High Performance Through Self Service KronosWorks 10/22/2003

Session Topics Characteristics of H-P Organizations Leveraging Technology Increasing Workforce Productivity Aligning Business ~ HRM Goals Assessing Transaction Cost vs. Real Value Strategy, Planning, and Implementing Some Insight into Trends and Quick Payoffs

Common Characteristics Leadership focused on business vs. administration Workforce sensitive to operational efficiency Information flow is timely and accessible HR leadership contributes to profit or vision HRM (and use of technology) is strategic Technology is “fit” to the culture (not reverse) Routine processes farmed out A continuous measurement of H-P exists

The Cost of HRM Human resource expense –Executive management –Corporate staff –Field and line management –Employees –IT support Materials, supplies Technology Service providers, contractors Internal/external program management Time MoneyHRM Strategy Resources

HRM Business Processes HR and payroll administration Compensation management Compensation and benefits administration Bargaining and workforce relations Regulatory reporting Organizational design (transformation) Succession and career planning Employee communication and content management Competency management Decision support (comp. planning, union negotiations) Strategic planning for M&A Industry, global, economic management

Building Your HRM Plan 1.Conduct an audit of technology and processes 2.Assess internal infrastructure team capabilities 3.Build case for acquiring/improving technology 4.Build “bite sized” implementation steps 5.If not strategic, don’t do it 6.Evaluate partners for: integration capabilities match with your IT strategy innovativeness and adaptability training and usability 7.Develop a “Cost Justification Plan”

Defining Value volume or ability to automate Employees Enroll in training Request payroll info Review HR policies Enroll in benefits cost savings Executive Management Model business analytics Compute divisional KPIs Assess staff alignment Build business strategy Line Managers/HR Assess workforce turnover Approve increases/ promotions Perform annual reviews Process HR events (terms, hires) Track training impact

Workforce Readiness Beyond costs savings…. A more mobile workforce needs access to HR information at various locations and times Changes in work style resulting from the proliferation of more functional wireless devices (phones, pagers, handsets, laptops and palmtops) More than 100 million people use the web with more than 200 million new users expected in the next three years Global delivery supported through eHR apps Categorizing of global content versus local country variations Culture diversity is more easily managed Data security and “roles” management Support for broader “portal” integration tools and content

Why Self-Service? Employee, manager and HR professionals Employee self-service isn’t enough Need manager tools to achieve workforce performance gains HR must empower line managers to better manage employees HR saves time to work on higher value activities

Self-Service Strategy Determine present operating costs –Volume –Duration –Peak activity during business cycle –Who owns and supports HR process Define reasonable increase in productivity –Speed –Accuracy and integrity –Communication improvement –Usability and acceptability What strategic initiatives will HRM staff re-focus on? Identify “low hanging fruit” vs. phased-in goals Define training and knowledge transfer needs

HR Tech Sophistication Foundation Level HR transaction and forms management (paper on the web) Reduce time and costs Not role-based Service Level Employee and Manager Self-Service (data management) Broad access and role-based Tools are more participatory and collaborative Strategic Level Performance management across BUs (intelligence) KPI management and analysis (balanced scorecard) Linkages between HR, financial, and other business apps Promotes org effectiveness at all levels/perspectives

Measuring Results 3 months, 1 year, and 2 years after “go live” Pay cycle, quarterly, calendar and fiscal year-end Is technology/solution adapting to business direction? Are anticipated transaction costs achieved? Reassess ownership, lease, or rental strategy Are partners performing to contractual agreements? If piloted in one BU, re-apply to other organizations Is the entire cycle as efficient as possible? –New hire thru on-boarding –Annual performance appraisal –Annual benefits enrollment HR focus on strategic objectives

Reality of Self Service Actual value (ROI) is specific to organization –Workforce accessibility –Transaction duration and volume –Capability and number of HR-related staff –Stakeholder philosophy –Use of newly available hours / savings –Adaptability of management and employees Greatest return created from largely manual processes Delineation of roles to support workflow –Employees –Direct managers and supervisors –Executive management –HR professionals

Case Study: Ben Enrollment

Case Study: Manager Self Service

Summary In short, achieving High Performance means… 1.Building a new “self-service-based” organization focused on connecting: –people to business strategies –people to each other –to shared knowledge and to the operational tools necessary to drive organizational success 2.Investing in and measuring results of HRM & self- service technology 3.Aligning HR technology initiatives with strategic business management objectives