Cloud HR: clear flying or congested chaos?

HR Horizons: Realities of the revolution

“It’s life Jim, but not as we know it!”

Rob Scott | Melbourne | November 2012

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As we journey into the unknown…

Smaller buy-outs will still occur in the short term, but they are likely to be discreet tools that are integrated into the current offerings.

Whilst data loss is increasingly lowering in risk owing to the size and sophistication of cloud operators, there are likely to be periodic breaks in service. Understanding who uses your “Indirect” data is important

While at first glance the key functions may seem the same, the inclusion of other tools such as mobile, social and gamification layers require a fundamental shift in end-user involvement

If you are moving into the cloud and want improved value from your HR solution, then you need to challenge the hierarchical operating model – Who decides, who speaks and who acts need to reassessed

Using your HR data for analytic purposes is an important shift in how we operate, but careful thought and insight needs to prevail

It’s unlikely that you will only have 1 cloud in which you operate, even in the HR space. Integration and data flow management will become a key risk areas and you’ll need IT backing

We are quickly moving from cloud to clouds

Cloud HR tools have changed fundamentally

Is big data your next bottleneck?

Cloud HR value lies with executive and manager behavior

Your risk is not loosing your data, but access and who uses it

Vendor buy-outs are disconcerting, but you'll be looked after

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There is a strong case to consider..

• Reliable access• More rapid “state-of-art” technology• Lower cost of ownership• Rapid time to production • Predictability of costs• Easy ability to scale• Data load management better

managed by SaaS providers

The realities are that development will follow money• Cloud spend expected to be $13 billion by 2014• SaaS will increase by 112% by 2013

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“e”

”

Don’t underestimate the organisational changes

required to support a new delivery model, the

culture impacts, the new “talent war” and the time

warp!

2010 – top reasons for selecting SaaS• Cost

• Rapid deployment

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“e”

”




warp!

2012 – top reasons for selecting SaaS• “State-of-the-art” HR products

• Cost

• Upgrades

• Faster access to innovation

• Higher response to customers

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“e”

”




warp!

Risks to take note of• Data leakage through mobile tools

• Are SaaS providers aiming to become mini ‘Google's’ ?

• Who owns your meta data

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“e”

”




warp!

• Faster access to innovation

• Higher response to customers

You are not always on the current release• You may be technically on the latest release, but not always functionally

• With every update you need to consider process, procedures and change management

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Thin

gs y

ou s

houl

d

know

abo

ut c

loud

HR

solu

tions

The full research booklet will be available from our website at http://www.presenceofit.com.au/news-events/things-you-should-know-about-cloud-hr-solutions

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That’s who we are…it’s our DNA

Keeping it all together

Anytime & anywhere

You’re a (disa)STAR!

Who moved my objective?

It’s a game, but not as you know it

Social is(n’t) the driver

Ready..steady..go!Th

ings

you

sho

uld

know

abo

ut c

loud

HR

solu

tions

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The full research booklet will be available from our website at http://www.presenceofit.com.au/news-events/things-you-should-know-about-cloud-hr-solutions

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Ready..steady..go!1

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Key Observation

Key Learning

Critical Question

The speed at which we configured the system created a false expectation that users would be as excited as the config team

There are things that you can’t change in cloud solutions - test users’ reaction more aggressively and formulate responses

How do the various software components affect one another ?

Sample extract of findings. For the full research booklet go tohttp://www.presenceofit.com.au/news-events/things-you-should-know-about-cloud-hr-solutions

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Social is(n’t) the driver

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Key Observation

Key Learning

Critical Question

Users who are natural content generators emerge quickly and initiate many discussions and activities - these key users are critical

Don’t create ‘communication channel confusion’ - users need to be clear on the role of each communication tool

Is the organisation leadership prepared to change their style to support social

media?


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It’s a game, but not as you know it

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Key Observation

Key Learning

Critical Question

Users are attracted to the names of badges more than the underlying intention of the badge

Stratify your user groups by age, hierarchical level and relationship to users - there will be distinct differences you need to deal with

Which processes are impacted by recognition and badging?


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Who moved my objective?

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Key Observation

Key Learning

Critical Question

Individual users can become despondent when team members don’t accept requests to support their objectives

Social objectives and goals require changes to management philosophy and role definitions at all levels

Will you allow staff to choose what objectives they want to be part of?


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You’re a (disa)STAR!

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Key Observation

Key Learning

Critical Question

Offering anonymous feedback to a user creates a level of anxiety and suspicion

Don’t undermine system information put forward by a user in defence of an issue(e.g. badges received) - this undermines the tool

If performance management is currently not working, why will this be

different?


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Anytime & anywhere

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Key Observation

Key Learning

Critical Question

Users want to perform the same functions on a mobile device as they can on a PC browser version

Don’t assume all mobile applications are intuitive - you may need to offer training on the ‘not-so-obvious’ features

Are there risks and safety issues that mobile usage create?


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Keeping it all together

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Key Observation

Key Learning

Critical Question

The administrator role is fairly straightforward in terms of typical tasks, and could be spread between a number of individuals

Administrators are different from moderators who need to be generally respected senior people

What processes need to change to suit the HR tool administration?


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That’s who we are…it’s our DNA

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Key Observation

Key Learning

Critical Question

You can’t force users to participate in all components of the tool, but this does create issues around standardisation and efficiency

Ensure your users and managers understand that participating on the social media layer is not an extension of their line authority

Will I compromise the effectiveness of the tool without change?


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[email protected]

0423 355 818

Robscottinsyd

www.robertscott.com

Questions

Booklet due for release in December 2012

Cloud HR: clear flying or congested chaos?

Technology

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