MHR 415 final!

What issues should influence your choice of a goal in your HR technology strategy?

A highly successful method for gaining consensus on this issue is to develop a sample depiction of the future state and have the users and management react to it.

Class A vs Class B building

Class A: a site that is less that 7 yrs old and has open and available space . min. capacity of 20 % Class B: a site that is 7-15 yrs old. must have the space requirements associated with class A

Strategic priority:Leverage technology to maximize HR's effectiveness

Competencies -Knowledge of core HRIS functionality and power of state-of-the-art technologies. Ability to translate HR needs into IS specification. Aggressive vendor management.

success driver: technology

currently used or "in the works" for HR use, including both enterprise wide and application-specific systems,w/ emphasis on info retrieval systems, often a weak point for orgs in need of HR transformation.

characteristics of a workflow system

1. task- 2. people 3. tools- tasks within a workflow application are performed by tools -business apps, spreadsheets etc 4. data - 2 types- relevant and process relevant data. can include a doc. or message created by a system or voice/video database data

2 key staffing issues impacting a model

1. the amount of time that customer service representatives( CSR) are expected to be on the phone is a key decision 2. during the time CSR's are performing off phone work, they typically assist with transaction processing, administration, research etc.

roles of "universal rep" staffing model (challenges)

- ability to perform multiple specialized roles effectively - ability to effectively balance the priorities and time scheduling of each rol- deciding which role takes precedence

host based( shared database)workflow

- done on the client - Process-centric tools are easier to manage because they tend to live on the server rather than on the client -High-volume, mission-critical applications are better suited for it. -Changes can be accessed immediately by anyone connected to the server. -Enterprises often serve as the basis. -Large-scale situations can be effectively treated -Workflow rules tend to be simpler to manage, since the rules tend to reside in a single location in a single database -Continual access to documents is provided -Historical workflow information can be retained simply

structural issues

- each specification has tended to become a feudalistic "fiefdom" of its own - proper "locus" of responsibilities and roles - unclear roles

HR success drivers

- people -process -technology -structure -culture

workflow administration components supported by workflow systems include

- user profile - queue assignments - queue management - backlog anaylsis - productivity reporting - workload balancing - productivity statistics

3 types of workflow routing

-Automatic - allows no options because the next step is predetermined -Conditional - allows users to choose from different routing options to determine which is the most appropriate -Rules-based - uses a methodology where the system determines the next step in the routing process based on information that has been defined in the workflow rules

priorities to consider in establishing a framework to determine application priorities and rollout of an HR technology strategy

-Build flexible organizational designs for speed, flexibility, and innovation -Support business new product launches -Support new performance management and reward systems -Streamline HR processes to increase satisfaction and quality and reduce costs -Provide meaningful information to management for better decision making -Create best-in-class HR organization -Reduce overall cost of delivery -Improve efficiencies and speed of response to customers -Build on the technology investment; obtain ROI -Integrate HR and technology solutions Improve or expand HR functional capabilities -Improve customer (i.e. employees and managers) service satisfaction levels -Deliver enterprisewide solutions

What is typically included in the scope of centers of excellence(shared service center) and when are they included in the development process?

-Data input of HR transactions and other payroll activities is often included -the most complete definition of a center including payroll it its scope occurs when the center also processess garnishments, issues the paychecks, balances payroll, reports payroll taxes and so on

elements of web design that help ensure that the site will be valuable to the user

-Realistic -- People can use it, believe in its credibility, and ask for it. -Relevant -- The information is meaningful to "me and my work" -Reachable -- People can find it and have the time to use it. -Reliable -- The site works; the server is dependable and frequently updated -Risky -- The site dares to be a different, positive experience. -Real connected -- the site connects people, database information, and other sites -Razzle-Dazzle -- It has few words, quick screens and easy-to-understand graphics.

document capture for workflow software

-Scanning -Faxing -User attachment -Other automated interfaces (kiosks, internets, and so on)

technologies that most HR service centers view as critical to an effective operation

-The core HR, benefits, and payroll systems, which the center relies upon for customer data, are critical - Voice Response (VRU/IVR) -Automated Call Distributor (ACD)-most essential -Case Management -most essential -Knowledgebase (e.g., Online Reference) -Imaging

elements of workgroup products

-Workgroup products provide a platform for workflow, but do not provide the process knowledge critical to a workflow product -Information is shared between individuals, but there is no routing or process flow -Let workgroups or individuals transfer and share information with another

imaging system

-enables CSRs to readily access all documents received into the center, as well as those mailed from the center -employed only in very large scale senators due to high cost

tier 1 support

-representatives that are generalists who have broad knowledge of an orgs policies and programs -65-90% of inquires can be handled - lower cost

interactive voice response (IVR)

-used touch tones to receive input from a users telephone, performs a preprogrammed procedure and provides info. to the user or asks user for info. - main advantage- callers who are requesting routine info can be serviced without assistance from a service center representative disadvantage- for callers when they are required to enter large/complex amounts of info

the core of the web based architecture

1. 1st tier(client side) represents the technology that would be evident to the employee manager or HR user-the client- and would be maintained on a desktop computer or kiosk 2. middle tier(server-side) contains the internet servers, application servers, and all presentations and business logic.. 3. 3rd tier( enterprise information) house the data in a database server and can access native HR systems or store the data in a data mart, data warehouse for access reporting and analysis

selecting strategies

1. 24/7/365 2. supporting distance and just in time learning 3. utilizing workflow 4. streamline processes 5. increase self sufficiency 6. building the orgs intellectual capital 7. helping reduce unwanted turnover 8. increase employee leaning curve for new skills and new product intro.

Compenents of workflow systems

1. Deployment environment - Users must have a way of getting their job assignments, accessing the necessary productivity tools, and doing their work. 2. Builder - The workflow application needs to be created (that is, designed or built). 3. Management engine - A workflow application must offer an underlying engine that ensures the data is being flowed to the right person (or process) in the right order, depending on the specific business conditions that exist at that point in time.

selecting the ideal site for a service center

1. Determining the classification of a potential site 2. It needs to be located in an economically viable location with a skilled labor pool to attract quality staff to your service center. 3.The site needs to be easily accessible via mass transportation (airplanes, trains, and buses) as well as personal transportation. 4The site needs to have ample, secure parking for employees and visitors. In addition, the site needs to be located in an environmentally advantageous location. 5.The potential site needs to include certain amenities, or at least be located near these amenities. (gas station, restaurants, shopping centers, post office)

reasons workflow projects fail?

1. Not all processes can be automated- 2. Subjective events define your workflow rules; reduce flowchart/process map 3. System performance degrades over time continuously and change the program at the process changes 4. New tasks corrupt existing designs 5. Workflow systems are not heterogeneous 6. Workflow systems are not scalable

solutions to workflow projects

1. Not all processes can be automated- solution :avoid randomness and variability 2. Subjective events define your workflow solution: quantify and convert business rules; reduce flowchart/process map 3. System performance degrades over time solution: monitor the workflow continuously and change the program at the process changes 4. New tasks corrupt existing designs solution: build and maintain complex works with object oriented workflow tools 5. Workflow systems are not heterogeneous solution: select a workflow tool that can operate within a variable environment 6. Workflow systems are not scalable solution: choose a workflow system moving toward distributed workflow engines

developing the HR technology strategic plan must center on these questions

1. What are the various HR products and services that are to be delivered? 2. To whom will they be delivered? What is the target audience for each of the HR plans? Are the plans different for hourly and salaried employees? Does each plant or division have the same plan 3. How will they be delivered? Will the primary delivery vehicle be the Web? Or will it be via IVR? Some transactions and event plans are still best handled on a face-to-face basis. How will these be handled? 4. When are they to be delivered? What are the timings involved with each HR plan, transaction, or process? 5. Who is responsible for the product design and content? Who is the plan and/or process owner for each product and service? 6. Who is responsible for delivery and support? Who is on point for delivery? The HRT group? IT? 7. What is the cost of supply, support, and delivery? How we cost the service? By unit-costing methods? By transaction? On a per-employee basis. 8. How will we maintain quality in the delivery channels? What measures are to be used in which processes to ensure timely and accurate service delivery?

possible assumptions

1. all suppliers of data are responsible for properly updating their respective data elements 2. major processes will be redesigned for speed and will be workflow enables 3. not all HR processes or programs will require info. on employees, plans, programs, and orgs to be maintained in a central HRIS system 4. changes will occur in the next year or 2, which will require altering HR technology implementation priorities 5. HR staff will be identified and committed to the project 6. there will be quantified,trained HRT resources identified for each major process and app. 7. HR staff from all units will support the strategies 8. the HR service center will be enhanced to handle most HR transactions in a single unit 9. sufficient funds will be available to carry out at least the first phases of the strategies 10. reporting relationship data will be mainainted in the database

characteristics of an HR service center

1. centralization of service delivery 2. leveraged technology

case management portal advantages

1. creates universal queue pf employee inputs that can be routed to multiple destinations 2. allows employees to access authorized info from the knowledge base, case management, or back end system 3. allows service manager to leverage representative resources across multiple functions 4. creates an integrated desktop for representatives that provides one interface to access all the systems they use to complete their work 5. provides the service center manager integrated reporting across all employee inputs, systems and representatives

4 steps to setting your strategy:

1. determine your goal: create a vision of the future delivery model 2. select the strategies 3. determine the web based architecture 4. determining proper organization roles and responsibilities to make the strategies plan happen

questions and challenges to your choice of a goal

1. does the model support enterprise wide talent identification and retention? 2. does it help with HR transformation? 3. does it provide for a new and efficient delivery method? 4. will it enable more consistent plan delivery? 5. will it help businesses with a new product launches, employee training and new competencies? 6. does it help with enterprise wide HR plan coordination?

3 important considerations of the room

1. environmental controls 2. writing designs 3. physical security

reasons why the old call center recruiting strategy is not effective

1. fails on account for a more complex service center environment 2. focuses on perosnal attributes as opposed to skills and knowledge 3. emphasizes "rule bound" staff management that does not support individual initiative 4. socializes compensation with little differentiation for high performers 5. rewards advancement through " off the phone" positions

IVR costs

1. hardware-software- depends on number of system ports 2. script development- depends on the specific applications and integration needed for the service center, could approach twice the cost of hardware

phases in change management

1. initiating the change 2. building momentum throughout the org for the change 3. sustaining the results

types of workflow

1. message based (email based) 2. host based( shared database) 3. web and client/server based

3 reasons why companies establish HR service centers

1. reducing HR costs 2. HR transformation 3. improving service quality

R's and P's of workflow systems

1. routes- key element- determines who is the next person in the workflow process 2. rules- define what info is to be routed and to whom 3. roles- it is important to reassign new individuals to specific roles without changing the people at the task level 4. process- are not designed but emerged from common usage 5. policies- formal written statements 6. practices- what actually happens in orgs.

workflow consists of

1. rules that govern the process 2. info. being routed 3. process metrics used to report on the process

factors influencing HR technology strategies

1. web capabilities and constraints 2. HR plan delivery needs 3. time 4. IT strategies 5. Need for HR transformation goals 6. current systems capabilities and backlog 7. cost 8.responsiveness to business needs 9. major HR strategies goals and objectives 10. limited IT budget 11. overlooked HR and IT staffs 12. business changes 13. HR system pirchases and implementation efforts are slow and expensive 14. overlapping solutions by other products 15. different customers to deliver services to

challenges of creating and implamennting technology that supports HR competency, development, and management:

1.-strategic development of compentency frameworks-identify the specific attributes of people needed by the org. 2.-measurements of competencies that"make sense" from the company's business perspective 3.-training and development programs delivered and managed by HR systems technology 4.-the conceptual and systematic integration of all HR activities affecting by competencies, recruitment and staffing

Why is the demand for effective and cost-efficient training increasing

1.An increase in the number of HR services being supported 2.High rates of staff turnover 3.The move toward manager self-service and employee self-service through the Web 4.The use of complex technology on the desktop 5. Career development and retention issues

principles that are followed in successful change management programs

1.Follow a defined sequence 2.Win emotional and intellectual support 3.Model and reinforce the new way of working 4.Create experiences that shape future behavior 5.Work with resistance 6.Release talent, creativity, and ingenuity

major issues with classroom training

1.It is predominantly lecture-based, which is not the most effective means of learning 2.It is costly from the perspective of both times and people resources 3.It is inefficient for training small numbers of replacement new hires 4.It is expert-driven; if there is no expert, there is no class 5.It is disruptive to the work, because it takes staff off the jobs 6. It is ineffective at addressing individual learning needs; there is one course for all

the elements of a well thought out learning strategy

1.On the job learning, 2.Classroom Case-Based/Situational learning, and 3. Self study IBTs, Paper-based online tutorials)

the components of the final plan of HR technology strategic plan

1.Put forth a vision of how HR services will be delivered in the future, at least the next several years 2.Outline a framework for HR technology development; investment amounts for software, people, hardware upgrades, etc.; and application priorities over the next several fiscal years 3.Establish enterprisewide information and technology platforms for HR 4.Describe the objectives and charter of the HR technology (HRT) group or groups 5.Make specific recommendations for choosing among conflicting technology solutions, e.g., when to use the Web, when to use the call center, etc. 6. Recommend how to establish and sequence introduction of technology upgrades and new releases 7.Outline how to launch and manage HR technology projects 8Set forth the suggested organizational structure and roles for the HR, Benefits, Payroll, and IT staffs 9.Establish data accuracy and measurement standards for key HR data and processes 10.Describe global jurisdictional and reporting requirements 11.Publish confidentiality, security, and privacy policies.

successfully transforming the HR function

1.Set the change agenda 2.Conduct fact finding / identify opportunities 3.Articulate a new strategy for the HR function 4Design an integrated HR solution 5.Align and deliver

How do these success drivers add value to the organization?

1.The availability of the right people to do the work of the organization at levels that provide competitive advantage 2.Enterprisewide alignment of individuals goals and work objectives with strategic business goals 3.The reduction of risk factors associated with inadequate competencies, noncompliance, or poor morale 4.Cost savings in doing the work of a transformed HR department, which move directly to the company's bottom line

What are the HR success drivers?

1.The people in HR and their competencies; 2.processes used to deliver HR products and services; 3. the culture of the HR organization; 4.its structure; 5. and the technology used

mistakes often associated with technology planning efforts

1.Too often we have underestimated the difficulty of installing technology solutions, while at the same time overestimating their expected capabilities, performance, and usefulness to the end user 2.Most of the HR technologists preparing the plans are optimists at heart, and unfortunately often buy too readily and too fully into vendor sales enthusiasm. 3. The HR user community, too, often underestimates the work required to change underlying processes, as well as their own behaviors.

routing features:

1.exception handling-provides users and system processes with an option whenever an unusual situation is encountered 2.parallel routing-allows users or tasks to handle the same data concurrently 3.database agents-permits users to be altered when conditions require them to take action 4.pending and rendezuous-allows transactions to be suspended while they wait for important data and automatically awakened when the matching data is received 5.user overrides-allows users to change the routing in some circumstances 6.priortization -allows personnel to handle the highest priority transaction 1st

case management system

1essential for ensuring a quality of service 2.prevents " answer shopping" - most essential 3. key tool employed by supervisors to gauge whether cases are being worked, and closed in a timely manner

HR shared service center

An HR shared service center is a centralized location where customer transactions and customer inquiries are handled. HR shared service center composed of two components: 1.a center of excellence - primary customer is the line manager /HR staff 2 a service center- primary customer is the employee

What is the benefit of conducting a business and consumer needs analysis to identify HR's business priorities?

Ensures that HR business priorities are aligned with overall business strategy, and points the way to key "gaps" between what is needed by HR's customers and what they now get in products and services.

1. reducing HR costs

Generally achieved by delivering HR services on a more centralized basis, thereby achieving economies of scale and shifting administrative work to a center where less expensive resources can perform the same activities

2. HR transformation

Most companies are trying to change the role of HR generalists to become more strategic business partners. Fundamental to teaching this strategic goal is the need to remove the administrative activities often constituting a significant portion of their work activities

In the HR service center, what is the case management system

The case management system is potentially the most important enabling technology used in the service center. It is a software solution that records interactions between the service center representative and the client-employee.

How has HR's culture been viewed historically

The cultural issues that have historically limited the human resource function's ability to think and act strategically stem from HR's long history as a reactive, almost "defensive" function in the organization.

3. improving service quality

When services are delivered on a decentralized basis, the level of knowledge at any location can be quite variable, and, as a result, the answers given to customer questions are not always correct or consistent. A centralized center enables HR to train their staff in a consistent manner and to thus deliver the same answers to all customers.

objective of workflow software

Workflow software is software that automates the flow of information, documents, and work processes through a company.

strategic HR technology plan

a composite document aimed at presenting the methods of achieving the HR service delivery goal that management desires

Computer telephony Integration(CTI)

a new technology solution to the service center environment and is closely linked to BX-ACD and IVR. -adding computer intelligence to the making, receiving or managing of telephone calls "screen pop"- a solution that provides user data to the service center represenative based on automatic or manual inputs from the user

case management portal

a place where all employees inputs (phone, fax,email) can be aggregated into one place

PBX-private branch exchange ACD- automated call distribution

a private telephone switching system, ACD- can be integrated into the PBX or separated; designed to evenly route incoming calls to available service center representatives

holistic approach to HR transformation

a step by step analysis, development,and implementation process for HR, that is guided by the same overall "business rationale" for having employees.

forms management

another key workflow component. forms that were once part of a paper process are automated and used to guide the electronic workflow or transfer of info. into applications.

message based (email based) workflow

appropriate for document routing applications such as expense requisition or purchase order approval - resides in and is executed by the client with only messaging functions occurring on the server - training is often minimized - an incremental approach to beginning workflow is allowed - small scale situations are treated effectively - departments often serve basis - support exists for multiple operating systems remote users can be supported - work can still proceed if central workflow engine is "down"

strategic priority: anticipate and forcast staffing needs and influence future sources of employment

competencies required- forecasting on key job family requirements based on future capabilities. relationship building with non/traditional sources of employment

strategic priority: develop workforce talent to build organization capabilities

competencies required- learning and development needs analysis -learning and development design and sourcing - capability measurements

enterprise workflow

consists of multiple departments and geographies with a diverse range of needs, all tied to a common set of business objectives

queues

contain" work in process" transaction that can be accessed by select users . allows management to monitor and control the status of the workflow by viewing the contents of the queue.

. web and client/server based workflow

extends the message based model by storing and executing the rules on the server. -server can monitor the workflow status and notify participants of an upcoming or overdue task - can integrate with other data sources (email systems)

success driver: processes

for HR product/service development and delivery, what it takes to hire a new employee, enroll someone in a new training program...

in the delivery model- the HR service center will

handle day to day inquires from employees regarding HR, payroll, and benefits. -use to handle management inquiries, as companies move more into the "manager workstation " concept, enabling managers to become more self reliant by using technology directly to handle more transaction themselves

tier 2 support staff

have expertise in a particular functional area

fact-finding process

includes: analysis of the internal HR org as it exists; a needs analysis that identifies specific requirements of customers; a cost to value analysis of HR products/services; external analysis that included best practices

selection of the web platform

influenced by service delivery requirements. - if service delivery requires real time updates, then the technologies supporting an "ask, receive, verify" model are needed. - if service delivery does not require realtime updates, then technology supporting a "publish, subscribe" can be considered -cost, capabilities, security, appropriateness, strategic direction and conformance

the comprehensive implementation plan

integrates the totality of the change effort and ensures its alignment with the strategic business needs that initiated the process of adding value to the HR function

implementation of a transformed HR dept.

one that contributes to strategic business goals and adds value to the org. through more effective utilization of people and technology, requires a comprehensive implementation plan

success driver: culture

perceptions of the functions role ...affecting these and other cultural issues

it is the responsibility of the users to ensure that

prior to any web development or process redesign, there is a service delivery sequence mapped out for every major HR event

imaging

process of taking a hardcopy image and digitalizing it for viewing or storage advantage- saves physical space from being used for paper files

"paving the cow paths"

refers to the practice of mirroring an existing non automated process with a technological solution

Strategic priority : partner with business unit management to develop business strategy ( most important competency)

requirement: knowledge of the business and market dynamics. organization change expertise. strategic problem solver/influencer. valued business advisor/ member of leadership team

success driver: structural issue

roles and responsibilities of those performing HR activities throughout the org.

ACD- automated call distributor

routes incoming calls to available CSRs and tracks metrics on call waiting, abandonment, etc. - critical tool for management in monitoring the timeliness of service quality

requirements definition

set of documentation that defines the functional requirements for technology in the service center = details what the technology must do in order to meet the needs of the service center -can be incorporated into any request for proposal

What should be the characteristics of the web-based HR service delivery architectural framework?

should be designed to be robust, scalable, flexible and secure. In addition, it should allow accessibility for a number of HR customers, from any point of the globe, at any time, and allow for integration of a number of both open-end and closed-end legacy databases.

knowledge base (Newton)

software in which application specific information is programmed in the form of rules. - have 3 audiences within a company 1. employee population 2. service center representatives 3. company managers

success driver: people

staffing the function or responsible for HR activities, their current competencies, developmental needs and programs in place, and how performance is measured and rewarded

operation design

the "opportunities of improvement" identified in earlier analyses are brought together, weighed for importance as changes that address strategic business needs,and incorporated in an integrated plan for HR transformation.

average speed to answer( ASA)

the average length of time a customer waits before getting a CSR to answer the call

What is the primary purpose of an HR technology

to build a realistic model and framework of the technology and supporting infrastructure that HR will need to meet future business requirements, and a workable plan to get there; -Increasing effectiveness -shortening cycle times, -increasing service levels, -reducing costs, and - adding new service capabilities