THE JOURNEY TO DIGITAL HR - mercer.com
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HEALTH WEALTH CAREER THE JOURNEY TO DIGITAL HR WHAT RESEARCH TELLS US ABOUT IMPLEMENTING A NEW HRIS JULY 27, 2016
Transcript of THE JOURNEY TO DIGITAL HR - mercer.com
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H E A L T H W E A L T H C A R E E R
T H E J O U R N E Y T O D I G I T A L H R
W H A T R E S E A R C H T E L L S U SA B O U T I M P L E M E N T I N G A N E WH R I S
J U L Y 2 7 , 2 0 1 6
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T O D AY ’ S S P E A K E R S
Partner, TalentInformation Systems
San Francisco
Partner, North AmericaLeader for HRTransformation
Chicago
DENISELAFORTEChicago, IL
KATHERINE JONES, PH.D.San Francisco, CA
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E M E R G I N G W O R K F O R C E T R E N D S A R E D R I V I N GT H E N E E D F O R M O R E C H A N G E
There is an increasing demand for metricsand analytics to understand key roles,talent flows, obstructions to talent mobilityand the cost of not getting it right frombusiness and talent perspectives
W O R K F O R C E A N A LY T I C S
Managers are the key to a successfulemployee/employer relationship, ANDmanagers’ coaching and employeedevelopment skills need to improve
R O L E O F T H E M A N A G E RTechnology is transforming how peopleaccess, retain and apply information.Demand is on the rise for continuous, just-in-time access using digital, mobile, andsocial platforms
D I G I TA L W O R K F O R C E
Organizations are taking a close look athow they are perceived in the marketplace– formally and socially – to ensure thatthey are meeting the “employee asconsumer” expectations
B R A N D I N G & E M P L O Y E EE X P E R I E N C E
The loss of institutional knowledgecombined with changing expectationsand work styles will create significanttalent management challenges acrossevery industry
B O O M E R / M I L L E N N I A LT R A N S I T I O N
Global and multinational companiesstruggle with setting global HR policies thatcan also be flexible enough to meet theneeds of local lines of business, regulationsand employee expectations
“ G L O C A L I Z AT I O N ”
Reference: Mercer Global Talent Trends Study 2016 findings
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H R T R A N S F O R M A T I O N : O U R R E S E A R C H A G E N D A
R E C E N T R E S E A R C H S T U D I E S N E W M E R C E R P O V PA P E R S
Future-Proofing HRMercer’s 2016 Global Talent Trends Study
• 1,730+ HR Leaders• 4,500+ employee opinions• 17 countries• 10+ industries
The Journey to Digital HR2016 HR Technology Survey
• 500 HR Professionals• 19 countries• 10+ industries
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T O D AY ’ S D I S C U S S I O N
The Evolution of HR
01What Research
Tells Us
02Takeaways for your
HRIS Implementation
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THE EVOLUTION OF HR
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T H E E V O L U T I O N O F H R
Personnel• Focus: Staffing• Spreadsheets
and post-its
HR The ERPWay• Focus:
Compliance• Inflexible
technology
TalentManagement• Focus:
EmployeeLife Cycle
• The “Best ofBreed” Frenzy
IntegratedHuman CapitalManagement• Focus:
HR+Talent• Total workforce
data curation
Timeline
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T O D AY : R E V O L U T I O N A R Y
Data-drivenDecisionSupport
Mobile DeliveryModel
Cloud basedEconomic Model
Social-drivenhiring andbranding
People-centricHR
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B U T W H A T I S O U R H R L A N D S C A P E T O D AY ?
OVERLY CUSTOMIZEDAging solutionsIRRECONCILABLE REPORTS
Fragmented employee data
DECENTRALIZEDDATA STORES
REDUNDANTHR PROCESSES
Standalone applicationsDisparate systems
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B U T W H E R E T O S T A R T ?
1 Review HCM Processes: should we do them differently?
2 What strategic initiatives might we simultaneously seek to pursue with a newHRIS deployment?
3 What technology functions are required to support the processes withinthose initiatives?
4 How will the combination of new processes and new technology effectmy organization?
5 And what is the impact on my workforce?
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WHAT RESEARCHTELLS US
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S T U D Y : 2 0 1 6 H U M A N R E S O U R C E SI N F O R M A T I O N S Y S T E M S
I N D U S T RY G R O U P S :
• Consumer Goods• Education• Energy• Healthcare• Pharmaceutical• Banking, Finance, Insurance• Hospitality• Professional Services• Government• Manufacturing• Technology &
CommunicationsRepresenting a wide rangeof industry sectors
From global/multinational andlocal/domestic companies
Nearly 500 HR Professionals
Located in 19 countries
Reference: 2016 Human Resources Information Study wascommissioned by Mercer and conducted by Human CapitalMedia Advisory Group, Oct 2015 to Feb 2016
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T H E B U S I N E S S C O N T E X T
ORGANIZATIONALCHANGE
• Acquisitions• Divestitures• Reorganization
EMPLOYMENTMANAGEMENT
• Contingent Management• Hourly Management
HRTRANSFORMATION
• Global Centralization• COE Review• Cost Management R E A S S E S S
W H I C HP R O C E S S E S
A R E K E Y
R E I M A G I N EE M P L O Y E E
I N T E R A C T I O N SR E D U C E
C O M P L E X I T Y
F O C U S O NS E R V I C E
O P T I M I Z AT I O N
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W H Y S W A P O U T A N H R I S ? T H E T O P F I V ED R I V E R S F O R R E P L A C I N G
We needed a single system of record for all HR data
We needed to have reliable, consistent reporting forcompliance and legal obligations
We needed an integrated HR data system to perform workforceanalysis
We needed to standardize HR data across multiplegeographies and/or business units
We needed to move away from a legacy systemthat was not meeting organizational needs
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55
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Majority of newHRIS
implementationsare in the cloud
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A N E W H R I S D R I V E S N E W I N I T I AT I V E S
Implemented or expanded an HR Service Center
Implemented or expanded an HR Business Partner model
Implemented or expanded HR Centers of Expertise
494539
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P R O C E S S R E - D E S I G N D U R I N G I M P L E M E N T A T I O N
O F O R G A N I Z AT I O N S A R E R E D E S I G N I N G T H E I R E N D - T O - E N D H RP R O C E S S C O N C U R R E N T LY W I T H H R I S I M P L E M E N TAT I O N55%
34%
55%
11%
Before Implementation During Implementation After Implementation
J O B D E S I G NA N D R O L E P R O F I L I N G
R E W A R D S A N D B E N E F I T S
NEW JOBCODING SYSTEM
Before
During
After
NEW ORGANIZATIONGRADE STRUCTURE
Before
During
After
NEW JOBDESCRIPTIONS
Before
During
After
NEWORGANIZATION-
WIDE JOB CATALOG
Before
During
After
REFINED SELECTBENEFIT PLANS
HARMONIZED LONG-TERMINCENTIVE PLANS
HARMONIZED SHORT-TERMINCENTIVE PLANS
Before
During
AfterBefore
During
After Before
During
After
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T H E B I G G E S T H E A D A C H E S
Respondents picked their top 3
I N T E G R A T I O N S C O N F I G U R A T I O N S C H A N G EM A N A G E M E N T
P R O J E C TM A N A G E M E N T R E P O R T I N G
47% 41% 3 0 % 2 6 % 2 6 %
O T H E R H E A D A C H E S I N C L U D E :• H R O R G A N I Z A T I O N A L R E D E S I G N• H R I S V E N D O R S E L E C T I O N• B U I L D I N G T H E B U S I N E S S C A S E
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T O P F I V E I M P L E M E N T A T I O N C H A L L E N G E S
28%
29%
37%
44%
49%
Difficulty defining the future state ofthe HR organization to support newroles and responsibilities stemmingfrom HCM implementation
1Need for customization added timeand expense2
Challenges developing andrunning reports and analytics3
Lack of knowledge/experiencewith HCM technology onthe internal team4
Internal resourceconstraints5
Reference: Mercer‘s 2016 Human ResourcesInformation Systems
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W H A T W O U L D P A R T I C I P A N T S D O D I F F E R E N T L Y ?
Set realistic timelines
DEDICATED INTERNAL RESOURCES
Document business processes
Consult end-users
STANDARDIZE GLOBAL POLICIES FIRSTSquelch customization
Change management
Training
BETTER PRE-IMPLEMENTATIONPLANNING STAKEHOLDER
COMMUNICATION
Understand the new technology better
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H R I S I M P L E M E N T A T I O N R E S U L T S
68% Single system of record forall HR data across regions
63% Improved data quality
62% Standardization of HR data
59% Increased ability to runHR analytics
57% More reliable,consistent reporting
43% Increased integration withother systems
34% Increased user adoption
27% Reduced costs(Ongoing maintenance,licensing, support)
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T AK E AW AY S F O R Y O U RHRI S IMPLEMENTATIO N
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D E F I N ES U C C E S S
What will it look like andhow will you measure it
C L E A RV I S I O N
Concisely articulatedIdentified stakeholders
Realistic timelinesClear processes
P L A N F O R T H EH E A D A C H E S
Dedicated resourcesIntegration & migration
Manage changeGet professional
assistance
S U M M A R Y
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T O M O R R O W ’ S H R L A N D S C A P E ─ T O D A Y
Cloud-based
Mobile Devices
SocialCollaboration
Data-driven
Employee-Centric
Consumer-gradeFunctionality
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Q U E S T I O N S ?
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DENISELAFORTEChicago, IL
KATHERINEJONES, PH.D.
San Francisco, CA
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I N T E R E S T E D I N J O I N I N G A N E T W O R K O F Y O U RH R T E C H N O L O G Y P E E R S ?
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