WSR April-June 2018

April–June 2018

The Official Journal of the International Association for Human Resource Information Management

IHRIM.ORG

HR’s Management Challenge: Integrating Technology Changes with Greater Organizational Change

See the Buyer’s Guide, Page 18-19

Contents

Volume 9, Number 2 • April-June 2018

From the Editors 3

Bob Greene and Roy Altman

HR’s Role in Change Management

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The HR Technologist 21st Century Transformation

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By Karen Halladay and Sabrina Clay, H2R-Solutions

By Jacqueline Kuhn, HRchitect

While it may appear that change management is a step that occurs at the end of a project or implementation, the reality is it should be an integral part of the project from beginning to end. But change, if not managed properly, can be disruptive to workplace productivity, as well as to the project.

The successful HR technologists of the 21st century must evolve from a tactical and technical role to a strategic role supporting the business. They will help drive the use of human capital information to make business decisions, and lead the change from thinking of HR technology as a back-office function to a true strategic business partner.

Living with Digital Employees

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By John Sumser, HR Examiner

The Agile Evolution, it’s more than process.

Ready or not, various forms of artificial intelligence (AI, mostly machine learning variants) are coming your way. Implementing an AI project is a complex undertaking and the foundation of an argument that you can’t implement AI without an overarching transformation process.

By Chuck Kroll and Carl Shea

HRMS Project Management Review: “How Do You Eat an Elephant?”

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You may have heard that the Agile software development movement, and some say revolution, has gone far beyond their wildest imaginations. But, to say it has simply revolutionized the IT/IS industry would be a complete understatement, for in 2018, the Agile industry finds itself becoming relevant in every part of major organizations. And, it is being taught in schools and even being used in personal workflow management.

By Bob Greene, Ascentis A project’s three most crucial elements are Time, Resources, and Scope. The key benefits of a project management office (PMO) approach are that not everyone needs to be assigned to the project from beginning to end, and the dedicated project leader manages the project without necessarily needing to know “everything about everything” regarding the requirements and final software product configuration.

Organizational Network Analytics and the Future of Work 13

By Antony Ebelle-Ebanda and Greg Newman, Trustsphere

Five Key Factors to Consider Before You Begin Your New Implementation 26

By Katherine Jones, Ph.D. Implementation success in itself is rarely the issue – rather the ability of the organization to adapt, embrace new or different processes, and to integrate technical change with greater organizational change are key success factors. When new technology is part of a larger initiative, HR faces a dual change management challenge.

Organizational Network Analysis (ONA) offers a scientific, datadriven approach for HR to analyze and understand value-creating networks that are important for individual and organizational performance. These networks generally lie outside the formal business hierarchy are often unknown. By applying a network dimension to different groups of employees within an organization, HR can contribute to corporate productivity, talent practices and organizational effectiveness in more relevant ways.

Page 18-19

Buyer’s Guide Workforce Solutions Review (ISSN 2154-6975) is published quarterly for the International Association for Human Resource Information Management by Futura Publishing LLC, 12809 Shady Mountain Road, Leander, TX 78641. Subscription rates can be found at www.ihrimpublications.com. Please send address corrections to Workforce Solutions Review at the address above.

www.ihrim.org • Workforce Solutions Review • April-June 2018

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Volume 9, Number 2 • April-June 2018

Workforce Solutions Review is a publication of the International Association for Human Resource Information Management, whose mission is to be the leading professional association for know­ledge, education and solutions supporting human capital management. Opinions expressed herein are not necessarily those of the editors, the IHRIM board of directors or the membership. © 2018 All rights reserved

EDITORIAL COMMITTEE Managing Editor

ERIK BERGGREN, VP of Research, IDC, San Mateo, CA USA JOSH BERSIN, Principal and Founder, Bersin by Deloitte, Oakland, CA USA jbersin@bersin.com SCOTT BOLMAN, HR Transformation & HR Excellence Practice, Deloitte, bolmanscott@yahoo.com YVETTE CAMERON, Global Vice President Strategy, SuccessFactors, Littleton, CO Yvette.cameron@successfactors.com LEW CONNER, Executive Director, Higher Education User Group, Gilbert, AZ USA lconner@heug.org

BRUNO QUERENET, Head of HR, Think Surgical Bruno.querenet@gmail.com

ELENA M. ORDÓÑEZ DEL CAMPO, Senior VP Global Delivery Unit, SAP AG, Frankfurt, Germany elena. ordonez@sap.com

Co-Managing Editor

GARY DURBIN, Chief Technology Officer, SynchSource, Oakland, CA USA hacker@synchsource.com

MICHAEL RUDNICK, Managing Partner, Prescient Digital Media, Michael.rudnick@gmail.com

Associate Editors ROY ALTMAN, HRIS Manager - HR Analytics & Application Architecture at Memorial Sloan-Kettering Cancer Center, New York, NY roy@peopleserv.com SCOTT BOLMAN, HR Transformation Consulting Leader, Deloitte, bolmanscott@yahoo.com SHAWN FITZGERALD, AMS Portfolio Manager, Alight Solutions, Shawn.fitzgerald@alight.com DAVID GABRIEL, ED.D., Global Reach Leadership, Berkeley, CA USA, davidgabriel@gmail.com BOB GREENE. Account Executive, Ascentis, San Mateo, CA, Bob.Greene@ascentis.com JEFF HIGGINS, CEO, Human Capital Management Institute, Marina Del Rey, CA USA jeff.higgins@hcminst.com DENISE LAFORTE, Partner, North America HR Transformation Practice Leader Mercer, Chicago, IL, USA, Denise.laforte@mercer.com JANET MERTENS, IBM, Global HR Research Lead, Toronto, ON, jmertens@ca.ibm.com DARSHANA NARAYANAN, PH.D. Research Lead at Composites Collective, New York, NY, Darshana.Narayanan@gmail.com DAN VANDER HEY, HR Enterprise Solutions, President and Principal Consultant, Cypress, TX, dan.vanderhey@hrenterprisesolutions.com

EDITORIAL ADVISORY BOARD CECILE ALPER-LEROUX, VP Product Strategy and Development, Ultimate Software, Weston, FL cecile_leroux@ultimatesoftware.com MARK BENNETT, Work Life and Collaborative Products Strategy Director, Oracle Corp., Redwood Shores, CA USA mark.bennett@oracle.com

Dr. CHARLES H. FAY, Professor, School of Management & Labor Relations, Rutgers University, Highland Park, NJ USA cfay@smlr.rutgers.edu DR. URSULA CHRISTINA FELLBERG, Owner & Managing Director, UCF-StrategieBeraterin, Munich, Germany ucfell@mac.com

DR. DANIEL SULLIVAN, Professor of International Business, University of Delaware, Newark, Delaware USA sullivad@lerner.udel.edu MARK SMITH, CEO, Chief Research Officer, and Founder of Ventana Research, San Ramon, CA USA mark.smith@ventanaresearch.com DAVE ULRICH, Professor, University of Michigan, Ann Arbor, MI USA dou@umich.edu JULIE YOO, Founder and Chief Data Scientist, Pymetrics, julie@pymetrics.com DR. MARY YOUNG, Principal Researcher, Human Capital, The Conference Board, New York, NY USA mary.young@conference-board.org

IHRIM BOARD OF DIRECTORS Officers and Executive Committee JIM PETTIT, HRIP, SHRM-SCP, Chair MICK COLLINS, Vice Chair

ALSEN HSEIN, President,Take5 People Limited, Shanghai, PRC Alsen@take5people.com

GARY MORLOCK, HRIP, CFO, Finance Committee Chair

CARL C. HOFFMANN, Director, Human Capital Management & Performance LLC, Chapel Hill, NC USA cc_hoffmann@yahoo.com

SHAFIQ LOKHANDWALA, Executive Director

JIM HOLINCHECK, VP Customer Deployment Applications, Workday, Chicago, IL USA james.holincheck@workday.com CATHERINE ANN HONEY, VP Strategic Partner Relations, Safeguard World International, Boston, MA USA catherinehoney@safeguard.com KATHERINE JONES, Ph.D., Intellectual Capital Solutions, Global Head of Talent Research Katherine_ics@msn.com SYNCO JONKEREN, VP, HCM Applications Product Development & Management, EMEA, The Netherlands synco.jonkeren@oracle.com MICHAEL J. KAVANAGH, Professor Emeritus of Management, State University of Albany (SUNY), Albany, NY USA mickey.kavanagh@gmail.com BOB KAUNERT, Principal, Deloitte, Philadelphia, PA USA bkaunert@yahoo.com DAVID LUDLOW, Global VP, HCM Solutions, SAP, Palo Alto, CA David.ludlow@sap.com RHONDA P. MARCUCCI, CPA, Consultant for GruppoMarcucci, Chicago, IL USA rhonda@gruppomarcucci-usa.com LEXY MARTIN, Principal, Research and Customer Value, Visier, Washington, DC USA Lexy.martin1@gmail.com BRIAN RETZLAFF, VP of Information Technology, Voya Financial, Atlanta, GA USA LISA ROWAN, Program Director, HR, Learning & Talent Strategies, IDC, Framingham, MA USA lrowan@idc.com

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LISA STERLING, Executive Vice President, Chief People Officer, Ceridian, Lincoln, NE USA, lisa.sterling@ceridian.com

April-June 2018 • Workforce Solutions Review • www.ihrim.org

JOYCE BROWN, Secretary

Board Members CATHERINE HONEY, Director of Member Services & HRIM Foundation Director STUART RUDNER, Director of Meeting & Events MARYANN MCILRAITH, Director of Communities DOUG SAMPSON, Director of Marketing & Communications SHARON THOMPSON, HRIM Foundation Director

PUBLISHING INFORMATION TOM FAULKNER, Publisher, Futura Publishing LLC, Austin, TX USA, tomf@futurapublishing.com PATTY HUBER, Advertising Manager, Austin, TX USA phuber2@austin.rr.com

(From the Editors – WSR April-June 2018) Roy Altman, Lead Editor

from the editors

Roy Altman is manager of HRIS Analytics and Architecture This issue focuses on HR’s management challenges today and in the future. The arat Memorial Sloan Kettering ticles included here provide in-depth insight into specific challenges and describe steps Cancer Center. He is responsible for putting to take to give organizations the ability to adapt, embrace new or different processes, actionable dataRoy in theAltman, hands of Contributing workers to assist Editor in decision-making, manages a work stream of and to integrate technical change with greater organizational change. theirAltman Workdayisimplementation, determines We begin with “HR’s Role ChangeCancer Management” Roy manager of and HRIS Analytics and Architecture at Memorial SloaninKettering Center. by Karen Halladay and Sabrina and long-term for application architecture Heshort is responsible putting actionable dataClay in the of workers to assist in decision-making, ofhands H2R-Solutions.

The authors tell us that while it may appear that change manstrategy. Previously, he was founder/CEO of manages a work stream of their Workday implementation, and that determines long-term agement is a step occursshort at theand end of a project or implementation, the reality is it Peopleserv, a software/services company. He application architecture strategy. Previously,should he wasbe founder/CEO of Peopleserv, a software/services an integral part of the project from beginning to end. Change, if not managed has published extensively and serves on IHRIM company. He has published extensively and serves on IHRIM Workforce Solutions Review editorial properly, can be disruptive to workplace productivity, as well as to the project.

Workforce Solutions Review editorial committee committee and can be reached at altmanr@mskcc.org. and can be reached at altmanr@mskcc.org.

In his article, “Living with Digital Employees,” John Sumser with HR Examiner

reports that ready or not, various forms of artificial intelligence (AI, mostly machine learning variants) are coming your way. Implementing an AI project is a complex undertaking and the foundation of an argument that you can’t implement AI without Bob Greene currently serves as channels manager and an overarching transformation process. account executive at Ascentis.

“HRMS Project Management Review: ‘How Do You Eat an Elephant?”’ is our next His 40 years in the human capital management article Contributing Editorby Bob Greene of Ascentis. He writes that every software implementation project industry have beenBob spentGreene, as a practitioner, a is governed by a virtual triangle that informs, and,inultimately, determines the interBob Greene currently serves as channels manager and account executive at Ascentis.

His 40 years the consultant, and an vendor/partner roles. As a relationship of the project’s three most crucial elements: Time, Resources, and Scope. human capital management industry have been spent as a practitioner, consultant, and vendor/partner practitioner, he managed payroll for a 5,000 roles.

As a practitioner, he managed payroll for a 5,000 person bank in New Jersey.

As a consultant, he The key benefits of a project management office (PMO) approach are that not everyone person bank in New Jersey. As a consultant, he spent years advising customers in HRMS, and payroll and benefits system design, as well as spent eight eight years advising customers in HRMS, needs to be assigned to the project, from beginning to end, and the dedicated project and payroll and benefits system design, as awell acquisition strategies.

He also built strategic HCMmanages advisory practice for Xcelicor (now Deloitte needing to know “everything about leader the project without necessarily as acquisition As strategies.

He also built ahe strategic Consulting.) vendor/partner, has had everything” prominent roles in sales support, marketing, and product regarding the requirements and final software product configuration.

HCM advisory practice for Xcelicor (now Deloitte management.

He recently completed six years as contributing editor for IHRIM's Workforce Solutions Our next article is by Antony Ebelle-Ebanda and Greg Newman of Trustsphere, titled Consulting.)

As vendor/partner, has had Review journal and holds aheB.A. in English from Rutgers University. He can be reached at “Organizational Network Analytics and the Future of Work,” the authors posit that prominent roles in sales support, marketing, and bob.greene@ascentis.com. product management. He recently completed ONA augments the traditional set of human capital data with real-time social capital insix years as contributing editor for IHRIM’s sights, enabling forward-looking organizations to support data-driven decision making, Workforce Review holds a This issueSolutions is focuses onjournal HR’sand management challenges today andbiases, in the strengthening future. The articles reducing unconscious a wide range of HR processes and providB.A. in English from Rutgers University. He can included here provide in-depth insight into specific challenges and describe steps to take to to give ing the business with evidence-based observations augment instinct and achieve a be reached at bob.greene@ascentis.com. organizations the ability to adapt, embrace newperforming, or differentmore processes, and to integrate higher inclusive, and more productive organization. technical change with greater organizational change. Kuhn of HRchitect writes that the successful HR technologists of the 21st Jacqueline century must evolve from a tactical and technical role to a strategic role supporting the business. They will help drive the use of human capital information to make business We begin with “HR’s Role in Change Management”

by Karen Halladay Sabrina ClayofofHR H2Rdecisions, and lead the changeand from thinking technology as a back-office function Solutions. The authors tell us that while to it may appear thatbusiness change management is a step that a true strategic partner.

Chuck Kroll and Carl Shea present an article titled occurs at the end of a project or implementation, the reality is it should be an integral part of “The Agile Evolution, it’s more than process.”

These Agile coaches a history the project from beginning to end. But change, if not managed properly, canprovide be disruptive to and describe the transformation of the Agile approach to all aspects of business management.

In this new knowledge workplace productivity, as well as to the project. age, the workplace will be filled with people from the Millennial and the Generation Z groups. These new workers will not be ruled by the meritocracy-based systems of the past; relationships and human experience are more important than ever.

We close this issue with The Back Page feature by Katherine Jones, “Five Key Factors to Consider before You Begin Your New Implementation.” As always, in a few wellchosen words, she explains how implementation success in itself is rarely the issue – rather the ability of the organization to adapt, embrace new or different processes, and to integrate technical change with greater organizational change are key success factors.

When new technology is part of a larger initiative, HR faces a dual change management challenge.

Whatever the human capital management issue in your organization, we hope you will find information in this issue to map your success.

Bob Greene, Contributing Editor

www.ihrim.org • Workforce Solutions Review • April-June 2018

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(Feature #1– WSR Apr-June 2018) (Feature #1– WSR Apr-June 2018)

feature

Karen Halladay and Sabrina Clay, H2R-Solutions Karen Halladay and Sabrina Clay, H2R-Solutions Karen Halladay and Sabrina Clay, H2R-Solutions

HR’s HR’sRole RoleininChange ChangeManagement Management HR’s Role in Change Management

WeWe have all all heard thethe quote from thethe ancient Greek philosopher Heraclitus,“the only thing constant is is have heard quote from ancient Greek philosopher Heraclitus,“the only thing constant change,” andand it’sit’s true.

In aInworld where business climates continue to to become more complex, change is is change,” true. a world where business climates continue become more complex, change We have all heard the quote from the to start planning, think of the many stages to downright necessary.

Organizations areare regularly improving processes by by implementing innovative ideas downright necessary.

Organizations regularly improving processes implementing innovative ideas ancient Greek philosopher Heraclitus,“the consider when kicking off your project. While andand technologies to to enhance how they operate, support their employees, andand serve their clients.

It’sIt’s nono technologies enhance how they operate, support their employees, serve their clients. only thing constant is change,” and it’s true. it may appear that change management is secret that how these ideas andand technologies areare planned forfor andand implemented cancan determine thethe secret that how these ideas technologies planned implemented determine In a world where business climates continue a step that occurs at the end of a project or and successful realization of these changes.

Implementation success also dictates how these new ideas successful realization of these changes.

Implementation success also dictates how these new ideas and to become more complex, change is downright the reality is ittoshould be an technologies areare utilized moving forward.

Therefore, a strategic approach is necessary preserve thethe technologies utilized moving forward.

Therefore, aimplementation, strategic approach is necessary to preserve necessary.

Organizations are regularly integral part of the project from beginning objective and design to achieve success. objective and design to achieve success.

improving processes by implementing to end. Change management, in simple innovative ideas and technologies to enhance terms, is the process in which the change is(HCM) This strategic approach holds especially true forfor implementations forfor human capital management This strategic approach holds especially true implementations human capital management (HCM) how they operate, support their employees, communicated and implemented within an solutions.

It's unmistakable that the business performance benefits of a solid HCM system are vast.

In solutions. It's unmistakable that the business performance benefits of a solid HCM system are vast. In and serve their clients. It’s noprovide secret that how organization.

But change, if not short, they create efficiencies andand automation for thethe effective management of managed a business’s short, they create efficiencies provide automation for effective management of a business’s theseand ideas and technologies aredata. planned properly, be disruptive to workplace workforce thethe associated critical ForFor these systems to to becan properly sustained andand fully workforce and associated critical data. these systems be properly sustained fully for and implemented can determine the productivity, as well as to the project. embraced, it is important that they are communicated and staged in a way that demonstrates their embraced, it is important that they are communicated and staged in a way that demonstrates their value and ease ofrealization use.

Communication that truly helps thethe end users to to understand “what’s in only it successful of these changes.

These workplace disruptions cannot value and ease of use.

Communication that truly helps end users understand “what’s infor it for them.”

Reaching thisthis goal begins with a strategic management which plays an an essential them.”

Reaching goal begins with a strategic change management plan, which plays essential Implementation success also dictates how change cause delays inplan, the forward movement of the role inthese the implementation. role in the implementation. new ideas and technologies are utilized project, they can also impact the day-to-day moving forward. Therefore, a strategic activities within the workplace and even buyLet’s take a look at the change management plan as it relates to to implementation.

Assuming buy-in is in Let’s take a look at the change management plan as it relates implementation.

Assuming buy-in is in approach is necessary to preserve the in of the project itself by the end users.

All of place and you’re ready to to start planning, think of of thethe many to to consider when offoff your place and you’re ready planning, think many stages consider when kicking your objective and design tostart achieve success. thisstages can place your shiny newkicking technology on a project.

While it may appear that change management is a step that occurs at the end of a project or project.

While it may appear that change management is a step that occurs at the end of a project or This strategic approach holds especially collision course with disaster. implementation, the reality is it should be an integral part of the project from beginning to end.

Change implementation, the reality isfor it should theisproject from beginning to end.

Change true for implementations humanbe an integral part So,of how this avoided?

By effective change management, in simple terms, is the process in which the change is communicated and implemented management, in simple terms, is the process in which the change is communicated and implemented capital management (HCM) solutions. It’s management, and, in determining the most within an an organization.

ButBut change, if not managed properly, can bebe disruptive to to workplace within organization. change, if not managed properly, disruptive workplace unmistakable that the business performance effectivecan caretaker for change management, productivity, as well as to the project. productivity, as well as to the project. benefits of a solid HCM system are vast. In consider the role of Human Resources. short, they create efficiencies and provide While HR serves many capacities within an These workplace disruptions cannot only cause delays in the forward movement of of thethe project, they cancan These workplace disruptions cannot only cause delays in the forward movement project, they automation for the effective management of organization, when it comes right down to it, also impact the day-to-day activities within the workplace and even buy-in of the project itself by the also impact the day-to-day activities within the workplace and even buy-in of the project itself by the a business’s workforce and the associated they are an agent of the people. So it stands end users.

AllAll of of thisthis cancan place your shiny new technology onon a collision course with disaster. end users. place your shiny new technology a collision course with disaster. critical data. For these systems to be properly to reason that they are an agent of change sustained and fullyBy itchange is important as well.

As a trusted advisor, HR not only So,So, how is this avoided? effective management, and, in determining thethe most effective how is this avoided?embraced, By effective change management, and, in determining most effective thatfor they are communicated and stagedthe inthe arole communicates change, they improve caretaker change management, consider of of Human Resources.

While HRcan serves many caretaker for change management, consider role Human Resources.

While HR serves many way that demonstrates their value and ease of employee buy-in for organizational change. capacities within an organization, when it comes right down to it, they are an agent of the people.

So So it it capacities within an organization, when it comes right down to it, they are an agent of the people. use. Communication that truly helps the end Their role is to ensure that employees are users to understand “what’s in it for them.” motivated to undertake and accept change.

Reaching this goal begins with a strategic They understand that while some people change management plan, which plays an embrace change, others fear it. Change can essential role in the implementation. alter the enthusiasm with which employees Let’s take a look at the change management perform their jobs, and they may wonder how plan as it relates to implementation. it will impact their day and their “work life.”

Assuming buy-in is in place and you’re ready Human Resources provides the platform for

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April-June 2018 • Workforce Solutions Review • www.ihrim.org

employees to give their voice or ask questions related to their concerns. Human Resources is built to address employee concerns and is, for this reason, an excellent channel to address how change is communicated and managed.

“Our world is constantly changing and as human resources leaders, we have a responsibility to ensure that our organizations change with it. Change, however, is a fine art. It’s not so much about changing fast, but changing in an intelligent, sustainable, and unwavering way,” offers Jessica Beltran, vice president of Human Resources of Endeavor Schools. She adds, “We must understand the strategic value of change to be able to convey it properly.

It then becomes a matter of managing the intricacies of the process and, most importantly, the complex human emotions that come with it. It’s art at its best!”

Change is a transformation, an evolution of sorts. Leaders of change must inspire fluidity, which calls on communicating the need for change. As human resources professionals navigate these waters, it is their responsibility to not only manage change, but also manage the transition. To get the most out of your implementation, here are some practical change management tips to consider: 1. Lead with Culture – Your culture is the temperature at which your company performs internally. It is the lifeblood of your organization. It is ever-present and begins with the first impression made to a new employee. And, as the heartbeat of the company, Human Resources is best situated as the “officers” of corporate culture, with a front-row-center seat in promoting and influencing a healthy company atmosphere. An important part of managing change is to be in tune not just with gauging support, but gauging resistance. Tapping into the energy of your culture will go a long way toward gaining the attention of people who can influence and boost the initiative’s outcome.

2. Find Catalysts for Change – Human Resources can help to identify champions

of change who can be involved in the process real-time. These are the people who can help communicate the positive messaging that project sponsors and corporate leadership want to be carried through the company to promote an overall acceptance of the change.

Employees want to be involved, and this is an excellent way to show them you care about their ideas and their vision.

3. Communicate with Meaning – Change can be scary, yet it can be exciting as well.

If we go back to the good old “five W’s” (who, what, when, where, why?), one of the most overlooked “W” is why. You explain who is involved, what the solution is, when the solution is expected to go live, where it will impact and sit within the organization, but have you addressed – really addressed – why? The answer to why the solution is being implemented has already been defined, and it was a huge component of the business case, yet it rarely makes its way to the people most impacted by the change. Think about your personal methods of buying into an idea. If you understand why something is happening, you are better equipped to accept the idea. It is no different with your workforce. Understanding the “why” will also help your workforce to recognize “what’s in it for them,” as mentioned earlier.

4. Inform Early and Often – Dropping a bomb never goes well, and a one-anddone approach can promote confusion.

Keeping people informed is best served in layers as it gives them time to absorb the information being delivered. And, there is nothing wrong with adding a town-hall type of meeting to address questions realtime. Town halls are great for comradery and keeping everyone informed. They allow for questions to be asked and answered real-time. Look at these ideas as multiple opportunities to “paint the picture” of the new future state.

“Our world is constantly changing and as human resources leaders, we have a responsibility to ensure that our organizations change with it.”

–Jessica Beltran

5. Set Process Goals – Identify what you are trying to accomplish with the new HCM system. Is there a focus on www.ihrim.org • Workforce Solutions Review • April-June 2018

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improving benefit management? Employee relations? Data integrity? All of the above?

Human Resources keeps the wheels on that bus. They know where deficits lie in the organization and the impact those deficits create. As experts in this arena, Human Resources is the perfect contributor to outline areas of process improvement.

6. Include Ample Training – Training is one of the single most overlooked components of change management. With so much emphasis being placed on the implementation itself, how to properly and effectively maneuver through the system is just as important. To ensure that the system performs as designed, think about the two types of training that are needed.

Simply focusing on system training can leave a knowledge gap. Layering in training on process and policy will drive the right behaviors and underscore accuracy from the onset. To ensure ongoing performance success, consider recurring training as well. Complicated training manuals cannot replace the learning process benefits gained by real-time interaction. As a support mechanism, it is also a best practice to support your training efforts with a toolkit that includes job aids. These easy-to-use tools

are especially important for employee selfservice components that require each employee to access and manage information in a new system. Much like football teams attend spring training, it’s important to ensure that the people running the system and processes receive proper and ongoing training to succeed. Consider Human Resources as your “coach” in this area.

In closing, as you consider your project team, make sure to give Human Resources a prominent seat at the table. They need to be considered as much more than simply a supporting function and instead must be recognized as a strategic ingredient in an organization’s change management strategy. Human Resources is equipped with the background and knowledge to effectively and efficiently manage changes large and small. They are change leaders, planners, educators, advisors, and participants. The benefits of this approach are everlasting, with the final reward of positively impacting and improving a culture of employees who will gladly participate in change initiatives moving forward.

About the Authors

Karen Halladay Making lives better and caring about people. That’s what lured Karen Halladay, founder/CEO of H2R-Solutions, into the human resources industry more than 20 years ago. She oversees the company’s operations, best practices and strategic plan. She brings profound experience to the firm including HR information systems expertise and implementation, payroll management, compliance, recruiting, employee relations, benefits, negotiations, organizational development, budget management, strategic planning, change management, and diversity management. She exemplifies H2R-Solution’s commitment to helping its clients achieve high performance. She has led numerous HR departments, building several from scratch, including staff and policy development, benefits enhancement, compensation analysis and strategy, and HRIS selection and implementation. She has been key to multiple mergers and acquisitions, managing all aspects of the HR due diligence process. She can be reached at karen.halladay@h2r-solutions.com.

Sabrina Clay Creating solutions is what drives Sabrina Clay, president of H2R Solutions. She joined the company to do just that. A proven leader, she has deep expertise in developing strong client relationships, a passion for solution development, and a disciplined focus on operations and execution. She establishes the company’s long-range goals, plans, and strategies to support company growth and shape the future of the business. She works closely with H2R-Solutions’ clients to solve problems and develop processes that improve their overall strategic direction. She brings a wealth of knowledge and has more than 26 years of experience in employee relations, negotiations, process improvement, policy development, payroll management, and independent contractor compliance, providing clients with unique solutions that reduce cost and mitigate risk. She can be reached at sabrina.clay@h2r-solutions.com.

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April-June 2018 • Workforce Solutions Review • www.ihrim.org

(Feature #2 – From our Advisors - WSR Apr-June 2018)

feature

John Sumser, HR Examiner John Sumser, HR Examiner

Living with Digital Employees Living with Digital Employees Ready or not, various forms of artificial intelligence (AI, mostly machine learning variants) are coming your way. In our research, theartificial number of companies offeringbetter somethan sort of AI for HR is growing at a rate of 500% year over year.

Ready or not, various forms of measurably people.”

Another In May, 2017, there were 40.

We forecast 200 by the end of May 2018. intelligence (AI, mostly machine learning version goes, “We let humans learn their jobs,

variants) are coming your way. In our why shouldn’t we do the same for machines?”

The growth rate is not surprising.

At theeach simplest, is defender the next level of abstraction in software. All providers will research, the number of companies offering In case, AI the of machine-led be delivering some sort of predictive/learning/recommendation service as a part of their offerings within four or some sort of AI for HR is growing at a rate decision-making is making the assumption five years. of 500% year over year. In May, 2017, there that humans and machines make the same were 40. We forecast 200 by the end of May types of errors. They’re saying that any old The large providers of cloud processing/storage services (Amazon, Oracle, Google, etc.) are in an arms race to 2018.

80% is the same as any other old 80%. In deliver usable AI tools at no charge to their clients. Their motivation is simple. Artificial intelligence uses massive The growth rate is not surprising. At the the case of machines, it’s 80% likely that quantities of processing and storage. Growing the capabilities of their clients is good for business. simplest, AI is the next level of abstraction in machines can repeat prior performance. In software. All providers will be delivering some the case of humans, it’s a question of whether Meanwhile, there is a shortage of technologists who actually understand the implications and ramifications. A sort of predictive/learning/recommendation they can make right decision the if that number is off by 100%, search of LinkedIn for data scientists shows slightlythe more than 22,000 80% Ph.Ds.ofEven service as a part ofthere theirare offerings within four time. nowhere near enough competent practitioners. or five years.

If this were a Pareto analysis1, we’d be The large providers cloud processing/ wondering the 80% is the 80% of But, of that doesn’t stop the marketing machineswhether from deploying high-intensity hype campaigns. Since this is HR and storage services (Amazon, Google, most important results or thehave 80%to that all sales inOracle, our industry boil down the to cost savings schemes, the claims do with efficiency rather than etc.) are in an arms race to deliver is themeans most trivial. we done reallyquickly know while at thiseffectiveness means getting the effectiveness.

As ausable reminder, efficiency gettingAll things AI tools at no charge their done. clients. Their point is that machines can repeat history with righttothings motivation is simple. Artificial intelligence 80% accuracy. The measure itself is a thing of uses massive quantities of processing and nonsense rivaling Alice in Wonderland’s The argument that you are most likely to hear is, “Machines have a higher ratemost of accuracy than their human storage. Growing the capabilitiesSometimes, of their it’s framed tortured logic. counterparts.” as, “Machines perform measurably better than people.” Another version clients is good for goes, business. know what you’re thinking about,” “We let humans learn their jobs,“I why shouldn’t we do the same for machines?”

Meanwhile, there is a shortage of said Tweedledum, “but it isn’t so, no how.” technologists whoInactually understand the of machine-led each case, the defender decision-making is making the assumption that humans and machines “Contrariwise,” continued Tweedledee, make the sameAtypes of errors.

They’re saying that any old 80% is the same asso, any other old 80%. In the case of implications and ramifications. search of “If it was so, it might be; and if it were 80%slightly likely that machines can repeat prior performance. In the case of humans, it’s a question of LinkedIn for data machines, scientists it’s shows it would be; but as it isn’t, it ain’t. That’s they can make the right decision 80% of the time. more than 22,000whether Ph.Ds. Even if that number logic.” is off by 100%, there are nowhere near was thinking,” Alice this were a Pareto analysis1, we’d be“Iwondering whether the said 80% politely, is the 80% of the most important results or the enough competentIf practitioners. “which is the best way out of this wood; 80% that is the most trivial.

All we really know at this point is that machines can repeat history with 80% accuracy.

But, that doesn’t stop the marketing it’s getting so dark.

Would you tell me, The measure itself is a thing of nonsense rivaling Alice in Wonderland’s most tortured logic. machines from deploying high-intensity hype please?” campaigns. Since this is HR and all sales “I know what you're thinking about,” said “but it isn't so, no how.” in our industry boil down to cost savings - Through theTweedledum, Looking Glass schemes, the claims have to do with efficiency rather than effectiveness. As a reminder, efficiency means getting things done quickly while effectiveness means getting the right things done.

The argument that you are most likely to hear is, “Machines have a higher rate of accuracy than their human counterparts.”

Sometimes, it’s framed as, “Machines perform

This is not to say that all AI offerings (or even most) are flagrant examples of hypeinfested vaporware. They are not. We are seeing tremendous strides being made by the majority of providers. The companies offering intelligent software almost all look like laboratories or innovation centers.

The workers diligently spend their time www.ihrim.org • Workforce Solutions Review • April-June 2018

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Harnessing these powerful new technologies requires a different kind of thinking. This is not more of the same old software.

8

attempting to build models that their offerings can use to make our lives easier.

But, this is new territory. Harnessing these powerful new technologies requires a different kind of thinking. This is not more of the same old software. The products and services offered under the rubric of AI make decisions and recommendations that used to be the province of human beings. We don’t really know if they are any good at it. We don’t really understand the consequences of using the tools.

We are lurching into the future.

In a well-reasoned paper, Will Robots Steal Our Jobs,2 PwC lumps AI with other forms of business automation. They forecast the eradication of about 30% of jobs by the mid-2030s. The change happens in waves as we learn to more fully embrace the emerging tech. The report alludes to job growth caused by various forms of automation, but doesn’t spend much time imagining that growth.

In what seems like an afterthought, the PwC paper mentions “learning mishaps.” A learning mishap occurs when the machine doesn’t have all of the information but gives a recommendation or makes a decision nonetheless.

As we develop skills at using machine inputs in our decision-making, we will encounter learning mishaps.

The way that most organizational life works is a cycle. The organization strives for routine process. Once they are in place, things run smoothly until the chaos happens. The chaos is any of a thousand events from a merger or reorganization to an economic downturn to a new product launch. Each chaotic event interrupts the routine. The organization works hard to re-establish a new routine that includes whatever was learned in the chaos.

That’s the cycle of organizational life.

Routine precedes chaos which precedes routine. As an organization, it is the conversion of chaos into routine that propels us forward (or, maybe it’s the other way around, or maybe it’s both).

In each transition between routine, chaos and back again, machines must be retrained.

While they are being retrained, the quality of their decisions declines. This decision variability is impossible for the machine to understand. The humans who supervise the machine must be the ones to understand and evaluate the quality of the machine’s work.

April-June 2018 • Workforce Solutions Review • www.ihrim.org

Since the machine can’t understand its own limitations (they are much like young humans in this regard), their supervisors and managers must do it for them. In our research, we call this the “latency problem.”

The difference between what the machine understands and reality is a high-risk source of discontinuities and “learning mishaps.”

The machine’s ability to perform predictably is the result of a combination of factors: • Quality of the underlying model – For the most part, data models are judged to be acceptable if they can predict a percentage of last year’s results. That does not mean that they have a clear picture of reality (and that’s where some of the risk lies).

• Training effectiveness – The difference between 80% and something better comes from allowing the system to learn based on real-time data. This is a pure volume game. The more instances in the training set, the better the model will perform.

• Latency – The machine sees the world through the narrow lens of things that can be measured. When circumstances change, it must retrain. Latency is the difference between the real world and the machine’s picture. At its worst, latency means things are garbled. At best, it’s like the difference between a color photo and a black and white version.

• Task complexity – Simpler tasks involving a repeatable decision tree and yes or no answers work best. Complicated real-time judgments in rapidly changing circumstances are much more difficult.

• Data quality – Self-reported data manually entered by humans is the worst. Data that comes directly from measurements that a machine makes is the best. There is every reason to believe that personality assessments will improve in quality because they are increasingly relying on machine-generated data.

• Feedback loop – When the machine errs or cannot perform (resulting in a blank screen or a call to a human for assistance), there must be a way to simultaneously answer the question and pass the feedback about the defect to the right place.

• Self-diagnostics – This is the trickiest.

The machine should be able to tell you when it suspects that its answer is incorrect.

With each new installation of an intelligent function, you need a “manager” who: • Understands the whole organization well enough to troubleshoot multiple issues simultaneously, • Understands the data sources well enough to evaluate their quality, and • Understands how to “fix” the errant AI. Implementing an AI project will involve training and retraining the tool itself,

the users, the managers of the users, the managers of the tool in usage and development, and the overall management team. It’s a complex undertaking and the foundation of an argument that you can’t implement AI without an overarching transformation process.

The emerging generation of software does not behave like its predecessors. Where the measure of adoption used to be how much time one spent working in the software, these new tools directly impact job performance.

The job will no longer involve working in the software. Instead, we are headed back to doing our jobs.

Endnotes 1

https://en.wikipedia.org/wiki/Pareto_analysis

2

https://www.pwc.co.uk/economic-services/ukeo/pwcukeo-section-4-automation-march-2017-v2.pdf

About the Author

John Sumser is the principal analyst and editor-in-chief of the HRExaminer. He is an independent analyst covering the entirety of the HR technology ecosystem from Payroll and Benefits to Recruiting. He has a particular focus on ethics and practices in predictive analytics. Sumser routinely advises Human Resources, Recruiting Departments, and Talent Management Vendor teams with product analysis, market segmentation, positioning, strategy, and branding guidance.

He’s been published and quoted in every imaginable outlet from The New York Times to HR industry trade magazines.

He is currently experimenting with the use of Facebook as a forum for industry dialog. Follow him there. You can also reach him at john@hrexaminer.com.

NEW BOOK RELEASE! Using Technology to gain CLOUT, avoid career decline and empower your HR Organization This book’s sole purpose is to help HR and HR Technology professionals increase their own sphere of influence, their personal and professional CLOUT; and by doing so, increase the likelihood of new and strategic initiatives being implemented within the corporation to the benefit of all concerned.

QUANTITIES ARE LIMITED! Visit IHRIMPUBLICATIONS.COM for more information and to order. www.ihrim.org • Workforce Solutions Review • April-June 2018

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(Feature #3 – WSR Apr-June 2018)

(Feature #3 – WSR Apr-June 2018)

feature

Bob Greene, Ascentis Bob Greene, Ascentis

HRMS Project Management Review: HRMS Project Management Review: “How Do You Eat an Elephant?”

HRMS Project Management Review: “How Do You Eat an Elephant?”

It’s an oldEat joke that six-year-old might learn at school: “How do you eat an elephant? One bite at a “How Do time!”

You anyourElephant?”

No matter how corny the punchline might be, it may be keeping a fair number of HR Bob Greene, Ascentis

It’s an old joke that your six-year-old might learn at school: “How do you eat an elephant? One bite at a time!” No matter how corny the punchline might be, it may be keeping a fair number of HR professionals up at night in 2018.

professionals up at night in 2018.

in successful implementations, see the excellent article in this issue by Sabrina Clay and Karen Halladay).

Project management failures most typically result in modules that never go live, or, when they do go live, fail to address the process deficiencies they were meant to resolve. Change management failures are typified by modules that, while they may run perfectly according to plan, face ongoing poor utilization due to slow user adoption. Let’s talk more about project management and the state of that art in 2018.

The scenario is common: you’ve gone through a massive and painstaking human capital management (HCM) systems evaluation project. In addition mightthat include any number of other modules, It’s toanHRMS, old itjoke your six-year-old might like Payroll, Recruiting, Time Management, and Talent Management. In selecting your winning vendor, utilization slow user adoption. Let’s talk more about project management and the learnspend at school: “How do due youinto eat an elephant? perhaps you’ve just committed to an annual well in excess of US$100,000 Software-as-aService or software maintenance fees, and vendor or third-party consultant implementation fees at art in 2018.

One bite at a time!”

No matter how corny the Every software implementation project is three to five times that first-year investment. And, what may be keeping you up at night are the two most common reasons for the failures punchline of these types of implementations: failures project a fair might be, it may be inkeeping governed by a virtual triangle that informs, The Fundamental Management “Triangle” management, and failures in change management. (For some excellent pointers on theProject role that great number of HR professionals up at night in change management plays in successful implementations, see the excellent article in this issue by and, ultimately, determines the interSabrina Clay and Karen Halladay.)

Every software implementation project is governed by a virtual triangle that informs, and 2018.

The Fundamental Project Management “Triangle”

relationship of the project’s three most crucial

determines the of the project’s three most crucial elements: Time, Project management failures most typicallyThe resultscenario in modules thatcommon: never go live, or,inter-relationship when gone they do go is you’ve elements: Time, Resources, and Scope. live, fail to address the process they were meant to resolve.

Change management failures The deficiencies scenario is common: you’ve gone through a massive and painstaking human capital management Scope. through a massive and painstaking are typified by modules that, while they may run perfectly according to plan, face ongoing human poor

Res

(HCM) systems project.

Insystems additionevaluto HRMS, it might include any number of other modules, capital evaluation management (HCM) like Payroll, Recruiting, Management, Talent Management. In selecting your winning vendor, ation project. InTime addition to HRMS,and it might perhaps include you’ve just committed to an annual spend well in excess of US$100,000 in Software-as-aany number of other modules, like Service or software maintenance fees, and vendor or third-party consultant implementation fees at Payroll, Recruiting, Time Management, three to five times that first-year investment. And, what may be keeping you up at night are the two and Talent Management. In selecting your most common reasons for the failures of these types of implementations: failures in project winning vendor, perhaps you’ve just commanagement, and failures in change management. (For some excellent pointers on the role that great mitted to an annual spend well in excess of change management plays in successful implementations, see the excellent article in this issue by US$100,000 in Software-as-a-Service or Sabrina Clay and Karen Halladay.) software maintenance fees, and vendor or

Once a project’s parameters are set,

Project management failures typically result inare modules that never go factors live, or,bumps when they do go this unyie Once amost project’s parameters set, changing those up against third-party consultant implementation fees at changing those factors bumps up against this live, fail to address the process deficiencies they were meant to resolve.

Change management failures relationship.

Does management want us to bring the project in earlier than previously se three to five times that first-year investment. unyielding relationship. Does management are typified by modules that, while they may run perfectly according to plan, face ongoing poor must be reduced or resources must be added. If neither happens, the quality of th And, what mayscope be keeping you up at night are want us to bring the project in earlier than likely to suffer.

Does management want us to use fewer resources (for example, internal the two most common reasons for the failures previously set? Either the scope must be dollar expenditure for external assistance)?

Either the scope must be narrowed or the tim of these types of implementations: failures in reduced or resources must be added. If extended. neitherin happens, of the outcome is likely to suffer. And, if manag project management, andIffailures change the quality neither happens, the quality of the outcome expand scope, e.g., to bring more modules in Phase 1 than previously planned, then management. (For some excellent pointers on is likely tolive suffer. Does management want additional resources must be added, or the timeline must be extended. Once again, if ne the role that great change management plays us to use fewer resources (for example, the quality of the outcome will likely suffer.

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April-June 2018 • Workforce Solutions Review • www.ihrim.org Identifying

the Critical Path

internal staff or hard dollar expenditure for external assistance)? Either the scope must be narrowed or the timeline must be extended.

If neither happens, the quality of the outcome is likely to suffer. And, if management wants to expand scope, e.g., to bring more modules live in Phase 1 than previously planned, then either additional resources must be added, or the timeline must be extended. Once again, if neither happens, the quality of the outcome will likely suffer.

Identifying the Critical Path There’s another long-standing (if not ancient) quip that spotlights the importance of the “critical path” in HRMS implementation projects: “If it takes one woman nine months to have a baby, can nine women have that baby in one month?”

Obviously, a silly line, but it illuminates the fact that some “projects” rely on a sequence of tasks that build upon each other (with apologies to the biologists who read this and abhor the simplification here!) and cannot be brought to parallel scheduling no matter how much we’d like to do so.

Despite the fact that you are looking to deliver a bouncing, healthy new HCM environment for your company, and not a child, the principal remains: throughout your planned project, certain tasks cannot reliably begin until key predecessor tasks or decisionmaking are complete. The classic example in most HRMS/Payroll projects is organizational “roll-up” and reporting levels: these decisions are usually so fundamental to everything from labor distribution to general ledger; or financial interfaces to standard reporting and workflow approval routings that: 1. They are virtually always scheduled very early in the project; 2. They require a high level of collaboration from various stakeholders to ensure full representation in the decision-making; and, 3. Most other tasks may not be able to proceed until this one is complete.

In almost every implementation project, some critical path tasks remain hidden from view. For this reason (and others) most project managers consider the use of formal

project management software an absolute must to manage their projects. So, when selecting a project management (PM) software product, in addition to looking for all the latest “bells and whistles,” like dynamic Gantt charting, mobile accessibility, and integrations with the latest collaboration tools like Dropbox or Google Drive, project managers should not neglect to check on the classic functions that PM software products have been offering forever – key among them is the identification of a project’s critical path and warning systems in case of divergence from that path or when key critical path tasks are in trouble.

Project Organization: The PMO Concept There are many ways to organize an HRMS – or any software – implementation project. Twenty years ago, these projects were typified by a team that might be assigned to a single large conference room, daily meetings, bookcases lined with new system documentation in loose-leaf binders, and the requisite fax machine for sending and receiving documents and project management reports in a hurry.

Things have changed quite a bit. Today, the project team might have members from across the country, if not from around the world. Meetings are virtual and printed system documentation has largely gone the way of the dodo bird.

Something else has changed fundamentally as well. And, it wouldn’t necessarily be seen by looking around that project conference room. It might be in the “pedigree” of the project leader. Twenty years ago, the project leader for such a large HRMS implementation project would likely be an influential member of HR management, in part because of their innate understanding of the requirements they are addressing with the new system, and in part because of their “built-in” authority with the project team members as their manager or director. Those attributes are important, but that project leader might have been missing an even more important attribute: experience with large scale project management.

Today, we have professional project www.ihrim.org • Workforce Solutions Review • April-June 2018

11

managers. They are typified by a history of enterprise project implementation experience and success; and perhaps by their designation of project management professional (PMP).

When organizations today rotate dedicated project managers into their software implementation projects, and supplement them with subject matter experts from other departments on a “just-in-time” basis as they’re needed to complete key project About the Author tasks, this is known as a project management Bob Greene currently serves as channels manager and account office (PMO) approach. The key benefits of a executive at Ascentis. His 40 years PMO approach are that not everyone needs in the human capital management to be assigned to the project, linearly, from industry have been spent as a beginning to end, and the dedicated project practitioner, a consultant, and in vendor/partner roles. As a pracleader manages the project without necessarily titioner, he managed payroll for a needing to know “everything about everything” 5,000 person bank in New Jersey. when it comes to the requirements and final As a consultant, he spent eight years advising customers in HRMS, software product configuration. It is a more and payroll and benefits system efficient use of project personnel, particularly design, as well as acquisition strategies. He also built a strategic in organizations coordinating many such HCM advisory practice for Xcelicor projects a year. (now Deloitte Consulting.) As venIs the PMO approach right for your orgador/partner, he has had prominent nization?

It’s an important question worth roles in sales support, marketing, answering before finalizing a new project’s and product management. He recently completed six years as team structure. And, here’s another important contributing editor for IHRIM’s Workforce Solutions Review journal question: Is the implementation support team provided by your new HRMS vendor orgaand holds a B.A. in English from Rutgers University. nized using PMO principles as well? This may He can be reached at become important to you if you determine bob.greene@ascentis.com. that your chosen vendor’s implementation resources handle a high number of projects concurrently, since proper administration of PMO organization allows busy or overburdened project teams to stretch their resources, because those resources are brought into individual projects on a “shared service” basis.

But remember, proper PMO administration requires that resources “arrive” to the project on schedule. If, for example, the critical path indicates that Payroll/General Ledger integration must begin this coming Monday to meet our upcoming first payroll live date, but the integration specialist from the vendor, or perhaps a third-party implementation consulting firm, is not available for two more weeks due to a delay in another project’s schedule, this is where the PMO approach can potentially flip from being an asset to the project to being a liability.

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April-June 2018 • Workforce Solutions Review • www.ihrim.org

The Role of Technology Considering that what HRMS implementation projects are intended to do is to modernize and upgrade technology, some of these projects rely on surprisingly outdated technology for project mechanics. Consider the following: • If the HRMS being implemented includes employee portal communications (intended to replace a more generic corporate intranet capability like SharePoint), can that portal be repurposed during the implementation, i.e., prior to go-live, to house key project documentation, facilitate communications, and provide one-click access to project management software?

• If the HRMS being implemented includes a learning management module, can that learning management system be repurposed during the implementation to deliver training to the project team, and then to administrators and manager self-service users? This can be particularly valuable for a decentralized and geographically diverse workforce.

• To what extent has the HRMS vendor, and/or the third-party implementation consulting firm, if used, incorporated the latest technology into their project management infrastructure? This should, at a minimum, include access to the project management tracking software (for project team members to update their assigned tasks), but also such additional current technologies as embedded instant messaging, mobile apps, etc.

Summary The way we manage HRMS implementation projects in 2018 is certainly different than the way we did 20, or even 10 years ago. While some governing principles haven’t – and likely will not – change (the fundamental project management triangle, the importance of the critical path), other key concepts have evolved to reveal new best practices (the PMO approach, use of the latest “technology to implement technology,” etc.) that smart project managers should seek to leverage.

(Feature (Feature#4 #4––WSR WSRApril-June April-June2018) 2018)

feature

Antony Ebelle-Ebanda and Greg Newman, Trustsphere

Antony AntonyEbelle-Ebanda Ebelle-Ebanda and andFuture Greg GregNewman, Newman, Trustsphere Organizational Network Analytics and the ofTrustsphere Work

Introduction

2) ONA can provide an “MRI” into the inner workings of an organization — a powerful means of making invisible patterns of information flow and collaboration visible in strategically important groups.

Organizational Organizational Network Network Analytics Analytics and and the the Future Future of of Work Work

In today’s hyper-collaborative organizations, an often overlooked but significant source of insight Introduction are the myriad of relaIntroduction tionship networks that employees foster to acquire knowledge, share information, in3) ONA provides insights into howbut comIn Intoday’s today’s hyper-collaborative hyper-collaborative organizations, organizations, an anoften often overlooked overlooked butsignificant significantsource sourceof ofinsight insightare are novate and createthe value at work.

Also called munication, decisions, and information themyriad myriadof ofrelationship relationshipnetworks networksthat thatemployees employeesfoster fosterto toacquire acquireknowledge, knowledge,share shareinformation, information, an organization’s social capital, these colflows networks to social provide a innovate innovateand andcreate createvalue valueat atwork. work.

Also Alsoacross called calledthese an anorganization’s organization’s socialcapital, capital, these thesecollaborative collaborative laborative networks are central to how work lens gets to individual and group/team networks networksare arecentral centralto tohow howwork worknew actually actually gets done, done,businesses businesses grow growand andpeople peoplesucceed. succeed.This Thismeans means actually gets done, businesses grow, and that thatby byapplying applyingaanetwork networkdimension dimensionto todifferent differentgroups groupsof ofemployees employeeswithin withinan anorganization, organization,HR HRcan can people succeed. This means that by applying contribute contributeto tocorporate corporateproductivity, productivity,talent talentpractices practicesand andorganizational organizationaleffectiveness effectivenessin inmore more relevant relevant a network dimension to different groups of ways. ways. employees within an organization, HR can contribute to corporate productivity, talent practices and organizational effectiveness in What WhatisisONA? ONA? more relevant ways.

Organizational Organizational Network Network Analysis Analysis (ONA) (ONA) offers offers aa scientific, scientific, data-driven data-driven approach approach for for HR HR to to analyze analyze and and

Figure 1. The Organization Through An What is ONA? understand understand value-creating value-creating networks networks that that are are important important for for individual individual and and organizational organizational performance. performance.

Information Flow (Or Collaboration) Lense.

OrganizationalThese Network Analysis (ONA) These networks networks that that generally generallylie lieoutside outsidethe theformal formalbusiness businesshierarchy hierarchyare areoften oftenunknown. unknown. offers a scientific, data-driven approach ONA usesaasubset subset of ofmethods methodsdeveloped developedfor forSocial SocialNetwork NetworkAnalysis, Analysis,aamethodology methodologyfor for collecting collecting for HR to analyzeONA and uses understand valueinformation information about about connections connections among among entities entities (usually (usually people), people), developing developing visual visual representations representations of ofthe the creating networks that are important for relationships relationships between between those those connections connections and and applying applying mathematical mathematical analyses analyses to to understand understand network network IGURE 1.

T HE O RGANIZATION T HROUGH A N I NFORMATION F LOW (O R C OLLABORATION ) L ENSE .

F individual and organizational performance. patterns patterns and andderive derive insights. insights.

These networks that generally lie outside behavior.

For organizations, and for particularly large organizations, one of the biggest issues for HR is the formal business hierarchy are often understanding how the organization actually works. By enabling measurement of both individual For organizations, and for particularly and group behavior, ONA is becoming increasingly important in the field of People Analytics, 1) 1)ONA ONAmethods methodsare aretypically typically used usedto to look look at atpeople people within within organizations organizations and andthe therelationships relationshipsamong among especially around the concept of understanding Leadership Development, Diversity and Inclusion, unknown. large organizations, one of the biggest issues business innovation and agility, as well as employee engagement and wellness, to name but a few. them them that that are are vital vital for for knowledge knowledge sharing, sharing, collaboration, collaboration, customer customer engagement, engagement, and and innovation. innovation.

ONA uses a subset of methods developed for HR is understanding how the organizaAs a pioneer in passive ONA, TrustSphere generates meaningful insights into network behavior by for Social Network Analysis, a methodology observing digital across corporate communication in real-time. Why is this tioninteractions actually works.

By enablingsystems, measureimportant? Traditionally, business and HR make employee-related decisions based on experience, for collecting information about connections intuition and perception.

Historically, HR data has of been incomplete and outdated,— and 2) 2)ONA ONAcan canprovide providean an“MRI” “MRI” into into the the inner workings workings of an an organization organization —ahence apowerful powerfulmeans meansof ofmaking making ment ofinner both individual and group behavior, decisions were also reliant on an incomplete view of the situation and subject to unconscious biases. among entities (usually people), developing invisible invisiblepatterns patternsof ofinformation information flow and collaboration collaboration visible visible in instrategically strategically importantgroups. groups. isand becoming increasingly important Using ONA,ONA HRflow decisions can now be supported by quantifiable insights based on objective,important current visual representations of the relationshipsdata, automatically removing subjective biases. in the field of People Analytics, especially between those connections and applying 3) 3)ONA ONAinsights insights into intohow howcommunication, communication, decisionsof and and information informationflows flowsacross acrossthese thesenetworks networks around the decisions concepts understanding leadmathematical analyses to understand provide provideaanew newlens lensto toindividual individual and andgroup/team group/team behavior. behavior. ership development, diversity and inclusion, network patterns and derive insights. business innovation and agility, as well as employee engagement and wellness, to name 1) ONA methods are typically used to look but a few. at people within organizations and the As a pioneer in passive ONA, TrustSphere relationships among them that are vital generates meaningful insights into network for knowledge sharing, collaboration, behavior by observing digital interactions customer engagement, and innovation. across corporate communication systems, in www.ihrim.org • Workforce Solutions Review • April-June 2018

13

real-time. Why is this important? Traditionally, business and HR make employee-related decisions based on experience, intuition, and perception. Historically, HR data has been incomplete and outdated, and hence decisions were also reliant on an incomplete view of the situation and subject to unconscious biases. Using ONA, HR decisions can now be supported by quantifiable insights based on objective, current data, automatically removing subjective biases.

going on.

4. Learning Network: With whom employees work to improve existing processes or methods.

5. Expertise Network: To whom employees turn for expertise or advice on work-related problems.

6. The Strategic Network: To whom employees go for advice about the future.

ancapital individual level.

Socialdemographics, capital is made up Traditionally HR data has focused on human aspects such as employee qualifications, experience, skills and was always measured at just an individual level. Social capital is of the informal relationships that employees made up of the informal relationships that employees develop within their team, across the develop within team, In across orgaorganization and with external parties, during the course of theirtheir work activities. fact, it isthe through these relationships and networks that much of their work actually gets done.

In today’s networked team nization and with external parties, during organizations, social capital matters more than ever before. In addition to being measured at an the course of their work activities. In fact, it individual level, it can also be measured for teams and departments.

The resources of social capital are available in and through personal and business networks. The effectiveness of social capital is determined by the size, quality, and diversity of these personal and business networks as depicted above in the six identified components. But beyond that, social capital also depends on who you don’t know, if you are indirectly connected to them via your networks. Evidence has shown that in a business context, social capital significantly boosts productivity, effectiveness, and performance. Individuals who build and use social capital get better jobs, better pay, faster promotions, and are more influential and effective, compared with peers who are unable or unwilling to unlock the power of social capital. This is also true of organizations. The case studies below are examples of how social capital adds value.

that much of theiraswork actually gets done.

1. Work Network: With whom employees exchange information part of their daily work routines.

1. How is it applied?

How Passive ONA Measures Social Capital Traditionally HR data has focused on human capital aspects such as employee How Passive ONA Measures Social Capital demographics, qualifications, experience,

FIGURE 2. THE WINNING COMBINATION.

Figure 2. The Winning Combination.

and skills and was always measured at just

through these relationships and networks Social capital in an organization manifestsisitself in six different types of relationship networks:

In today’s networked team organizations, social 2. Innovation Network: With whom employees collaborate or kick around new ideas. capital matters more than ever before. In 3. Social Network: With whom employees “check-in,” inside and outside the office, to find out what is addition to being measured at an individual going on. level,work it can alsoexisting be measured teams and 4. Learning Network: With whom employees to improve processes or for methods. departments.

5. Expertise Network: To whom employees turn for expertise or advice on work related problems.

Social capital in an manifests 6. The Strategic Network: To whom employees go for advice about the organization future. itself in six different types of relationship The resources of social capital are available in and through personal and business networks. The effectiveness of social capital is determined by the size, quality, and diversity of these personal and networks: business networks as depicted above in the six identified components. But beyond that, social capital 1. Work Network: With whom employees also depends on who you don’t know, if you are indirectly connected to them via your networks. exchange information as part of their Evidence has shown that in a business context, social capital significantly boosts productivity, effectiveness and performance. Individuals who build and use social capital get better jobs, better pay, daily work routines.

faster promotions, and are more influential and effective, compared with peers who are unable or unwilling to unlock the power of social capital. This is also true of organizations. The case studies below 2. Innovation Network: With whom are examples of how social capital adds value.

employees collaborate or kick around new ideas.

3. Social Network: With whom employees “check-in,” inside and outside the office, to find out what is

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a. Identifying HiPo Employees The benefits of effective high potential (HiPo) development programs are well known and it is clear that identifying HiPos are critical to organizations’ continued success. The evidence is compelling: HiPos contribute 21% more effort than regular employees, produce 91% more value than core employees, and are three times more likely to succeed as future leaders.

Nevertheless, the difficulty in identifying and retaining HiPos is also complex: • Only 29% of employees in the top quartile of performance are HiPo employees.

• 25% of HiPos are planning to leave

their company within the next year, while the other 75% are 10% more likely to leave than other employees.

HiPo employees have a rare mix of aspiration, ability, and engagement. These concepts are intangible and difficult to visualize. Hence they cannot be identified and quantified during traditional performance reviews: 1. Collaboration: They know where information resides and can work with others to access it.

Figure 3. HiPos Build 40 percent More Relationships Than Regular Employees.

40 PERCENT MORE RELATIONSHIPS REGULAR EMPLOYEES. FIGURE 3. HIPOS BUILDand organization are often keyTHANconnectors that hold networks together. This identifies It must be noted that this measurement is only through the social capital lens. To get a complete picture 2. Energy: HiPos are constantly of an employee, both the traditional human measures and the socialsupport capital measures should key employees whocapital can drive and motivated to improve themselves, and both be taken into account. organizational change, innovation, and the Passive ONA enables the following HiPo characteristics to be empirically measured: others feed off their energy.

Network immersion andof strength: How strong are the relationships that the employee has with sharing expertise.

The stronger these relationships, the better the value created.

3. Courage: Taking risks is a natural part colleagues?Collaboration: The relationships and Network Reach: How wide is the employee's network reach, how are their relationships with peers, of their rhythms, and they’re not afraid senior and junior employees, across different teams, departments and different physical locations? networks that an employee has are evidence Ability to influence: HiPos are critical to the flow of information within the organization and are often of facing difficult challenges. of their ability to exert influence, key connectors that hold networks together.

This identifies key employeeswithin who can drive and support organizational change, innovation and the sharing of expertise. their team and across other teams and 4. Productivity: They produce more Collaboration: The relationships and networks that an employee has are evidence of their ability to exert influence, within their team and across other teams and departments. departments. work in shorter time.

Once measured this HiPo data can be used in three ways: Once measured this HiPo data can be 5. Influence: HiPos can talk to other used in two ways: people in a way that makes people like them, leading to better networking skills.

1. Measuring the quality of current Many of these HiPo characteristics reside HiPo pool in an employee’s social capital, and by The social capital of existing HiPo pool measuring and analyzing network behavior, employees can be used to validate the passive ONA enables organizations to strength of their social capital, and when surface these characteristics and identify the quality of the pool is validated, to HiPo employees. establish benchmarks and targets for future It must be noted that this measurement is HiPo pool members. only through the social capital lens. To get 2. Identifying hidden stars through a complete picture of an employee, both the the organization traditional human capital measures and the By using social capital data to start the social capital measures should be taken into identification process, candidates can be account. selected in an unbiased and standardized Passive ONA enables the following HiPo way, empirically identifying employees with characteristics to be empirically measured: high levels of social capital from anywhere Network immersion and strength: in the organization and reducing the issues How strong are the relationships that the with bias and weak processes that mean employee has with colleagues? The stronthat many HiPo pools are not that high in ger these relationships, the better the value potential. created.

Network Reach: How wide is the b. Measuring Leadership Behaviors employee’s network reach, how are their relationships with peers, senior and junior A typical weakness of leadership develemployees, across different teams, departopment programs is that evaluating the ments and different physical locations? program’s impact is difficult because the Ability to influence: HiPos are critichanges in participants’ behavior are often cal to the flow of information within the subtle, invisible, and hard to quantify.

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al weakness of leadership development programs is that evaluating the program’s impact is t because the changes in participants’ behavior are often subtle, invisible and hard to quantify.

e ONA can measure changes in network behaviors relating to leadership. For example, the number ng relationships, network spread, levels of influence etc., are evaluated periodically throughout ogram), so that both the participant and the coach can see their behaviors changing.

Number of Strong Relationships Leaders

External

Regular Employees

Own Department 50 40 30 20 10 0

Lower Hierachy

Other Departments

International

Upper Hierachy

Passive ONA can measure changes in network behaviors relating to leadership. For example, the number of strong relationships, network spread, levels of influence etc., are evaluated periodically throughout the program, so that both the participant and the coach can see their behaviors changing.

FIGURE WHICH NNetworks ETWORKS DODo OUROur BEST LEADERS BUILD? Figure 4.4.Which

By looking at the network activity of the participant as well as the people whom they lead, changes in behavior can be observed and measured. Some of the key indicators that can be measured include: 1. Strength and breadth of network Passive ONA enables data to be collected regarding relationships relating to work, innovation, and expertise, all of which are critical indicators of an effective leader.

Having a set of strong relationships beyond their own level in the formal hierarchy is also very important to an effective leader, as this enables them to navigate internal politics, get work done quickly and effectively disseminate information.

2. Manager and team interactions By analyzing relationships and communications between a leader and their own manager, and a leader and their direct reports, the level of authority a leader has over his team, how much his/her team communicate internally between themselves and his/her leadership style can be analyzed.

3. Work patterns and work/life balance One of the key things that can be measured is the amount of non-email time a leader has. Research shows that the less time an employee spends sending email, the better their work outcomes. So by looking at how often a leader sends an email, the amount of “focus” time they get in a day can be quantified. This allows them to recognize patterns of behavior and measure changes to such behavior.

4. Team Behaviors In addition to looking at changes in the leader’s own behaviors, the resulting changes in behaviors of those they lead can also be evaluated. Some of the signals that can be collected include: increasing rates of

Bestactivity Leaders king at the network of theBuild? participant as well as the people whom they lead, changes in or can be observed and measured. Some of the key indicators that can be measured include: 1. Strength and breadth of network

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internal collaboration, reducing silo based relationships, increasing inter-hierarchy communications, etc.

Passive ONA enables participants to baseline behavior at the commencement of a program and then have their changes in behavior periodically evaluated as the program progresses, enabling the impact of the development training to be shown before the program has completed.

c. Improving Employee Wellness Employee burnout is a significant business issue. The employer health cost associated with employee burnout is estimated to be a staggering $190 billion per year. Passive ONA provides a new source of data to identify employees who are at risk of burnout. This is because many of the attributes are visible in an employee’s email activity (a typical source of passive ONA data). The constant stream of digital interactions means these changes can be quickly seen and interventions actioned.

This means that the ever-changing signals can be quickly interpreted, change instigated and their impact measured to ensure the risk of burnout can be reduced.

The three burnout signals that are picked up by passive ONA are: 1. Sending email outside of working hours By establishing a set of “normal” working hours for a team of people, organizations can identify any outliers who are creating and replying to emails outside those hours that their colleagues are active. By looking at the team’s aggregate behavior as normal, rather than just traditional 9-5 working hours, customers can again empirically identify outlier behaviors.

2. “Flow” being interrupted by email interactions The concept of “flow1” is used to assess how “in command” a person is of their situation.

The theory being that the more continuous periods of work without the interruption, the higher the quality of thinking and the more time an employee is dedicating to fullyabsorbed focus. Email interruptions disrupt flow and are another indicator of potential burnout.

By mapping the networks and relationships of each employee, organizations can understand where differences exist in specific groups of employees’ networks at different levels of the formal hierarchy.

These data enables organizations to see if target group employees have the right relationships and networks to create the visibility needed to gain promotion opportunities.

3. Spending too much time collaborating A growing topic in the HR space is understanding the impact of “over-collaboration.”

By comparing the number of simultaneous active relationships that an employee is sustaining and comparing to the rest of the team’s behavior, outliers can be quickly identified as can those who risk being overly collaborative.

Endnote

https://www.huffingtonpost.com/ dan-goleman/3-ways-to-get-intothe-fl_b_5193819.html 1

FIGURE 6 SIGNIFICANT GENDER DIFFERENCES IN NETWORKING BEHAVIOR Behavior.

Figure 6. Significant Gender Differences In Networking 2. Improving the immersion and retention of focus groups:

2. Improving the immersion and retention of focus groups: 3. Hold a mirror to the organization: By looking at the networks that these To help managers understand how their own unconscious biases and their work networks may be influencing how they make hiring and promotions decisions, ONA data provides a quantified view of employees are building and measuring every manager's network for them to see. By combining diversity data with network data, managers can see the diversity and variety in their own work networks. their organizational immersion, organizations can empirically see how employees are Conclusion building networks to keep them immersed and engaged within the organization. They can then implement specific initiatives and provide appropriate coaching to help achieve the organization’s D&I objectives.

3. Hold a mirror to the organization: To help managers understand how their own unconscious biases and their work networks may be influencing how they make hiring and promotions decisions, ONA data provides a quantified view of every manager’s network for them to see. By combining diversity data with network data, managers can see the diversity and variety in their own work networks.

By looking at the networks that these employees are building, and measuring their organizational immersion organizations can empirically see how employees are building networks to keep them immersed and engaged within the organization. They can then implement specific initiatives and provide appropriate coaching to help achieve the organization’s D&I objectives.

Figure 5. A Real Time Assessment of Burnout Indicators.

By combining the data on these variables, passive ONA enables organizations to identify those employees who may be at risk of burning out.

d. Increasing Diversity and Inclusion.

A weakness of diversity initiatives is that apart from the traditional measurement of diversity, there is very little data available to help increase diversity and inclusion and to measure the impact of programs aimed at these areas. Because passive ONA can measure the networks and relationships of an entire organization without having to conduct a survey or physically observe behaviors, it provides at least four fresh sets of data-points to help organizations increase their diversity and levels of inclusion.

The three areas where ONA is going to have the most impact on D&I are: 1. Understanding gender differences in networking behavior: By mapping the networks and relationships of each employee, organizations can understand where differences exist in specific groups of employees’ networks at different levels of the formal hierarchy. These data enables organizations to see if target group employees have the right relationships and networks to create the visibility needed to gain promotion opportunities.

Conclusion As the future of work becomes more collaborative and organizations move towards a network of Agile teams, the ability to understand how individuals and groups work and build relationships is becoming increasingly critical to business success.

ONA augments the traditional set of human capital data with real-time social capital insights, enabling forward-looking organizations to support data-driven decision making, reducing unconscious biases, strengthening a wide range of HR processes and providing the business with evidence-based observations to augment instinct and achieve a higher performing, more inclusive and more productive organization.

About the Author

Antony Ebelle-Ebanda is the vice president, People Analytics at Trustsphere, spearheading their efforts to provide clients with insights and results based on Organisational Network Analysis.

Previously, he was the global director of HR Insights, Analytics and Planning at S&P Global. In this role he led the development of a best-inclass human capital insights function though data and analytics decisions.

Prior to joining S&P Global, Mr. Ebelle-Ebanda served as the global head of Human Resources Reporting and Analytics at McLagan Consulting (an AON Company), where he supported compensation metrics production and reporting for its client population. Mr. Ebelle-Ebanda began his career as a relationship manager and compensation business analyst at Deutsche Bank. In each of these roles spanning more than 15 years, he brings a focused and disciplined approach to ensure continued leadership in the human capital function, and consistently proves to be a strong business partner – capable of applying deep analytical thinking to connect human capital to the business agenda, supporting business growth through peoplecentric metrics.

Antony.ebelle@trustsphere.com Greg Newman, people analytics product manager at Trustsphere, has 18 years’ experience in global HR technology (primarily focused on developing and implementing SAP HR technology for clients across APAC, Europe and LATAM). His is a speaker, editor, and author of a book on SAP HR published by SAP. He is currently responsible for all aspects of the development of Trustsphere’s People Analytics offering, involving customer engagement, requirements, and use case identification and software development.

Greg.newman@trustphere.com

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2018 Talent Management/Work Force Planning Buyers Guide The 2018 Talent Management/Work Force Planning Buyers Guide will serve as a valuable reference tool. For your convenience, the guide has two sections: a Categorical Listing and an Alphabetical listing. In the Categorical Listing, companies are listed under the product and service categories of their choice. For information on a specific company and its products and/or service, please refer to the Alphabetical Company Listing.

While a listing in this guide does not constitute an endorsement by IHRIM, it does indicate that these companies are interested in serving the needs of HRIS professionals. We hope this Buyer’s Guide will assist you in your 2018 purchasing decisions.

Product Categories

Core HRMS

Optimum Solutions

Analytics

Paid Advertising

Decusoft Enterprise Information Resources Inc.

Consulting Enterprise Information Resources Inc.

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Compensation

April-June 2018 • Workforce Solutions Review • www.ihrim.org

Consulting/Analytics

Enterprise Information Resources Inc.

Performance Management

Enterprise Information Resources Inc.

Rewards/Recognition

2018 Talent Management/Work Force Planning Buyers Guide

Alphabetical Company Listing* *Systems and applications referred to in this section are trademarked, registered, or in progress. These names should not be used generically.

Decusoft

70 Hilltop Road, Suite 1003 Ramsey, NJ 07446 Leslie O’Connell 201-645-5652 201-785-0774 leslie.oconnell@deusoft.com www.decusoft.com COMPOSE is a specialized compensation management software solution designed to make compensation processes more efficient. Decusoft’s award winning implementation methodology reduces risk, increases security, and provides “what if” modeling scenarios that help you make informed decisions and gain a competitive advantage in your marketplace. See our ad on the Inside Front Cover.

Enterprise Information Resources Inc.

271 Waverley Oaks Rd. Suite 207 Waltham, MA 02452 Gin O’Leary 855-589-9451 781-790-8068 info@eir-inc.com www.eir-inc.com EIR Compensation Analytics automates the delivery of compensation reports by integrating and summarizing data from multiple sources while ensuring accuracy and role-based data security.

The resulting reports provide users with access to timely, accurate, actionable data to support budget decisions while reducing the time spent generating compensation analytics. See our ad on the Inside Back Cover.

Optimum Solutions

210 25th Avenue North, Suite 700 Nashville, TN 37203 Scott Henderson 615-329-2313 615-329-4448 sales@optimumhris.com www.optimumhris.com Optimum Solutions provides Payroll, HR, and Time & Attendance software delivered on-premise or in the cloud (OptiCloud). All applications are developed and supported internally, giving your company the individual attention it deserves while providing you with a complete, one database HRIS solution. Optimum Payroll clients currently process over 12 million paychecks annually.

www.ihrim.org • Workforce Solutions Review • April-June 2018

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(Feature #5 – WSR Apr-June 2018)

feature

Jacqueline Kuhn, HRchitect Jacqueline Kuhn, HRchitect

The HR Technologist 21st Century Transformation

The HR Technologist 21st Century Transformation

Many people like me got their start in HR technology in the late 1980s/early 1990s in what has traditionally been called the HRIS department. The HRIS department staff were the data and system experts.

Other HRme functions would to this department with report requests, changes to employee Many people like got their startcome in HR to think strategically about how the technolinformation, requests for new system capabilities, and training on systems. The skills needed to be technology in the late 1980s/early 1990s in ogy would support the business. Prior to this, successful as an HRIS professional were technical, tactical, and project-focused. With operating systems what has traditionally been called the HRIS for the most part, technology was for Human from AS400 to IBM Mainframe, Time Sharing Option (TSO) editors and reporting tools that made you department.

The HRIS department staff Resources efficiency. learn field numbers, the HRIS staff were vital to make sure thatdepartment Human Resources departments were wereable the to data and system experts.

Other HR The HR technology platforms ofnature the of this use all the data that was entered into these systems. Because of the “technical” functions would come this great department 2010s and beyond make the information role, there were alsotomany debates about where this function should reside, in HR or IT. The withSociety report for requests, employee (SHRM) available to everyone variety of HR devices.

Human changes ResourcestoManagement did not even recognizevia thisa area as an specialty until sometime in the so the HRIS professional in the “in-between” of HR and IT. information, requests for2000s, new system Thealways HRIS worked department, that back office capabilities, and training on systems. The bastion of personnel transaction forms As the technology transformed and the internet became point of access, the and promise of skills needed to be successful as an HRIS and thea mainstream keeper of the reporting tools self-service became a reality.

The systems of the early 2000s were built for use by managers and professional were technical, tactical, and knowledge, has been replaced with a new employees through access via the web.

The HRIS departments and professionals were challenged with project-focused. With operating systems from breed of HR technology and technologists. supporting the legacy client server systems of the 1990s and the web-based systems of the 21st century.

AS400 to IBM Mainframe, Time Sharing The 21st century HR technologist role is to While the technical and tactical skills were still required, added to these were business process design Option (TSO) editors and reporting tools understand what information is needed to and analysis along with vendor management. The early 2000s also became the time when the HRIS that professional made you learn field numbers, the HRIS make decisions, createthe processes needed to think strategically about how thebusiness technology would support business.to Prior staff to were vital to make sure that Human capture the information at the source, make this, for the most part, technology was for Human Resources department efficiency.

Resources departments were able to use all the information available to everyone, and the data that was entered into these educate business leaders available on how to obtain and The HR technology platforms of thesystems.

2010s and beyond make the information everyone via a variety The HRIS department, office bastion of personnel transaction forms and the Because of of thedevices. “technical” nature of this that backinterpret the information. of thealso reporting knowledge, has been a new breed of HR technology and role,keeper there were manytools greatand debates To replaced have thewith right information, there technologists.

The 21st century technologist role is tobe understand information is needed about where this function shouldHR reside, in must processeswhat in place to capture the to make business decisions, create processes to capture the information at the source, make the HR or IT. The Society for Human Resources information, and data standards used to information availabledid to everyone, and educate business oninformation how to obtainwill andbe interpret the Management (SHRM) not even recognize ensureleaders that the consistent information. this area as an HR specialty until sometime in and accurate. With direct access to reporting the 2000s, HRIS professional tools,inthe constructs ofthe theinformation, data need to bedata To haveso thethe right information, therealways must be processes place to capture and worked in theused “in-between” of HR IT. that an end can view information standards to ensure that theand information willsuch be consistent and user accurate.

With direct access to As the technology transformed and the without needing to know data relationships internet became a mainstream point of access, and dependencies. Direct access to the promise of self-service became a reality. information also necessitates the retirement The systems of the early 2000s were built for of “smart coding,” that technique used by use by managers and employees through ac1990 HRIS technologists to quickly be able to cess via the web. The HRIS departments and identify people, jobs, and departments. professionals were challenged with supporting Today, with a “mobile first” delivery stratethe legacy client/server systems of the 1990s gy, unlike the “self-service” tools of the 1990s, and the web-based systems of the 21st centumobile devices have made capturing data ry. While the technical and tactical skills were more convenient than ever. It is in understill required, added to these were business standing the new reality of easy, convenient process design and analysis along with vendor access via a mobile device that the real transmanagement. The early 2000s also became formation for the HR technology professional the time when the HRIS professional needed must occur. This is the final transition away

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from a role that is focused on transaction processing and controlling of the data. The new role of the HR technology professional is to build business processes and information channels.

Processes need to be built from the perspective of the employee and manager.

There must be a fundamental assumption that all information needed to execute that process is available to them, ideally via their mobile device. In many cases, it not only involves putting information that has been historically held in MS Word documents and MS Excel spreadsheets online, but in the hands of every employee.

Thinking through how a manager or employee will consume the information is critical and requires understanding how the information should be presented based on how it will be used. This requires an understanding of the decisions that will be made when viewing the information.

The fundamental process of gathering requirements must change from one of asking what fields should be presented and in what order from left to right, to what decisions you want to make, and the HR technologist needs to translate the needs into the fields of information that will be most useful. These reports also need to be clear and easy to understand; codes need to be translated into understandable words.

Once the responsibility of making information changes is turned over to managers, the next step is to train them on key concepts like “effective dating.”

This needs to be clearly understood not only when entering changes, but also when viewing information. So, while training is still an important skill for the HR technologist, it is now redirected from system training to business process training.

While training on how to use a mobile device may not be needed, there is a level of education needed to understand the

information and impact of decisions.

The new HR technologist must also take the lead role on any new software purchases.

Unlike the purchasing process of 20th century on-premise products, the new cloud products require a different evaluation method – one based on business process.

Cloud products of today are process-driven and have configurable work flow; however, the configurations are not limitless. The evaluation of these products requires documentation of which positions in the organization will have roles in the process.

While there is still a component of feature sets that will be scrutinized, the products of today are very similar in what they can do.

The differentiator is how it accomplishes the result: how the configurations will work, how easy the product is to use, and how the work flow in the product accommodates the desired future state.

This is the value of the 21st century HR technologist, someone who has an understanding of business, how decisions are made, the business process, and educating users on execution of these processes. This is a transformation from a tactical and technical role to a strategic role supporting the business.

Those that will thrive will learn how the business needs to be supported through direct access processes and information, and the impact of accessibility anywhere and everywhere. They will help drive the use of human capital information to make business decisions and lead the change from thinking of HR technology as a backoffice function, to a true strategic business partner.

Those that cannot make the transition are destined to be relics, much like that old PC monitor that is too heavy to move, so it sits on that desk in the back corner of the room, gathering dust, reminding us of times past.

About the Author

Jacqueline Kuhn, HRIP is an HR professional with more than 25 years’ experience in strategic planning, systems management, project management, services delivery, and general human resources. Throughout her career, she has worked with organizations in all sectors global and domestic to create strategic plans around their human capital management (HCM) systems, as well as leading selection and implementation projects for talent management, talent acquisition, and HRIS systems. In her role at HRchitect, she oversees HCM strategic consulting group which encompasses HRchitect’s HCM systems strategic planning and evaluation and selection practices. She spends much of her time with HCM vendors being briefed on their technology offerings, ensuring that Hrchitect provides the most current information to clients who are looking for a new solution.

She enjoys working with organizations to impact their HCM strategies utilizing technology. She is a Certified Professional of Human Resource Information (HRIP). She is a sought-after speaker at industry events and is published in professional magazines and journals. She can be reached at jkuhn@hrchitect.com.

www.ihrim.org • Workforce Solutions Review • April-June 2018

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(Feature (Feature #6#6 – WSR – WSR April-June April-June 2018) 2018)

feature

Chuck Kroll and Carl Shea

The Agile Evolution, it’s more than process.

Chuck Chuck Kroll Kroll and and Carl Carl Shea Shea

The TheAgile AgileEvolution, Evolution, it’s it’smore morethan thanprocess. process.

Introduction

Many people in IT and IS are very aware of the Agile process of Scrum, XP, Kanban and In February of 2001, 17 technicians got many others. In the early years of Agile we Introduction Introduction together at Snowbird Ski resort in Utah to discuss a new way of working. The outcome of were very focused on transforming teams and, InInFebruary Februaryofof2001, 2001,1717 technicians technicians got got together togetheratatSnowbird Snowbird resort resortin inUtah Utahtotodiscuss discuss a anew new wayofof organizations in order for way them that meeting was the now-famous Agile Mani-SkiSkipotentially, to use one of these processes or methods.

We, festo (http://agilemanifesto.org/).

Within a Agile working. working.The Theoutcome outcomeof ofthat that meeting meetingwas wasthe thenow-famous now-famous AgileManifesto Manifesto(http://agilemanifesto.org/). (http://agilemanifesto.org/). as Agile coaches and from transformers, focusedhas few short years, the innovative ideas, values, and Within Within a few a few short short years, years, the the innovative innovative ideas, ideas, values, values, principles, principles, and methods methods resulting resulting from that that meeting meeting has our efforts to the education and adherence principles, and methods resulting from that revolutionized revolutionized information information technology. technology. of those processes. But, as we gained meeting have revolutionized information momentum, something very curious quickly technology.

You Youwill willoften oftenhear hearthese these fathers fathersofofthe theAgile Agilesoftware softwaredevelopment development movement movementsay saythat thatthis thisrevolution revolutionhas has happened; we noticed that some teams and You will often hear these fathers of the gone gone farfar beyond beyond their their wildest wildest imaginations. imaginations.But, But, toto say say it it has has simply simply revolutionized revolutionized the the IT/IS IT/IS industry industry would would bebe organizations would reach astonishing levels Agile software development movement say a complete a complete understatement, understatement, for in in 2018, 2018, the the Agile Agile industry industry finds finds itself itself becoming becoming relevant relevant in in every every part part ofof major major of success with the transformation, while that for this revolution has gone far beyond their others actually became worse than they ever organizations. organizations.

And, And, it it is is being being taught taught in in schools schools even even being being used used in in personal personal workflow workflow management management (such (such wildest imaginations.

But,and toand say it has simply were before.

We all began to wonder what was revolutionized the IT/IS industry would be asas in in the the case case ofof personal personal Kanban).

Kanban). happening! a complete understatement, for in 2018, the We sensed that there was something AsAs one one ofof the the greatest greatest stories stories ofof our our time, time, ititself it is is fascinating fascinating and and curious curious how how something something that that was was once once looked looked atat Agile industry finds becoming relevant missing in some teams and organizations. in every part of major organizations.

And, itmainstream, is asasthe the“hippy “hippyfeel-gooders’ feel-gooders’ manifesto” manifesto” has hasbecome becomenot notonly onlymainstream, but butmaybe maybeeven evenworld worldchanging. changing.InIn And, we, as coaches, began to coin the term: being taught in schools and even being used this this article, article, wewe are are going going toto explore explore a couple a couple ofof ideas ideas about about why why this this happened happened and and what what might might bebe the the roots roots ofof in personal workflow management (such as in Agile Mindset (Table 1 in red). We had a itsits success success and and acceptance. acceptance. vague idea of what that was, but we were so the case of personal Kanban). new to this idea, that most of what we saw As one of the greatest stories of our time, Many Manypeople peoplein inIT ITand andIS ISare arevery veryaware awareofofthe theAgile Agileprocess processofofScrum, Scrum, XP, XP,Kanban Kanbanand andmany manyothers. others.InInthe the were surface symptoms and our responses it is fascinating and curious how something early earlyyears yearsofofAgile Agilewewewere were very very focused focused transforming transforming teams teamsand, and,potentially, potentially, organizations organizations ininorder orderforfor were focused on those surface symptoms that was once lookedon aton as the “hippy feelinstead of the underlying root-causes. them them toto use use one one ofof these these processes processes oror methods. methods.

We, We, as as Agile Agile coaches coaches and and transformers, transformers, focused focused our our efforts efforts toto gooders’ manifesto” has become not only About 10 years ago, the industry began to mainstream, but maybe even world changing. the theeducation educationand andadherence adherence ofofthose those processes. processes.

But, But, asaswewegained gainedmomentum, momentum,something somethingvery verycurious curious learn are more aboutthey this, and the Agile industry In this article, we are going to explore a What has become very apparent is that while the processes simple, are very hard to implement quickly quicklyhappened; happened;wewenoticed noticedthat thatsome someteams teamsand andorganizations organizationswould wouldreach reachastonishing astonishinglevels levelsofofsuccess success began coin thechasm phrase: “Doing Agile versus couple of ideas why this happened and that successfully.

Manyabout of us in Agile coaching recognized thereto was a big between “doing Agile” and with withthe thetransformation, transformation, while while others others actually actually became became worse worsethan thanwith they they ever ever were were before. before.

We We allallbegan began toto Agile.”

The we heard this was “being Agile.” be Doug us understand this Being Tables 1 and 2first fromtime his book eXtreme Project what might theDeCarlo roots ofhelped its success and wonder wonder what what was was happening! happening! from Lyssa Adkins in her book Coaching Agile Management. acceptance.

We We sensed sensed that that there there was was something something missing missing in in some some teams teams and and organizations. organizations.

And, And, we, we, asas coaches, coaches, began began toto coin coin the theterm: term: Agile AgileMindset Mindset(Table (Table1 1 inin red). red).We Wehad had a vague a vagueidea ideaofof what whatthat thatwas, was, but butwewewere weresoso new newtoto this this idea, idea, that that most most ofof what what wewe saw saw were were surface surface symptoms symptoms and and our our responses responses were were focused focused onon those those surface surface symptoms symptoms instead instead ofof the the underlying underlying root-causes. root-causes.

About About1010years yearsago, ago,the theindustry industrybegan begantotolearn learnmore moreabout aboutthis, this,and andthe theAgile Agileindustry industrybegan begantotocoin cointhe the phrase: phrase:“Doing “DoingAgile Agileversus versusBeing BeingAgile.”

Agile.”The Thefirst firsttime timeweweheard heardthis thiswas wasfrom fromLyssa LyssaAdkins Adkinsininher herbook book Coaching Coaching Agile Agile Teams.

Teams.

Interestingly, Interestingly, it it became became very very clear clear that that most mostcoaches coaches were were very very focused focused in in the the early early years years onon the the “doing” “doing” part part ofof Agile.

Agile.And, And, some someteams teamswere werejust justnaturally naturallyable abletoto shift shifttoto “being “beingAgile.”

Agile.”It Itwas wasthose thoseteams teams that thatnaturally naturally shifted shifted “being “being Agile” Agile” that that began began toto have have astonishing astonishing results. results.

Tables 1 andto 2 to adapted from Doug DeCarlo eXtreme Project Management.

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Tables 1 and 2 adapted from Doug DeCarlo eXtreme Project Management.

At the core of the Agile Mindset are the shorter feedback loops where we can adjust our behaviors and focus

Teams.

So, we then picked up Daniel Goleman’s book Interestingly, it became very clear that most titled: Emotional Intelligence: Why It Can coaches were very focused in the early years Matter More Than IQ. This reading created on the “doing” part of Agile. And, some teams awareness and realization that we were on to were just naturally able to shift to “being something; the picture of this mindset conAgile.” It was those teams that naturally cept was beginning to form and become much shifted to “being Agile” that began to have clearer to us. astonishing results.

Emotional Intelligence (EQ) is a set of What has become very apparent is that emotional and social skills that influence while the processes are simple, they are very the way we perceive and express ourselves, hard to implement successfully. Many of us in develop and maintain social relationships, Agile coaching recognized that there was a big cope with challenges, and use emotional chasm between “doing Agile” and “being Aginformation in an effective and meaningful ile.” Doug DeCarlo helped us understand this way. It is a set of balanced skills of selfwith Tables 1 and 2 from his book eXtreme awareness, self-expression, interpersonal Project Management. relationships, decision-making, and stress At the core of the Agile Mindset are tolerance. This made us aware that there was the shorter feedback loops where we can an outer game and an inner game that make adjust our behaviors and focus based on up who we are. We felt that we had made a the team’s empirical results and changes in great discovery; well, at least in our minds. the marketplace. Instead of attempting to The discovery! No matter how smart people plan everything out to the minutest detail are their success is still governed by how and trying to maintain the perfect schedule, well they can communicate their ideas and we recognize and embrace the chaos that is interact within their relationships. Viola! The software development. Instead of waiting first value in the manifesto came to clarity: until the end of the project to change our “Individuals and interactions over processes misbehavior, we adjust early and often. and tools.” The connection was made! This Instead of making the scope change process truly hit home for us as the core of the soinformation in an effective and meaningful way. It is a set of balanced skills of self-awareness, self-expression, painful, we work from a prioritized list of called Agile Mindset. Much of our coaching interpersonal relationships, decision-making, and stress tolerance. This made us aware that there was an requirements with the goal of maximizing wasWe focused skills,well, at outer game and an inner game that make up who we are. felt thaton wethe hadouter madegame, a great our discovery; the rate at which we deliver value to our knowledge, experience, and capabilities.

The least in our minds. consumers.

Agile Mindset is much more aligned with The discovery! No matter how smart people are their success is still governed by how well they can Over the last few years, we have validated our inner game, which consists of intent, communicate their ideas and interact within their relationships. Viola! The first value in the manifesto came to these ideas, yet there seems to be a truly big integrity, trust, honesty, transparency, clarity: “Individuals and interactions over processes and tools.” The connection was made! This truly hit home problem in the realization of the significant for us as the core of the so-called Agile Mindset. difference between “doingwas Agile” and “being Much of our coaching focused on the outer Agile.”

Many simply could notexperience, clearly game, ourof us skills, knowledge, and define what “being Agile” is really about. capabilities.

The Agile Mindset is much more aligned What do we talk about theof intent, with our mean inner when game,wewhich consists Agileintegrity, Mindset?

Over the last seven years, we trust, honesty, transparency, courageous (theauthenticity, authors) have been on a quest to answer and empathy. that question. The interesting thing is that The Multi-Health Systems Inc. (MHS we quickly realized that we had to go outside https://www.mhs.com/MHS-Talent?prodname=eq2) and (Figure beyond1)the industry to use really gainwith the EQ Agile 2.0 model that we begins insight into the of the AgileThis Mindset. composite of idea self-perception. is all about the Early in thisyou quest uponhaving a booka clear journey areweonstumbled in life, and

by Daniel Goleman A Force for Good: understanding of titled the destination.

Self-perception is ability to know one’s regarding The the Dalai Lama’s Vision forself Our World.your As values, goals,the desires, and, most importantly, we read book,concerns we became aware of a new what motivates and demotivates you leading to a happy curiosity about the inner workings that make and productive life, whether personal or at work. us who we are. We began to sense the differKnowing one’s self opens the prospect to express ence between the inner game and outer game one’s self in an honest and authentic way using just and that it was aligning with the difference the right amount of independence and assertiveness. between the “being and doing Agile” chasm.

Figure 1. EQ 2.0 Model.

Figure 1. EQ 2.0 Model.

This leads to the ability to interact with others in a positive and productive manner, allowing you to connectSolutions Review www.ihrim.org • Workforce without the clutter of self, being empathetic and aware of your social responsibility to others and the world

• April-June 2018

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courageous authenticity, and empathy.

The Multi-Health Systems Inc. (MHS - https://www.mhs.com/MHSTalent?prodname=eq2) (Figure 1) EQ 2.0 model that we use begins with the composite of self-perception. This is all about the journey you are on in life, and having a clear understanding of the destination.

Self-perception is the ability to know one’s self regarding your values, goals, desires, concerns and, most importantly, what motivates and demotivates you leading to a happy and productive life, whether personal or at work. Knowing one’s self opens the prospect to express one’s self in an honest and authentic way using just the right amount of independence and assertiveness.

This leads to the ability to interact with others in a positive and productive manner, allowing you to connect without the clutter of self, being empathetic and aware of your social responsibility to others and the world around you. This leads to the ability to make better decisions, controlling your reactions and impulses with truth and understanding of what is really going on in every interaction, and heightens your ability to clearly see the problem; opening constructive possibilities to solve all problems in a way that does not destroy your relationships. All of this results in better stress management. We become more flexible and tend to interpret events in a positive way.

Once you become aware of, and begin to improve, your entire EQ spectrum, you will find yourself more productive and happier with your internal and external self. Both at This discovery of the inner-self allowed us to begin to mature our conversations about the Agile Mindset and work home,ideas thecame EQto2.0 model Table Adapted from innovative Frederick ideas. One led us3.to many more of theand moreat important us from Fredericcalls Lalouxfor when Laloux’ s bookhis Reinventing Organizahe released book entitled Reinventing Organizations: A Guide to Creating Organizations Inspired by the overall well-being.

This general well-being tions: GuideoftoHuman Creating Organiza- In this book, he takes us on a journey of understanding the different Next AStage Consciousness. tions Inspired by the Next Stage of you a much better teammate organizational evolutions and how theywill matchmake up to the social human evolutionary stages. Theseat stages are Human Consciousness given color codes: red, amber, orange, green and family teal. (Tablemember 3) work, at home, and assist in

Table 3. Adapted from Frederick Laloux’ s book Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness

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every social interaction, even in the tough situations. Consider for a moment a team full of emotionally intelligent members. Can you begin to imagine how resilient to change and conflict that this team could be?

This discovery of the inner-self allowed us to begin to mature our conversations about the Agile Mindset and led us to many more innovative ideas. One of the more important ideas came to us from Frederic Laloux when he released his book entitled Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness. In this book, he takes us on a journey of understanding the different organizational evolutions and how they match up to the social human evolutionary stages. These stages are given color codes: red, amber, orange, green and teal. (Table 3) Be careful when trying to place an organization, or its employees, in a particular stage. It has been discovered that we can see various stages show up in individuals and organizations given different circumstances.

Red organizations can be described like a wolf pack; there is always an alpha leader, and only through violence can the alpha leader be overthrown or removed. Currently, recognizable examples of red organizations are the mafia, street gangs, and militias.

The key breakthrough in the evolutionary cycle for red was the division of labor and command authority – it was through this evolution that great projects such as the pyramids, cathedrals and many of the world wonders were built.

Around the time of the industrial age, conforming amber organizations began to come into power. Their guiding metaphor is “the army,” with examples of the Catholic Church, with the pope at the top, cardinals, then archbishops to bishops, then priests.

The pyramid and hierarchy are clearly defined. But, you will notice the absolute power in red is now slightly distributed through proxy from the leader in this evolution. The key breakthroughs were the introduction of repeatable processes and formal roles and titles in the workplace.

The information age brought yet another evolution described as achievement-Orange.

In these organizations we find what is described as a machine, truly results-oriented and repeatable. Laloux described it as a

predict, track and control model. Many of our Fortune 500 companies today are perfect examples of this evolution. Key breakthroughs include innovation, accountability, and meritocracy.

As we now are clearly moving out of the information age into what many are calling the knowledge-innovation age, we find our organizations beginning to evolve again. In this case, we see more and more companies like Southwest Airlines becoming pluralistic Green. The guiding metaphor is the word “family” and these companies are driven by their culture, not their process. Key breakthroughs at this level are empowerment, values-driven culture, and the stakeholder model. A great example of this organization is the CEO describing his company as a village and all the employees are citizens of the village with equal rights, and he is simply the mayor of the village.

Finally, we have evolutionary Teal. It is the top of the scale that we will discuss. There are others, but we will stop with teal, because it is where our concrete evidence of these types of organizations truly exists and ends.

It is considered the achievement of Maslow’s self-actualization level. Teal organizations strive for wholeness and community, support people’s longing to fully be themselves at work, and are deeply involved in nourishing relationships.

The founders of teal organizations use a different metaphor for the workplaces they aspire to create. With surprising frequency, they talk about their organization as a living organism or living system.

Key breakthroughs for teal organizations are self-management, wholeness, and evolutionary purpose.

• Self-management: Teal organizations have found the key to operating effectively, even at a large scale, with a system based on peer relationships, without the need for either hierarchy or consensus.

• Wholeness: Organizations have always been places that encourage people to show up with a narrow “professional” self and to check other parts of the self at the door. They often require us to show a masculine resolve, to display determination and strength,

and to hide doubts and vulnerability.

Rationality rules as king, while the emotional, intuitive, and spiritual parts of us often feel unwelcome, out of place.

Teal organizations have developed a consistent set of practices that invite us to reclaim our inner wholeness and bring all of who we are to work.

• Evolutionary Purposes: Teal organizations seem to have a life and a sense of direction of their own. Instead of trying to predict, monitor, and control the future, these organizations seem to invite their entire membership to sense and respond to what the organization will be and what purpose it wants to serve. Can you define your organization’s culture?

How about your own thinking? Can you imagine the power of understanding this, to create true understanding of the journey to an Agile organization? A teal organization?

As we came to more understanding of these ideas, it was apparent that Agile is not really the flu, but just a symptom of the flu, if you will. Human social and organizational evolution is moving beyond the information age and entering a new age (some call it the knowledge age). In this new age, the workplace will be filled with new generational people from the Millennial and the Generation Z groups. These new workers will not be ruled by the meritocracy-based systems of the past; relationships and human experience are more important than ever.

I often hear the phrase “waterfall is dead, long live Agile!” We have come to think of this a bit differently, and would like to share a new idea: “Predict, Command and Control is dead, long live ever-increasing change based on interpersonal relationships!” As a call to action, we invite you to begin your own exploration of the true meaning of the Agile Manifesto to our new world. Maybe it isn’t even what the authors intended it to be, but as it is with human nature, we have begun to form it and change it to be our own. My guess is that the authors would be encouraged by this simple fact that they no longer singularly own this amazing collection of world-changing words; it belongs to us, and it is up to us to realize its eventual impact on ourselves and the world around us.

About the Authors

Charles “Chuck” Kroll is a senior enterprise agile transformation coach with 25 years of IT and 20plus years of experience in the Agile space. He holds a master’s degree in Project Management from The George Washington University and a Bachelor of Science degree from Utah State University in Business Administration – Finance.

Kroll also holds numerous professional qualifications including Certified Scrum Master (CSM), Certified Scrum Professional (CSP), Project Management Professional (PMP), Agile Certified Practitioner (ACP), and Scaled Agilist (SA). He can be reached at charles.h.kroll@gmail.com.

Carl G. Shea is an Enterprise Agile coach with 30-plus years of IT, and 13-plus years of Agile experience. Professional designations include ICAgile Certified Expert Agile Coach, Professional Agile Coach, Coaching Agile Transitions, Agility in the Enterprise, and Agile Team Facilitator.

As well as a Certified Scrum Master and Scrum Professional, PMI-ACP, and Scaled Agile Framework Program Consultant (SPC4). He is working on leading-edge ideas within Organizational Evolution, Emotional Intelligence and its connections into the Agility philosophy. He is certified to give multi-level Emotional intelligence assessments and coaching. He can be reached at bear@carlshea.com.

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The Back Story

Katherine Jones, Ph.D.

Five Key Factors to Consider Before You Begin Your New Implementation Selecting a new product can seem like the most major decision you need to make when planning to deploy new software applications in your organization. However, selecting software is just the beginning. Many key factors could derail your efforts if they are not on your radar.

Replacing technology is often part of a corporative initiative, perhaps involving reorganization or downsizing, moving to shared services, or paving the way for a more robotized environment. New technology may be driven by a corporate acquisition or divestiture. Or, it may be needed to be competitive with more automated, artificial intelligence-driven (AI) workplaces.

Because new software may be linked to a broader corporate change, it is imperative that the change management aspects of both the software itself and the new initiative are considered in tandem.

Consider the following scenario: You have an aging talent acquisition technology – perhaps you have had it for more than a decade. Your organization has funded a new application – maybe an application that is part of a broader talent management and HR suite. It is highly likely that your original software is in the cloud – and even more likely that your new selection resides there as well. So easy-peasy, right? Not so much.

While cloud-to-cloud migrations may seem a no brainer, there are still some things to consider.

1. What historical data do you want to keep?

What do you need in the future – and where do you want it? There are many cases where old data is just that – old and unlikely to be used again. There are, however, cases where you need to retain information

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for compliance purposes or because the information is relevant to future decisions.

If the data is in the cloud currently, where do you want it to be stored? In the new application’s cloud? In your data center? Assess what data you really need to keep, what format it is in (and what format you want to keep it in) for accessing it in the future. If it is solely for archival or compliance purposes and you suspect it will likely be accessed only rarely, consider the cost of various on-premise and cloudprovided services. There are many choices with varying degrees of security and cost, so consider your options carefully.

2. How will you manage “in-process” data?

Talent acquisition software is a good example: It may be easy to assume that you know what historical data you wish to keep and archive, and you may have a date for “go live” for the new software when all applicants will apply through that system – but what about all the in-process applications? Recruiters know that many applicants begin an application and walk away, planning to return at a later date.

During the many steps from application to actual candidacy; (e.g., submitting university transcripts, references, interviews scheduled, completed with notes from interviewers, background check results, and records of correspondence,) applicants are very likely to submit in various stages. How will this information migrate seamlessly to the new platform?

While the above example is talent acquisition, it applies to anything where processes

are involved: performance review management, disciplinary procedures, payroll changes, and many other HR-related activities. Ensuring smooth migration is critical – again with a look at what information you want to maintain in the new system.

3. What will the implications of AI be in your new applications? Many new software applications are intelligent in ways that yesteryear’s app developers only dreamed of. They have analytic capabilities that ease HR’s job by providing information that used to be difficult to collect and synthesize into actionable planning. Algorithms today support collection and analysis of huge volumes of data and can make correlations that can lead to predictions. Questions one can likely answer include: a. What are the best sources of candidates that accept positions when offered to them? b. What candidate traits best correlate with long-term success? c. What is the work history of managers that prove most successful in fostering promotions among diverse workers? d. What is the length of tenure in one position that most triggers attrition in GenXers?

As desirable and useful as AI will very likely prove to be, when HR makes decisions based solely on computer-derived algorithms, someone in the organization must understand what factors are used in creating the correlation or the prediction and how the algorithms work. Learning systems do just that – they “learn” and apply rules based on data gathered over time. What the application learns is supposed to affect how it behaves – hence it adapts. While the decisions made based on AI may prove accurate in your organization, it is necessary that the assumptions that seem to be applied over time are understood and reviewed for accuracy, fairness, and their relevance to organizational goals.

4. How can new product training best facilitate the change management process?

Vendors ordinarily provide training for buyers – they can coach the tech support team to manage most technical issues,

prepare the help desk to answer the most frequently asked questions, and teach end users how to log on and use the product.

Herein lies one of the rubs: Vendors can teach employees how the product works and how to use it, but often do not answer these questions: How do I do my job with this product? How will my processes change on day one? Successful training – training that “sticks” – addresses the job to be accomplished with the product – not just how to “work” the product.

Another issue, however, for most HR applications is that while certain HR users may log into the application daily, end users outside of HR do not. Not only is their use sporadic, but the time lapse between training and use may be lengthy.

Training, therefore, needs to be timed close to the task at hand and linked when possible to recurring events such as a yearly performance review cycle.

Failure to use new applications or to circumvent them happens more frequently than you may expect. While you may be tempted to use first-year adoption as a measure of success, be wary – research at Bersin by Deloitte demonstrated that user adoption was an outcome in only 34 percent of new implementations.

5. What needs to be done to facilitate a smooth “go-live” process? For example, if workforce members come to work and the software they are expected to use is different – often totally different – they need to be able to quickly learn how to use the new product. We know that successful initial experiences are critical to glean return users and to create the positive organizational “buzz” that can lead to better acceptance and broader use.

For initial experiences to be positive, the steps the user takes need to be clear – and to work—ideally the first time. One can start with logging on – if the user cannot get into the system, frustration rises and negativity develops – fast. The help desk gets overloaded, delays occur, tempers flare – but this can be prevented. Consider the following: i. Create a group of “super users” and train them early on the kind of issues that can www.ihrim.org • Workforce Solutions Review • April-June 2018

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stymie users on day one. ii. Whether accessible through a hotline or embedded in each division or group, this person is the first line of defense – the one trained to answer the “easy” questions of access and navigation. iii. The help desk is the backup for this team of super users. In this model, super users can forward only the trickier issues to them, preventing help desk overload and user delays on day one. iv. Leave this team in place for at least the first week.

There are many other aspects that need careful consideration, such as: • The exact process for new product rollout, such as “big bang,” phased, or staggered by application type or location; • Assessment of corporate and employee readiness and capability to optimize the new advantages the application may provide;

• Ongoing stakeholder management – buy-in sentiment changes throughout what may be a protracted implementation process; • Coordination of the team that will review new features and manage the repeated rollouts of cloud software. This is an imperative that HR needs to address in addition to the IT team; • Ongoing training and retraining as features – and employees—come and go; and, Evaluating what constitutes success at the beginning, determining how to measure it, and relaying progress to executives and the board.

Implementation success in itself is rarely the issue – rather the ability of the organization to adapt, embrace new or different processes, and to integrate technical change with greater organizational change are key success factors.

When new technology is part of a larger initiative, HR faces a dual change management challenge.

About the Author Dr. Katherine Jones, veteran high-tech market analyst, is an independent thought leader in all areas of human capital management and the technologies that support it. She has been an analyst at Aberdeen Group, Bersin by Deloitte and Mercer, following a career that includes marketing in high-tech companies such as NetSuite and academic administration in higher education. Her master’s and doctorate degrees are from Cornell University. She can be reached at katherine_ics@msn.com or @katherine_jones.

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