and PC systems Training on-line vs. classroom HR as champion of change Work / Life issues will be prominent More employees working remotely Instant access to data by management Click on name and it happens (phone dials, approval granted, transmission)

67 Phenix Management Int'l - www.pmihrm.com67 Through the looking glass… Corporate Portal HR Portal Transactions & content (applications?) Single sign on and authorization Single interface – common look & feel Intuitive (Web-like) Connects internal & external Push & Pull content Personalized for me & my roles Customizable (within limits) to my interests Organized by event & process not department

68 Typical Web Based Application www.pmihrm.com

69 Typical Webserver Interface www.pmihrm.com

70 So what are our options in 2008? Traditional Web based Hosted internally Need IT support around the clock You own the servers Ongoing cycle of major upgrades And, www.pmihrm.com

71 New Options Not on your servers ASP SaaS Hosted www.pmihrm.com

72 What is SaaS? Software as a service (SaaS) is a model of software delivery where the software company provides maintenance, daily technical operation, and support for the software provided to their client. SaaS is a model of software delivery rather than a market segment; it assumes the software is delivered over the internet. Software can be delivered using this method to any market segment, from home consumers to corporations. The term "SaaS" was coined by John Koenig for the SDForum Software-as-a- Service Conference in March of 2005 and has become the industry adopted reference term, clarifying and replacing the earlier terms "On-Demand" and ASP (Application Service Provider). www.pmihrm.com

73 Drivers for SaaS Everyone has a computer Applications are standardized Many SaaS providers allow a wide range of customization within a basic set of functions. A specialized software provider can target a global market Web systems are reliable enough Security is sufficiently well trusted and transparent www.pmihrm.com

74 Drivers continued Availability of enablement technology Wide Area Network's bandwidth has grown drastically Lower total cost of ownership Focus on core business and not IT www.pmihrm.com

75 SaaS – Gartner Definition The application is owned, delivered, and managed remotely by one or more providers The application is based on single set of common code and data definitions which are consumed in a one-to-many model by all contracted customers at any time. The application is licensed on pay-per-use or subscription basis www.pmihrm.com

76 Gartner on SaaS With the SaaS approach, the client is responsible for the business process, but the provider is responsible for the technology and its support. As discussed above, the application runs at the provider's facility and is based on common set of code and data definitions consumed by customers in a one-to-many model. In addition, SaaS providers use a subscription revenue model. www.pmihrm.com

77 Workday model On-Demand On-demand is quickly becoming recognized as the delivery model of choice for business applications. There is no hardware, software, middleware, database or business intelligence tool to buy, install, maintain, and upgrade. IT resources can be redeployed to focus on business innovation and value rather than customization and maintenance. www.pmihrm.com

78 Key difference between SaaS and traditional on-site a applications Software-as-an-application User pays up-front for a perpetual license, usually based on the “potential use” of a server (as measured by MIPS, for example), the numbers of users, plus ongoing maintenance fees. A dedicated instance of the software is installed on a PC or server (or those of the user’s hosting provider). Users are responsible for deployment, operation, and maintenance of the IT infrastructure required for the application. Users are responsible for upgrading the software as vendors issue new releases. Users are responsible for ensuring the software will continue to operate as their computing environment changes. Users are responsible for configuring software to meet specific vertical or other business Software-as-a-Service Users’ fees are “pay-as-you-go” based on appropriate metrics, such as: per seat per month per transaction per software module other metrics and/or combination of the above The software is managed and maintained by the SaaS provider (or the vendor’s hosting partner). For SaaS users the “hoster” is responsible for the IT infrastructure. SaaS vendors upgrade the software automatically as new features and functionality are developed. SaaS vendors (or hosting partners) manage changes to the computing environment. SaaS applications are highly configurable and are designed to integrate with existing applications and infrastructure. www.pmihrm.com

79 Benefits of new tools such as SaaS Software as a Service (SaaS) for Payroll and HR Management Allows users Internet access to management tools online -- without warehousing and manual retrieval Guaranteed 98 percent up-time Remote disaster recovery centers Compliance with all federal/state laws and regulations hosting to eliminate expensive servers, licensing and technical allocations www.pmihrm.com

80 Benefits Benefit to the Client For the client, there are low upfront costs. Executive teams, and Company Boards, desire to outsource critical functions that are not deemed part of the organizations’ “core business” address the corporate need to focus on core business. In particular for the HR space the perception of HR as a “cost center”, rather than a strategic partner in the organization – and makes a contrary vote all the more difficult. www.pmihrm.com

81 Trends in SaaS – October 2008 The use of software as a service (SaaS) among small-to-medium businesses is on the rise, according to a report by Access Market International Partners (AMI-Partners). The market intelligence firm surveyed various businesses, defining small businesses as having one to 99 employees and medium ones at 100 to 999 employees. The study, covering the year 2007, found that 21 percent of small businesses (SBs) and 31 percent of medium businesses (MBs) use SaaS, which are double the rates found in 2004. Adoption of SaaS was spurred by cost factors and ease of use, according to the report. Moreover, businesses are requiring software solutions that are easy to implement and maintain. The lack of infrastructure costs enabled by a SaaS solution can be a benefit too. MBs were the largest adopters of SaaS, spending six times as much as SBs http://adtmag.com/article.aspx?id=22208http://adtmag.com/article.aspx?id=22208 www.pmihrm.com

82 Phenix Management Int'l - www.pmihrm.com82 In conclusion e- Hr is greater than the sum of it’s parts (Gestalt) Each of the parts can contribute independently HR is a custodian of data – not an owner e- Hr is not defined as “What we sell” e- Hr requires process re-design, change management, organization alignment and a “big picture” view – it is not a technology solution e- Hr will enable HR to add measurable value to the organization and transform the function

83 Phenix Management Int'l - www.pmihrm.com83 Extended functionality via best of breed working with ERP Web Recruiting Web Training Best of breeds will always offer leading edge Integration with ERP tables & fields a must Integration with third parties a must Global deployment to those who need access Outsourced HR Functions

84 Phenix Management Int'l - www.pmihrm.com84 A Little Caution is a Good Thing… Putting a web front end onto bad systems and processes only advertises the world how bad your systems and processes really are. Dr. Michael Hammer

85 Phenix Management Int'l - www.pmihrm.com85 Questions?

86 Phenix Management Int'l - www.pmihrm.com86 Some HRMS Web Sites HRMSPwww.hrmsp.org IHRIMwww.ihrim.org Phenixwww.pmihrm.com HRMS Bookwww.hrmsbook.comwww.hrmsbook.com www.knowledgeinfusion.com/ www.hrtechconference.com Workforcewww.workforcetools.com Magazinewww.workforceonline.com

87 Phenix Management Int'l - www.pmihrm.com87 Further questions: Al Doran 416-505-6204 Aldoran@pmihrm.com www.hrmsbook.com www.pmihrm.com


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