Whether or not you are a Bond, James Bond, fan – you got to admit – he has style! His own unique brand, vibe… You are probably thinking – what on earth does Bond have to do with HR? Surprisingly, one can draw a … Continue reading Killer ROI: 007-Like Technology in HR
With the Winter Olympics just wrapping up, I can’t help but reflect on what it took for those elite athletes to perform the way they did. The life time commitment it took just to be there as a participant. I can only imagine what … Continue reading cfactor Experiences a “Gold Medal” Type of Year
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!
The other day I was watching ’The Big Game’ (along with about 109 million other viewers) and, as I watched, I couldn’t help but feel there was something very familiar about the interaction and execution style of the teams, coaches, etc. It struck me the … Continue reading 3 Ways Agile HR Shared Service Delivery is Like the Super Bowl
I have been thinking a lot about the future lately. Maybe it is because my oldest boy is in Grade 1 this year, an official “full-timer” at school. Or, maybe it is because my little four year old girl started her first day of Zoo … Continue reading The Future…
Aon Hewitt recently released their 2012 Total Rewards Survey – a brilliant and thorough 84 page examination of “everything an employee gets from the employer that they find rewarding”. They found companies fail to align total rewards strategy to business outcomes, fail to gather hard data and metrics and fail to listen to current and future employees. They point out it is cost and competitiveness (both misunderstood and misapplied), which drive total rewards programs and not program effectiveness or employee preferences. And they show that the difference between high-performing and all other companies is not the programs offered, but how they are executed.
This prompted an article from Andrew McIlvaine entitled “Not So Totally Rewarding”, wherein he examines the disengagement gap between what employees value and what employers believe they value.