This HR tip comes courtesy of Julius Opstrup of Gavdi, who is speaking at our upcoming HR 2013 event, 11-13 June in Amsterdam! Learn some change managemetn activities for managing your global on-premise talent management implementation.
Phase 1: Project Preparation
Change strategy from company culture and past change processes
Business case input and output
Define critical decision makers
Phase 2: Business Blueprint
Identify and detail your key leadership and stakeholders
Understand people, process, and technology
Planning change communication, training, and other activities
Phase 3: Realization
Perform communication and training according to roles and processes
Phase 4: Final Preparation
Training and communication delivery
Assess readiness (people/organization, process, and technology)
Initiate extra business support, continuously attack issues
Phase 5: Go-Live and Support
Continue extra business support and communication, continuously attack issues
This HR tip comes courtesy of Venki Krishnamoorthy, an independent consultant who is speaking at our upcoming HR 2013 event, 11-13 June in Amsterdam! Learn the terminologies you should know in a SuccessFactors implementation.
Cloud computing: Use of software applications that are delivered as a service over the enterprise network or over the Internet
These applications are accessed by users by using a Web browser, mobile device, or a thin client
The devices used to access these applications are location-independent
The vendor providing the application is responsible for maintaining the applications, as well as the infrastructure that hosts these applications
The software, as well as the user’s data (enterprise data), resides in servers that are outside the enterprise firewall
SaaS (software as a service): This is a software delivery model in which the software or application and its related data are hosted on the cloud
Users can access the application from a thin client or over the Internet
SaaS is also referred to as on-demand software
Single tenancy: The users of the cloud application have their own instance of the database and the application (Both the database and the application are hosted on the cloud)
Customers of single tenancy have the benefit of having a customized solution, as well an enhanced security
Multi-tenancy: Multiple customers have access to the same applications and the related data are hosted on the same server
With proper security and authorizations, the users are restricted to viewing their data only
Since the same instance of the software is accessed by different customers, the software application is installed with basic configuration and there is limited scope for customization or enhancements
This HR tip comes courtesy of Manimala Kanagavel of Deloitte, who is speaking at our upcoming HR 2013 event, 11-13 June in Amsterdam! Get an introduction to approaches to global SAP ERP HCM implementation.
Big Bang Approach: Covers complete scope – modules, functionality, geographies, languages, population, divisions
Advantages
Faster implementation
Quick “wins”
Standard, no-frills, “vanilla” implementations
Disadvantages
Basic design issues could affect all functionalities and users
Cannot accommodate local requirements for customization
Change management would be a challenge
Effective training will be required
More resources required
More expensive due to the resource requirements
Phased Approach: Covers scope in smaller steps or rollouts/roll ins
Advantages
Pilot implementation followed by other waves
Uses lessons learnt in waves/rollouts for next stage
Ability to tweak or fine tune the solution to fit the business process better
Disadvantages
Takes longer to implement
Slower to realize return on investment
Parallel Adoption Approach: Both legacy and new system run in parallel until users adopt the new system completely
Advantages
Business as usual, as legacy and new system are available
Users are less resistant
Ability to tweak or fine tune the solution to fit the business process better
Disadvantages
Takes longer to implement as user adoption takes longer
Increases work load as users need to maintain two systems
This HR tip comes courtesy of Sally Josolyne of HCL, who is speaking at our upcoming HR 2013 event, 11-13 June in Amsterdam! Get an introduction to the three key questions you need to answer before making strategic changes to your SAP HR platform.
Are HR, Business Strategies aligned?
Taking steps to understand your business and where it has competitive advantage is an essential first step towards determining the key HR interventions that form the basis of an HR strategy – and the HRIT that will support it
Growth/divestment
Expansion/reduction/acquisition/merger
Differentiation?
Quality of the workforce, its motivation and ability to deliver organisation performance
Rationalisation
Redundancy, redeployment, and retirement – expensive, emotional, and TUPE (The Transfer of Undertakings (Protection of Employment) Regulations
Have you considered the talent crunch in your HR and HRIT strategies?
Conducting research to understand how you (in your industry and type of business) will best acquire, motivate and retain talent in a changing world – will inform you on what you need to achieve through your SAP HR platform. What technology is available to support your goals?
Talent identification
Who/what is adding value?
Talent acquisition
Your branding and reputation
Motivation/engagement
Choice is greater than ever before
The world is communicating …
How effective will your current SAP ERP HCM platform be in achieving your future goals?
How well does the current platform perform, is it agile and scalable? Will it meet the demands of the business changing at a rapid pace and will it facilitate employee engagement?
Data
How reliable, consistent, and accurate is your data?
Do your reports provide an accurate picture of today?
Innovation
Does your HRIT deliver innovation at the pace your strategy?
This HR tip comes courtesy of Jeremy Masters of Worklogix, who is speaking at our upcoming HR 2013 event, 11-13 June in Amsterdam! Get an introduction to evaluating on-premise, cloud, and hybrid.
Evaluation Criteria #1: Integration
Integration is still a major factor
Consider integration from 3 perspectives:
Technical, data, and process
Talent Management versus Core HR perspective
E.g., is it more important that you have tight integration between Payroll and Compensation, or Performance and Compensation?
Evaluation Criteria #2: Requirements Fit
Understand complexity and uniqueness of business requirements
Gauge willingness from HR to bend or change policies
As a general rule:
On-Premise can enhance as you want (if you can build/ support it)
Cloud not as flexible, but may have already solved for the requirements
Evaluation Criteria #3: Data Ownership
May or may not be an issue
Potentially a bigger issue with governments and heavily- regulated industries
You always “own” your data, but there should be provisions in place to retrieve/recover this data:
Analytics can be done in the Cloud, or imported back into core (and used within your own Data Warehouse solution)
If you ever have to change Cloud providers, you should be able to get a dump of data
Evaluation Criteria #4: User Experience/Usability
Higher Usability = Better Adoption
Generally speaking, SaaS has better reputation than ERP software for usability
Vendors can greatly enhance standard SAP usability
