15 years ago the first of the Millennials burst out of college and into our workplaces carrying what seemed then to be an unbelievably foreign and complex set of expectations for what work ought to be. Companies that failed to recognize and adjust to the changing … Continue reading Gen Z: Agents of Change
With 2019 on the horizon, many of us begin to make plans for improvements in the New Year. It’s no coincidence that gym memberships and subscriptions to weight-loss plans spike exponentially every January! For organizations, there is no time like the present to examine their … Continue reading 5 New Year’s Resolutions for Engaging with the Modern Workforce
With the Calendar now having turned to December, my thoughts turn to Christmas, and more specifically my family’s tradition of watching (and re-watching) Christmas movies! But before it’s time to settle in by the fireplace with some eggnog to watch some old favorites, I thought … Continue reading What can Clark Griswold and Buddy the Elf Teach us about Employee Engagement?
The World of Work is changing – shouldn’t your Talent Management platform change with it?
Yesterday’s Talent Management was designed around back-office administrative functions, while today’s Talent Management needs to be designed around strategic engagement.
Our recently published inforgraphic and companion eBook “Is It Time to Break up With Your Talent Management System” outline 10 new approaches for Engaging Talent in the Agile Era, from the Candidate Experience to Continuous Coaching, Corporate Citizenship and much more.
Check out the Infographic / eBook to find out how these 10 approaches can create real business impact on:
- Customer Service
- Finding and Attracting Talent
- Turnover Rates
- Improved Earnings
- Increased Engagement
This past week I had the chance to talk with many HR practitioners from across North America about some of their biggest pain points when it comes to HR technology. What I heard was consistent: HR is on a mission to reform their HRMS to drive innovative and strategic direction in their organizations.
Some of the most common challenges I heard were:
– “Our HRMS no longer (or never really did) fit our processes and culture”
– “Our HR systems are fragmented – nothing is in one place, and we have to dig for information and functionality across many different platforms which is confusing”
– “We are facing an upgrade of our core HRMS yet we really don’t feel confident that large spend will result in net new efficiencies or that employees will even use it”
I had 3 experts from different domains (HR leader/practitioner, HR solution provider, HR integration consultant) weigh in on this topic to get their unique insights on how companies can augment their HR technology strategy to help overcome these challenges. Here’s what I found out in these conversations:
One of the biggest issues that many mid- to large-sized organizations grapple with is how best to leverage the latest HR technology within their existing HRIS environments (and by latest I mean easy-to-use, socially-infused, engaging technology that delivers on efficiency, collaboration and productivity gains). HR leaders often think they must come to terms with having to “rip-and-replace” an existing HRIS.
And it’s understandable why they might think this – enterprise technology environments are very complex. Often there are:
- multiple disparate applications and data sources
- numerous employee logins/URLs
- lack of the right data
- lackluster process integration
With these types of complexities, it is easy to see how companies could resign to the “one size fits all” philosophy, and subsequently overlook opportunities for game-changers such as socially-infused HR solutions.
The good news is there are game-changers that can be adopted into your current HRIS environment, leveraging the best of what you have and enhancing it to achieve “HR fireworks.”
So … What is HR Fireworks?
We believe this occurs when efficiency and the employee experience converge to create an HR system of engagement that truly “pops!”
To find out how you can Create HR Fireworks, be sure to sit in on a presentation by Cary Schuler (Co-Founder & cfactor CEO) and Deb A. Maher (Sr. Director of HRIS and Shared Services at DeVry Inc.) at the IHRIM 2013 HRMS Strategies Conference (#IHRIM2013) in Orlando, on June 4.
Stop by and visit me and my colleagues at Booth 815 to enter to win an iPad mini, grab a bag of popcorn, and take in some HR Fireworks first hand. I look forward to seeing you there!
I remember watching Michael Jackson’s first moonwalk – it was a moment when the world held its breath watching the smooth delivery of such an awesome new move. When you get to witness something executed with such grace and finesse you know that, in addition to the skill of the performer, there are a number of things going on behind the scenes, including a team of others coaching, costuming and choreographing to get the move down “just right.”
In this, my second post with a featured expert from the Dancing With HR Stars eBook, I had a chance to learn more about what it takes for successful technology user adoption – a critical “behind the scenes” component for successful HR service delivery – from the illustrious Dwane Lay, Head of HR Process Design for Dovetail Software and author of LeanHR.
To hear more from other expert shared services panelists (Jim Scully, Cary Schuler and Kane Frisby), we encourage to register today for the HCI webinar How to Run HR Shared Services like a Thriving Business. And if you have not yet downloaded Dancing With HR Stars: 5 Essentials for Making HR Service Delivery Look and Feel Effortless, download your complimentary copy here.
Bonnie Clark (BC): In the eBook, you discuss the importance of technology user adoption. Why is this so critical to successful HR service delivery?
Dwane Lay (DL): Just as with any other process or tool, the value is defined by the customer or end user. If a new tool, process or platform is put in, but no one uses it, you’ve effectively wasted a significant amount of time and money. If we are to truly be effective and efficient, we can’t give away critical resources like that. We have to design our HR systems with adoption in mind, and eliminate anything that doesn’t enhance the experience of the user and the customer.
BC: This is not the first time you’ve addressed the topic of user adoption. What makes you so passionate about it?
DL: As a Lean practitioner, I’m attuned to waste in process and execution. Software adoption is important, and there are plenty of people who would agree with that, but there isn’t a great deal out there about the idea of designing for adoption. It’s an area that can be easily expanded and taught, and I’m willing to do anything I can to do help with that mission.
BC: You handle implementations for Dovetail’s HR Case Management solution. What are some of the techniques you’ve suggested or seen customers use to foster user adoption during these implementations?
DL: There are several Lean tools that are in heavy use, especially Y to X trees (to help define our true goals), fishbone diagrams (to find the root cause of existing issues) and FMEAs (to identify opportunities to prevent failures). While the Lean toolbox is robust, these are the ones that I find most useful across the board.
BC: How much of a role should the vendor play in fostering technology user adoption?
DL: I think it’s very much our responsibility to help prepare for successful adoption. Otherwise, what’s the point of having the software? We are best positioned to understand how our tool could bring the most value, and should be a vocal partner in the planning and implementation process.
BC: You mention the importance of “understanding where you are” when starting a project. What would that evaluation process look like for an HR organization implementing HR service delivery solutions?
DL: It starts with brutal honesty. There are usually three answers when you ask how things are done. How you think they are done, how they are supposed to be done and how they are actually done. All three need to be accounted for, and you have to be willing to face truths about the current state that may not be pleasant. But that’s why we are working to improve them. There’s no perfect process, and everything can be improved. Once that mindset is accepted, it becomes possible to process map what’s happening and make huge improvements for everyone involved.