Session Topics

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2. Session Topics Characteristics of H-P Organizations Leveraging Technology Increasing Workforce Productivity Aligning Business ~ HRM Goals Assessing Transaction Cost vs. Real Value Strategy, Planning, and Implementing Some Insight into Trends and Quick Payoffs

3. Common Characteristics Leadership focused on business vs. administration Workforce sensitive to operational efficiency Information flow is timely and accessible HR leadership contributes to profit or vision HRM (and use of technology) is strategic Technology is �fit� to the culture (not reverse) Routine processes farmed out A continuous measurement of H-P exists

4. The Cost of HRM Human resource expense Executive management Corporate staff Field and line management Employees IT support Materials, supplies Technology Service providers, contractors Internal/external program management

5. HRM Business Processes HR and payroll administration Compensation management Compensation and benefits administration Bargaining and workforce relations Regulatory reporting Organizational design (transformation) Succession and career planning Employee communication and content management Competency management Decision support (comp. planning, union negotiations) Strategic planning for M&A Industry, global, economic management

6. Building Your HRM Plan Conduct an audit of technology and processes Assess internal infrastructure team capabilities Build case for acquiring/improving technology Build �bite sized� implementation steps If not strategic, don�t do it Evaluate partners for: integration capabilities match with your IT strategy innovativeness and adaptability training and usability Develop a �Cost Justification Plan�

7. Defining Value

8. Workforce Readiness Beyond costs savings�. A more mobile workforce needs access to HR information at various locations and times Changes in work style resulting from the proliferation of more functional wireless devices (phones, pagers, handsets, laptops and palmtops) More than 100 million people use the web with more than 200 million new users expected in the next three years Global delivery supported through eHR apps Categorizing of global content versus local country variations Culture diversity is more easily managed Data security and �roles� management Support for broader �portal� integration tools and content

9. Why Self-Service? Employee, manager and HR professionals Employee self-service isn�t enough Need manager tools to achieve workforce performance gains HR must empower line managers to better manage employees HR saves time to work on higher value activities

10. Self-Service Strategy Determine present operating costs Volume Duration Peak activity during business cycle Who owns and supports HR process Define reasonable increase in productivity Speed Accuracy and integrity Communication improvement Usability and acceptability What strategic initiatives will HRM staff re-focus on? Identify �low hanging fruit� vs. phased-in goals Define training and knowledge transfer needs

11. HR Tech Sophistication

12. Measuring Results 3 months, 1 year, and 2 years after �go live� Pay cycle, quarterly, calendar and fiscal year-end Is technology/solution adapting to business direction? Are anticipated transaction costs achieved? Reassess ownership, lease, or rental strategy Are partners performing to contractual agreements? If piloted in one BU, re-apply to other organizations Is the entire cycle as efficient as possible? New hire thru on-boarding Annual performance appraisal Annual benefits enrollment HR focus on strategic objectives

13. Reality of Self Service Actual value (ROI) is specific to organization Workforce accessibility Transaction duration and volume Capability and number of HR-related staff Stakeholder philosophy Use of newly available hours / savings Adaptability of management and employees Greatest return created from largely manual processes Delineation of roles to support workflow Employees Direct managers and supervisors Executive management HR professionals

14. Case Study: Ben Enrollment

15. Case Study: Manager Self Service

16. Summary In short, achieving High Performance means� Building a new �self-service-based� organization focused on connecting: people to business strategies people to each other to shared knowledge and to the operational tools necessary to drive organizational success Investing in and measuring results of HRM & self-service technology Aligning HR technology initiatives with strategic business management objectives