Session Number 100

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Nov 25, 2013 (3 years and 8 months ago)

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Session Number 100


Caveat Emptor


Raising Your
HR Technology Market IQ

Freddye Silverman

, HRIP

Vice President, Eastern Region

Jeitosa Group International


1

Freddye Silverman, HRIP


Former VP of HR Technology Solutions at Cendant,
independent consultant for five years, now VP, Eastern
Region at
Jeitosa

Group International


In the HRIS field since 1986, with responsibility for HR
technology strategic planning and oversight of global HR
systems and the U.S. payroll system


Active IHRIM member since 1988 and past president of the
Association, certified HRIP


Jeitosa

Group International provides global, strategic and
functional human resources information technology support to
Global Fortune 1000 organizations.

2

Level Setting


Source credit is given


No recommended products


vendor neutral
and not all products or providers in any
category may be mentioned


Not a case study


As always, find the best fit for your
requirements, environment and culture

3

We’re here because…

4

Agenda


Movement in the Market


Talent Management, eLearning, Compensation


Workforce Analytics and Workforce Planning


Enterprise 2.0


Deployment options


Product evaluation and selection


5

Recent Merger/Acquisition
Activity

Consulting

Aon


Hewitt

Aon Hewitt

Consulting

Towers
Perrin
Watson
Wyatt

Towers
Watson

ERP Plus

Lawson

Enwisen

(service
delivery
solutions)

Business
to HCM
Expansion

Epicor

Spectrum
HR

Business
to HCM
Expansion

Infor
/

Golden
Gate
Capital

Lawson

Core
Expansion

ADP

Workscape

6

A volatile marketplace makes decisions
more difficult

Talent
Mgmt

Success
Factors

Jambok

(social mobile
learning)


Plateau
(traditional
LMS)

Talent
Mgmt

Taleo

Learn.com

Talent
Mgmt

Stepstone

Mr

Ted

Talent
Mgmt

SumTotal

GeoLearning

Softscape

Talent
Mgmt

Kenexa

Salary.com

Talent
Mgmt

ADP

Workscape

Vertical
Extension

Kronos

API
Healthcare
(workforce
mgmt
software)

Continuing speculation
about consolidation,
PE buys, gorilla gobbles (e.g. ADP,
Kronos
)

Recent Merger/Acquisition
Activity

7


Clients looking for a ‘holistic solution’

Organizations looking to round out
offerings and improve market penetrations

Undervalued companies are good deals
for cash
-
flush acquirers


Why should I care?


Beware the fairy tales of consolidation


We will continue to support all product lines fully


We are delighted with our new colleagues and expect
to retain all of them


Our customers will see only improvements in support,
product roadmaps and overall happiness


We will have ‘out of the box’ integration soon


We have complimentary architecture


This acquisition now gives us the deepest features
and we are the only vendor with a complete solution

Source:
Naomi Bloom, Jason Corsello

8

Leaders and Innovative Players by Segment

HRMS

WFM

Learning

Talent
Mgmt

Recruiting

Comp &
Benefits

Leaders

(a
-
z)

ADP

Lawson

Oracle

SAP

Ultimate

Workday

ADP

Cybershift

Infor

Kronos

Oracle

Cornerstone

GeoLearning

Plateau

Saba

SumTotal

Halogen

Success
-
Factors

Softscape

Taleo

Kenexa

Peopleclick
/
Authoria

StepStone

Taleo

ADP

Benefitfocus

Callidus

Mercer

Salary.com

Synygy

Players

to
watch

(a
-
z)

Aruspex

Dayforce

Certpoint

Learn.com

Lawson

SilkRoad

Sonar6

Jobs2Web

SelectMinds

bswift

Varicent

Source:
Forrester Research 2010

9

What is a Talent Management Suite?

10

Talent Acquisition

Onboarding

Performance
Management

Learning
Management

Compensation
Management

Career
Development

Succession
Planning

Workforce Planning

Ancillary Software,
e.g. HR TMS Jobs

SkillSurvey


Prehire

360

Creates ‘passive
candidate database’
also


people who
have given references
and checked box to
‘Keep in touch’

11

Manager
Dashboard


Review Your Metrics

SkillSurvey Goes Mobile

13

SkillSurvey Mobile


On
-
the
-
go access anytime, anywhere



Use your iPhone, BlackBerry, Droid, or
Windows
-
enabled Smartphone



No hassle for recruiters, candidates, or
references





Integrated with Taleo now;
talking to ADP/Virtual Edge and
Kenexa/BrassRing


April 2011
Bersin

and Associates study of
talent acquisition market


Almost 50% of surveyed organizations are looking to switch
their TA vendor


Why such market churn?


SaaS



advantage of ‘low barriers to entry’ is a disadvantage
when it becomes ‘low barriers to exit’


easy to switch
without substantial financial penalty


Saas

contracts usually 36 months


many contracts signed
in 2008 prior to down market now up for renewal


Akin to churn in mobile phone market where people jump
from one carrier to another hoping for better service, phone
selection, price, reception once cell number portability was
offered

The age
-
old question:

Is technology really the
problem or are vendors
taking the blame for
broken processes and
poor change management
during and after
implementation?

e
-
Recruiting

14

Source:

Bryon Abramowitz blog, The HR
Technologist, 4/7/2011

Talent Management Evolution
v.2

Global
Core
HR

Compensa
-
tion

Workbench

Advanced
Benefits

Payroll/
OTL

Perform
-
ance


Mgmt

HR
Analytics/
Daily BI

iLearning

iRecruit
-
ment

Performance
Management

Learning &
Development

Recruiting

Inform

(analytics)

Succession
Management

Goal
Management

Compensation
Management

Oracle eBusiness Suite HCM

SuccessFactors

Business Execution Software

(BizX)

Employee
Central

15

2011 Update:

Very little buzz about the
SF or Silk Road ‘core’
modules

The increasingly rare bird


Sonar6


based in New Zealand


“Finally, performance reviews that don’t suck”


Performance Reviews and Succession Planning only


Winner of 2009 PWC High Tech Award


Leads in the user experience area (Bersin)


Performance mgmt should not be about automating
performance…but about making, supporting and
visualizing decisions…that drive corporate
performance. We need more products like Sonar6.
(Corsello)


16

Vendor

Performance
mgmt

Comp

mgmt

Learning
mgmt

Succession
Planning

Career
Development

Workforce
Planning

Recruiting

Onboarding

Taleo













SuccessFactors













Halogen









Silk Road









Plateau











Saba











Kenexa











ERPs













Sonar6





Authoria





Cornerstone



SumTotal











You must dig
and define the
functionality

TM matrix

17

There is often a disconnect between how
the TM system sees the organization of
labor in a company and how the job
structure is maintained in the core HR
system. This will hijack any efforts at
integration. Evaluate the data structure and
quality of your core HR system fully!

Source:
Bryon Abramowitz, Random Thoughts blog

eLearning Market


Mature technology, long
-
term vendors


Global market to reach $107 billion by 2015
according to industry analysts


Has proven to:


Reduce operational costs


Centralizes content


Lowers logistics cost


Simplify training programs


Enables uniformity in content delivery


Provides flexibility in learning activities


Anytime anywhere learning


Access to worldwide mentoring resources


Control of training calendar from multiple locations



18

eLearning Market Scan

Plateau

(
SuccessFactors
)

Saba

Skillsoft

ElementK

Mindleaders

SumTotal

(
GeoLearning
)

ERPs

Blackboard

Halogen

Topyx

by
Interactyx

Cornerstone
on Demand

Taleo

Knowledge

Planet

Mzinga

Stepstone

Many offer other TM modules, some are pure play

19

LMS a la
Facebook



Feathercap

by
Xerceo


Sign up as an administrator or training manager


no charge to
create a community


Service plans


ongoing maintenance and development


Configurable private secure full featured learning environment


Add team


use template to import learners


Content management


Use template to import from Articulate,
Lectora
,
Presentor
, Adobe Captivate


Can build content using their content mgmt system


pull from wikis, blogs,
websites


Share courses, set up instructor led events, enroll learners, run
reports


Ease of setup and reasonable cost

20

21

Ventana Value Index


Don’t just look at the graphics


read the research


Always read the ‘vendors not included’ waiver


Salary.com was part of the initial assessment but
then was acquired by Kenexa which did not
communicate its plans for the application’s future


HRsmart did not respond to inquiries or provide
access to its customers and applications


Cornerstone on Demand, Excentive, Ultimate
Software and Workday were not part of Ventana’s
research coverage in 2010 but are being assessed
for coverage in 2011.


22

Workforce Intelligence / Workforce Planning/

Workforce Optimization

Workforce Intelligence


Using metrics and (predictive)
analytics to gain business insight


Market players


Doublestar

Workforce Insight


eThority

Data Talent


Microstrategy


Embedded third party tools with
intelligence, e.g.
Ultipro

with
Cognos
,
SuccessFactors

with
InfoHrm


Proprietary point
-
and
-
click and
native SQL tools,
e.g
,
Nuview


Oracle


BI module, melding
Siebel and Hyperion functionality
into HCM


SAP


Business Objects



Workforce Planning


Getting the right number of people
with the right skills, experiences
and competencies in the right jobs
at the right time


U.S. Dept of
Heath and Human Services Office
of Human Resources


The confluence of talent
management and analytics


Market players


Aruspex

CAPTure


Vemo


Aquire

(combines aspects of
intelligence and planning)


Nakisa

(workforce visualization)


Human Concepts (Org Plus)


visualization and analytics

23

“The Best of Human Capital Metrics” DVD


Highlights from seven sessions of a Conference
Board meeting


Managing Tomorrow, Today: the Predictive Analytics Model, Jac
Fitz
-
enz


How to Apply Analytics to Business Problems, Jess Harriott and
Jeff Quinn (Monster)


A better Way to Account for Human Capital Costs, Stephen
Wehrenberg (USCG)


Workforce Analytics that Drive the Bottom Line, Shyam Patel,
(People Report)


The New Face of Workforce Planning, Tom Glasscock and Jennifer
Murnane


Advancements in Analytics, John Gibbons, David Scarborough


From Reactive to Predictive Analytics, Jac Fitz
-
enz

24

25

HR still has trouble telling the story…

As in talent management,
where many years in we are
still just automating
performance reviews rather
than driving business
outcomes…

Josh Bersin

26

State of HR Metrics


survey results summary


A range of methodologies and software are in place across (mostly informal)
metrics systems


Most HR organizations characterize their HR metrics system as informal and
the majority of systems are partially automated.


Among those systems that are automated, a wide variety of vendor and
consultant
-
provided software is used.


HR execs also use a variety of measurement frameworks, although balanced
scorecard and custom
-
built frameworks are most common.


Majority of HR executives are not confident in the effectiveness or impact of
their metrics system


Less than 1/3 of respondents agree that their HR metrics approach is
effective and few believe their system is as effective as those used by other
functions.The

majority of HR executives are not confident that HR metrics are
useful in prioritizing Hr activities and investments, are linked to corporate
strategy, provide line managers with the information they need to make
workforce decisions or contribute to improvements in HR or corporate
performance.

27

How many think your HR executives would agree
with those statements?

Corporate Leadership Council

Member Survey: Exploring the
Measurement Challenge

Fall 2001!

Not too much has changed in 10 years…

Analytics is an ongoing challenge

28

All of your data in one place.

Finally.

Consolidate all data systems…


Data
Talent







Workforce performance, empowered
.

into one user
-
obvious
interface.

29

Workforce Analytics

Track key metrics and
automate HR reporting
.

Data
Talent







Workforce performance, empowered
.

Get at
-
a
-
glance insight from
dashboards.


30

“We live in a society bloated with
data but starved for wisdom.”









Elizabeth Lindsey






Ethnographer and National




Geographic Fellow

31

Enterprise 2.0

32

Enterprise 2.0


Using Web 2.0 tools
to connect and collaborate

Web 2.0


Community


Architecture of
participation


Collective intelligence


User
-
created content



Technology


Web platforms


Rich Internet Applications


Mobile platforms



Social Applications


Social Networking


Locating interesting people and content


Social profiles


Social network analysis


Social Collaboration


Working with interesting people and
content


Wikis and blogs


Instant messaging


Virtual worlds


Collaborative office


Social Publishing


Sharing interesting content


Social tagging


Social validation


Social Sourcing


Using social sites such as LinkedIn,
Facebook, etc to source employment
candidates


Social Learning


Combining traditional LMS features with
social networking tools like Facebook for
collaborative learning


33

Social Software Applications


Checkster


online reference checking


Candidate provides behavioral self
-
assessment


Reference sources complete same assessment for

the candidate


Comparison report of both assessments generated


Rypple



collaboration software




Work better, together”


Web
-
based software used by teams to stay on track


Set goals, get feedback, coaching and thanks


Supercharges communication, gives people control of their own
performance and development


34

And the word is … App


Word of the year for 2010


Apple announced its 10
billionth download at the
beginning of March 2011


Uses of cellphones:


1


email/texting


2


apps


3


talking


Mobile World Congress,
February 2011,
Barcelona

35

Mobile Apps are expanding


Buck Consultants


Benefits Genie
Lite

and Benefits Genie


to keep track of health benefits
and store key health info that can be shared with a PIN for privacy


CareerBuilder.com


iPhone

and iPod touch to search for job listings ‘on the go’


Kenexa

2x Mobile


access to
Kenexa

Recruitment,
Onboarding

and Performance Mgmt
solutions on
iPhone

and Blackberry. Approve
reqs
, job seekers can view
and apply for positions


HRSentry


Two
mobil

apps for
iPad

geared to small business owners and HR pros


Access to glossary of HR terms and definitions, federal law info and
updates, guide to creating an employee handbook


Cybershift

Workforce Management 3G


Lets managers and employees view and manage time and attendance data
via Blackberry


Peopleclick

Authoria

Collaborate


Allows managers to approve
reqs
, view reports and dashboards, candidates
can scan openings and apply for jobs via Blackberry, Android and
iTouch

36

In the Cloud

(a throwback to 70’s
-
80’s mainframe timesharing)


Public cloud solutions


purest vision


E.g. Amazon Web Services,
Google, Salesforce.com


Attempt to become one
-
stop shop
for all of an enterprise’s needs


Centralize all services in a few data
centers to deliver global services at
acceptable performance


abstracts away all complexity of a
physical IT infrastructure


Via thin
-
provisioning and
virtualization, can offer a limitless
data center infrastructure at low
monthly cost



Private cloud solutions


Take public delivery model and scale it
down to deliver computing capacity for
the individual enterprise


For very large organizations, could
reach same economies of scale as
public vendors


Consolidate storage and applications,
virtualize infrastructure, provide
acceleration to branch offices and
mobile workers


Manage services differently via
chargeback


‘sunk’ data center costs
are retrievable as a profit center


Will not abandon IT investments but
will shift operation models to mimic
public cloud

Hybrid cloud


combines public
and private
cloud

37

Portals: Market Movement

In the old days (circa 2003
-
2006)


‘Link
-
farms’ to myriad forms and static documentation


Plumtree

Portal design firms


LDS


Hexaware


TandemSeven


Consulting firms


Mercer, TP, Accenture, etc

Pre
-
Configured Portals


Towers Watson using
Sharepoint


Unnamed ‘large consulting firm’ has delivered a pre
-
configured
SAP
NetWeaver

Portal

38

Why SharePoint?

1.
The most ubiquitous portal platform on earth

2.
Extremely easy to create, maintain and organize content,
pages

3.
Provides a highly personalized, customized role
-
based
experience

4.
Powerful search engine

5.
Robust collaboration features

6.
Integrates with all ERPs and HR point solutions

7.
Deployable on
-
premise or hosted/SaaS

8.
Accessible via browser, smart phones, tablets

9.
Accessible from inside and/or outside the firewall

39

Source:

Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint

Single Sign On

SharePoint HR Portal

40

Full
-
Time

Managers

New Hires

Retirees

HR/Field HR

HR Service Center

Part Time

Payroll

eLearning

Training

Time/attendance

Client
on
-
prem

Apps

Towers Watson

SaaS Apps

Case Mgmt

Pension

BenefitConnect

Reward Stmt

Talent | Reward

HCM

Third
-
Party

Content, Data, Apps

Health care

Dental

PBM’s

Vision

401k

SharePoint Functionality

Authentication & ID Mgmt

Content Storage (SQL)

Content Management

Design, Layout

Data Integration

Navigation

Portal Administration

Content Workflow

Search

Web 2.0 Features

Automated Alerts

HR Portal

HR4HR Collaboration

On Boarding

SPDs / Compliance

Career Framework


HRIS

PC

Browser

Phone

Source:

Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint

How A Pre
-
Configured SharePoint Portal Works


Personalized and targeted content


Pre
-
configured information architecture


Pre
-
configured page templates


Pre
-
written “work events” and “life events”


Pre
-
configured forms library


News, announcements publishing and automated
publishing (RSS)


Built
-
in content management & workflow (for
editing, reviewing, approving and publishing)


Quick Links to key content and apps


Links to providers & 3
rd

party apps


Unlimited depth of content (layers,
subsites
)


Integrated “Ask HR” Issues and inquiry tracking


Single sign
-
on


Document Library


Social networking


Audit and archive of compliance content


On
-
premise or Hosted


identical features and
deployment time

41

Source:

Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint

my
Portal

Pre
-
Configured SharePoint HR Portal

42

Intuitive navigation,
mega menus, get use
to most common
content in 1 click.

Live chat or email for
additional information
and assistance

Single
-
sign on to
essential data and
apps creates a
seamless online
experience

Special call
-
outs draw
attention to important
information


even
when content resides
underneath the home
-
page level.

News is targeted based on
location, role or any other
available data element.

Featured stories appear on
home page, all past stories
easily accessible in archives.

Rate or share
interesting
articles

Personalized content is
targeted and filtered

Access to personal info

Quick Links
exposes important
content typically
only found deeper
in the site

Content on topics like Wellness or
financial planning, can be RSS
feeds from external sources.

Interactive content,
such as videos
and online polls,
engage users

Powerful search delivers
tailored results that can
include other related
sites in the search scope

Source:

Towers Watson, IHRIM Webinar, Creating
a Consumer Grade HR Portal Using MS Sharepoint

Deployment Options


Build and maintain internal infrastructure


Buy and maintain internal infrastructure


SAAS



Software as a service, “right to use”
vs

license,

vendor
-
hosted


Subscription model


multitenancy


Web
-
based software


Not ASP


limited to configuration not customization


Single code base deployed across all customers


Hosted License


Outsource the infrastructure without giving up ownership


Personalization of application


Example: Oracle on Demand


Outsource


specific functions or CHRO




43

SaaS


be aware


What it is: leased and hosted configurable web
-
delivered multi
-
tenant applications


No infrastructure responsibilities but you still have to pay attention to the
maintenance and upgrades since your application is changing


What it’s not: open your browser, key in the URL and bam! you’ve got a system


Great delivery model, implementation still a challenging project


Significant time/dollar/resource effort, although typically shorter in duration
than in
-
house


Client must understand and define their business processes to select and
configure correctly
-

“otherwise you pave the cow paths” (
Kutik
)


Must convert historical data
-

cleansed, normalized, mapped


Service and integration with internal systems must be addressed


Biggest concern at many companies is loss of control and data exposure


New acronyms


Plateau Talent Gateway


PaaS



platform as a service


CaaS



content as a service


XaaS



anything as a service



44

45

Product Evaluation and
Selection

46

Does this sound familiar?

47

48

An Evaluation of ‘Systems’
must include:

PEOPLE

PROCESS

TECHNOLOGY

Software Vendor Information


Capterra.com


Filter by platform, number of users, features, number of employees,
location, budget


List produced displays paid advertisers first, followed by complete list of all
vendors in smaller print


Comparehris.com


Complete tool, view scored list of products closely matching listed needs


Learn the capabilities of listed systems


Determine needs by weighting importance of each feature or option


View Detailed Comparison Screens


View pre
-
recorded Demos


Research and advisory firms


Gartner ‘magic quadrant’




Forrester


Aberdeen


IDC


Ventana


49

Items to consider for planning


Staffing


Without an appropriately staffed HRIS group to deploy, own and
continuously market the applications, the effort will die on the vine


Hybrid skill set


high tech, high touch


If you depend on an internal IT group, what is their skill set? What type
of technologies can they support?


Define your key drivers


Determine organizational direction


Global expansion?


Emphasis on talent management?


Economics


Funding availability


Timing


The world moves quickly; if process and technology rollouts don’t keep
up you’ll set yourself up to fail


Short term planning (up to 1 year) should be your target


50

Objective Vendor/Product Analysis



Decision drivers and Scenario
-
based demos (not RFPs)

Decision Drivers

Weight

Vendor A

Vendor B

Vendor C

Vendor D

Vendor Viability

XX%

Usability

XX%

Functionality

XX%

Technology

XX%

Configurability

XX%

Scalability

XX%

Global Capability

XX%

Integration

XX%

Cost/ROI

XX%



51

5
1

Caveat Emptor


The 80/20 rule applies


In most cases 80% of the functionality will be common


What’s that 20% difference and does it matter to you?


A long list of features doesn’t matter unless they match your requirements


Use scenario
-
based requirements for demos


Send to the short
-
list vendors ahead of time so they can prepare


Allow the requisite exec summary and system overview


Always remember what your drivers are


Make sure all scenarios are addressed


Save the glitz for last and be a healthy skeptic (demos are meant to be smooth)


Reality checks


Search reference lists for comparable situations


software versions, services
selection, consultant roles


Bad marriages lead to ugly divorces


Best practices aren’t necessarily the ‘best’ for your company


Beware the stylish haircut


look in the mirror and make an honest self
-
assessment


52

ROI
and

ROE

Return on Investment


Why would the CxO write the
check for technology
procurement?


Don’t automatically accept the
incumbent system due to
investment


those are sunk costs
and ongoing TCO may be higher
than other alternatives that are a
better fit

Return on Expectations


What is your strategy?


What are your drivers?


Does the system align with your
needs?


At the end of the day, how do
stakeholders expect the system
to add value and improve their
work life?


53

53

More reality checks…

Input is a dirty job but someone’s
gotta

do it


There is no magic solution


ESS and MSS are value
-
adds but have increased the
possibility for error


Be realistic when looking at potential functionality


how is the
data going to get there?


Maintain data accuracy
-

edit and audit continuously

Output is the true value of the system


Work backwards during the requirements phase


what do you
want to get out of the system?


Reports/dashboards/metrics should be considered first, not last


Investigate retrieval tools, whether bundled or third party


getting at history in a meaningful way is still a challenge


Integration/interfacing is a key element

54

How do you find a consultant?


Selection should be as rigorous a process as system selection


Problem solver


Excellent communicator


Personally disciplined


Passion for doing what’s best for the client


Know your ‘needs requirements’


strategic planning, project
management or group therapy?


You must ‘click’ on


Approach


Cost


Personality/Culture


Check references


Use websites and referrals from similar companies/projects

55

The Consulting Landscape

Independents

Broad HR

Boutique

The Big Boys



Multiple

practices

Strategic/

C
-
Level

Benchmarking

Niche Centric

Implementation

Research &

Advisory

????

ERP Vendors


SAP


Oracle

IT body shops


CSC


EDS (HP)


CAP Gemini

Product boutiques





Oracle:


Kbace



Recruitment mgmt




Talent Management





BPO/IT outsourcing






56

Blogs and Conversations


The HR Technologist (Bryon Abramowitz)


The Human Capitalist (Jason Corsello


KI)


Naomi Bloom


‘In Full Bloom’


Steve Boese on HR Technology


RIT professor
(steveboese.squarespace.com)


Perceptive HR Technology (Larry Dunivan, Lawson)


Analyst blogs (Bersin, Gartner, Forrester)


Use RSS feeds for easy access


LinkedIn


HR Technology groups


Twitter


Filter the facts from the buzz

57

To put things in perspective…

58


For more information on this or any
other HR technology topic go to

www.ihrim.org



http://core.ihrim.org

59

IHRIM needs your feedback!

Please complete a session evaluation for

Session Number 100

Caveat Emptor


Raising your
HR Technology Market IQ

Freddye Silverman, HRIP

Vice President, Eastern Region

Jeitosa Group International

Thank you!

60