Hr drive-a-robust-systems-strategy-to-achieve-hr-objectives-sb-sample (1)

McLean & Company 1

McLean & Company is a research and advisory firm that provides practical solutionsto human resources challenges with executable research, tools, and advice that will have a

clear and measurable impact on your business. © 1997-2014 McLean & Company.McLean & Company is a division of Info-Tech Research Group Inc.

Drive a Robust Systems Strategy to Achieve HR Objectives and Enable the BusinessSave time, optimize your resources, and engage the business by building a right-fit HR systems strategy.

McLean & Company is a research and advisory firm providing practical solutions to human resources challenges via executable research, tools and advice that have a clear and measurable impact on your business. © 1997 - 2014 Mclean & Company. McLean & Company is a division of Info-Tech Research Group

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What’s in this Section:

Overview and Introduction to McLean & Company’s Approach

• Introduction and executive summary, outlining the content and the value proposition of this blueprint.

• An overview of McLean & Company’s approach to creating a right-fit HR systems strategy.

• A process outlining each step of the project.

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Contents

Overview and Introduction to the McLean & Company Approach

Define Project Roles and Responsibilities

Document Current State of HR Systems

Define HR and Organizational Vision, and Assess Gaps in System Coverage

Evaluate Architecture Options

Evaluate Application Options

Develop an HR Systems Roadmap

Business Case Primer

Appendix

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Evaluate your HR systems holistically to gain a strategic perspective and develop the appropriate functionality for your business needs.

Introduction

Heads of Human Resources and CIOs looking to make strategic decisions about HR IT systems.

Human Resources Directors and IT Directors evaluating the health of their organization’s HR systems and looking to develop a HR systems target state and roadmap.

Organizations looking to develop a robust HR systems strategy to address the issue of ineffective HR IT systems and time consuming manual workarounds.

Evaluate the effectiveness of your HR IT systems.

Identify and prioritize desired features to support HR, business, and the broader organization.

Identify the desired target state of HR IT systems and develop an associated roadmap.

Identify process owners and key stakeholders for effective project execution.

Offer guidance for developing the business case to gain stakeholder buy-in and approval for the project.

This Research Is Designed For: This Research Will Help You:

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Executive Summary

The Situation

• Technology systems for Human Resources are ineffective at supporting HR, organizational, and business goals, and involve inefficient use of HR and IT resources. Business support for HR IT systems is limited, resulting in the lack of a strategic view of HR IT systems, which further exacerbates the problem.◦ In most organizations, HR IT systems have evolved tactically on an as-needed basis resulting in unintegrated systems

and significant effort on manual workarounds.◦ The relationship between HR and IT is not optimal for technology decision making. Systems-related decisions are

made by HR, and IT is typically involved only post-purchase to fix issues as they arise and offer workarounds.◦ IT systems for HR are not viewed as a strategic differentiator or business enabler, thereby leading to a limited budget

and resources for HR IT systems and subsequently hindering the adoption of a strategic, holistic perspective.

The Solution

• Adopt a holistic perspective of IT systems for HR. Evaluate the health of current HR IT systems, understand the pain points, and identify the desired features to develop the target state and HR IT system roadmaps. A well-structured strategic effort can have several benefits: ◦ Robust HR IT systems that support HR, organizational, and business needs efficiently.◦ More productive HR team that spends less time on manual processes and focuses on value adding activities.◦ Reduced IT effort on training, support, and maintenance.◦ HR activities aligned with organizational and business goals.

McLean & Company Perspective

• Adopt a strategic approach to HR systems and get it right the first time. This will be more cost effective than addressing issues as they occur.

• Be clear about roles and responsibilities; identify the right process owners and assign responsibilities to ensure success.• Get your house in order by supporting core HR functionality first before focusing on more ambitious business-enabling

functionality. Moreover, tackling core HR functions first will free up resources that could be used to drive business-enabling functionality and support more strategic objectives.

• Build a viable business case: spend time to communicate how HR IT systems can enable the business in order to gain buy-in and approval from business.

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How to use this blueprint

We recommend that you supplement the Best-Practice Blueprint with a Guided Implementation.

For most McLean & Company members, these Guided Implementations are included in your membership plan.* Our expert analysts will provide telephone assistance to you and your team at key project milestones to review your materials, answer your questions, and explain our methodology.

McLean & Company’s expert analysts will come onsite to help you work through our project methodology in a 2-5 day project accelerator workshop. We take you through every phase of the project and ensure that you have a road map in place to complete your project successfully. In some cases, we can even complete the project while we are onsite.

Do-It-Yourself Implementation

Use this Best-Practice Blueprint to help you complete your project. The slides in this Blueprint will walk you step-by-step through every phase of your project with supporting tools and templates ready for you to use.

Project Accelerator Workshop

You can also use this Best-Practice Blueprint to facilitate your own project accelerator workshop within your organization using the workshop slides and facilitation instructions provided in the Appendix.

Book your workshopnow by emailing: [email protected]

*Gold and Silver level subscribers only Or calling:1- 877-281-0480 Ext. 3001

There are multiple ways you can use this McLean & Company Best-Practice Blueprint in your organization. Choose the option that best fits your needs:

Do-It-Yourself Best-Practice

Toolkit

OnsiteWorkshops

Free GuidedImplementation

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Guided Implementation Points

Book a Guided Implementation Today: McLean & Company is just a phone call away and can assist you with your project. Our expert Analysts can guide you to successful project completion.

Here are the suggested Guided Implementation points in the HR Systems Strategy project:

Section 1: Project Approach

Get off to a productive start: Discuss your current state of HR systems. If you are facing multiple issues (e.g. lack of integration, multiple systems for same functionality), we can offer a project approach customized to your situation.

Section 3: Gathering Requirements

We can guide you on building a comprehensive set of requirements that takes into account HR needs and business objectives. We can help translate business objectives into HR and HR system capabilities. Get guidance on prioritizing the compiled requirements.

Section 5: Evaluate Architecture Options

Once you have compiled your requirements and identified system gaps, we can help you decide on approaches to selecting your HR system solutions. For example, should you pick a point solution or a comprehensive suite? How do you approach the SaaS vs. on-premise question?

To enroll, send an email to [email protected] or call 1-877-281-0480 and ask for the Guided Implementation Coordinator.

This symbol signifies when you’ve reached a Guided Implementation

point in your project.

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Depending on HR and business objectives, and the state of HR systems in your organization, you may be looking to achieve one or more of the following objectives:

Situation Overview (1/2)

Key QuestionsSituation

• Your organization has been growing and you are faced with increasing needs that your current IT and manual systems may not satisfy.

• You are looking to determine which functional areas to invest in.

• How do I prioritize functional areas for investment?

1. Prioritize Spend

• Your organization has multiple HR IT systems, e.g. through acquisitions or different systems in different business units.

• You are looking to develop an overarching strategy and consolidate into one system.

• Which system should I consolidate into?

• Should I consider marketplace applications on top of ones we already have?

2. Consolidate

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Situation Overview (2/2)

Key QuestionsSituation

• Your organization has point solutions that are not well integrated and you seek a comprehensive industry standard solution.

• Should I go for a SaaS solution or a suite hosted in-house?

• Will working on improving integration be a good short term solution?

3. Upgrade

• Your organization has systems that support all HR functions.

• You adopt a strategic perspective and seek additional areas (e.g. talent management) where HR IT systems can support and enable business goals.

• Which functions can best enable business?

• How do I pick systems to enable these functions?

4. Specialize

Depending on HR and business objectives, and the state of HR systems in your organization, you may be looking to achieve one or more of the following objectives:

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Regardless of your organization’s current situation, your HR and IT teams are likely facing multiple issues (1/2)

Lack of business support for HR systems

Strategic and organizational issues

• IT for HR is not viewed as an area of strategic business differentiator and a focus area that impacts the bottom line.

• Lack of business support/ budget for HR IT.

• Even positive ROI projects may have difficulty being approved due to business priorities.

Strategic perspective and approach to HR systems lacking

• Lack of business support contributes to HR adopting a piecemeal approach to systems.

• Unplanned growth in systems leading to multiple systems offering the same functionality.

• Decision making in silos: Business Units (BUs) make their own decisions, and BUs with more money tend to go their own way without consideration for the rest of the organization.

• Systems not consolidated during acquisitions.

Weak HR-IT relationship hindering decision making

• Purchase decisions made without IT involvement.

• Priority of HR systems low on IT’s horizon.

• Key systems integration issues not given due consideration.

Organizational discomfort • Multiple logins.

• Lack of consistency/ uniformity across interfaces (self-service).

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Regardless of your organization’s current situation, your HR and IT teams are likely facing multiple issues (2/2)

Data quality issues

Operational issues

• Lack of one source of truth.

• Lack of a comprehensive view.

o Point solutions not integrated well, so it’s difficult to get a unified perspective.

• Too many sources of data.

• Potential security issues.

o E.g. if employee information is manually input in multiple systems, all records may not be removed when the employee leaves the organization presenting potential security risks.

Manual workarounds and excess manual intervention

• Lack of integration across point solutions leads to manual intervention. Integration becomes an afterthought as IT may not be involved in purchase decision.

• Pain can be felt across the organization, e.g. org. structures not updated.

• Data manipulation outside systems, e.g. in Excel.

• Numerous ad hoc requests for help sent to IT and excessive effort spent on manual tasks/reports.

Analysis and reporting compromised • Even simple reports are difficult to produce due to lack of integration.

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