All posts in HR Technology

e-HRM 2014

ImageThe 5th International e-HRM is a two day conference (July 30-31st 2014) that brings together international scholars and HR Information Technology business leaders and consultants to present research on how organizations are (should be) deriving value through their e-HRM technology.

The conference features keynote speakers Peter Cappelli (George W. Taylor Professor of Management at The Wharton Business School), Jake Krakauer (Senior Director, Business Analytics, Oracle Corporation) and Lexy Martin (Senior Vice President, CedarCrestone).

We’re particularly excited for the Wednesday afternoon, which includes:

  • Lexy Martin and Dr. Janet Marler (University of Albany) on ‘Proving the Value of HR Technologies: History, Current Directions, and Welcoming Academics into Our Conversation’
  • A panel on ‘Big Data for HR: After the Hype Dies’ with Roy Altman (HRIS Manager of Analytics, Memorial Sloan-Kettering Cancer Center), David Bernstein (Vice President eQuest), Jeremy Shapiro (Executive Director at Morgan Stanley Talent Analytics) and Dr. John Boudreau (University of Southern California and Center for Effective Leadership)
  • A networking dinner at the Oyster Bar

The conference is a brilliant way to bring together scholars and practitioners to share insights on the constantly evolving landscape of e-HRM.

Find out more about the conference here.

Are you attending the 5th International e-HRM conference?

Return on Investment with HR Software – Not a Pipe Dream

Are you a leader or a laggard?Early last month, Rob Scott wrote an article chiding vendors and buyers alike for the shift in the climate of HR software that has customers buying into software solutions that do little to realize change in their HR environment.

The right HR software provides both a tactical ROI and potential for a strategic ROI. While a tactical ROI can be quantified and realized early, it is the extra piece that allows organizations to take on the long-term change that delivers strategic ROI.

Over the last year, we have seen many organizations buy technology to automate their existing processes without making any significant changes to their thinking or practice.  While these organizations may not be experiencing long-term business success as a result of this technology, they are seeing fairly immediate bottom line impacts – a reason to be very happy with their solutions. Most organizations can realise a real, tangible tactical ROI from most software solutions, and that’s a completely valid result.

On the other hand, there are organizations looking for technology that supports a transformation. A move towards a more effective HR environment and a new way of doing business requires technology that aids and fortifies such a change. To say that those organizations buying a transactional solution with a strategy-based ROI are silly or are being ‘suckered into believing that a software implementation would improve HR services’ is to do them a disservice. It’s no secret that getting transactional processing under control and fully realizing strategic ROI is a multi-year process, involving significant change management considerations beyond just dropping in some magic technology. HR professionals and business leaders understand this.

It’s exactly why three or five year contracts make sense. They are sensible, responsible and required if an organization is to make a commitment to achieving a great strategic ROI. If, in the worst-case scenario, at the end of those three years, the organization has only realized a transactional ROI, they’ve still achieved more than they would have without the technology. Small to medium sized companies typically spend around 0.15% of total payroll running their annual remuneration review process, no matter what the final remuneration decisions are.  For these same organizations, the cost with technology drops significantly.  What’s important is that the investment made in technology is delivering an appropriate return – which it will, even if that’s only a transactional return.  If that alone isn’t enough to justify addressing such a universally hated practice as remuneration reviews, remember that this is just the minimum benefit.  The right technology will also set you up for greater returns with strategic enablement.

Many solutions, like eeStrategy’s, offer both a transactional and strategic ROI. In fact, eeStrategy sees this kind of successful change in our customers year after year. With technology and workforces that are in alignment with their organization’s long-term goals and strategy, our customers are able to evolve and refine their approach to managing talent while still seeing immediate transactional benefits.

While Scott suggests an increase of advisory capability from vendors to deal with disillusioned customers who have not realized their desired ROI, the real shift should be towards a realization within companies that there is latent capacity resident in their talent. An increased effort to unlock that capacity using technology solutions that offer both transactional and strategic ROI will enable organizations to achieve successful outcomes. The sooner the enabling platforms are in place, the sooner you can accomplish great things.

Implementing technology and achieving a transactional ROI is not a bad outcome. Obviously, achieving a better ROI or an ROI in a shorter time is the ultimate goal. eeStrategy automates your processes and improves operational efficiency to deliver a transactional ROI in mere months.  With our revolutionary technology suite, eeStrategy’s sophisticated capabilities facilitate an even greater strategic ROI on top of that.

The question is: do you want to be a leader or a laggard?

Contact us at eeStrategy to become a leader and realize transactional and strategic ROI.

Have Your Say!

HR Tech Survey

The 4th Annual Australian HR Technology survey by Navigo Research has just been launched.

The survey examines the local HR Technology landscape and specifically focuses on vendors/solutions used, satisfaction, expenditure and future trends. Have your say and together we can contribute to the Australian marketplace.

The survey will take around 15 minutes to complete, with the results available for you in July.

All respondents who complete the full survey will go in the draw for one of five Double Movie Passes, drawn by Navigo Research.

Take the survey now!

http://NavigoResearch.com.au/HRTechSurvey

You can also download previous reports at NavigoResearch.com.au – last year’s report had over 1000 downloads.

Applying Military Principles to Win the War for Talent

Military leaders are trained to plan and execute strategies that win battles.  HR professionals face a similar battle; this one is enduring, experts predicted it 15 years ago, and it is in full swing for 2014.  Yet, HR professionals still find themselves unequipped to fight the war for talent.  Military strategists recognize that winning requires effective, adaptable processes for planning, intelligence, speed, and the right technologies to execute the resulting plan.  Your HR can gain similar competitive advantage through effective execution of those same four military principles.

Planning:  In our case, Workforce Planning.  With everything constantly changing: economic conditions, laws and regulations, market opportunities, etc., you will not win the war for talent with a workforce plan developed at the beginning of the year, and brought out only occasionally to check against goals.  With workforce plans made using accurate real-time data, you can adapt to your needs at any given time.  You are then much more likely to have the right people in the right place at the right time.  When it comes down to it, that’s what the war for talent is all about.

Management teams must practice continuous workforce planning utilizing relevant and truthful talent data.  Workforce data combined with external information, such as labor and salary market data, and data from operation systems, such as point-of-sale and CRM, enables HR professionals to answer the big talent planning questions more effectively.  The right HR system, a system in which you can combine data and analyze it directly, is the key to satisfying this goal.

Intelligence:  As USC’s John Boudreau pointed out, a major failing of many organizations is that they keep detailed records of material assets, yet lack the actionable intelligence to know when they are in danger of losing high-performing employees.  A HR system that is fine for housing workforce data but can’t engage employees for effective communication on performance or career goals isn’t the right system.  For business leaders to understand talent capabilities on a complex level across the workforce they need a system that intuitively takes into account all the possible anomalies and details.

After-action review:  The after-action review (AAR) is a fact-driven and effective process used to ensure the correction of errors and continuous improvement.  After every major initiative is launched and allowed to settle, key stakeholders must gather to give and receive feedback on the project.  Examples of this process include post-compensation planning, where the entire plan is introduced to management, and they are given the chance to provide feedback to the HR team, which HR integrates into a revised plan.

As soon as the review process is completed, there is another opportunity to review what worked and what can be improved upon.  Many organizations don’t do this effectively because it takes time, and most teams are busy with the next project.  Military organizations always plan this time into every project, and it is kept sacred.

Technology:  Technology is an enabler of intelligence.  The military has state of the art technology, which acts as a force multiplier, effectively augmenting teams.  Think of your HR technology as a force multiplier.  It should add capacity to your team.  It should free up time for better strategic thinking, planning, and after-action review.  It should provide you with mission critical data, heads-up displays, and aerial views of your business, your talent, and your competitor’s talent.  The challenge is to assemble the best technology available to you, whether you achieve that by building your own, buying more, or repurposing what you have.  The right technology is vital to executing your strategic processes effectively.

Lessons learned from the military can be applicable to your HR challenges, and with the right tools, technologies and enabling processes, you will be in a position to win against your relentless enemies in The Talent War.

If you are looking to weaponize your HR processes and systems, then contact us at eeStrategy so we can talk to you about our proven, unique solutions to help you win the fight.