Effectiveness Audit. March 17, Founder and President Kuhn ConsultingGroup, LLC

Transcription

1 The HR Process and Technology Effectiveness Audit March 17, 2010 Jacqueline Kuhn, HRIP Founder and President Kuhn ConsultingGroup, LLC

2 About the Presenter Jacqueline Kuhn, HRIP Founder and President Kuhn Consulting Group, LLC Jacqueline has over 25 years experience in the HR and Technology field. In 2008, she founded Kuhn Consulting Group, specializing in helping organizations create technology strategies, process & system audits and systems evaluations. She has served on the Board of directors since 2000 and is currently the Past Chair of the Board. Is a certified HR Information Management professional (HRIP) Has presented at many conferences and quoted in business publications i such as Link, HR Magazine, CXO Today and Workforce Management.

3 Agenda What is a process and technology audit? Reasons for conducting an audit Key activities of the audit Staffing the audit project Setting expectations Key audit activities Common barriers to success

4 What is a Process and Technology Audit? A review of the current processes for: Relevance Appropriateness Sustainment A review of the current technology for: Effectiveness Opportunities Gaps

5 Reasons to Conduct a Process and Technology audit Understand what you currently have before purchasing anything new Technology and process are linked Doing one in absence of the other will lead to misleading conclusions Processes that leverage technology tend to be more accurate and have opportunity to be more efficient Technology should exist to support a business need or process

6 Reasons to Conduct a Process and Technology Changes Technology audit Existing software functionality evolves more rapidly than adoption New products enter the marketplace more frequently than ever before Requirements change; what was acceptable in the past is not enough anymore

7 Reasons to Conduct a Process and Technology Audit Business needs change Process is typically the last thing to change when the business needs change. Turn over occurs resulting in we have always done it this way or that is how I was taught to do it Job scope increases + employee headcount decreases = opportunities for streamlining New technology may have been introduced but supporting processes have remained the same Regulatory changes have been appearing more rapidly and frequently than before

8 Staffing the Audit Project Project Management Project Sponsor Steering Committee Process owners Influential leaders Project Lead Functional resources Process SME s HR Generalists HR Specialists Operational business partners Vendor functional process experts Technical resources Staff supporting current technology Vendor product technical experts Consulting resources (Optional) Familiar with your industry Familiar with HR Process design Familiar with HR technology landscape

9 Setting Expectations This is a formal project This will include recommendations for changes in process Subsequent projects will be launched for implementation of changes Processowners owners have ultimateaccountability accountability Evaluation of specific technology products for selection or implementation will not be in scope of this project

10 Key Audit Activities Process Systems Findings Inventory Inventory Analysis Report

11 Key Audit Activities A catalog of all HR business processes Process owner Stakeholders How the process is supported Packaged software applications Excel/Access Manual Frequency & Volume How often does this process occur How many are processed per week/month/year Is this process required by law Process Inventory

12 Key Audit Activities A Catalog of all software used to support HR Version Contracts Available modules and functionality Modules/functionality used Modules/ functionality not being used Interface inventory Applications that send data to the HR systems Applications/vendors that receive data from the HR systems Report inventory For each application Standard & Ad hoc Frequency Recipients Systems Inventory

13 Key Audit Activities Assessment looking for improvement opportunities Stop Processes that no longer support a business objective/need Process steps that are no longer needed Technology that is no longer in use or no longer supports the process Continue Processes that clearly serve a business objective/need Processes that are working well, Processes that are good enough Technology that is widely adopted or good enough Add New processes where business needs are not being met Technology where there is clear business need Expand use of existing applications New software applications Analysis

14 The Findings Report Objective Present findings Get approval for next steps Contents Process used in evaluation Summary of opportunity areas Decisions for Stop, Continue and Add Implementing the decisions i Findings Report

15 Creating the Report Process used in Evaluation Method of collecting information Who was interviewed Summary of opportunity areas 4 or 5 processes with most potential Direct tie to business objective/need Most manual steps Too many handoffs Redundancies Multiple level of approvals System (s) that are highest priority to address Direct tie to business objective/need Version that is no longer supported or soon to be out of support Reporting requires manual manipulation Shadow databases are more reliable Findings Report

16 Creating the Report Decisions for Stop, Continue and Add Why the decision was made When the change can best occur Impacts People Process Systems Sustainability of changes Anticipated costs or savings Findings Report

17 Creating the Report Implementing the decisions What projects will need to be undertaken Milestone based dtimeline for the projects Resources required for the projects People Budget Findings Report

18 Common Barriers to Success Too narrow a scope HR functions that are outside of HR department Team composition Process owners not engaged Stakeholders not included Not allowing enough time to uncover what is really happening Not treating this like a formal project Lack of project sponsorship Lack of project management discipline Fear this is a staff tffreduction project Implementation of findings stalled or does not occur

19 Additional Resources CORE s member generated online community. Ask questions, get answers, collaborate and exchange knowledge with other HR information management professionals. Courses Introduction to HRMS Creating an HR Technology Strategy Project Management Metrics and Analytics And, more Publications Link Press Books

20 Questions? Contact Information: Jacqueline Kuhn