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• Moving towards automation: identifying pain points and benefits to ensure a smooth transition • Examining the costs savings of automation in areas such as headcount and administration • Improving turnaround times and increasing efficiency by automating workflows • Measuring the success of automating workflows
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Automating HR Workflows to Deliver Better Service
and Increase Cost SavingsPresenter – Patrick Acheampong
September 2011
1.Why2.What3.How
1. Start With The Why
Optimise economies of scale – platform for growth Flexible capacity planning Risk management -Business continuity Inconsistency in process - repeatability Error reduction – less manual intervention Regulatory management Time zone agnostic Reduce rate of HR headcount growth- scalable Accountability through KPI's Cost reduction – if done properly!
What problems need to be solved?
Define your desired outcomes upfront
Decrease processing time Productivity – ease of use More time to focus on value added tasks Better job satisfaction Higher quality service Empowerment – self service, do it yourself
What’s In It For Me (WIIFM)
Do more work, faster, more accurately, with less people
Create a Movement
New Hire Example
Workflow participants can be a single person, a list of people or a list of people with a coordinator.
When each of the process steps is completed, the Workflow Management System sends automatic notifications to the relevant people.
Lead-times can be specified for each process step, and the Workflow Management System will automatically send overdue notifications to the relevant people
During the process, HR can view the status of the process steps to check the progress of the onboarding process
Information about when each process step was viewed, completed and saved can be monitored by HR.
Once the process is complete, the information in the various eforms can be automatically exported to the HRIS or other corporate systems
From an audit perspective, if HR is asked to show the steps taken when hiring a specific employee, they can refer back to the history data stored for the workflow.
The prospective employee, even though external (outside the corporate firewall) to the organisation, can be added to the workflow, without having to be given access to the corporate intranet. This allows the employee to complete tasks before commencing work.
New Hire Example -The Benefits
2. What
Depth Intelligent Completeness Empowering Elegant
Roll the DICEE – Don’t make me think!
Enduring
Metrics – Dashboard Example
The Importance of Metrics
Source: Gartner
Example Success Metrics
Support –engage fast. Assistance – show users how to use the workflow
system optimally Deliver bad news early – proactive Deliver on user change requests
Creating Enchantment
Enchanted, happy users
3.How
Avoid these project stages Enthusiasm
Disillusionment
Panic
Search for the guilty
Punishment of the innocent
Praise and honours for the non-participants
Pre Vs Post Mortem
Make The Case For Automation - Build The Business Case A business case is an analysis of the overall business benefits that justify the initial
commitment of time, resources, and funding for an investment project or any on-going investment.
It uses a set of methods and techniques to determine the economic potential and practicality of projects
“Any business activity that can't be measured is a waste of resources” - Jack Welch What does success look like?
Strategic – New capabilities
Technical – Benefits to the
technology infrastructure
Operational – Expected improvements
to processes,and other intangibles
Financial – costs and benefits
Payback Period
What are the most severe problems◦ Cost Vs Service
Low hanging fruit ROI. Can you make the business case? Who is impacted the most?
◦ Entire firm◦ Large number of junior employees◦ Small number of senior employees◦ Profitable or unprofitable business unit
Client perspective. Is the issue being raised by clients? Can it be done with existing resources? Do you have the right project management skills
18
Prioritising
Six Sigma Total Quality Management Business Process Reengineering Lean systems In-house concoction
Define Your Methodology
▶ Technology is an enabler, NOT a creator of good process
▶ Use technology to underpin re-engineered process, not to replicate badly engineered processes
▶ You cannot make good use of technology until you know which technologies are relevant
▶ If possible have HR business/technology analysts on your team
Define Your Requirements
Common approaches Get visio or excel put them down on paper
put it in front of everyone and expect everyone to follow dilligently - manual
Use a process documenting application,create process flow charts using proper BPMN notation - semi-automated
Build an in-house application using .NET or other programming language - automated
Use a BPM product - automated
Design your Workflows
Possible Approaches HR tell I.T what they want – Abdication
HR put together process maps and hand over to I.T to code – Client relationship
HR business analyst defines the process and works with I.T on technology side – Partnership collaboration
Build Your Solution
Consider soft launch Hands on training where possible Forum for feedback and improvement Rollout communications Regular ongoing communication and
user engagement
Deploy Your Solution
Some Conclusions
You must add value to the way things are already being done otherwise there is no point
It’s a new way of working, make sure you know what the impact of that is, BEFORE you try to sell it to your clients
You can’t change everything at once – Prioritise Don’t be afraid to change, but don’t just change for the sake
of change Continuous improvement. Don’t stop at the first change. Don’t just throw technology at existing processes. If you
automate an inefficient process, you just get bad data quicker Listen to your customers and create a DICEE product Be creative – think outside the box! This is an opportunity to
not only improve what exists, but also to create what doesn’t
1.Why2.What3.How
One more thing…
Celebrate Success!!!!
Q&A
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