Benefit Technology Resources · 2020. 8. 7. · 3 BenefitTechnologyResources,LLC Confidential&...
Transcript of Benefit Technology Resources · 2020. 8. 7. · 3 BenefitTechnologyResources,LLC Confidential&...
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Benefit Technology Resources ™New and Emerging HR Technologies
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AGENDA
1 What is Human Capital Management?
2 Best Practices
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WHO IS BTR?
• Benefit Technology Resources (BTR) is the largest
mid-market HR technology consulting firm in the
Country.
• We are independent – provider agnostic (not tied to
any providers).
• We specialize in HR technologies that include:
✓ Compliance Reporting (ACA)
✓ HRIS – Human Resource Information
Systems
✓ Benefits Administration
✓ Payroll Administration
✓ Time Keeping
✓ Performance Management
✓ Recruiting
✓ Talent Management
✓ And More….
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HCM MARKET GROWTH
14.5
22.51
0
5
10
15
20
25
2017 2022
HCM Marketin billions
* According to MarketsandMarkets
9.2% growth per year
55% in5 Years!
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❖Standardize processes/compliance
❖Reduce/eliminate manual tasks
❖Focus on strategic HR
❖Mobile
❖Access to data and analytics
WHY TECHNOLOGY?
Analytics data is actionable data that can help solve complex business
problems allowing you to drive toward strategic solutions.
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• Business Analytics
• Employee Engagement
• Performance Management
• Learning Management
• Compensation Management
• Succession Planning
Strategic HR(1,000 lives+)
• Benefits Administration
• Talent Acquisition/Applicant Tracking
• Dashboards
• Leave Tracking
Crossover
• Payroll
• HRIS
• Onboarding
• Time & Attendance
• Compliance reporting
• Reporting
• Accruals
Tactical/Core(all employers)
WHAT IS HCM?
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HCM DEPLOYMENT AND DELIVERY
Holistic or
Single-Source
Standalone or
Point-Solution
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PerformanceManagement
Learning Management
Succession Planning
Compensation Management
Absence Management
Individual Databases
WHAT IS A POINT SOLUTION?
HRIS
Benefits Admin System
Payroll
Time & Labor
Workforce Management
ACA
ApplicantTracking
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• Subject Matter Expertise
• One module
• File transfer integration
• Additional database
• Additional vendor
• Much more robust functionality
• Decision support
• Voluntary plans
• Defined contribution
• Complex plans & wellness
credits
• Typically, Payroll is core
• Many modules
• Real-time, or no integration
needed
• Single Database
• One vendor
• Generalist in additional modules
Holistic HCM Point Solution
WHAT IS BEST FOR YOU?
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Benefits Administration Point Solution
HCM with integrated Benefits Administration Point Solution
Holistic HCM
WHAT IS BEST FOR YOU?
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INTEGRATION
COMMON TYPESDIRECTION
DATA EXCHANGE
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OUTSOURCED VS IN-HOUSE
Cost
Liability
TechnologyService
Deployment
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Where is my pain today?
Review the employee lifecycle to see where your manual processes are.
Be sure in your agreement you lock in the ability to purchase additional modules at current cost when contracting.
Will you need and have manager buy in?
QUESTIONS TO ASK YOURSELF: ENHANCEMENTS
How will this help improve outcomes for the organization?
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CASE STUDY #1: HR TECHNOLOGY AUDIT
Client
• 150 employees in Florida
• Struggling with current payroll provider
• Disparate systems
• No HRIS system
• No Benefits Administration
• Manual Processes
.
Details
• The client asked us to go through an HR
Technology Audit.
• Please refer to next few slides.
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MANUAL PROCESSES
Payroll system
Time
Keeping
Medical Carrier
EE Training and Licenses
LTD / STD Carrier
FSACarrier
FMLASpreadsheets
Internal Company Portal
COBRACarrier
Background checking
software
Recruitment
Spreadsheet
Applicant Tracking
Spreadsheet
E-Learning Software
Performance Management
Spreadsheet
BTR identified 16 different touch points for each new hire, status
change, and termination.
Time Keeping
Spreadsheet
OSHAIncidents
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BENEFIT PROCESS
Manual process, employee
completes forms
HR tracks employees’
waiting period
HR follows up with employee to
see who has completed the
forms.
HR receives form, and then
completes a benefit deduction form and faxes it
to the Payroll provider
HR routes deduction form to the payroll administrator
HR manually keys in add/term/
changes into each carrier
website:
Medical, Dental, Vision, Ancillary,
etc.
HR sends confirmation to Broker that the
employee is enrolled
Monthly carrier bills are
manually reconciled by HR. Approx. 3
hours per month
Payroll administrator manually keys
deductions into payroll
RED IS MANUAL
BLUE IS AUTOMATED
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BENEFIT PROCESS WITH BENEFIT ADMINISTRATION SYSTEM
Employee logs in to enroll
online
Eligibility is managed in the
system
Payroll deduction file
is sent electronically
to payroll provider
Eligibility files are
electronically submitted to
carriers
Monthly carrier bills are
reconciled through the
system
WIN WIN - The client implemented a platform they needed and it reduced manual processes saving them time and resources.
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What employers want
• Call Center – Service Center for employees
Services handled by the provider
• Dependent Verification• Evidence of Insurability Processing• Leave of Absence Tracking• Fulfillment/ Mailing Documents• Tracking ACA• Retro Payroll Processing• Consolidated billing and payment
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HCM ANALYTICS - TRENDS
Employee Trends
Turnover Rates
Employee Demographics
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HCM ANALYTICS - TRENDS
Pay Equity Turnover Probability
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HCM ANALYTICS - TRENDS
Pay Equity Turnover Probability
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BEST PRACTICES
1 Discovery
2 Engagement
3 Implementation
4 Post Mortem
5 Re-evaluation
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BEST PRACTICES: DISCOVERY
Identify core objectives and pain points
Market evaluation
Stakeholders
Budget
Integration needs
Timeline
No provider is perfect, there will be bumps
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BEST PRACTICES: TIMELINE
60 – 120 days for core
60 – 90 days for each additional module
ImplementationRFP = 90 days
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BEST PRACTICES: ENGAGEMENT
❖Share your discovery data with providers
❖Data security (SSAE 16 and 18)
❖Don’t expect the providers to do all of the work for you
❖Look for a partnership
❖Ask to meet with implementation and service teams
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BEST PRACTICES: ENGAGEMENT
❖Ask for Service Level Agreement’s
❖Understand contract/agreement terms❖Length❖Discounts❖Termination❖When fees begin and how they are
calculated
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• Engineering firm in Baltimore, MD with 1,100
employees in 20 locations.
• Utilized ADP for core technology
• Client was using separate systems for:
Time Keeping
Recruiting
• Client was struggling with tax administration,
ACA, open enrollment/renewal support and lack
of LMS feature
• BTR went through an RFP process with this client
and included 3 of the top providers in this space.
Their incumbent provider was also invited to re-
compete.
• 3 out of 4 providers delivered proposed pricing at
less than $200,000 (client’s stated budget).
• Provider-direct pricing was as high as $407,000.
WIN WIN
• Value for client was in the time they did not have
to spend on this project, as well as cost savings.
Details
BTR CASE STUDY
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❖ Clean up data BEFORE implementation
❖ Get an implementation timeline from the provider before starting
❖ Do not rush
❖ Test test test
❖ Be prepared for work on your end
❖ Do not be afraid to adjust timeline along the way if necessary
BEST PRACTICES: IMPLEMENTATION
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BEST PRACTICES: POST MORTEM
Did requirements match results?
Recognize successes and challenges
What would you do differently?
Have a strong communication and roll out plan for employees and managers
Join providers user groups
How can you take your relationship with the provider to the next level? Go onsite?
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Identify specific business triggers that will require a reevaluation of your strategy:• Headcount growth• Legislative changes• Financial results• Specific timeline
BEST PRACTICES: RE-EVALUATION
most companies or divisions of major corporations find that they must undertake moderate organizational changes at least once a year and major changes every four or five.
– Stephen A. Allen “Organizational Choice and General Influence Networks for Diversified Companies”
“
”
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Details
• Microwave technology manufacturer
• Operations merged from two separate
organizations; GA using ADP; CA using
Paychex
• 173 total employee count
• Separate internal processes in addition
to separate technology platforms
• BTR managed the RFP process for the client
and also coached the client through the
necessary change management needed to
merge processes.
• Both incumbents invited to re-compete in
addition to outside provider for market
comparison.
• Client ultimately chose one of the incumbents
and BTR negotiated an additional 20%
discount.
Don’t rule out your current
provider!
BTR CASE STUDY
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CONCLUSION
1 What is Human Capital Management?
2 Best Practices
What makes sense for your organization?
Plan ahead
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THANK YOU!
Josh Hoover
Strategic Client Manager
Benefit Technology Resources
469-912-0887