HRM 12.10 Supplement

Free with HRM Issue 12.10

Annual guide to

HR technology solutions and outsourcing Featuring: HR on the cloud Outsourcing HR admin Analyse your talent pool

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Contact us for a FREE consultation today! www.power2motivate.sg | +65 3158 1355

NEWS

HR Tech & Outsourcing INDIA

US

A TimesJobs.com survey has revealed that nearly 57% of employers use crowdsourcing for recruitment purposes.

The wisdom of the crowd, or crowdsourcing, gives precedence to the collective wisdom of a group of people over any single expert. Though not a new concept, it has recently gained momentum as a very efficient recruitment tool in the new age Recruitment 4.0 model, which emphasises leveraging on technology and networking advancements.

More than 60% of organisations that have used crowdsourcing say they have been highly satisfied with the results.

Surveyed employers counted efficiency and cost-effectiveness as the biggest benefit of crowdsourcing. The level of employee participation in crowd sourced tasks was also quite encouraging, stated nearly 55% of the surveyed organisations.

Another 29% of employers said that crowdsourcing was quite a budget-friendly technique to hire candidates. It can help source large numbers of candidates at relatively lower fund outflows. It is simple to use, and aids in greater employee engagement, felt 19% of the surveyed organisations.

The future of crowdsourcing looks bright, with 70% of those who have used it believing its use in HR will grow at a faster pace in the future.

Job seekers may want to get ready for their close-ups, a new OfficeTeam survey suggests. More than six in 10 (63%) HR managers interviewed said their company often conducted employment interviews via video. This is up from just 14% one year ago. In addition, 13% of respondents expect their organisation to use video more frequently to meet with applicants over the next three years.

Eighty-five per cent anticipate the number of video interviews would remain the same in that period.

“Many companies are embracing video interviews, which are often conducted online via webcam, as a way to quickly and cost-effectively evaluate applicants,” said Robert Hosking, executive director of OfficeTeam. “Job seekers can use these virtual meetings to put their best foot forward, just as they would in person.”

Hosking pointed out, however, that there are special considerations when meeting applicants via video. “You need to not only be prepared to say the right things, but also make sure you and your surroundings appear professional on camera,” he said.

Crowdsourcing for recruitment

Lights, camera, action!

By fully implementing social technologies, companies have an opportunity to raise the productivity of high-skill knowledge workers including managers and professionals by up to

25%

Source: McKinsey Global Institute

Office 2013

to integrate with non-Internet Explorer browsers Nearly

90% PHILIPPINES

New data privacy law signed A new data privacy law in the Philippines is expected to bolster the Information Technology and Business Process Outsourcing (IT-BPO) Industry.

The Republic Act 10173, or the Data Privacy Act of 2012, makes the country compliant with international data security standards, putting in place measures to protect and preserve the integrity, security and confidentiality of personal data collected by government and private entities in their operations.

“This measure will enable us to replicate our success in call centres and other BPO segments such as healthcare outsourcing and HR outsourcing, where sensitive data is involved,” Louis Casambre, Executive Director, Information and Communications Technology Office of the Department of Science and Technology (DOST-ICTO), told the Philippine Information Agency.

The act also creates the National Privacy Commission under the Office of the President. This body will enforce the law, receive complaints, set investigations and impose requisite sanctions.

of employers in the US either use or plan to use social media for recruiting Source: Jobvite survey

More than

70%

of global 2000 organisations will have at least one gamified application by 2014 Source: Gartner

US

Technology has not enhanced communication The majority of HR staff (64%) believe technology has not made communicating in the office any easier. According to a study commissioned by vending machine supplier, Mars Drinks Office Connections (MDOC), one in six prefer to chat face-to-face with colleagues, while a third would rather phone or email.

The survey also found that more than half (55%) of HR professionals think putting “kisses” on work-related emails is acceptable, and nearly three-quarters (73%) believe it is also fine to add smiley faces or other emoticons.

But terms such as ‘love’, ‘pet’, and ‘babe’, when referring to colleagues, are not deemed acceptable, with three-quarters insisting they should not be used in the workplace.

Jenni Morgan, trade marketing manager for MDOC, said: “The office has changed. Many workers are having more fun and offices have become less formal.”

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NEWS

HR Tech & Outsourcing INDIA

US

Majority prefer mobility at work Over half of full-time employees in India employ mobile technology in the workplace to stay connected to their associates, clientele, co-workers, and partners.

According to a recent survey by apex industry body, the Associated Chambers of Commerce and Industry of India (ASSOCHAM), these employees are seeking something more than a regular desk job.

“With more and more employees becoming tech-savvy, they prefer seeking and sharing knowledge and information on the move by employing

certain collaborative technologies like 3G mobile internet to communicate,” said D.S. Rawat, secretary general of ASSOCHAM. “The growing demand to work from a device of choice among young employees is also likely to spurt demand for IT support including software applications, networking technologies for multiple devices, and even the 3G mobile internet services in the long run,” said Rawat.

More than half (54%) of respondents said they are not required to be in the office to be productive, as they carry their portable electronic devices to remain accessible to colleagues and clients. Most of these respondents also said they carry these devices, including smartphones and tablets, into meetings and use them to take live notes.

Eighty-six per cent of respondents said they use at least one mobile device at work. More than half (57%) of these use a laptop, while a third (32%) use smartphones, and 12% use iPads and tablet devices to carry out workrelated tasks.

HR technology spending remains strong Spending on HR technology remains strong. Towers Watson’s 2012 HR Service Delivery and Technology Survey Report found that more than half of organisations (53%) will keep their investment in HR technology this year at the same as last year’s investment levels, while close to one-third (31%) will either increase or significantly increase their HR technology investments. Only 16% or respondents expected to spend less on HR technology this year.

Among those organisations planning to increase their investment in HR technology this year, just under four in ten (38%) planned to deploy additional functionality from existing vendors, ISSUE 12.10

On average, executives in the US have

3.46

smart technology devices each Source: Forbes Insight survey

GLOBAL

2

HR’s new companion: Big data and analytics

SUPPLEMENT

while another 36% planned to upgrade or re-implement their existing HR management systems. Meanwhile, one-third (34%) planned to expand their existing self-service offerings and replace older systems (33%).

“It is encouraging to see a consistent level of increased HR technology spending over the past several years, especially in the wake of difficult economic times,” said Keebler. “Beyond the core costs of owning and operating technology, it seems that not only is HR technology seen as ‘needed to play,’ but also that organisations recognise that investment in it is needed for them to remain current, expand capabilities, and continue to improve operations.”

Almost

20%

of employees admit they would reject a job offer if they did not have reasonable access to social media sites such as Facebook Source: Hays

60%

of Intel’s 30,000 supported handheld devices are under the Bring-YourOwn-Device programme Source: ZDNet

Under pressure to cut costs and boost productivity, HR is now looking towards big data and analytics to ensure a job well done. For instance, Xerox Corp. has cut its attrition rate at one of its call centres by a fifth through analysis of big data (a collection of large and complex data sets spanning four dimensions – volume, velocity, variety and veracity) to sieve through job applications for all its 48,700 call-centre jobs, reports the Wall Street Journal (WSJ).

Applicants for the job take a 30-minute test that screens them for personality traits and puts them through scenarios they might encounter on the job. Then the program spits out a score: red for low potential, yellow for medium potential or green for high potential.

Xerox accepts some yellows if it thinks it can train them, but mostly hires greens.

Using algorithms and sophisticated software makes it possible to evaluate more candidates, amass more data and peer more deeply into applicants’ personal lives and interests.

Globally, spending on talentmanagement software rose to $3.8 billion in 2011, up 15% from 2010, according to research firm Gartner.

Laszlo Bock, a senior vice president at Google Inc. and director at Evolv (a solutions provider that helps companies optimise the performance of global hourly workforces by utilising big data predictive analytics and machine learning), told WSJ that software will supplement, if not supplant, many of the personnel decisions long made by instinct and intuition.

“The initial thing companies like Evolv are looking at is people as they get hired, but over the years this can help companies pick who to advance, who to promote,” he said. “Even at the best companies there’s still a lot of guessing.”

PROFILE

PeoplesHR

Is your HR truly global yet locally managed?

Manage your HR globally with PeoplesHR As organisations grow across borders into different nations, they employ a very diverse set of people and set up bases in locations with various employment legislation and cultural practices.

Managing such an organisation is not only complex but costly. HR managers have to understand the different HR practices and cultural norms.

“Work-life balance” and “Talent and Capability Management” are two offerings by PeoplesHR which solves this problem. They are HR solutions that can be localised to many distinct legislatures but still be managed from a global perspective.

Some of the complexity involved in global operations is that employees must maintain a proper work-life balance. They must not stress themselves like overworking to keeping up with their colleagues in other time zones.

The “Work Life Balance” offering contains time, attendance, absence and claims management tools that boost administrative HR activities.

These are also performed transparently where employees can view their data. This leads to better HR-employee understanding and a proper work life balance.

For organisations with a large workforce, it is difficult to track the performance and training of individual employees. The “Talent and Capability Management” solution contains an array of contemporary tools to track the performance of executive level employees. The training tools in it help manage different types of training activities and reduce the complexity

involved in managing them.

PeoplesHR is an internationally successful cloud-based HR solution developed by hSenid, a global HR solutions provider with deployments in 24 countries, covering 18 industries and 300,000 users.

For more information please call us at +65 6533 2140 or visit our website www.PeoplesHR.com.sg

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3

PROFILE INTERNATIONAL HR

Kaba WFM AP

Time and attendance tracking should be easy

Kaba WFM AP 29 Tai Seng Street, #01-01, Jackson Design Hub, Singapore 534120 Tel: +65 6692 0640 Email: wfm.ap@kaba.com Web: www.kaba.com/ wfm-asia-pacific

Since its origins as a maker of mechanical clocks, Kaba has been the leader and driver in developing state-of-the-art, mechanical and technology security products for over 150 years. We have evolved to become the premier provider of touch screen time, labour and access control terminals, personal identification technology, and automated data collection solutions for enterprise business systems – process optimisation.

The result of the evolution? A family of terminals characterised by a very high degree of functional innovation. The design and the use of new materials create contemporary aesthetics that integrate superbly with

modern architecture. The goal is to exceed customer requirements in time and attendance with a completely new generation of products.

With the new B-web and its modern, modular concept, we meet our customers’ requirements and offer additional features that are unique on the market. Convince yourself of these 4 fundamental product benefits: • Guide by Light Intuitive user guidance. Interaction between bright and dimmed keys guides you reliably through all functionalities.

• Simple expandability of functionalities The terminal is so flexible that you

can use it for other tasks: access control, cost centre based time and attendance or standard data collection terminal.

• 1-Click installation & replacement With its 1-Click installation, the terminal can be simply and quickly installed or replaced on pre-installed power and information connections in the docking station.

• B-COMM Java With the this integration platform, we offer you communications software that is independent of the operating system and guarantees data transfer between the data collection terminals and any application software.

Kaba – your trusted partner for > Intelligent time and attendance recording and apps giving information on what’s going on at the moment > A system that really lightens workload and is easy to operate It doesn’t get any better than this for the workforce.

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Add_KSS_2012-09_2.indd 1

Kaba Security Pte. Ltd. 29 Tai Seng Street, #01-01 Jackson Design Hub Singapore 534120 Phone: +65 6692 0640 wfm.ap@kaba.com http://www.kaba.com/wfm-asia-pacific

9/7/2012 2:26:40 PM

PROFILE

Unit4 Prosoft

Are you maximising your time?

‘Put First Things First’, suggests Stephen Covey, the author of the highly acclaimed book 7 Habits of Highly Effective People. People often tend to focus on urgent and important (or sometimes not so) tasks, and have no time for ‘important but not urgent’ tasks.

Alright as it seems, problem is most strategic programmes do fall into the latter category. You would agree with us, that it is certainly more productive to spend time planning competency roadmaps for employees than to be engaged in mundane, non-value added activities such as payroll processing.

How are you spending your time as a HR professional? Are you overwhelmed with the nitty-gritty and not building on your most important asset of the company – people? Keep a diary handy and write down a time log of your daily office activities. If you are spending too much time ‘fire-fighting’ and very

little on reflecting and strategising, it’s time to leave certain tasks with someone else. With the prevalence and maturing of various outsourcing services, you shall free yourself for higher-value tasks and accomplish much more with the help of an outsource provider who could do it better, faster and cheaper.

About UNIT4 HR Outsourcing Established in 1988, UNIT4 Prosoft is voted as one of the best HRMS vendors by the Human Resource community. UNIT4 Prosoft has accumulated deep knowledge in developing and providing HR software solutions and services. Its unique system, the Prosoft HRMS, is smart, flexible, easily integrated and is available on premise, software-as-a-service and outsourcing service.

Contributed by Ho Chee Tiong, Sales & Operations Director Email: prosoft.sales.sgp@ unit4.com Tel: +65 6333 6133

More than 50% Savings When You Outsource Your HR To UNIT4 PROSOFT* UNIT4 HR Outsourcing is designed to solve the pressing, realworld business problems of internal HR resourcing.

Coupled with CloudRecurso (our intelligent cloud computing solution) and Prosoft HRMS (the HR system solution that never fails), our HR Outsourcing services is a proven and viable model to meet your payroll outsourcing requirements, whether in MNCs, SMES, newly established or any other business environment in any scale.

SPEED, PRECISION, CONFIDENTIAL, AGILITY, EXPERIENCE and SAFE are what we promise.

For queries, please call +65 6333 6133 or email prosoft.sales.sgp@unit4.com Scan for more info

*T&Cs apply.

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5

FEATURE

Technology on

tap 6

ISSUE 12.10

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FEATURE

HR and Cloud Computing Technology advancements have opened up new possibilities for HR, enabling them to explore different and more effective ways of working. Leading the way is the Software-as-a-Service (SaaS) or “on-demand” software model, which enables HR software to be hosted at a central location on the cloud.

Research by Deloitte points out that 84% of surveyed companies are either transforming or planning to transform how they handle their HR. Primary motivators are cost savings and greater effectiveness.

According to Deloitte, SaaS has the potential to accelerate HR transformation and capture greater value at a faster rate.

“A mid-sized company can implement a full cloud-based HR system in two weeks, compared to three to four months for an on-premises system, says Dinesh Saparamadu, CEO of hSenid, a software development company.

HR on the cloud

Smaller companies typically avoid purchasing HR software due to the high costs involved.

However, an increasing number of HR solutions are now available on a pay-per-use basis via cloud applications, enabling more organisations to reap the benefits

By Sumathi V Selvaretnam

With a cloud HR System, most administrative HR functions will be automated, allowing HR to focus on the bigger picture. Less expensive than on-premises HR software, cloud solutions are suitable for both small and large organisations. “Without the concerns of IT infrastructure, smaller organisations can invest their core competency in business development while bigger organisations can focus their resources on strategic assignments,” says Karen Lee, Business Development Manager, UNIT4 Prosoft.

Another key benefit of cloud solutions is their scalability. “It provides flexibility for a company to scale up and down; it allows HR to focus on the main strategic issues and not have to worry about the availability of the system or the potential IT investments involved if there is a change of business directives,” Lee says.

For companies that are geographically spread, a cloud HR system can provide a central view to the business, says Saparamadu. It can connect various HR initiatives and technology across the organisation so that HR service delivery is consistent. A cloud system also enables to HR to observe how HR services are reaching the end-user, especially in areas such as payroll, performance management and recruitment.

But how stable and user-friendly are such systems?

The key to success in a cloud HR system is the userfriendliness. Saparamadu says any system needs to be intuitive. “It must provide online video and self-based learning tools.”

Lee agrees. “The cloud provider is in the business to provide infrastructure and maintenance; the stability and performance of the system will be agreed before the service engagement.” Such solutions are definitely user-friendly as they reduce the reliance of interISSUE 12.10

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7

FEATURE

HR and Cloud Computing

“A mid-sized company can implement a full cloud-based HR system in two weeks, compared to 3 to 4 months on an on-premise system” – DINESH SAPARAMADU, CEO, hSenid

dependent applications, thus companies can just focus on the suitability of a single application, such as the HR system, she says. “This translates into cost and time savings on internal training and sourcing for other supporting applications. Also, with the advances in technology employees are often tech-savvy, and can easily pick up web-enabled solutions within a short time frame.”

Eye on talent Cloud computing has helped HR to make significant inroads in the area of talent management. In older methods of performance evaluation, managers were only allowed to look at surface performance data, and quite often did not know the real contributors of these performances – be they good or bad, says Cher Chan, Head of Marketing, APAC, Lumesse. “Software solutions allow evaluation to take place on a sharedplatform via interior domains or SaaS, meaning that managers and employees are granted equal accessibility to the exchange process.”

Talent management solutions on the cloud provide a real-time, self-managed, shared and interactive platform to employers and employees in the sharing and updating of career information. “This ‘permeable’ characteristic of solutions platform allows the assignment and dedication of corporate goals to employee,” says Chan. Going forward, it supports the collection of employee performance data against progress in real-time, or any time, making the action and reaction transparent and quantifiable, she adds.

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The bird’s eye view provided by talent management software also helps prevent silos in performance measurement. This is critically important as most companies tend to overlook the influence of appraisal silos, Chan says. A 2011 study by Lumesse showed that almost half (49%) of employees considered their appraisal to be of little or no value. “This figure is worrying as it reflects that many companies don’t even know how to take the first step to engage employee,” she says.

HR talent software generally offers an analytics function that can identify skills gaps that deter a staff from performing, Chan says. “Even more powerful is that the solution is able to predict future needs of the staff member to fulfill their role. The integrated platform is actually opening a learning gateway to the employee to adopt new skills for now and future.”

Managers can also immediately analyse and compare talent data from performance, skills and competencies, and progress in learning, to understand the involvement of an employee to their job. “Combining an organisation charting function, managers can make sure the redeployment of a single staff member to a new position won’t interfere with the overall stability of the organisation,” Chan says.

Talent management solutions are constantly evolving to meet new needs in the market. As smartphones become more ubiquitous, HR serviced providers are moving solutions to mobile platforms enabling users to access functions from job seeking to e-learning.

“Mobile talent management platforms will be able to harness the attention from job seeking candidates and employees, and maximise the user experience throughout the talent lifecycle. Nowadays, a lot of the recruitment work can be done on the go, enabled by mobile apps,” Chan says.

Key benefits of cloud computing • Scalability The ‘pay-per-use’ structure allows expansion or contraction of employee sizes • Flexibility The solution has a minimal one time capital investment, allowing companies to forecast the predictable costs.

• Fast speed of deployment As the infrastructure is supplied by the service provider, if the solution is right, deployment can be arranged instantly • Promotes work-life balance Cloud HR solutions can be accessed anytime and anywhere. This offers more possibilities for flexible working arrangements.

PROFILE

mytraining.net

The New World of

Booking Training System Integration – mytraining.net can automatically update your LMS or ERP, removing the need for manual maintenance.

We offer the choice of these simple solutions:

1

A mytraining.net corporate account makes it easy for companies to quickly search, compare and book corporate training. These corporate solutions have been designed to streamline the booking and reporting process for Training Courses, Development Programmes & Compliance Training from top-tier Training Providers easily into one system, with the added convenience of a single monthly invoice.

2 mytraining.net has a proven track record of providing enterprise level Managed Learning Services. We deliver cost effective training reservations, strategic account management and streamlined invoicing services. mytraining.net is the market place for leading training providers, giving Corporate Australia a single location to Search, Compare and Book Training.

As the ultimate procurement tool, mytraining.net provides you with greater control, transparency and efficiency in the management of your people development.

Our customers experience a range of benefits, enabling them to deliver greater value to their organisation.

What you get:

Save time – create operational efficiency through the mytraining.net streamlined search functionality, consolidated invoicing and easily managing compliance requirements.

Control – the training requests and approval process within mytraining. net reduces the opportunity for budget leakage and returns control to you.

Quality Providers – our trusted partners deliver training in multiple formats across a diverse range of professional development categories.

You can also have the flexibly to include your own providers.

Reporting – easily gain visibility on your training spend through the enhanced reporting tools that sit within mytraining.net.

A company branded portal tailored to your training strategy, allowing you to choose your suppliers, quickly schedule, display and manage bookings for training programmes and easily manage all staff training requests with one admin account reporting expenditure for each business unit on a quarterly basis.

Web: www.mytraining.net Product: www.mytraining.net/corporate-training

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PROFILE INTERNATIONAL HR

Lumesse

Global-local Talent Management with innovative solutions Since the rebrand of StepStone Solutions to Lumesse, we embarked our journey to become the “only global company making Talent Management work locally”. Lumesse provides Talent Management solutions to over 2,000 of the world’s best known companies and is now one of the world’s most successful and innovative suppliers of SaaS-based Talent Management solutions.

Lumesse Singapore 51 Goldhill Plaza #10-06/08 Singapore 308900 Tel: +65 6720 0680 Fax: +65 6720 0685

Talent Management – What’s it all about?

Unified Talent Management includes Talent Management, Talent Acquisition and Learning & Development. For example, the HR managers, recruiting managers, line managers, training managers, and senior executives should all be able to use the same system and the same information for better insights and more efficient processes, regardless of task. Lumesse offers fully unified Talent Management solutions that can be configured to look and work just the way you want, at a company and an individual level.

“Organisations with good Talent Management processes outperform their competitors in almost every way – including growth, profitability, market reputation, employee retention and engagement” 10

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Lumesse TalentLink Our true SaaS unified Talent Management platform. Available in almost 30 languages and based on Web 2.0 technology (delivered as SaaS), it is the choice of global brands like BMW, Heineken, Sitel, Randstad, GlaxoSmithKline, Volvo and Tommy Hilfiger. It allows organisations to build highly-functional, fully branded career portals and connect directly with social networks to find global talent.

Originally focused on talent acquisition, TalentLink has expanded to learning, performance management, skills and competencies and succession planning.

Lumesse Mobile – Access on the move for Lumesse TalentLink The world is going mobile, where key information is accessed securely and presented quickly and efficiently in a device-optimised format. Lumesse has recognised this need with Lumesse Mobile, a dedicated app with Apple iOS and Android versions that connects efficiently to Lumesse TalentLink.

Lumesse ETWeb This can be deployed in the cloud or behind your own firewall. It is a fully integrated, highly adaptable, integrated Talent Management solution trusted by big brands such as Merck, Deutsche Telekom, PUMA, Philips and Group

PSA Peugeot Citroën. It offers a fully configurable workflow and information security, modularity to suit all needs, and a flexible, intuitive and attractive 100% web-based user experience to drive higher user adoption levels. Lumesse ETWeb now features full integration with the learning platform - Learning Gateway.

Lumesse Learning Includes Lumesse Learning Gateway, our SaaS learning management system, and Lumesse CourseBuilder, our SaaS content development system. Both are multi-award winning solutions used by global brands such as Heineken, Legal & General, Virgin Atlantic, 7-Eleven, and Sony Ericsson.

Company Information Almost 1 in 5 Global 500 companies use Lumesse technology 2012 – 2000 2011 – 1700 2010 – 1500 2009 – 1200 Our revenue 2011 – €76.3 million 2010 – €64.5 million 2009 – €50.4 million Our social networks lumesse.com/facebook lumesse.com/linkedin lumesse.com/twitter lumesse.com/youtube lumesse.com/xing lumesse.com/weibo Our accreditations ISO27001 BS25999 HR-XML SAP NetWeaver certified TSIA W3C

lumesse ETWeb

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talent acquisition

kollaboration

雇主品牌

hébergement

fachkräftemangel

cloud fantastic outcomes

云计算

skills

Lumesse learning gateway

performancesteigerung

benefits

applications talentkonferenz

Lumesse learning gateway

onboarding

HR analytics

performance

HR core

salariés

reporting

sourcing

learning

weltweite

www.lumesse.com

PROFILE INTERNATIONAL HR

Times Software

Award-winning payroll and human resource integrated solutions With the advent of the Internet and IT Technology, never before has greater emphasis been placed on work productivity and efficiency. The organisation that masterfully leverages these technologies gains the biggest advantage in maximising greater corporate competitiveness and performance.

Times provide you with solutions to attain the Peak of your Human Resource Performance yet.

Times Software Pte Ltd provides the highest quality integrated HRIS Solutions from Employee Self Service Online Leave Applications, Travel Claims, Attendance Tracking, Appraisal Remuneration, Training Analysis Needs, to recruitment of the best talents and Learning Competencies as well as payroll outsourcing services which are suitable for Singapore and global organisational needs. Our staff at Times Software Pte Ltd provides the highest service quality and hotline support for our software users since 1998.

For more information, please visit our web-site at www.timesoftsg. com.sg or call us at Tel: (65) 6295 1998 or email to: sales@timesoftsg. com.sg

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The Times brand has achieved success through word of mouth recommendations and has been proven to offer ease of usage and accurate computation. More than 4,500 companies and organisations have benefited from our integrated solutions and below are some of the B.E.S.T. reasons why.

Why consider TIMES PAY HRIS? • BEST Practice – Over 14 years of experience and on the field support with HR Practitioners, Times Solutions offers the best of breed practice and functionalities. We constantly upgrade our solutions and release the best features options to ease and value add to our clients • Ease of Usage – Right away users recognise the user friendliness of the User Interface and its ease of navigation.

Easy updates of New Regulatory requirements. Step-by-step update guide with no hassle and last minute rush. 100% accurate patch release.

• Savings – Times HRIS continues to offer the most competitive investment costing. We run all year round promos to assist all our clients’ budgetary concerns and offer the most competitive rates to tailor make a solution for your niche.

• Trust worthiness – Times continue to score recommendations for providing the best support and after sales support yet. Your concerns are taken care of by our friendly support staff ready to meet your needs and our solutions provide stability to 3rd party integration with other major accounting systems.

Why consider payroll outsourcing to Times Software: • Be confident that staff are being paid accurately and on time • Feel assured that your confidentiality is guaranteed • Work with a reduced risk of data being lost or destroyed • Receive the highest levels of professional service from the Times Software payroll outsourcing department • A “One-Stop” Service Provider • Personalised Services • No software & hardware upgrade cost • The assurance of being up to date with legislative changes and reporting requirements • Make your pay days easier and stress-free • A world-class payroll outsourcing service that will help you save time and increase profit • Meaningful payroll report • Free advice on Payroll issues

PROFILE INTERNATIONAL HR

Resource Solutions

Tracking talent for business success

63%

Do not use technology to track permanent recruitment

Resource Solutions is an international market leader in recruitment process outsourcing (RPO) solutions. We manage a recruitment budget of over £500 million on behalf of our clients, hiring more than 15,000 employees for them each year.

We work in partnership with clients to manage their recruitment processes. Leveraging our proven expertise and global resources, we secure the best talent for our clients in the most effective manner. We balance the supply chain between direct channels and external suppliers, managing relationships with recruitment agencies.

Our model is to deploy high calibre and experienced recruitment professionals on-site with our clients. In addition to making processes smarter and more efficient, our teams oversee compliance and ensure that clients conform to the highest standards of best practice. Our on-site recruiters are aware of the importance of a positive experience for all applicants and ensure that our clients are presented in the best possible light to the external marketplace.

Our services range from a complete outsource of resourcing incorporating the provision of a technology, managing permanent,

temporary, and contractor recruitment through to smaller, discrete projects supporting in-house resourcing functions.

We recently conducted a comprehensive recruitment survey within Asia, focusing on HR and recruitment professions in Malaysia, Singapore and Hong Kong. The research findings from the Resource Solutions online survey of over 350 respondents, presented some interesting recruitment insights, including: • The number one recruitment priority in 2012 for respondents is to improve the quality of candidates attracted to their organisation.

• The 2 nd and 3rd most important priorities were ‘the quality of service to hiring managers’ and ‘the quality of service to applicants’.

• Cost saving ranked as the 5th highest priority.

• Some 43% of respondents stated that permanent recruitment had increased when compared to 2011, with the largest increase seen in Malaysia.

• Some 63% of respondents do not have any recruitment technology in place to track permanent recruitment. This rose to 74% in relation to technology for temporary or contract recruitment.

To find out more regarding Resource Solutions or our services and insights into the Asia market, please contact simon.bradberry@resourcesolutions.com and reference HRTECH.

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“

“

talentsource is a highly effective recruitment tool that can be quickly deployed across multiple regions, enabling greater global efficiencies

talentsource

TM

iris ihire itime itrack iapply idirect isupply talentsource is a cloud-based recruitment platform which is owned by the global RPO TM

provider Resource Solutions. We believe it is the leading recruitment software in the world due to its highly intuitive usability and the breadth of its functionality that covers temporary, contract and permanent recruitment. talentsource has advanced talent pooling capability that has helped many of our clients transform the way they directly interact with applicants, it also enables us to offer our clients recruitment best practice and world-class resourcing technology at extremely low cost.

TM

• Full permanent and temporary/contractor recruitment capability • End-to-end coverage of the recruitment lifecycle • Tailored portals for all key stakeholders including direct applicants, hiring managers, recruitment agencies, temps/contractors and in-house recruiters • Cloud-based deployment to all of our clients • Free training and enhancements • Full management information reporting suite available • Web based monthly/weekly/daily timesheet formats and online expenses capability • Mobile compatibility for approval of timesheets

Web: www.resourcesolutions.com Tel: +65 6228 0299 Email: enquiries@resourcesolutions.com

g n i r s a e h i S ibilit s n o p res With HR working towards being a strategic partner in organisations, repetitive functions are being outsourced for more efficient business processing. HRM looks at the latest trends in outsourcing and how this helps HR focus on bigger business goals

By Priya de Langen

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FEATURE

HR Outsourcing An increasing number of organisations are utilising outsourcing solutions to help their business processes become more efficient. The Deloitte 2012 Global Outsourcing and Insourcing Survey Executive Summary, revealed that 60% of respondents said that outsourcing at least some workplace processes was a standard practice at their organisation.

In terms of HR, where some work can be repetitive, organisations are looking to HR-specific outsourcing solutions (HRO) to help their in-house HR teams concentrate on more strategic goals. Olivia Yeoh, Director, PayrollServe, says that HR outsourcing companies are experts in the combined fields of HR, employment laws, and taxation. Outsourcing to an organisation like this allows in-house HR resources to be better utilised, she says.

“If any organisation desires to grow and excel in today’s highly pressured and turbulent world, there must be a shift in management thinking about how best to deploy its limited and valuable HR resources,” says Yeoh.

“Outsourcing becomes an attractive integral approach as it allows an organisation to build what matters most to them and leave the other areas to an outsource partner. It also enables an organisation to systematically build its HR infrastructure without committing to huge overheads and capital investments,” explains Aileen Ng, Managing Director, Virtual HR.

Sharing the HR load Payroll is a major function in any organisation and many HRO providers can help with this vital business process.

Yeoh, of PayrollServe, says organisations that have outsourced their payroll do so for the sake of expediency, accuracy, timeliness, control and confidentiality.

“The benefits of payroll outsourcing far outweigh the cost. Organisations can possibly reduce or save overheads associated with employing a dedicated payroll specialist in-house,” she explains.

PayrollServe provides payroll and HRO services to a range of organisations. For clients who are adept in managing on their own, the organisation licenses its online systems to serve their needs. “These clients use the same systems that we use internally to support our outsourcing clients,” she says.

One of the major issues that outsourcing organisations face is the accuracy and confidentiality of sensitive business material. HRO providers say that organisations do not need to worry about privacy risks.

Yeoh explains that “contrary to common beliefs, organisations do not necessarily need to give up the confidentiality and control of their payroll process when they outsource.”

Besides payroll, organisations are also turning to outsourcing specialists with regards to employment contracts. Virtual HR specialises in employment

“The days of looking at outsourcing solely to derive cost savings are over. Resource optimisation, coupled with the agility to move quickly with business demands, are the quantified benefits these days” – AILEEN NG, MANAGING DIRECTOR, VIRTUAL HR compliance and managing activities within an employee’s typical life cycle with the client organisation, says Ng. This work includes developing the terms and conditions of employment at the on-boarding stage, managing employment contracts, processing employee payroll, leave, time and attendance, and benefits, as well as managing the exit process, she adds.

Ng says that in terms of cost savings, organisations can save 30% or more. However, she adds that outsourcing should not be just about cost savings for companies. “The days of looking at outsourcing solely to derive cost savings are over. Resource optimisation, coupled with the agility to move quickly with business demands, are the quantified benefits these days.”

Experts say it is essential that the needs and priorities of the organisation and the service provider align with each other. Ng says there are risks in utilising HRO solutions, and this largely stems from not selecting an outsource partner who aligns with the needs and critical elements.

The Deloitte 2012 outsourcing survey showed that some factors led to dissatisfaction with HRO providers – vendor underestimating scope or effort (52% or respondents cited this issue), lack of service level attainment (48%), sub-par vendor performances (38%) and lack of timely project and service request execution (29%).

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FEATURE

HR Outsourcing

Recruiting right In a survey by Resource Solutions, companies gave an idea of their priorities when it comes to getting talent in the next 12 months.

Top priorities of recruitment over the next 12 months • Improve the quality of candidates attracted • Improve the quality of service delivered to hiring managers • Improve the quality of candidate experience • Reduce time to hire • Cost savings • Adherence to global processes • Reduce the business’s exposure to risk in engaging temporary or contingent workers

Recruiting from the outside Getting good talent is critical for any business and organisations are stepping up efforts in the ways that they recruit. They are also turning to staffing solutions firms to help them to streamline their recruitment processes.

Recruitment process outsourcing (RPO) solutions company, Resource Solutions offers its expertise to organisations looking to attain good talent. Simon Bradberry, Managing Director, Asia-Pacific, Resource Solutions, says that an RPO provider needs to deliver on several areas. “Five key benefits lie at the heart of what a good RPO provider can deliver: cost savings, reduction in risk, increased flexibility, faster speed-to-hire, and delivering higher quality service and candidates.

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“Each client will have different priorities or buying criteria and the benefits of using an RPO provider is that these priorities will be weighted according to the organisation’s needs,” he says.

He adds that organisations should consider additional benefits from an ROP provider, such as the ability to provide benchmarking and market intelligence in addition to other “value adds”.

Resource Solutions ensures that its staff are based in their clients’ offices to cater to their clients’ needs. “We believe the benefits of having an embedded team far outweigh any additional upfront costs as we are able to connect to clients and candidates more effectively and ensure the right candidates are sourced for the right roles, which in turn reduces costs down the line,” explains Bradberry.

The indomitable rise of social media has also given another space for organisations and recruitment firms to find talent. Though Bradberry says the usage of social media makes it easier for a client to outsource as well as engage with candidates directly, he cautions that it is still not the most effective method of candidate attraction.

In a 2012 survey focused on recruitment agencies in Singapore, Hong Kong and Malaysia, Resource Solutions found referrals were the most effective sourcing method for candidates, while social media ranked sixth out of seven recruitment strategies.

Bradberry says that social networks should be part of an integrated recruitment strategy and they should be assessed for their effectiveness. “One mechanism to establish the most effective use is to conduct social media listening audits, something that Resource Solutions has delivered for a number of our clients. It helps them to assess whether social media is right for them and, if so, which channels are the most appropriate.”

PROFILE

PayrollServe

Fulfilling payroll & HR administration needs PayrollServe is the Payroll and HR Administration Services division of Chio Lim Stone Forest group, a leading accounting and business advisory group that focuses on growing businesses. We are supported by a team of more than 1,000 professionals specialising in other areas including Accounting, Corporate Secretarial, Business Advisory, Corporate Risk Advisory, Forensic & Litigation Support, Tax, and IT. PayrollServe specialises in meeting basic to complex payroll and HR

administration for businesses in Singapore and other Asian countries with offices in Singapore, Shanghai, Beijing, Chengdu, Suzhou and Shenzhen. We have an established track record with multi-national corporations, small-medium enterprises as well as start-up companies. In Singapore itself, we are handling close to SGD 1 billion payroll dollars.

To ensure upmost security and confidentiality of our client’s data, we look into every aspect of our processes, from day-to-day standard operating

procedures where we abide strictly to the SSAE 16 standard as well as the highly secured and protected environment that we have for our data centre.

Our Services: • Payroll management • Leave management • Claims management • HR Advisory Our Products: • Payroll systems (LAN & Web) • Leave system • Claims system

For a discussion on your Payroll and HR needs, please contact us at info@payrollserve.com.sg or +65-6594 7593

PayrollServe - Level The Playing Field - Sept 2012 (For Print).pdf 1 9/17/2012 11:03:42 AM

PayrollServe

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CM

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We specialise in:

• Payroll Outsourcing • HR Administration & Consulting • Payroll Compliance

• Leave Management • Payroll Management Systems • Claims Management

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Stay Informed, Swap Stories and Gather All The Information You Need.

Virtual HR is a niche player in the HR outsourcing market in Singapore that champions knowledge networking amongst business owners, CEOs, and HR practitioners.

The dynamic business environment and organisation changes place a heavy burden on HR practitioners to keep pace with new developments and shorten learning curves. Whilst Virtual HR’s core business is providing payroll and HR outsourcing services, a strong community has been built where knowledge exchange takes centre stage in Virtual HR and amongst its customers and partners.

Together with anchor partners including Ogilvy PR, Rajah & Tann and veteran Employment Act Advisor Chia Boon Cher, Virtual HR runs a series of knowledge networking workshops that cover topics

such as Enhancing Employment Practices in the Social Media Age, The Enemy and Opportunity within the Social Media Age, Riding the Wave of Changes in the Employment Laws in Singapore, HR Clinics for Voluntary Welfare Organizations (VWOs) and many others.

Participation in the Knowledge Networking Series is by invitation only. Interested parties may express interest via registration@virtualhr.com.sg and will receive an invitation when seats for the Year 2013 series are available.

In the meantime, Virtual HR shares with HRM readers an extract from the Knowledge Networking Series on Frequently Asked but Often Unanswered Questions about the Employment Act.

..........................................................................................................................................................

FAQ

Frequently Asked but often unanswered questions about the Employment Act, fielded by Mr Chia Boon Cher, an experienced advisor in the Singapore Employment Act.

Mr Chia Boon Cher has over 16 years of experience in the Ministry of Manpower prior to joining the private sector.

His experience encompasses enforcement of the various labour laws including the Employment Act and conciliation of trade disputes. He is also the author of “Practical Guide to the Employment Act for Good HR Practices”.

Ever wondered why PMEs (Professionals, Managers and Executives) are treated differently under the Employment Act? Or why highly paid technicians are entitled to overtime claim while lowly paid admin assistants are not?

Q: Why are people in managerial and executive positions not covered under the Employment Act today?

A: White-collar workers were considered the fortunate lot by virtue of their educational background and were better off compared to the blue-collar workers. For managers and executives, they were occupying even higher stature in the society than clerks. The Chinese often referred to the white-collar workers as “chai hwoo”. For managers and executives, the Chinese referred to them as “tua chai hwoo”.

Since most of them are highly paid and the Employment Act is intended as a social law to protect the weak against the strong, these “tua chai hwoo” are excluded from the Employment Act. They are perfectly capable of looking after themselves and if they do encounter any employment issues with their employers, they could fend for themselves or seek legal help.

provides a strong position to attract investors to Singapore and minimise their costs if they need to exit. For workers with more than 3 years of service, the Act does not stipulate the retrenchment quantum to be paid and as such, any retrenchment benefits are subject to negotiation between the worker and the employer.

Q: Some companies classify workers in two broad categories: Exempt and Non-Exempt. Is this classification acceptable?

A: Some employers define “exempt” staff as those not entitled to overtime and other claims while “non-exempt” staff are those who are entitled to such claims. Such classifications are not based on the Employment Act. As such, it may not be a useful as it does not conform to the definitions under the Employment Act. Q: Why is it stated in the Employment Act that workers with less than 3 years of service are not entitled to retrenchment benefits?

A: This is part of our government’s strategies to attract foreign investment. In many countries, investors pay a high price including retrenchment benefits if their businesses should fail.

To minimise the costs of business failures, the Employment Act states that workers with less than 3 years of service are not entitled to retrenchment benefits. By doing so, Singapore

These are just some of the questions that you may have even if you are familiar with the Employment Act. This may be due to either insufficient background information or simply because they have never been adequately addressed or explained.

Q: If an applicant signs the letter of employment but did not turn up for work on his first day of work, what action can the employer take against him?

A: Since the applicant has not started work yet, the employeremployee relationship therefore does not exist. Hence, the employer will not be able to claim notice pay or any compensation under the Employment Act. However, if the employer wishes to claim, the employer would have to pursue a civil claim in the court of law. To support your claim, employers should consider including a “no-show” clause stating that if the applicant fails to report for work, he will be liable to pay a sum equivalent to say; two weeks of the offered salary.

Q: If an employee completes the probationary period but the employer fails to confirm the employee, is he deemed to be confirmed?

A: Yes. Confirmation is automatic after probation if an employee is neither confirmed nor terminated at the end of the probationary period.

HRM readers who want more answers to the frequently asked questions may email enquiries@virtualhr.com.sg to obtain a set of the books at a special rate. Please indicate HRM readers as the reference.

PROFILE INTERNATIONAL HR

SAP

Leveraging on a

Hybrid HR strategy Raj Sundarason, VP, HR LoB Solutions, SAP Asia tells us how HR leaders across Asia Pacific can leverage on existing HR applications with solutions deployed in the cloud in a hybrid talent management strategy

Raj Sundarason VP, HR LoB Solutions, SAP Asia Email: raj.sundarason@sap.com

Internationally spread out teams, an acute shortage of talent, and new generations with entirely new ideas and desires: HR work has never been as challenging as it is today. At the same time, global markets are speeding up the pace of business, generating additional time and cost pressure through ever shorter innovation cycles.

Faced with these trends, how can your HR department fulfil its role as strategic initiator for growth and high performance? How can you combine your enterprise goals with a custom-tailored HR strategy and tactics for talent management, recruiting, HR planning and succession planning – as easily, quickly, and efficiently as possible?

For most organisations, they have existing infrastructure. Investment dollars are hard to justify especially where the return is based on soft costs. By marrying both your legacy HCM environment with solutions deployed in the cloud, you will get a more controlled roadmap around product innovations, a quicker time to value and a finance model based on subscription. The Hybrid HR strategy model allows customers to implement rapidly and can coexist on existing infrastructure.

Hybrid HR strategy SAP’s Hybrid HR strategy is about leveraging/future-proofing past 22

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investments whilst taking advantage of the innovations and time to value proposition that can be leveraged from cloud deployments.

Research shows hybrid deployments growing in the short term and declining a little in the next four years, primarily off the back of an increase in pure-play cloud-based deployments.

At SAP, many of our customers have deployed our core record of reference product sets which help them with their compliance needs.

To replace this type of infrastructure is extremely disruptive to the business. By leveraging our extended human capital management portfolio, customers can now consume our mobile, real-time computing, analytics and social innovations more rapidly.

For example, we look at HANA not as a product but as a platform.

We ran some tests in which the scenarios included some of the most complex activities such as Application Permission Control Performance where we found improvements in excess of 1200% when benchmarked against traditional deployments. In terms of analytics, we found a significant reduction in latency in analytical data view creation by over 1000%.

These leaps forward have allowed us to create benchmarks on the fly

Building your own HCM applications?

SAP has found that if HR embraces the following tenants, there is a higher chance of success: • Social & Collaborative • Mobile • Analytics • Rich Integration • Toy-like quality of user experience

for real-time comparisons and allow for more real time analytical decision making for senior executives. All delivered on any device, anywhere and anytime. This is just another example of how SAP is helping customers to Run Better.

As we look to the future, we have some predictions; some bolder, some very real. In five years, we believe everything will be mobile, social, in-memory and in the cloud. This does not mean the On-Premise world will disappear merely that the acceptance and need for these platforms will grow exponentially.

I remember reading about how the radio was going to kill the rockstar.

Today, like many of you I when I get into my car, the first thing I do is switch on my radio. The Hybrid is here and will thrive. It has to.

Companies need it to Run Better.

Meet Dynamic HR Meet Dynamic HR Challenges with Meet Dynamic HR Challenges with Solutions from SAP Challenges withSAP Solutions from Solutions from SAP

Global trends are driving changes in HR. Human capital management solutions from SAP help you bring out the best in your people and your Global trends are changes in HR. Human capital management HR business.

Youdriving can improve talent strategies, collaborate better with solutions from SAPapproach, help you bring out the best inand your peopleeffi and your a next-generation enable managers, improve ciency.

HR You can improve collaborate better with Forbusiness. more information, visit us talent onlinestrategies, at www.sapstrategichr.com.

Global trends are driving changes in HR. Human capital management a next-generation approach, enable managers, and improve efficiency. solutions from SAP help you bring out the best in your people and your For more information, visit us online at www.sapstrategichr.com.

HR business. You can improve talent strategies, collaborate better with a next-generation approach, enable managers, and improve efficiency.

For more information, visit us online at www.sapstrategichr.com.

RQ 17443 ©2011 by SAP AG. All rights reserved.

SAP and the SAP logo are registered trademarks of SAP AG in Germany and other countries.

RQ 17443 ©2011 by SAP AG. All rights reserved.

PROFILE INTERNATIONAL HR

Payroll Express

Easing your payroll processing

Goh Kwee Fung Tel: 64716206 (DID) Email: kweefung@payrollexpress. com.sg

Now you no longer have to be bogged down with administrative tasks like payroll and benefits administration.

More and more companies are outsourcing these tasks to the specialists to be better able to expend more time and energy on their core competencies to grow their business.

“Excellent service standards.

Professional & prompt. All the benefits of outsourcing & more”

Why Payroll Express?

– RODZIAH SHAARI, SENIOR MANAGER, HUMAN RESOURCES, KNOWLEDGE UNIVERSE SINGAPORE

Payroll Express offers payroll and benefits administration services deploying innovative HR-IT tools like e-leave and e-claims. It has well over 20 years of expertise and its team is able to customise programs to suit your needs on management and administration of labour costs.

Businesses have been known to engage the services of Payroll Express, and even switch over from similar setups often on the recommendation of satisfied clients. They are assured of accuracy and timeliness of reports month after month and can enjoy timely advice on changes in labour and tax laws and their impact and implications.

Customised Excellence Always Payroll Express caters to the needs of a diverse clientele from MNCs to fresh start-ups. Equipped with the best HR-IT tools, it offers the best business solutions to increase your bottom line.

On appointment, its team will study the current processes, consider your preferences and systems and then integrate all these into a seamless continuum of proven efficient processes.

Result – customised service excellence.

OUR STRENGTHS PAYROLL OUTSOURCING BENEFITS OUTSOURCING HR OUTSOURCING HR TECHNOLOGY

e-payslips e-leave e-time management system e-claims

HR CONSULTANCY

Leng Kee Road ###---A Thye Hong Centre Singapore Tel: ((() Fax: ((() Email: kweefung@payrollexpress.com.sg Website: www.payrollexpress.com.sg

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PROFILE

Recroitre Strategic Performance Management

individual employee. Employee goals need to be aligned with team goals, followed by departmental goals and finally, organisational goals. This strategic approach can help streamline the workforce from top to bottom.

Achieve Milestones and achievements needs to be tracked in the system against each goal for further evaluation.

Assess Next step is to assess employees based on achievements. It is nice for each employee to have feedback from peer workers. This can provide insights on collaborative team performance and the organisation’s overall performance.

Reward Finally, it is time to identify your top-performers and reward them to keep them motivated. This helps in building a performance-driven culture.

on the Cloud 2 Recroitre is a boutique software development company based in Singapore. It is led by passionate technologists who are continuously working to identify pain areas in the HRMS domain and developing solutions on the cloud to support HR processes for SMEs and Large Enterprises.

Global HR Cloud Global HR Cloud is a SaaS-based simple, flexible and easy to use cloud service, which enhances your company’s performance by cultivating a stronger

employee-management relationship.

Global HR consists of four clouds. The primary focus is on the Performance Cloud while other basic application suites include Payroll, Analytics, and Learning & Development.

About the Performance Cloud A high performing organisation can be strategically achieved in just four simple steps.

Align Traditional appraisal approaches help in evaluating performance of an

1

3

Akash Deep CTO, Global HR Cloud (a product of Recroitre), info@globalhrcloud.com

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PROFILE INTERNATIONAL HR

NorthgateArinso

HRO 3.0

The Next Generation of HR Outsourcing With business leaders looking to reduce overheads, being able to justify the HR team’s time and resources is more important than ever. Reporting & analytics are crucial to demonstrate HR’s value to the business and technology has a leading role in creating transparency and improving efficiency.

However, with a multitude of technology and deployment options available, choosing the best approach is difficult. The average HR Director wants a global view of his workforce, as well as in-depth local knowledge and expertise. HR outsourcing aims to solve many of these challenges and promises many of the benefits HR leaders want – and need – in volatile times: variable cost models,

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economies of scale, integrated technology made available globally, risk mitigation, and constant innovation.

HRO has been the subject of significant transformation. It has, a decade in, most critically transformed the HR profession by enabling HR leaders to offload transactional tasks and focus on business value. In the next decade, this focus on business value looks set to continue, however, to know where we are going, it is important to understand and acknowledge both the defects, and successes of the past.

HRO: the road to maturity The HR business process outsourcing “market is on the cusp

of moving from adolescence to early maturity on the Hype Cycle”.

HRO has come a long way since BP created the first HR outsourcing contract at the start of the millennium.

The Growth Years By the late nineties, David Ulrich has applied the HR service delivery model which achieved for HR Outsourcing what Henry Ford did for the automobile industry at the start of the 20th century. The Ulrich model confirmed that HR professionals must create practises to make employees more competitive, not more comfortable.

This model triggered massive transformation in the HR world.

‘HRO 2.0’ addressed many of the shortfalls of the previous generation of HRO contracts, processes were thoroughly mapped out and aligned; transition plans were established; service level agreements matured and internal HR systems were scrutinised prior to transition.

However, there were still challenging transition processes and aligning systems across a number of countries was cumbersome, technologies failed to scale, and standardisation got lost in the scuffle. It was a difficult adolescence.

From zero to Hero: The Third Generation Enter the HR 3.0 and, with it, a technology-inspired view of HR outsourcing. Parallel to the advent of the HRO industry, two major IT trends took centre stage. The first was the rise of software as a service [SaaS], allowing standardised yet configurable software on a ‘pay as you go’ model via the internet. The second was the consumerisation of IT, where users, including employees, managers and professionals in HRO, took over the driver’s seat of technology innovation, demanding usability, ubiquity, simplicity, and mobility.

These broader IT trends provided the fixed HR 2.0 needed: speed, scalable technology platforms, and user centric design.

Both the emerging industry trends and the shortcomings of early HRO 2.0 deals pointed out the importance of an integrated, multi-tenant technology foundation.

The industry also saw its first wave of renewals, or recontracting, or major deals. In addition, corporate procurement departments had gained significant experience in negotiating outsourcing contracts, resulting in more educated buyers.

What’s Next?

The next stage in process automation is business process utility (BPU), eliminating manual intervention from key HR processes such as payroll. HRO witnesses the fastest adoption of BPU services, when compared with the rest of the BPO market.

BPU is essentially a pre-built solution designed for scalable, one to many delivery which is delivered as a cloud-based offering. Current HR BPU offerings are tried, true and tested, focusing on a user-centric design.

Back end processing is still at

the core of HRO, but it is also hinged on superior self-service for employees, managers, HR business partners and service centre professionals. These four groups can now work together, each with its own role-based view on people data. What’s more, advanced knowledge management solutions provide additional self-service options through electronic storage of policies and employee records.

It all adds up to consistently high satisfaction amongst users, which, in turn, translates to high user adoption rates. HR is finally getting the attention it deserves.

It is however, still crucial to get the basics right – HR administration, workforce, payroll etc – and then ‘grow as you go’ into value added processes. Start at the core, and then move into more complex areas. We see a continuum of HR services appear to meet evolving HR needs and requirements; organisations today can choose to deploy HR technology OnPremise, host it in a single tenant environment, deploy it on a multi-tenant shared platform, and once on the platform, add BPO-type, involving HR service centres worldwide.

Some define it as Hybrid HR, others as HR as you like it.

Unfortunately the notion of widespread industry standardisation is still largely absent in HR. Standardised HR services and processes, including payroll, would mean increased process automation and world employ a flexible ‘fit-to-standard’ approach. Rather than starting from a blank sheet of paper, a step by step approach is applied, allowing configuration by ‘switching’ parameters on and off.

The end result: faster implementation, more flexible deployment, better overall process control, and transformation phases that demonstrate success right from the start.

What is driving the way forward?

Organisations are looking for the best of all worlds: improved performance and innovation in HR process management, but at the lowest possible cost. But, from our experience, the question of innovation nearly always comes to the fore and takes precedence, even in deals structured to deliver at the lowest possible cost.

In addition to innovations around talent management, health and welfare benefits administration, global HR needs, and swiftly developing utilization of mobile phone platforms, look for more of the standardized, SaaS-enabled “hybrid” comprehensive services to continue to alter the dynamics of the HR BPO market and drive innovation for the foreseeable future.”

Smart organisations keep investing, even in the down turn, to improve efficiency. Because areas like talent management, reporting, and performance have become even more critical to company success, HR needs to weigh the available options very carefully, understanding that different companies will require different delivery models. However, now more than ever, companies need an HR function that is strategic and visionary, one that will lead them.

Having the right delivery model will demonstrate and enhance HR’s value to management and the rest of the organisation.

ISSUE 12.10

Gery Messer, President Asia Pacific, Japan and Middle East of NorthgateArinso discussing about the role of HRO in supporting multi-national organisations through to local champions across the world.

For inquiries: marketing@ngahr.com Website: www.northgatearinso.sg

SUPPLEMENT 27

Out with the rearview mirror;

time to forecast the future What gets measured gets managed – and capturing, interrogating and managing ‘big data’ is finally filtering through to HR. How can talent analytics be used to consolidate HR’s position at the exec table? HRM investigates

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FEATURE

Talent analytics The new era of talent analytics will be predictive rather than prescriptive, and will be used for national and international benchmarking of HR practices, according to leading HR professionals.

Upon winning HR director of the year at the 2011 Australian HR Awards, Alec Bashinsky, national partner, people and performance at Deloitte, told HRM that he believes HR will only become sustainable by focusing on data and metrics, in the same way that other business divisions look at data-driven insights before making decisions.

“The HR industry has to make better use of people data,” Bashinsky said. “We spend a lot of time as an organisation assessing our metrics but I’m not referring to past tense, I mean looking at future trends. What’s happening in certain workforce areas, how do our people want to work and how can we build organisations to support that?”

His words have been echoed by other observers of the HR function.

“Prescriptive analytics will get you so far,” says Eugene Burke, chief science analytics officer at SHL. “HR need better data that’s going to tell them about what happens tomorrow, not what happened yesterday.”

What’s the hold up?

Until relatively recently, HR professionals have been limited in their ability to provide managers with the granular details they need about possibly their most important assets – their people. It’s meant that HR has lagged behind other key business functions like sales, pricing, supply chain. There are two primary reasons for this lag: lack of technology and lack of capability.

Peter Howes, vice president, SuccessFactors, suggests that the past 15 years have seen the growth and maturity of business intelligence (BI) tools. While these tools have allowed for development in capability, the HR community has been less successful in the implementation of the supporting technology to automate the data loading into BI tools.

“Unlike finance, sales and supply chain, HR had people data in multiple systems in every company, in addition to the core HRIS and payroll systems such as employee surveys/ engagement systems, and some or all of talent management suites are in independent systems,” Howes explains.

The key to effective utilisation of HR technology, Howes adds, is to integrate data from multiple systems and to have the capability of routinely updated data from these multiple systems.

The second reason why HR has lagged behind is because HR technology doesn’t succeed without pre-packaged content, as opposed to a tool that allows you to build whatever you want to build.

“There are 10-100x permutations of people data that may be insightful compared to sales, finance and supply chain data,” says Howes. “HR practitioners don’t have the knowledge to interpret what all of the implications and insights of the information might be. HR practitioners do ISSUE 12.10

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FEATURE

Talent analytics “Presenting managers with accurate and easy to assimilate talent analysis embeds a level of quality in their decisions” – ARI KOPOULOS, NATIONAL SALES & MARKETING MANAGER AT EMPLOYEECONNECT not learn how to interpret HR information in the university programmes; AHRI does not have standards for the interpretation of HR information. This area is very immature in the HR profession.”

The changing nature of metrics The HR function itself has evolved so rapidly over the past decade that measures of effectiveness have scrambled to keep up. The traditional notion of HR ensuring processes are working – for example that recruitment quotas are being met, that absenteeism is being handled effectively – now needs something extra.

“We know where everybody is and what they can do.

That’s prescriptive analytics; it tells us where we’ve got to. But increasingly leaders want to know where can we go next,” says Burke.

Technology is finally coming to the table. A business execution suite – as opposed to a traditional talent management suite – provides analytical tools that help bridge the gap between business goals, people management practices, individual performance and business results. It integrates workforce analytics and strategic workforce planning applications. That capability allows companies to analyse talent and HR data, and correlate it with data from other business functions such as finance, enterprise resource planning (ERP), operations and customer relationship management systems (CRM). This is the basis for developing true predictive analytics on a company’s workforce.

If a CEO or a senior executive in an organisation is planning to embark on a change – it could be a procurement of a new IT system implementation or a significant acquisition of a new company – they would create an airtight business case. HR is no different.

Ari Kopoulos, national sales & marketing manager at EmployeeConnect, says that accurate and relevant 30

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metrics is the first stage in building a case for procedures and strategies that impact on business results, drive change and build competitive advantage.

“In practical terms, this involves the HR professional strategically leveraging measurement to provide a deeper insight,” he says.

This is echoed by Peter Harte, vice president, Kronos APAC. “If you can’t track it and you can’t measure it, then there’s no real ROI on it. CEOs and CFOs want a ROI on any particular system they implement and they haven’t traditionally understood the value of tracking what happens with people once they enter the workforce,” he says.

“We need clear metrics on people – and HR needs to be able to articulate answers back to the line or other senior leaders,” Burke adds.

Lead indicators now fit into three categories.

Where a group of measures or metrics are combined together to provide a more holistic perspective. The metaphor that Howes uses is to equate a single metric to an X-Ray. It gives a static two dimensional picture. A move towards groups of metrics would act more like an MRI. “A group of metrics which can be more predictive would be combining voluntary labour turnover with career path ratio with recruitment source ration. We would want to know these measures segmented by: grade or level, organisation unit, performance rating, position/company tenure, job family/occupational group etc,” Howes explains.

Integrating qualitative metrics like engagement score with quantitative data like voluntary turnover rates – this is much more predictive than standalone measures like turnover rates.

Index related measures – which Howes believes is the key future trend. Traditional metrics consist of one measure (eg voluntary turnover) divided by another measure (eg average headcount) to give a ration or multiplied by 100 to give percentage. “A bit simplistic,” as Howes states. Outside of the HR world, one can look to an example of an index measure with the Southern Ocean Oscillation Index (El Nino/La Nina). “When we watch the news we see the index as somewhere between 120, [indicating] very high probability of significantly above average rainfall over the next six months – to 80, [indicating] very high probability of significant below average rainfall over the next six months). Very few people know how the index is created – variations in the surface temperature of the Pacific ocean, air surface pressure in Western Pacific. We need to build the equivalent for Index measures like managerial bench strength. ROI of training etc.” Howes also feels HR can generate more predictive analytics by integrating people data with business data. Examples: revenue per salesperson by performance rating or impact of employee engagement on branch profitability.

FEATURE

Effectiveness and efficiency Does this mean that traditional metrics such as cost to hire and time to hire – which are almost benchmarks for efficiency – will lose traction in this march towards measurements of productivity? Not necessarily, but Howes believes they may need to be tweaked. “While we’ll always have efficiency measures we need effectiveness measures,” he says. “In staffing this is primarily related to the effectiveness of recruitment source. We can define effectiveness by measures such as performance rating in the first year – or first two years – and percentage salary increase in the first year.”

Burke adds that “you might have the most efficient method, the most efficient process, but it’s not actually delivering the talent that you need”.

Talent analytics provides answers to key HR challenges – from the effectiveness of recruitment and employee development strategies through to insights on current on-the-job employee performance and management and leadership potential. Industry and regional comparisons can also reveal how workforces stack up against the competition.

Part of this is looking at the potential of existing employees, but this too is rooted in lag analytics: what an employee’s past experience has been, what qualifications they have, etc. The real question regarding employees who show potential, Burke says, is how the organisation can engage them.

“Work potential is something people looked at and scratched their heads, because we can easily see what qualifications someone has, we can check their work experience to see what they’ve worked on. However, I think organisations have started to wise up to the fact that they’re lag measures as well. They tell you what the person has learnt today but not necessarily what they can do with that or what they can learn in the future.”

Burke believes there is a “talent sweet spot”, whereby if

the organisation can engage those with the right potential in the right way, “they’re suddenly in that top right-hand corner [of the performance vs potential matrix] where they want to be. That can all be driven by data.”

Pulling it all together Kopoulos states there is no doubt that analytics can be used to assist the strategic decision making process within HR: “This process is greatly enhanced with access to information that presents ‘what if’ scenarios, trends and drill-down analysis into root cause. This can only be achieved when data is consolidated, integrated with all the HR modules and communicated in real time with clarity, supporting meaning and usability.”

The ‘what if’ scenario building is particularly apt for remuneration review, to use just one example. Analysis usually means selecting an employee demographic or location and applying the increase. The direct impact of a change in remuneration is immediately apparent, but Kopoulos says it shouldn’t stop there. “Look into the history and analyse relationships between other functions such as performance, training and length of service positive and negative trends and indicators.”

Best practice uses visualisation tools like charts, gauges and maps, bringing high-impact, predictive insights to meet operational, analytical and strategic requirements.

Dashboards also work well in this regard.

“It doesn’t matter where the data comes from – obviously it’s got to come from the systems you want to measure – but it really is a business intelligence tool and it takes a combination of all that data and then presents it in a way that you want to see it. You must understand what your KPIs are, take the information from your disparate systems, and then present it so it’s effective and you can make decisions,” Harte explains.

Kopoulos adds that in most organisations the hiring, firing and promotion is the manager’s responsibility.

What is the value of your workforce?

AN EXPENSE

A RESOURCE

A FLEXIBLE ASSET

A cost of doing business

Categories of people with certain skills and hard to retain. Must be properly deployed. An asset, like equipment or materials

Individuals who produce and adapt to changing conditions

A COMPETITIVE ADVANTAGE A network of individuals who work together to achieve a desired result

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FEATURE

Talent analytics What is workforce management?

• Data collection – Automatically collect accurate data • Time and attendance – Reduce errors; minimise overpayment • Absence management – Manage the people who aren’t there • Forecasting and scheduling – Right person, right place, right time • Activities – Link your people to the work that they do • Analytics – Monitor, diagnose and address issues • HR and payroll – Consolidate your employee-related information • Hiring – Find, select and hire the right people Solving 3 critical business issues: Control Labour Cost • Reduce overpayments • Eliminate manual processes • Reduce overscheduling • Provide visibility and control

Minimise Compliance Risk • Centralised policy administration • Local policy enforcement • Detailed audit tracking

Improve Workforce Productivity • Automate productivitykilling processes • Match labour to volume • Understand the impact people have on the business

“Presenting them with accurate and easy to assimilate talent analysis embeds a level of quality in their decisions,” he says. “For example, understanding the sources of departure, reasons for departure, and sources of high performers and potentials, provides insights that build cost effective strategies for retention and hiring.”

Using the existing data Burke urges HR professionals to transform the way they look at and interpret the data they already often have at their fingertips, gathered from the recruitment process, from 360-degree reviews, exit interviews and other sources.

“You’re not extracting the best information from that data. It’s not a ‘use once, throw away’ kind of piece. You can use that data in a more aggregated way to get a much better picture of the people profile. Don’t just transact with it, use it in some way to answer those questions.”

Harte notes that ‘joining the dots’ can be surprisingly straightforward. Historical data remains important to make some performance assumptions, based on people and tasks, or metrics around customer service. This then needs to be projected forward so that each employee understands what they need to do and can be measured against it.

“The technology can now be instantaneous, so you can start looking at things like attendance and absenteeism or productivity. When you start looking at trends, you can then focus on who are your top employees as you go forward, and you realise that perhaps they should be treated differently. It might become a performance issue or a coaching issue.”

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The future What might the future hold for HR analytics? Burke suggests it might tie in both the customisation and diversity of HR offerings – specifically taking a leaf out of retail customer loyalty plans.

“At the moment I would shop in Australia or the UK and I’ve got my customer loyalty card. What the organisation is doing is tracking my transactions and is using that data to get a sense of ‘if Eugene Burke shops locally and there are lots of other Eugene Burkes out there, how can we keep that customer engaged? What kind of products, what kind of services do we need to provide to them?’

“Think of the same thing inside organisations. How do we keep employee Eugene engaged? What do we know about Eugene? How many Eugene’s are there in the organisation? I think that’s fascinating; it’s almost drilling it down to diversity or specific individual employees. So that employee has value in terms of their potential and we can use data to know how to keep someone like Eugene engaged.”

Burke concedes that big data can be “frightening” and “intimidating”. However, in his view, “you don’t have to boil the ocean in one go”.

“It’s more around the kind of capabilities in an organisation. If they’re not along a maturity level, of being a high end user of analytics, it’s finding out where to start first. Some organisations such as the big consultancies may have that capability and they’ve got that data – but if you know three or four things about an individual and you know what keeps that individual engaged then at least you can start building up a picture by an individual, by a group, you can start building the journey in a manageable way.”

And technology will continue to make things easier.

Engagement questionnaires are coming out on mobiles phones, via the internet, or self-service kiosks – even smartphone apps. Shift workers can now schedule their own work times with self-service tools. And with the webbased technologies the results can be produced in any format users feel comfortable with.

Yet talent management and HR technology alone do not make HR strategic. In order to gain greater credibility with executives, Howes says HR leaders must be able to deliver fact- and data-based business cases for what they are doing, argue why investing in a specific workforce programme will deliver a certain ROI to the business and – when possible – help CEOs prioritise and allocate budgets and resources across business functions for optimal execution and performance.

“To achieve this outcome, companies must create a Centre of Excellence [CoE] in strategic workforce planning and analytics. We must also build the skills in the HR community to interpret the implications of workforce analytics and use this information to formulate HR strategies and HR interventions,” he concludes.

PROFILE INTERNATIONAL HR

iqDynamics

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Talk to us: Tel: 6594 4151 Email: sales.sg@iqdynamics.com Web: www.iqDynamics.com

About iqDynamics Established in 1994, iqDynamics is a leading provider of enterprise application software, seeking to empower businesses and ensure their success with our outstanding technology solutions and secure backend system. As a certified Microsoft Gold Independent Software Vendor (ISV), we take pride in our application solutions and in offering agility, security, scalability and performance to each and every customer. With a network of close to 50 business and technology professionals in Singapore and Malaysia, and business partners in Indonesia and Vietnam, iqDynamics is proud to serve over 200 HRiQ customers in Singapore and the region.

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PROFILE INTERNATIONAL HR

Oracle

Social-ITe The same sense of collaboration and fun that can be witnessed on social media sites like Facebook and Pinterest can now be harnessed into your work environment. Next generation talent management platforms are providing employers with new ways to interact with staff and, as a result, get the best out of a working environment. Oracle Corporationâ&#x20AC;&#x2122;s senior director of applications development John Hansen expands on the trend

What can we expect from the workforce of the future?

The skills in demand will not be about learning how to use collaborative tools or learning how to use a mobile device so that one can access data and carry out business processes. But instead it will become a mindset that this will be the way work that work is done today.

Thatâ&#x20AC;&#x2122;s really the skill.

Stereotypically, you might say that Gen Y employees are very open to totally new ways of working. They have a more collaborative way of going about their work, interact more with their mobile

John Hansen Senior director of applications development, Oracle Corporation

devices and are increasingly agile.

And conversely, baby boomers are sometimes portrayed as not having those characteristics. Ultimately all the generations bring different things to an organisation.

Despite your age, career background, and even the role that you play today or tomorrow, the common mindset will be one of agility, flexibility and openness to new ways of working. These new mindsets will be key to anyone operating in the workplace or entering the workplace today and in the years to come.

Can technology really replace the productivity of a team meeting?

In the past we have collaborated or worked together by meeting face to face or online but now we see other types of collaboration. The technological advances provided by social and mobile computing have been of benefit to employees as well as employers. Not only do these platforms make collaboration across organisational lines easier, but collaboration across geographies is now possible.

Please explain further the collaboration aspects of a social media approach?

Collaboration can be taken to a new level of networking through social computing. Collaborative teams might be formal teams with the traditional leader and subordinate type of grouping, or informal groups where they come together through areas of interest.

These may not be areas that they are formally aligned to inside an organisation, but there may be alignments as far as their interests or skills sets are concerned that provide excellent cross-pollination of capability and insight for the organisation.

Such groups can leverage shared repositories like blogs and wikis to share skill sets and views and as a result we can engage these collaborative teams to harness a global workforce, global peer group or knowledge group. And that allows us to take up anyoneâ&#x20AC;&#x2122;s endeavour or any particular question or topic that needs to be covered. It is real-time collaboration.

For more information contact rushenka.perera@oracle.com

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Fusion HCM In the Cloud and On Premise

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