2017 NACS HR Forum

Implementing Automated Solutions to Make HR More Convenient

Marcella Burkheimer, SHRM-CP, PHRHR Supervisor

Cindi Summers, SHRM-CP, PHRSVP Human Resources

History

Interactive Polling

Has your company recently (last 2 years) replaced its foundational HRIS/HCM? • Yes• No

Interactive Polling

Does your company have plans to do so in the next 2 years? • Yes• No

Challenges• Tight Labor Market/Low Unemployment• Mobile Obsessed Workers/Multi-Generational• Intricate Workplace

– Multiple Locations, Pizza Delivery, Age Restrictions, 24 Hours, Car Wash, Evenings/Weekends/Holidays, etc.

• Growing at Record Pace into New Areas• Multiple Systems, Internally Supported, Not Integrated • Antiquated Payroll Software• Many paper processes and manual entry • Compliance Demands• Business Continuity if Disaster Strikes

This Was Our “Current State”

Plus…

Solution• Centralized Technology• Meeting Organizational Demands

– Sophistication, speed, integration, quality of hire, visibility, responsiveness, transparency

– Powerful reports, analytics and metrics– Eliminate most paper processes and manual entries

• Leverage Mobile and Social Media Tools• Time Savings

– Repurpose to Other Tasks• Accelerate Overall Business Success• Compliance Focused• “The Cloud” (ADP Supported) = Business Resilience =

Business Continuity

Fully ImplementedWill look like this…

PeopleNet(drivers/cab clocking)

Retalix or

Store Tablets

OnBase(historical personnel file data)

Interactive Polling

Does your company have 1-3 centralized and integrated systems used to process HR and payroll related functions?• Yes• No

Change Management

• Significant Investment• Necessitated a Culture Shift• Required Complete Buy-In• Let the Past Go• Affected Every Employee in the Company• Required HR/Payroll/Training & Development

Transformation

“Pre-Project” Timeline

• 3 Years (to completion of “Phase I”)• Estimated 4 Years Total• Likely 5 Years to Fully Vet all Capabilities

Initial Internal Discussions

Current State Documentation RFP Drafted

RFP Solicitation &

MeetingsNegotiation Project

Kick Off

2014 2015 2016

Core Project Team Formed

Modules Purchased

• HR: New Hire Reporting, I-9 Form, Analytics, Document Cloud, New Hire Onboarding Tool

• Payroll: Processing Software, Tax Services, Garnishment, General Ledger

• Time: Accruals, Leaves, Enhanced Scheduler• Recruiting Management• Compensation Management• Succession Management

Modules Purchased

• HR: New Hire Reporting, I-9 Form, Analytics, Document Cloud, New Hire Onboarding Tool

• Payroll: Processing Software, Tax Services, Garnishment, General Ledger

• Time: Accruals, Leaves, Enhanced Scheduler• Recruiting Management• Compensation Management• Succession Management

Project Timeline

• Active Implementation

Modeling Configuration

Jan 2016

Collaborate & Validate Testing Final Sign Off Go Live

“Phase I”

Documentation & Training

March 2016 May/June 2016 July 2016 Aug 2016 Sept 2016

Timeline Tidbits

• Regular Thursday Core Project Team Meeting, Then Webex With Our Vendor After

• Specialist Assigned to each Module• After Action Review Upon Completion of “Phase I”• Executive Steering Committee Updates• Resource Dedicated to Communication and

Documentation Throughout• Have Strong Training Resources Engaged

Suggestions for HRIS Implementation

Current State

• Be prepared to thoroughly documentation your current state and processes

• Leave NOTHING out (even those that aren’t beacons of perfection)

• Go into the weeds using several SMEs• Honesty is key• Remember, this is an opportunity for

improvement (if vendor doesn’t know, they can’t help you)

Define Goals

• Why Are We Doing This?– Removing manual processes (list them!)– Greater capabilities (how so?)– Enhancing compliance (what was lacking?)– Stronger reporting and analytics (of what?)– Simply replacing a system that can’t keep up

• Include Them in the RFP• Consider Hiring Consultant to Draft RFP

Understand the Language

• When modeling begins, ensure you and the service team are speaking the same language

• Do the terms used in your organization match or do they refer to things differently?– Configuration vs. customization– Interface vs. “Feed” or “Data Bridge”

• It can cost you if you don’t

Cost

• Look beyond the invoice• Hard Costs vs. Soft Costs

– Hard Cost: How much did your old system cost compared to new system? Paper? Mail? IT Support? Other extra staff?

– Soft Cost: Efficiencies and time that Managers will now have; greater transparency and ability for Employees to do actions directly (less Managers and HR need to do on their behalf).

• What are inadequate systems costing you in productivity? Retention? Compliance?

• What is the estimated ROI?

Capabilities

• Focus heavily on service and each module’s capability

• How each module reacts with others• Assume nothing about what each module can

do – ALWAYS ask, even if it seems like it should be a basic functionality

• Think about scalability and where your business is going to grow to ensure the system will work for you

Testing

• Test, Test, Test• Use different testers to incorporate different

levels of capability – (HRIS “Super Users” as well as actual field users)

• Try to think of every possible scenario including those that may come with growth

• Test again• Keep internal list of “carry over,” pending

items & decision points

Negotiate & Understand

• Negotiate: service expectations, security breach protection, number of “tests,” and price decline as time passes and employee base increases

• Transition expectations from Implementation to Service teams

• Highly recommend involving IT, Security Team and Legal Counsel in all conversations

Historical Conversion

• Negotiate and define historical conversion• Terms are Key

– Is each line of job history equal “1” or is each employee counted as “1”?

– How far back will you go?– Can we pull analytics from the data?

• Will every data point transition into the new system? Or just pay and job history? Can the termination reasons translate to the new system?

• How quickly will the conversion occur after “go live?”

Timing

• Carefully plan the timing of when the new system will rollout to your organization

• Consider other projects and invoicing• Everyone at once or a staged rollout?• Coincide with calendar year-end or fiscal year-

end? Or at the end of a quarter?• Vacation freeze necessary?• It is A LOT to juggle

Resources

• Plan carefully for what you think is needed• Then multiple it by at least 3

Seriously…NOT kidding.

Breathe

• Be ready for when you will want to pull out your hair, have feelings of despair, or want to throw in the towel

• Keep your eye on the long term vision and it will be worth it

• Celebrate the little things• You can do it!

Questions