HR Software - Find Your Match
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The document outlines the process of selecting HR software, emphasizing the importance of making a compelling business case, understanding current software limitations, and evaluating potential new solutions. It includes factors to consider during selection, such as required features and functions, vendor assessments, and data management. The content stresses careful preparation and alignment with organizational goals to ensure successful implementation of the new system.
HR Software - Find Your Match
- 1. HR Software: Find your match
- 2. Who am I? • 25+ years’ experience in HRIS • Consultant who has worked on selection in the following sectors: – music & film – publishing – higher & further education – local authority – housing associations – and many other public, private & international organisations • CEO of the HRcomparison website
- 3. Today’s Agenda • Making a business case for new software • Preparing for the selection process • Selecting from the contenders
- 4. Background • Recent changes in the software scene: • Swifter deployment • Hosted environments • Apps • Big Data – Big Data can be defined as a data mass consisting of structured (and unstructured) data elements that are difficult to process using conventional database methodology. It is a challenge to collate as data is captured by a range of devices of varying sophistication, e.g. video cameras, supermarket terminals, loyalty cards, transport tickets, official records, phone records and press cuttings, etc. – This data is of interest as it can be mined or analysed for the extraction of trends and patterns of behaviour such as travel patterns, buying preferences, and personal tendencies in certain situations. – The term “Big” is relative, and what is considered “Big” today, could be pretty Average tomorrow. – Information contained on HRIS can be considered as a part of Big Data, but it is subject to considerable data protection.
- 5. Why do we need new software? • No software currently • Current software not fit for purpose – outgrown or inadequate • Cost and contractual implications • Current software support being terminated • Relationship with current vendor • Need to economise on headcount and resources • Changes in organisational technology
- 6. The Business Case 1 • IMPORTANT! • Probably only get one shot at it • Has to not only add up - but must be compelling... • …and therefore a priority
- 7. • Compare current costs v Projected costs 1) Rental or purchase of software 2) Hosting and IT overhead 3) Calculate time saved by quicker running time 4) Calculate time saved by newer features 5) Savings through error suppression 6) Savings by eliminating “work arounds” The Business Case 2
- 8. • Efficiencies & time savings: • Self Service (5 FTE) • Work Flow (1.25) • Reports (1.25) • Triggered Actions (2.00) • Organisation Charts (1.25) • Others (Derived from empirical studies by HRmeansbusiness Ltd over a 10 year period) Copyright ©Hrmeansbusiness Ltd 2012 The Business Case 3
- 9. Additional intangible current costs: • Inability to produce key data such as holiday & absence, headcount, training, exit interview and talent data The overall effect of manually initiated systems that fail to manage • Recruitment experience • Smooth onboarding • Transition through probation • Progression through induction and development • Fewer manual interventions = less error potential Bonus: • Higher acceptance by users The Business Case 4
- 10. Remember: -everything in the proposal must be aligned with the organisational aims present and future -be specific in your requirements -express time savings in terms of FTE The Business Case 5
- 11. A Business Case guide • Executive summary • Current operational situation • Detail of operational issues encountered e.g. errors, cost of admin time due to insufficient functionality, loss to business through poor information access (Absence always a good one), slower processing times on olds software, risk of workarounds outside of the system. • Other current costs, e.g. Servers and IT involvement, current contractual arrangements with their annual charges, any consultancy required for interfaces or other customisation. • Detail of other less tangible benefits e.g. enhanced on boarding experience to new starters, higher level of face acceptance by users. • Options: • Do nothing – project ongoing (and deteriorating) cost implications • New software – and how it would address point by point the problems highlighted above, with cost implications. • Appendices – where required.
- 12. • Features and functions: • It is important to remember the distinction between product functions and product features. Functions are the “product’s answer to the set of user tasks”; features are the “user tools” inherent in the product used to perform the functions (Wood, 1995) • Functions: • HR: • Database & post / headcount recording • Recruitment • Learning & development • Managing employee performance • Absence recording • Talent Management • Payroll: • Validation of amount due to employee • Pay calculation • Payslip generation • General ledger export • Statutory returns Preparing for Selection 1 Features & Functions
- 13. Preparing for Selection 2 Features 1 • HR: • Data fields & history – Post and person • Appraisal & other performance data • Absence Data module (Bradford Factor?) • Recruitment modules • Training modules • Organisational Charts • Employee Relations • Reward data (static) • Exit Interviews • Specialist: HESA, Hay Job Evaluation Cascade Resource
- 14. Preparing for Selection 2 Features 2 • Payroll: • Pay and deduction fields – accumulating / reducing and so on. • Payslips or e-payslips • SMP/OMP SSP/OSP calculators • P11D • Weekly, Monthly, Lunar pay cycles • Bonus calculators • Expenses module • Specialist: Multicurrency, Overseas payrolls
- 15. • Common to both: • Self Service • Work flow • Automated actions (Triggers) • Reporting • Apps • Security • Data importer • Security levels • Interfaces to or from other applications Preparing for Selection 3 Features 2
- 16. • Analyse and map all your key processes. This will: • a) Inform you of any modifications to be made • b) Assist you in making comparisons between software vendors • c) Enable you to build scenarios for demonstrations • d) Give your selected software’s consultant key information for configuration • Examples of key processes: • Recruitment • Starter / Leaver / Changes • Absence procedures: Sickness / Holidays • Performance: Appraisal / Targets / Learning required Preparing for Selection 4 Your processes - 1
- 17. • Starter: • Date advised. Starter form returned on Day One… unless processed immediately, cannot confirm holiday allowances. • Did employee bring P45? • Produce security entry card – probable delay • Get ID from IT for system access – possible delay • Await allocated switchboard number to be entered on system • Equipment from facilities ready? • Benefits cover from Day One? Preparing for Selection 5 Your processes manually
- 18. Preparing for Selection 6 Your processes automated • Starter: • Date advised, Starter form returned –with bank details etc – approved by hiring manager and entered on system, but inactive till live date • Emailed reminder to IT to ensure ID for system entry • Emailed reminder to switchboard / facilities / security • Emailed reminder generated to bring P45 to Payroll on day 1 • Holiday entitlement automatically calculated • Auto enrolment procedure activated • Benefits automatically populated • Onboarding process logged in advance
- 19. Preparing for Selection Gathering information from Vendors 1 • Pre-qualifying questionnaire (PQQ) • Invitation to Tender (ITT) • Where no obligatory process, devise your own: • 1) Description of enterprise • 2) Aim of obtaining new software • 3) Current position & operating environment • 4) Functionality and features required • 5) Timeline if applicable • 6) Budget if known
- 20. Preparing for Selection Gathering information from Vendors 2 • Quotations based on: • System purchase / rental /other • Annual costs of upgrading / maintenance • Hosting on vendor’s server • Training staff on system • Project consultancy charges • Data migration
- 21. Preparing for Selection Gathering information from Vendors 3
- 22. Preparing for Selection Other considerations - 1 • Cleanse data • Review processes • Check all position and department hierarchies (or self service may not work) • Gather all “rules” (e.g. OSP, OMP etc) in binders – one for your project manager, one for vendor project manager • Parallel running for testing can be run retrospectively as well as live • Decommission old software – study current contract
- 23. Preparing for Selection Other considerations - 2 • Sample Rules: • Occupational Maternity, Paternity etc. Pay • Occupational Sick Pay • Holiday entitlements (plus any enhancements for e.g. service) • Overtime multiples • Departmental structure • Grade structures, entitlements and salary bands • Post attributes such as budgeted FTE , location • Approval limits and protocols
- 24. • Key Factors: • Same HR and payroll provider? • Closest fit (there is no perfect solution) • Matches not only functions and features, but can be configured to your process requirements • Best value for money • Future proofing • Service levels • Reference sites • Chemistry! Can you work with them? Selecting from the contenders 1
- 25. Selecting from the contenders 2 • Product Demos: • You MUST script them and drive the agenda • Prepare and circulate scenarios to be demonstrated so that vendors can work up dummy data (or send anonymised own data) • Two rounds: • First to get “look and feel” and address functionality in crucial areas • Second to drill in on key processes in more detail, and talk about project approach etc.
- 26. • Sample scenarios: • Payroll • Employee A is on maternity leave on 30th June and has a pay increase of 3% backdated to April. Show how this can be processed, along with any pension adjustments (according to organisational policy) • Employee B leaves on January 30 but rejoins the organisation on 3rd July. Show how this is processed on the payroll. • HR • Compile a post profile of Grade C manager Headcount 1.0 FTE, Hours pw: 35; Salary range £35-45,000 non-contrib Medical insurance, 4 x Salary Life assurance, Company Pension scheme A (5% of gross basic salary contribution) Company car grade D. Attach a new employee to this profile with a salary of £32,500 who is contracted for 30 hours per week. Selecting from the contenders 3
- 27. • Sample scenarios: • Reporting • Assemble and run a sample report using dummy data provided -showing all stages from scratch-for the following: • Sickness Absence of >3 days between 2 given dates, arranged by department showing employee number, name (in surname order) and duration of absence. Add a calculation to show cost of this absence in terms of annual salary. • Workflow • Compile a workflow process to: • Move a recruitment replacement request document via Self service from an initiating manager to their divisional head; on approval, that document will be passed to the Financial Accountant for verification of headcount and salary budget and returned to the initiating manager, who then forwards the document to the head of recruitment. Selecting from the contenders 4
- 28. • Business case: must add up AND be a business priority • Know what features and functions you require, and how they work with your own processes…. • …and revisit those processes and map them • Info from vendors: functions, features, costs, compatibility • Selecting: Demos – you set the agenda. Summary
- 29. Q & A
- 30. Project Preparation & Implementation With Ric Mellor, Projects Services Manager at Cascade HR
- 31. Product Consultant: • HR • Workflow • Self Service • Recruitment • Training • Timesheets • Surveys Areas I’ve worked in: • Housing Associations • Legal • Retail • Manufacturing Introduction… Project Manager: • Projects implemented 100 employees to 10,000+ employees. • Chemicals • Media • Technology • Engineering • Health
- 32. Present Day: Project Services Manager • 15 Product Consultants • 5 Project Managers • 600+ implementations to date of our HR system • 400 Implementations Introduction…
- 33. Know your supplier • Proven track record • Flexible • Work well as a team Know what is included • Have you got enough Professional Services to deliver the project you have been quoted for? • Are the modules purchased going to give you exactly what you set out to achieve? Know what is not included • Itemised order Project Considerations
- 34. What should you expect from your supplier? • Project Manager • Project Team • Data / Technical Team • Product Consultant • Service Desk Project Considerations
- 35. Before your Project Initiation Meeting what should you be doing? • Familiarise yourself with your supplier’s processes • Obtain and review your meetings agenda. Highlight to your project manager any missing items from your point of view • Write down any questions you think of regarding the project • Start to think about what your business priorities are with regards to the new system (Deadlines, Critical processes etc…) – You and your team – Management – Business What will the project look like during?
- 36. • Assigning the correct Project Manager for a project of your type. • Have a full handover from your Sales Representative • Provisionally booking in critical project dates to limit ‘lead times’. • Contacting the customer and introducing themselves Before your Project Initiation Meeting what should your supplier be doing?
- 37. • Review your order – what you have and what you don’t have. • Discuss Technical Requirements • Discuss order of module implementation o HR o Self Service o Workflow o Etc... • What is go live to you? • Risks • Training • Data… During your Project Initiation Meeting
- 38. Consider: • Walk through data template with your supplier • Identify the ‘musts’ and the ‘nice’ requirements – what is business critical to you? • Cleanse as you go - the System will only be as good as the data you put in it. • What advice can your supplier recommend • Historical Data • First Impressions What your supplier can do: • Provide a user friendly and informative data template • An in depth user guide on completing a data template • Provide consultancy on completing the data template the most effective way. • Ongoing telephone assistance when questions/concerns arise • Data review with full feedback on the potential issues of your data Data
- 39. Summary • Project Considerations • What will the project look like during? • Before your Project Initiation Meeting what should your supplier be doing? • During your project initiation meeting • Data
- 40. Cascade HR Overview With Marc Greggains, Sales Manager at Cascade HR
- 41. What is Cascade?
- 42. Cascade Users • Over 550 clients • From a variety of sectors: – Legal – Housing – Finance – Charities – Sports – Institutes
- 44. Resources All Cascade TVWhite PapersCase Studies On our website… - Change Management - Multi-site Roll Out - Absence Management - Data Protection - Integrating HR and Payroll - Service Level Agreements On our website… - Legal Sector - Housing Associations - Football Clubs - Charities - Retail - International Clients On our website…. - Company Overview - CIPD HR Software Show Presentations - User Group Highlights
- 46. Want to see Cascade in more detail? Book a FREE demo at your offices today Please leave your details with us and we can book your preferred time and date
Editor's Notes
- #4: Change order of demo and Rica bit
- #34: Know you supplier What is the history of implementations of the product you have purchased? Will they work with you? How do they cater for unforeseen circumstances? Have you visited them? Do they work well as a team? What is included PM time, training, consultancy, technical services. Does your order reflect the whole implementation? Sales ask our team. Have you received a full demo and documentation on all the modules you have purchased? Are references available? NOT Fully itemised order listing all items not purchased as well as purchased?
- #35: PM – experience, proven tracked record. Regular communication, updates. Proactive. Project Team – availability to your project, a contact when PM isn’t. Product Consultant – Experience, professional, personality, flexibile, consistant. Data/Technical Team – direct contact for technical questions. Full extensive IT requirements documented in good time. Service Desk – approachable, how do it, I have a problem, good consistent SLA levels.
- #36: Processes – project handbook available. Agenda – call from PM to introduce and discuss meeting at high level. Ask questions – most important questions will come to mind at the initial stage, write them and ask them. Priorities – Reporting, self service etc… you, management, business.
- #38: Order review No hidden costs Any queries resolved at start of project Business changes etc.. Highlighted to prevent hidden costs / changes. Tech requirements Server needs / settings Documentation Modules * Highlight the approach to each module HR SS – NOK, Bank, Home Address, Medical, etc…. Workflow – Be selfish. HR wins first. - critical dates - new starter / leaver / absence - manager ‘nudges’ Risks – Technical / Resources Training – Format, what to expect, course outlines, own data, not in a classroom, leave you with part built system.
- #39: Walkthrough- Address how to complete the template. Identifying major concerns or worries early in the project is a good thing. Musts – what order should things be entered. Cleanse – Mr, MISTER etc… Sick, SICK, Cold, Flu, Runny Nose. advise – prioritise, importing data later, cut and paste. Historical – Reporting etc… If coming from Paper, keep it, are you regulated to keep ‘x’ years. First Impressions – we have gone live – what can I see for my money!!!!