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Why Doesn't Your HR System Work Properly? Tom Sonde - Silver Road Solutions
- 1. Why Doesn't Your HR System Work Properly? The HR West Conference Oakland Convention Center April 22, 2013 Presented by Tom Sonde
- 2. Is this Occurring in your Organization? Simple tasks take too long to complete Too much time is spend validating data Employees constantly complain Too much paper is being used There is a significant amount of manual data keying and rekeying Backlogs exist Why Isn’t the System Delivering on it’s Promises?
- 3. Is this Occurring in your Organization? There is an excessive use of spreadsheets Senior management information requests result in constant fire drills Information is not easily accessible Time consuming system workarounds External databases / data warehouses supplement the system Does senior management even realize how many of the inefficiencies exist? Why Isn’t the System Delivering on it’s Promises?
- 4. “The System Can’t do That” There is a Gap Between what the Software Developers Intended and what you End Up With “The system can’t do that” may mean: The software does not offer that functionality - or - “It can, but it would require some effort to make the changes and I have more important things to do” - or - “I don’t have a clue if it’s possible”
- 5. Unlock the Hidden Value Unlock the Value Residing in your System Unlock the hidden value hidden – Without creating the upheaval of an implementation – Without bringing in an army of consultants – Without spending significant dollars Achieve a positive Return on Investment
- 6. System Not Delivering Many system issues are not the result of the software. Why isn’t your System Working the way it’s Supposed to?
- 7. System Not Delivering Many system issues are not the result of the software. They were caused by a flawed implementation. Why isn’t your System Working the way it’s Supposed to?
- 8. Implementing new technology does not guarantee efficiency Teacher completes requisition form or fills out pre-printed list for items needed School clerk enters data into system from requisition Principal or Dept. Head approves and signs requisition After data is entered, requisition will be funneled into the following Non site-based budget purchases goes to an approver initially Based on the type of purchase, requisition is routed to one of the following:(1) Finance Dept. (2) Site-based budget purchases go directly to Finance Custodial - Plant Operations Exceptional Children Division Applied Technology Career Development Library Services Chief Academic Officer-Textbooks Teaching & Learning Assmt. Interscholastic Supplemental Funds-Budget & Management (3) Type 1 Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Senior buyers review requisition proof, checks for errors (4) Other purchases are routed to a buyer - based on assignment Buyer receives buyer's copy Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form Requisition proof is generated from information entered into system If no errors found on requisition proof If errors are found Purchase order is generated from the requisition proof the next day Senior buyers will correct errors and another proof is generated Purchases orders printed at Southside location and delivered to Admin Bldg. Senior buyers separate POs (5 copies) Orange copy kept on file at purchasing office White PO copy routed back to original buyer Blue copy sent to Controllers Office Brown/yellow copy sent to school (brown copy is receivers report) Buyer signs and dates PO; sends to vendor by mail or fax Vendor receives PO and ships order to school Vendor sends invoice to Finance Dept. Type 2 Finance Dept. matches invoice to receiver's report System generates payment when both invoice and receiver's report are entered into system School confirms purchase by sending receivers report to Finance Dept. (5) Type A Type B Purchases from a contract company or pre-printed list Purchases not from a contract company or pre-printed list regardless of price Teacher completes requisition form or fills out pre-printed list for items needed School clerk enters data into system from requisition Principal or Dept. Head approves and signs requisition After data is entered, requisition will be funneled into the following Non site-based budget purchases goes to an approver initially Based on the type of purchase, requisition is routed to one of the following:(1) Finance Dept. (2) Site-based budget purchases go directly to Finance Custodial - Plant Operations Exceptional Children Division Applied Technology Career Development Library Services Chief Academic Officer-Textbooks Teaching & Learning Assmt. Interscholastic Supplemental Funds-Budget & Management (3) Type 1 Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Senior buyers review requisition proof, checks for errors (4) Other purchases are routed to a buyer - based on assignment Buyer receives buyer's copy Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form Requisition proof is generated from information entered into system If no errors found on requisition proof If errors are found Purchase order is generated from the requisition proof the next day Senior buyers will correct errors and another proof is generated Purchases orders printed at Southside location and delivered to Admin Bldg. Senior buyers separate POs (5 copies) Orange copy kept on file at purchasing office White PO copy routed back to original buyer Blue copy sent to Controllers Office Brown/yellow copy sent to school (brown copy is receivers report) Buyer signs and dates PO; sends to vendor by mail or fax Vendor receives PO and ships order to school Vendor sends invoice to Finance Dept. Type 2 Finance Dept. matches invoice to receiver's report System generates payment when both invoice and receiver's report are entered into system School confirms purchase by sending receivers report to Finance Dept. (5) Type A Type B Purchases from a contract company or pre-printed list Purchases not from a contract company or pre-printed list regardless of price Teacher completes requisition form or fills out pre-printed list for items needed School clerk enters data into system from requisition Principal or Dept. Head approves and signs requisition After data is entered, requisition will be funneled into the following Non site-based budget purchases goes to an approver initially Based on the type of purchase, requisition is routed to one of the following:(1) Finance Dept. (2) Site-based budget purchases go directly to Finance Custodial - Plant Operations Exceptional Children Division Applied Technology Career Development Library Services Chief Academic Officer-Textbooks Teaching & Learning Assmt. Interscholastic Supplemental Funds-Budget & Management (3) Type 1 Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Senior buyers review requisition proof, checks for errors (4) Other purchases are routed to a buyer - based on assignment Buyer receives buyer's copy Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form Requisition proof is generated from information entered into system If no errors found on requisition proof If errors are found Purchase order is generated from the requisition proof the next day Senior buyers will correct errors and another proof is generated Purchases orders printed at Southside location and delivered to Admin Bldg. Senior buyers separate POs (5 copies) Orange copy kept on file at purchasing office White PO copy routed back to original buyer Blue copy sent to Controllers Office Brown/yellow copy sent to school (brown copy is receivers report) Buyer signs and dates PO; sends to vendor by mail or fax Vendor receives PO and ships order to school Vendor sends invoice to Finance Dept. Type 2 Finance Dept. matches invoice to receiver's report System generates payment when both invoice and receiver's report are entered into system School confirms purchase by sending receivers report to Finance Dept. (5) Type A Type B Purchases from a contract company or pre-printed list Purchases not from a contract company or pre-printed list regardless of price Teacher completes requisition form or fills out pre-printed list for items needed School clerk enters data into system from requisition Principal or Dept. Head approves and signs requisition After data is entered, requisition will be funneled into the following Non site-based budget purchases goes to an approver initially Based on the type of purchase, requisition is routed to one of the following:(1) Finance Dept. (2) Site-based budget purchases go directly to Finance Custodial - Plant Operations Exceptional Children Division Applied Technology Career Development Library Services Chief Academic Officer-Textbooks Teaching & Learning Assmt. Interscholastic Supplemental Funds-Budget & Management (3) Type 1 Purchasing Dept/ Senior buyers receives purchases in "requisition proof" Senior buyers review requisition proof, checks for errors (4) Other purchases are routed to a buyer - based on assignment Buyer receives buyer's copy Buyer requests quotes/bids from vendors (fax, mail, or phone) Request for Quotation form Requisition proof is generated from information entered into system If no errors found on requisition proof If errors are found Purchase order is generated from the requisition proof the next day Senior buyers will correct errors and another proof is generated Purchases orders printed at Southside location and delivered to Admin Bldg. Senior buyers separate POs (5 copies) Orange copy kept on file at purchasing office White PO copy routed back to original buyer Blue copy sent to Controllers Office Brown/yellow copy sent to school (brown copy is receivers report) Buyer signs and dates PO; sends to vendor by mail or fax Vendor receives PO and ships order to school Vendor sends invoice to Finance Dept. Type 2 Finance Dept. matches invoice to receiver's report System generates payment when both invoice and receiver's report are entered into system School confirms purchase by sending receivers report to Finance Dept. (5) Type A Type B Purchases from a contract company or pre-printed list Purchases not from a contract company or pre-printed list regardless of price New Technology Inefficient Old Process New Technology Inefficient New Process
- 9. Successfull Implementations Address both Process and Best Practices in addition to the Technology The Foundation of a Successful System Includes Process and Best Practices Process Technology BestPractices
- 10. Who’s to Blame? Why Doesn’t your System Perform as Promised? Project Implementation Team Process Owners Training Consultants Other 1 2 3 4 5
- 11. Why Doesn’t your System Perform as Promised? Project Team Process Owners Training Team not adequately represented by process owners Project team didn’t have a true understanding of the underlying processes Team assumed “built-in” Best Practices were all that was needed Project lead was an external consultant who focused on the technology Process owner requirements were based on the old system Process owners had limited experience with large IT projects The end-to-end process was not adequately addressed during the system design Inadequate training was provided Training was technology focused and excluded process issues Training manuals and related documentation were inadequate
- 12. Why Doesn’t your System Perform as Promised? Consultants Other Common Issues Consultants understood technology, not your business System knowledge resided with the consultants and was lost when they left Consultants viewed the IT department rather then the end-user as their client The project was sold on a fixed fee Scope creep occurred Not enough resources were available The wrong resources were involved Resources were diverted to unexpected issues There was an aggressive “go-live” date Issues were addressed by postponing them - “It will be addressed during the next phase or upgrade”
- 13. Improvements are can be Achieved Across your Organization Human Resoures Payroll ProcessesTime & Attendence Training Benefits Administration Recruiting Talent Management Sucession Planning Compensation Processes
- 14. TECHNOLOGY To be effective a system must address: • Process • Technology • Best Practices TECHNOLOGY How Can you Improve your System and Related Processes? HR Systems
- 15. Addressing the End-to-End Processes is the Key to Success Salary and Benefit Expense available for transfer VAC system Green Bar Report printed from Specials Database Postage, and Supply Expense report sent bi-weekly The data from these reports are manually entered into an Excel spreadsheet, Excel Spreadsheets are turned into a text file then transferred into the VAC Disbursement System VAC System is updated MOD Budget Report used to prepare MQ (1) (1) Report shows MTD and YTD Expenses, Encumbered-unpaid expenses, $ Free Balance, and % Free Balance. This report is used to create MQ. (2) Report shows General Funds Departments, account #, recommended budget, current appropriations, YTD expenses, and YTD % budget used. Attachment also includes Outside General Funds with all categories plus estimated revenue, YTD revenue received, and YTD % collected. Report generated by Controllers office and given to John Murphy (12th Floor room 1243) for review. The report is reviewed with the CFO by the staff and Controller. (3) Other daily phone bills are sent through on an AP voucher to be paid (4) Fleet Management supports 3 departments and generates approximately 100-150 work orders each month. (5) This report shows monthly receipts and expenses by departments. Any request for adjustments are sent via hardcopy to the Controllers office. General Fund Quarterly Summary Report (2) Medicare Expense from Payroll Telephone bills are received from Nynexl, Nextel, Sprint, Arch wireless, and Ameritech (3) Total for each department is entered on Excel Spreadsheets. One sheet per company Each department receives an itemized list of charges to their department Any disputes are reported to the Telecommunication s dept. and a credit is granted. Telecommunications - Phone Expense Fleet Management - Gas and Maintenance Expenses Work Orders are generated as work is done in Fleet Management (4) At month end, work orders are summarized by department and entered into Excel Printed report is sent to each department and Controllers office One copy is sent to the department, the other is used to record expense/ billing AP and Disbursement transactions Risk Management - Life, Health, Dental Expenses Payroll - Salary and Benefits Expenses Central Supply - Xerox, Postage, and Supplies Expenses Spreadsheet is sent to Controllers office Health Enrollment Database with all employee health, life and dental data Report of all enrollment is sent to departments for update/correction Changes are input on Excel Spreadsheet which calculates chargebacks Departments return hard copies to Risk Management for changes John Murphy uses report to record expenses and transfer funds between departments Payroll System Specials Account maintains mileage Departments receive blank report listing Department completes mileage and total department reimbursement Report is returned by 9th of month to Payroll Payroll inputs mileage, system calculates reimbursement. Payroll - Mileage Expense Payroll - Medicare Expense Payroll System Medicare Expense adjustments are posted after payroll run Report printed by department/ account Department sends spreadsheets to the Controller net of any adjustments RollOver Monthly Report sent to departments (5) Manual log of copy requests by department (+10% surcharge) Departments request supplies via phone/fax and they are tracked via VAC system Postage machine tracks postage by Department Supply and postage expenses per department are entered into VAC system
- 16. TECHNOLOGY To be effective a system must address: • Process • Technology • Best Practices TECHNOLOGY How Can you Improve your System and Related Processes? HR Systems
- 17. TECHNOLOGY To be effective a system must address: • Process • Technology • Best Practices TECHNOLOGY How Can you Improve your System and Related Processes? HR Systems
- 18. TECHNOLOGY To be effective a system must address: • Process • Technology • Best Practices TECHNOLOGY How Can you Improve your System and Related Processes? HR Systems
- 19. Best Practices Professional organizations Conferences Other companies Books Consultants System Functionality Best Practices and System Functionality Knowledge How do you obtain knowledge of Best Practices and System Functionality? User manuals Vendors web site Books Consultants
- 20. System Functionality - What You Need to Know You don’t need to become a technology expert – You don’t need to understand the nuts & bolts – You simply need to understand what it is capable of You need to be able to speak intelligently with a systems expert – Is what your are asking for possible? – How long will it take to complete? – What will it cost? – Will it impact other users? Understanding System Functionality
- 21. Don’t AssumeAlways Ask Why End-to-End Processes Understand the Need for all Inputs and Outputs Key Steps when Sitting with a Process Owner - Question Every Activity
- 22. Always Ask Why What is the activity trying to accomplish? Is it is necessary Does it add value? Question why Always ask and then continue to ask Why a process or procedure is being performed? Why isn’t the system performing it? Why an output is needed? End-to-End Processes Key Steps when Sitting with a Process Owner - Question Every Activity
- 23. Don’t Assume Don’t assume anything Ask “dumb” questions Politely challenge Validate what you have been told Compare it to the data or paper trail and/or documentation Check with other process owners / departments Check with other staff performing the same or similar tasks Key Steps when Sitting with a Process Owner - Question Every Activity End-to-End Processes
- 24. Understand the Need for All Inputs and Outputs Review all inputs and outputs Question what the data is needed for Determine it’s accuracy Question what users or other departments do with the data Ask the user what they would like in the ideal world Question if the frequency is appropriate Key Steps when Sitting with a Process Owner - Question Every Activity End-to-End Processes
- 25. Question Every Activity Identify the root cause of problems rather than the symptoms Question whether the activity is necessary Question if the frequency is appropriate Determine if the activity could be accomplished in another fashion Always question why a manual process is not being performed by the system Key Steps when Sitting with a Process Owner - Question Every Activity End-to-End Processes
- 26. Understand System Functionality HR System Improvement Methodology
- 28. Understand Best Practices Understand System Functionality Conduct Process Reviews HR System Improvement Methodology
- 29. Understand Best Practices Identify Opportunities Understand System Functionality Conduct Process Reviews HR System Improvement Methodology
- 30. Understand Best Practices Identify Opportunities Understand System Functionality Conduct Process Reviews HR System Improvement Methodology Quantify / Prioritize Opportunities Calculate ROI
- 31. Understand Best Practices Identify Opportunities Develop Future State Understand System Functionality Conduct Process Reviews HR System Improvement Methodology Quantify / Prioritize Opportunities Calculate ROI
- 32. Understand Best Practices Identify Opportunities Understand System Functionality Conduct Process Reviews Obtain Agreement / Funding HR System Improvement Methodology Quantify / Prioritize Opportunities Calculate ROI Develop Future State
- 33. The Time Required For Improvement Varies Improvements can be accomplished within a day or can take months – Quick hits – System adjustments / Process realignment – Significant changes Usually the system work can be performed by in-house staff or using contract labor Implement quick wins to gain credibility and traction. Improvements are Easier to Address then an Implementation
- 34. Justification At a minimum on a small project you want to justify the need for dedicated resources to focus on your project Clearly Articulate Benefits The better you can articulate benefits and real dollar savings the more support you will receive Quantify Savings Quantify potential savings in order to: Free up resources (e.g. process owners, IT staff) Gain executive buy-in and obtain funding Focus on Savings Focus on savings, not cost Return on Investment - ROI A Positive ROI is Essential to Obtaining Project Approval ROI
- 35. Self Service Paper Integration Employees should utilize system self-service functionality whenever possible Employees should take advantage of vendor provided self-service capabilities Question why every piece of paper in a process is necessary Wherever possible replace paper with an electronic solution Fully integrate all systems Require large volume vendors to provide electronic feeds Improvement Opportunities - What to Look For
- 36. Training Access to Data Reporting Obtain a through understanding of the process before developing training Training should incorporate both process and technology Training should be developed with the process owners skill sets in mind Anyone that requires access to data should have the appropriate access Ideally access should be provided electronically rather then on paper Access to data should be timely Reports should be developed with the user in mind Review how process owners are using their reports Identify user needs that are not being met by current reports Reports for routine activities should include all required data on a single report Improvement Opportunities - What to Look For
- 37. User Manuals, Policies & Procedures Data Input Develop user manuals, policies and procedures that cover the entire process rather then a “How to use the software” solution Ideally all data should be fed to the system electronically Manually input data should never be keyed more then once Eliminate manual forms by requiring staff to complete electronic forms via the web or directly into the system using self-service functionality Improvement Opportunities - What to Look For
- 38. You’ll be Amazed at What You Find! Set aside five to ten hours over the course of a week or two – Select a simple process area – Sit with the process owners and review the process in detail – Review the system documentation to understand the systems functionality – Identify best practices I Challenge You to Try This!!
- 39. Free White Paper Unlock the Hidden Value in your HR Systems What You Should Know Tom Sonde, Principal (973) 722-9304 tsonde@silverroad.net SilverRoad.net
- 40. Thank you for your attention! Any Questions? Tom Sonde, Principal (973) 722-9304 tsonde@silverroad.net SilverRoad.net
- 41. Tom Sonde Biography Tom Sonde Tom is a principal with Silver Road Solutions, a management consulting firm specializing in helping HR organizations be more productive. He began performing process improvement work while at The Dun & Bradstreet Corporation. He subsequently worked at KPMG Consulting and was VP Global Business Transformation at Misys where he redesigned their global HR processes during an SAP implementation. Tom has extensive experience in helping organizations get more from their HR systems. He has written several articles on this topic including: Finding the Hidden Values in HR Systems, which appeared in Human Resources Executive magazine. For additional information regarding improving your HR system please visit SilverRoad.net Tom Sonde, Principal (973) 722-9304 tsonde@silverroad.net SilverRoad.net Copyright © 2013 SilverRoad Solutions.