Key Processes And Technology Connection Points For HCM Projects

Four critical considerations

If you can't describe what you are doing as a process, you don't know what you're doing. - W. Edwards Deming

To implement a new HCM system requires more than just thorough and detailed scrutiny of system level considerations. A new system will mean a new way of doing things in terms of non-system activities—meaning the daily tasks of employees. These process considerations along with internal system activities will be the platform for your organization’s HR transformation.

Organizations will tend to work with an implementation partner for the deployment of an HCM application, which will most likely be cloud-based. This implementation partner and the software vendor should be able to provide a comprehensive batch of leading HR practices that are consumed throughout the ecosystem.

These are often referred to as HCM process maps that are often created in Microsoft Visio, LucidChart, Draw.io or Dia applications.

The objective for the business should be to utilize these leading HR practices as a starting point for the implementation roadmap. The resources listed below will ensure these are adjusted to account for company-specific requirements and realistically the 80/20 model could be applied whereby 80 percent should be leading practices at minimum, with the remaining 20 percent providing for the organization’s unique needs .

The process maps should paint the “full picture” in terms of touchpoints. For example, an employee updating his/her address within the system or an employee emailing his/her line manager stating he/she is resigning outside the system. This offers a complete, unified view of the HRIS landscape for the business—the obvious forms to fill out along with the more complicated HR events.

During system implementations, these process and technology touchpoint maps will be refined depending on customer decisions and potential system limitations.

To assume this is a global HR system rollout, then your organization must assign:
 

The Global Process Lead(s) will have deep insight into the current state processes and sub processes internationally. This resource must be committed to HR standardization on a global scale. Crucially they will need to work with regional HR leads to set the expectations around global process strategy.
The Functional Lead(s) will be responsible for working with the Global Process Lead to ensure a smooth, scalable system that will attain high user adoption levels post Go-Live. In the pre-project phase, they will assess a plan for gaps between the legacy system and the to-be implemented cloud application. This resource will design the system with integration considerations in mind, potentially to payroll, time and benefit solutions.
 

Conduct Process and System Kick off Workshops

Process Alignment Workshops

Ideally, the process workshops should occur 6-8 weeks prior to the system kick off sessions.  In these workshops, the global process owner will support implementation partner resources to articulate the HR transformation focus and cloud HR philosophy of standardization. It is vital that regional HR leads and HR decision makers attend these sessions which optimally will take place onsite for 3 to 5 days. The HR community must be willing to revolutionize the HR structures and be prepared to adapt to global standards. Inevitably these discussions can be intense and challenging.

The output of these sessions should be an agreed set of HR practices which will form the basis for the implementation. Decisions around which technology can be leveraged by self-service (either employee and manager) will be made along with certain workflow approvers.

Organizations that are seeking a rapid HCM technology deployment must be cognizant of the high value these process workshops can bring and must be committed to assigning resources to this pre system kick off phase.

System Kick-off Workshops

The functional lead for each work stream will support the implementation partner for these sessions. The global process sessions will have offered the implementation partner the opportunity to adjust workbooks based on process outputs so that kick-off can be more productive and company-specific.
The participants from the business should include those resources who will manage the system post Go-Live as well as substantial business input from finance and IT resources if there are system touchpoints.

The audience will see a comprehensive demo of the new system which will help them visualize how the system transformation will impact each of their respective functions and locations.

Plan for Post Go Live sustainment

The process and technology touchpoint maps will be in constant need of refinement at a global scale so it is important that the most appropriate resources hold ownership and accountability after the Go-Live of the HR system. These documents should be readily accessible on a shared site for the business to refer to.

Individual touchpoint maps could be changed regularly with the constant enhancements to cloud systems or even if a new integration to an external system was set-up so project stakeholders should understand this.

Summary

Too many organizations fail to recognize the holistic nature of these complex HCM deployments and the practical process considerations connected to a new system. These recommendations should assist companies in planning for this large-scale change program that ensures employees will be ready to maximize the software investment.

---

Author Bio

Paul Rose is Center of Excellence Manager, at Employee Central. Paul is an experienced HCM consultant with an array of experience across the retail, healthcare and food sectors. His background covers primarily HR systems with particular expertise concentrated on SuccessFactors, SAP HCM, PeopleSoft and Lawson. Paul has worked successfully on a complex global roll out of SAP HCM in several countries with focus on data conversion and interface management. Connect Paul Rose Visit www.aasonn.com