Benefit Technology Resources · 2020. 8. 7. · 3 BenefitTechnologyResources,LLC Confidential& ProprietaryInformation–Not for Distribution WHO IS BTR? • Benefit Technology Resources

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Confidential & Proprietary Information – Not for DistributionBenefitTechnology Resources, LLC

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.

18BENEFITS ADMIN – INCREASE IN OUTSOURCING SERVICES

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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Pay Equity Turnover Probability

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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

[email protected]

469-912-0887

mailto:[email protected]