• Moving towards automation: identifying pain points and benefits to ensure a smooth transition
• Examining the costs savings of automation in areas such as headcount and administration
• Improving turnaround times and increasing efficiency by automating workflows
• Measuring the success of automating workflows
4. Optimise economies of scale – platform for growth
Flexible capacity planning
Risk management -Business continuity
Inconsistency in process - repeatability
Error reduction – less manual intervention
Regulatory management
Time zone agnostic
Reduce rate of HR headcount growth- scalable
Accountability through KPI's
Cost reduction – if done properly!
Define your desired outcomes upfront
5. Decrease processing time
Productivity – ease of use
More time to focus on value added tasks
Better job satisfaction
Higher quality service
Empowerment – self service, do it yourself
Do more work, faster, more
accurately, with less people
6.
7.
8. Workflow participants can be a single person, a list of people or a list of people
with a coordinator.
When each of the process steps is completed, the Workflow Management System
sends automatic notifications to the relevant people.
Lead-times can be specified for each process step, and the Workflow Management
System will automatically send overdue notifications to the relevant people
During the process, HR can view the status of the process steps to check the
progress of the onboarding process
Information about when each process step was viewed, completed and saved can
be monitored by HR.
Once the process is complete, the information in the various eforms can be
automatically exported to the HRIS or other corporate systems
From an audit perspective, if HR is asked to show the steps taken when hiring a
specific employee, they can refer back to the history data stored for the workflow.
The prospective employee, even though external (outside the corporate firewall) to
the organisation, can be added to the workflow, without having to be given access
to the corporate intranet. This allows the employee to complete tasks before
commencing work.
14. Support –engage fast.
Assistance – show users how to use the workflow
system optimally
Deliver bad news early – proactive
Deliver on user change requests
Enchanted, happy users
15.
16. Avoid these project stages
Enthusiasm
Disillusionment
Panic
Search for the guilty
Punishment of the innocent
Praise and honours for the non-participants
17. A business case is an analysis of the overall business benefits that justify the initial
commitment of time, resources, and funding for an investment project or any on-going
investment.
It uses a set of methods and techniques to determine the economic potential and
practicality of projects
“Any business activity that can't be measured is a waste of resources” - Jack Welch
What does success look like?
Financial –
costs and benefits
Operational –
Strategic – Payback Expected improvements
New capabilities Period to processes,and
other intangibles
Technical –
Benefits to the
technology infrastructure
18. What are the most severe problems
◦ Cost Vs Service
Low hanging fruit
ROI. Can you make the business case?
Who is impacted the most?
◦ Entire firm
◦ Large number of junior employees
◦ Small number of senior employees
◦ Profitable or unprofitable business unit
Client perspective. Is the issue being raised by clients?
Can it be done with existing resources?
Do you have the right project management skills
18
19. Six Sigma
Total Quality Management
Business Process Reengineering
Lean systems
In-house concoction
20. ▶ Technology is an enabler, NOT a creator of good
process
▶ Use technology to underpin re-engineered process,
not to replicate badly engineered processes
▶ You cannot make good use of technology until you
know which technologies are relevant
▶ If possible have HR business/technology analysts
on your team
21. Common approaches
Get visio or excel put them down on paper put it in
front of everyone and expect everyone to follow
dilligently - manual
Use a process documenting application,create
process flow charts using proper BPMN notation -
semi-automated
Build an in-house application using .NET or other
programming language - automated
Use a BPM product - automated
22. Possible Approaches
HR tell I.T what they want – Abdication
HR put together process maps and hand over to
I.T to code – Client relationship
HR business analyst defines the process and
works with I.T on technology side – Partnership
collaboration
23. Consider soft launch
Hands on training where possible
Forum for feedback and improvement
Rollout communications
Regular ongoing communication and user
engagement
24. You must add value to the way things are already being done
otherwise there is no point
It’s a new way of working, make sure you know what the impact
of that is, BEFORE you try to sell it to your clients
You can’t change everything at once – Prioritise
Don’t be afraid to change, but don’t just change for the sake of
change
Continuous improvement. Don’t stop at the first change.
Don’t just throw technology at existing processes. If you
automate an inefficient process, you just get bad data quicker
Listen to your customers and create a DICEE product
Be creative – think outside the box! This is an opportunity to
not only improve what exists, but also to create what doesn’t