HRIS

HOW INTELLIGENT IS YOUR HR SYSTEM?

There are three key elements in determining how intelligent your HR system is
Original article written for Inside HR Magazine April 2015

The analytic functionality of modern HR software is meaningless without the right interest, creativity and skill of HR leaders.

You wouldn’t be wrong if the first words that sprung to mind as you read the title were “analytics” or “big data”, as they represent two of the three main components that drive HR system intelligence. Big data is really just a term that represents the massive amounts of information we create and collect in a myriad of digital systems such as email, collaboration tools, HR transactional, talent and payroll systems as well as our online social media activity using tools like LinkedIn, Twitter, Facebook and others.

Nobody really knows exactly how much data we collectively create. Whatever the volume or source, it’s really irrelevant, save to say that every individual in the workplace is creating a significant amount of data on a daily basis that could be extremely useful and valuable in the delivery of business- and people-related goals.

The data, however, is largely meaningless unless we firstly recognise what it is, know what value it will offer our organisations, and are able to apply analytical robustness in a creative and strategic manner to the raw data. Many will be familiar with the movie Moneyball, which highlights the power of using data and analytics to make business decisions regarding sportsmen. It’s now pretty common for top sports teams to measure a specific series of data points for each of their team members. They do this to ensure they invest in the right players from a hiring perspective, through to performance optimisation, risk (injury) management and termination.

system intelligence

This brings me to the third component which drives HR system intelligence – the human factor. While modern HR systems can be set up to provide historic, trending and predictive answers in a quick and consistent way, it takes people to ask the right questions, apply rigorous and causal measurement standards and to interpret the results correctly. System intelligence is far more than a set of logical technology sequences with a sexy user interface; it is a reflection of how the human aspect is applied to data interrogation.

What Moneyball also underscores is the need for absolute focus, commitment and trust in the analysed data. The real-life success of the Oakland Athletics baseball team, which the movie is based around, would not have happened if the right person, who loved and understood the data, was not part of the equation. This is important for HR functional and technology leaders to understand – HR analytics is not an activity you can simply add into your HR generalist’s job description. It’s a contributing factor to why HR departments have not been overly successful with their foray into the world of data analytics.

It’s good to see many HR system vendors actively embracing analytics directly in their HR software. Some provide fairly basic historic and trend analysis through online graphical reporting. Others are providing instant or embedded analytics that display results in a dashboard or by simply hovering your mouse pointer over an icon. More recently, we’re seeing diverse data and complex analysis engines being integrated into HR systems. These offer statistically valid predictions related to employee risk such as likelihood of resignation, best career move and ways to improve engagement.

The provision of complex analytic functionality by HR vendors is important; however, the HR system will not appear intelligent without the right human interest, creativity and skill. As tough as this may sound, your HR system’s perceived intelligence is a reflection of your HR leaderships’ views of data and analytics rather than the system-specific functionality. As we edge towards a completely digital work environment, HR leaders must address their role in future decision making through data intelligence.

HR system intelligence & HR implications

  • HR system intelligence relates primarily to its capacity to collect, analyse and represent data in a predictive manner such that it contributes to business and people decision making.
  • Just as sports teams have realised the value of people analytics in winning, HR must accept that there is significant business value to be gained by properly analysing HR and related data.
  • HR vendors will provide standard analytics in their solutions. These are useful, but should not be confused with the analytics that are unique to your business and HR drivers.
  • Data analytics is a specialist role that requires specific skill, a passion for finding answers in complex data and the ability to convey strategic messages from the results.
  • There is a direct correlation between your HR system intelligence and the level of interest in data and analytics from your HR leadership.

Rob Scott is global lead: HR strategy & innovation for Presence of IT, a leading consultancy in HR, talent, payroll and workforce management solutions.

Is your HR Technology adding value?

Most of the time, if you ask any HR leader to explain how HR technology is contributing to the achievement of business goals you get a somewhat perplexed expression, supported by an eloquent explanation which suggests it’s being conveniently ignored because it’s too difficult or not practical. Alternatively they reference the vendors marketing rhetoric which promise share-price improvements that would get Warren Buffett excited!

But HR is changing

It’s moving out of the administrative and transactional mould that has defined it for decades, and whilst the transition is often very slow and painful to watch, there are many organisations whose executives are maturing in their understanding of the unique value that HR functions can offer, and their direct contribution to business goals and strategy achievement. HR professionals can’t hide behind the mystique of psychology anymore; they need to show direct linkage from what they do and the outcomes it creates, including the role of HR Technology.

HR leaders are far more business savvy too, they will rattle off their business goals, they are succinct in articulating the meaning of value for their organisations, they understand cost, growth, quality and risk drivers, and they are familiar with industry and global issues, opportunities and constraints.  So what’s the problem – why are so many HR leaders resistant to show how the performance of HR Technology has or could advance the business objectives and strategies?

Addressing the problem

Some of the answer to this question may lie in previous bad experiences with “template” measurement frameworks such as the Balanced Scorecard. These tools are often introduced as off-the-shelf “best practice” which generally lead to disappointing outcomes. It’s the one reason that I loathe HRM software vendors pushing a “best practice” mantra. HR leaders wrongly believe the hard work related to measuring their HR Tech value contribution has been done for them. It can never be true – your objectives, environment and how you want to achieve your business outcomes using HR Technology are absolutely unique. You need to do the hard, detailed work yourself.

Another reason is simply lack of know-how and practice. Most HR professionals have a social science background which engenders greater qualitative rather than quantitative focus. That’s not an excuse of course, learning how to build a causal-effect model which shows where HR Technology is leveraged, is not difficult~ it just takes some practice and adherence to some basic principles such as:

  • Making sure your selected measures are strategic and aligned to company goals
  • Not making assumptions about the cause-effect relationships. You need to test it and prove its validity
  • Setting realistic targets, not everything needs to be 100%
  • Having clear ownership of the measure. Someone who is passionate about achieving a business outcome, and is constantly tweaking the framework
  • Being practical – don’t overcook the requirements or the data needed
  • Telling your story. Contextualize the results and explain what it means in business terms

By way of a simplified graphical example, I recently had the opportunity to help a client think through a cause-effect model for “Innovation” – one of their strategic business objectives. The HR director wanted to explain how their HR technology was directly contributing and supporting this objective. When we finished the model, it became very easy to explain how this would be achieved. A key learning for the client was to link the HR Technology to “drivers” rather than the performance areas.

I’ll point out again that proving the “cause-effect” (performance areas in graphic below) is critical to establishing credibility. For example, my client had to validate that “Empathy for client’s needs” really did cause “Enthusiasm & Engagement” in their environment. Once that was established the drivers for performance were identified and agreed, and HR was able to determine which HR Technology was required and how it would be used to deliver measurable outcomes.

exampleOf course there is a lot more work and involvement from other business functions behind this simple graphic, but hopefully it’s apparent that with some careful thought and focus, the real value of HR Technology can be measured and explained. Your next business case for HR Technology funding should be much easier to achieve if you have this in place!

So HR is imperfect!, but so is mathematics – get over it!

photo credit: All rights reserved by shellydelight – Flikr

updated March 2016

It started as a jovial discussion with some office colleagues about the “Meaning of Life” – that yet unanswered question which has plagued human kind since the beginning of our existence. Naturally we considered all unconventional opinions such as that of Monty Python,

“Try and be nice to people, avoid eating fat, read a good book every now and then, get some walking in, and try and live together in peace and harmony with people of all creeds and nations.”

the Hitchhiker’s Guide to the Galaxy,

“The answer to the ultimate question of life, the universe, and everything = 42”

and to the more serious, such as concentration camp survivor Victor Frankl’s resolve to  “Having a sense of purpose that keeps your eyes on meaningful goals ahead” and general theological views which purport “To love and serve your god, and love and serve others”

But it didn’t take long before the flavour of the conversation became focussed on People…. more so the people in the workforce. We found ourselves asking a singular and fundamental question:

“WHY DOES HR EXIST?”

It’s a profound question that may have been asked before, but probably not simply answered.

In trying to answer the question our natural HR instincts lead us to describe HR activities – you know, the tons of things HR gets involved with in-between “Hiring & Firing” such as recruitment, talent development, learning, administration, workforce planning, comp & benefits, strategy etc. We raised our discussion to a “People Impact” and “Value through people” view which got us a little closer, but we were still unable to reach consensus on the proverbial question.

I reached out to my good mate Lyle Cooper, who likes to ponder difficult HR questions. He reminded me that “No person has been able to absolutely define and therefore control human behaviour”- he makes it a life-rule to run as fast as he can from anyone who claims to have a definitive answer about people, culture, life, afterlife etc.

Lyle’s point really goes to the heart of social (or human) sciences, the basis for much of what HR does, in that they are not perfect sciences. No matter how hard we try, we are not going to create the perfect performance management environment, a perfect engagement model or the ultimate user experience.

And it was this point that reminded me of the ongoing debate among mathematicians about the answer to the mathematical statement 00 (zero raised to the power of zero). The arguments as to whether the answer is 1(one), 0(zero) or indeterminate are excruciatingly painful to read and understand (especially if you are not a mathematician like me).

But while there are extreme views, most mathematicians agree  that  00 = 1 is preferable, as it is more useful than the alternative choices, leading to simpler theorems, or feeling more “natural” to mathematicians.

“The choice is not “right”, it is merely nice”, is resoundingly similar to the “lack-of-evidence” and “soft & fluffy” disputes HR finds itself embroiled in.

So, while not perfect in any way, my response to the question “WHY DOES HR EXIST?” is “00. It fits perfectly with mathematician’s dilemma.   Business functions and HR professionals are unlikely to ever agree on a common reason for HR’s existence, but by accepting 00  = 1, HR professionals are able to move forward. HR will make validity concessions, builds faulty frameworks, creates imperfect processes and design software to support an imperfect business environment – and that’s okay!

One day we may find that much of what HR is doing is wrong, in the same way many mathematical assumptions may be questioned if and when someone conclusively proves what the answer to 00 is. But until it’s proved otherwise, let HR execute its stuff…its time to stop focusing on the equation!

HR is imperfect!, but so is mathematics (and therefor finance, procurement and operations management) – the next time someone challenges  your HR framework, assumptions or software choices, be sure to remind them that the meaning of HR = 00.

Rob Scott is the Global Lead: HR Strategy and Innovation for Presence of IT, A global HR,Talent, Payroll and WFM consultancy.

Will you renew your HR SaaS contract?

IMG_0415
It’s been 3 years since the HR TECH world witnessed the SuccessFactors and Taleo acquisitions by the largest ERP vendors, SAP and Oracle – these were deals that fundamentally changed the global HR, Talent and Payroll technology landscape, including the role and relationship of the vendor and implementation partners(Si’s) with clients. 

The battle for dominance among the then newly adoptive parents, SAP and Oracle, the ever-popular Workday and a host of other best-of-breed HR SaaS and cloud products centered around the lucrative 3 year annuity contract. Vendors and Si’s stripped out all but the bare necessity costs in order to live up to the reputation that SaaS was an easily justifiable ROI. 

While the vendors have been focussed on maintaining their data centres, building and deploying updates and new functionality  as well as executing competitive selling strategies, the SI’s have re-jigged their implementation approaches and staffing models. Certainly the last few years have been underpinned by tough business transformation for vendors and Si’s. For many service providers in this space, their attention has been split between their internal changes and the ongoing needs of their clients. This may come back to haunt the vendors and SI’s.

Keeping profitable from selling SaaS solutions is very different from that of ERP.  If you needed 2 to 3 long-term ERP project to keep you business profitable then you now need 6 to 9 times more SaaS projects to achieve similar revenues and margins. That’s tough and the real issue is that the effort required to sell a SaaS deal is not commensurate to the implementation time – it still takes significant time. 

2015 is a year of reckoning in many respects with quite a number of annuity deals which were struck in 2012 up for review. What will the client retention rate be for SAP, Oracle, Workday and others, and what is an acceptable benchmark? Salesforce.com is a SaaS stalwart with a retention rate of +90%, so perhaps we should expect similar scores from the HR SaaS players. I have my doubts – some of my intel would suggest some vendors are closer to an 80% CRR  (country specific). 

Ultimately the client will decide to stay with a product/vendor based on their experiences with the SaaS product, vendor and SI’s as well as any broader technology objectives and strategies. While ERP implentations provide lengthy on-site opportunities to develop deep and trusting relationships and easily positioning the next piece of work, the SaaS approach doesn’t. If the vendor and/or  SI have been the proverbial ‘Hockey Stick’ and not actively and regularly engaging with their clients through high quality 24/7 support programs, continuous improvement initiatives, thought leadership exposure and robust future design and strategy workshops, then they are at risk of loosing clients, and deservedly so. 

Time will tell. 

Your (HR) data will find you

I’ve never been a fan of telling other people what to do, think or say. I find it arrogant and demeaning at both a personal and professional level, and aside from situations warranting it (e.g. your immediate safety), you quickly lose respect and credibility. In many ways HR reporting has committed this same offence. For some reason HR leaders continue to produce standard HR reports and dish these out at regular intervals to management and executives for examination and supposed insight into their business operations. I don’t know about you, but I haven’t met too many leaders or managers who are excitedly waiting for the next HR report to land on their desk or email in-box.

Standard HR reporting has reached retirement age, and should be put out to pasture. It’s a reactive way of looking at your business and people management, and has its roots in a time when HR had to spend hours and days collecting, fixing and consolidating information into spreadsheets before distributing a report that added little value. Managers don’t need a report to tell them they have 3 vacancies unfilled, or that it took 47 days to fill a position or that 7 appraisals are still outstanding. They know all of that before they get the report. Sadly I still see many HR functions fixated on producing their “monthly report”.

Most modern HR systems have dashboard, trend analysis and mini analytics that replace the need for Standard HR reporting. This is much more effective and removes the constraints (and arrogant assumptions) of standard reporting by offering line managers a choice of information to support their decision making, and more importantly, they get it immediately. At a minimum you should be providing this approach to managers.

This approach doesn’t however go far enough. If line managers don’t know what questions to ask or what data or information is relevant, they won’t get the best outcome. This shouldn’t be seen as a loophole for HR to get back into a telling mode, but rather an opportunity to define how information finds the line manager based on their people related and enterprise social on-line activity.

Its good to see some of the leading HR vendors moving into this space together with strong predictive analytic tool-sets. The algorithms behind these tools are complex, but also configurable to suit your environment and solutions. It does however require a significant rethink about decision making in general, not just related to HR information, but including the interplay between other internal and external data sources.

Check out my previous blog “Is WFM  the new HR?

How to get the best value out of HR systems

originally posted in Inside HR Magazine  http://bit.ly/13ocsjj
There is a correlation between technology and organisational maturityThere is a correlation between technology and organisational maturity. Source: iStock

There is a direct relationship between organisational maturity levels and the value derived from HR systems, writes Rob Scott

Clients often ask me what the primary influencer is when selecting new HR software, and are generally surprised when I respond that they should first ask their executive management team what they really think of their HR department and what current and future expectations they have of this function.

The executive view is generally very telling, and while there are many factors which influence the selection of HR software – including key business drivers, people focus areas, industry challenges, budget availability and existing vendor relationships – one overriding influencer, and one that is rarely applied sufficiently, is the impact of organisational maturity. Your maturity level is a direct result of how your executive team defines and drives the concept of value (including people value) through the business. It is also the lead indicator of what the HR function will succeed at, and hence the likely value an organisation will get from an investment in HR software.

Your views of people
I like to think about HR software as a mirror. It generally reflects the reality of management’s view of people. In many cases, I see HR departments being blamed for “poor service” and “terrible software” – and while HR incompetency may be a contributing factor, the real issue is often a misalignment of what the HR function does and what the organisation needs in relation to its maturity level.

Some organisations see people primarily as a cost, whereas others see people as a means of producing broad financial and societal returns. While there is no right or wrong position, what your organisation maturity level reveals is the true “expectation” executives have of employees. It also frames any value they would assign to proposed HR initiatives and tools.

According to the Maturity Institute’s framework (ARC) there are nine other “pillars” aside from how people are viewed that when measured together, determine an organisation’s stage of maturity . The “stage” effectively shows the current limit of HR’s value and expectations.

Aligning to maturity levels
When a company has a low level of organisational maturity (e.g. stage 1 or 2), it is unlikely that senior management would regard the HR function as strategically influential, nor see significant benefit in introducing solutions like performance management, career & succession and analytics. In this scenario we often see HR managers using a “stick” approach to drive process compliance with line managers, but few managers actually derive any business value from these HR tools, because the executive team fundamentally don’t see the need to use them to execute their goals. At a maturity level of four or five, there is a completely different expectation of people by executives who understand the importance of these tools to create business value.

arc

The argument against using maturity for software selection is tied into the “HR best practice” and “best practice technology” belief. Stories of engaged employees, massive cost savings and improved shareholder value are the typical rationale provided by software vendors to buy all their software. I am yet to meet a vendor who is prepared to accept financial accountability if the “best practice” they want you to buy does not work.

Aligning your HR software selection and purchases with your maturity level will give you the greatest opportunity to succeed in HR and build credibility at the executive level. As you improve your maturity level, the need for more strategic and sophisticated HR systems will become obvious and support from executives will easily be attained.

HR systems and organisational maturity

  • There is a direct relationship between your organisational maturity level and the value you derive from HR systems.
  • HR systems are like a mirror – they reflect how your organisation views people. When people systems are in disarray, it is often a sign of a low organisational maturity level, not poor software or process.
  • When HR managers and executives understand and accept what their maturity level means, the role of HR and expectations become clear to both parties.
  • Improving your level of organisational maturity is the real catalyst for HR to become a strategic influencer in your company.

Rob Scott is global lead: HR strategy & innovation for Presence of IT, a leading consultancy in HR, talent, payroll and workforce management solutions.

Your Future HR System is an Open Data Platform

technologyLet me start this blog off by drawing a comparison between Banking and the Travel Industry. Think about how you interact with your Bank digitally. You can do general banking at an ATM, on-line or through a smart phone app, you may use applets which help you calculate loan repayments or the future value of your deposits. But that’s where it generally ends. Try applying for a Mortgage and suddenly you’re confronted will loads of paper, duplication of information, signatures in black ink, proving your credit worthiness, physically going into the bank, multiple approval layers and reviews and possibly a lengthy waiting period until you have an answer.

Now think about the travel industry ~ your ability to build a personalized flight itinerary, buy insurance, book a hotel and car, check what others think about your choices, selectively introduce influencing factors such as price, time and loyalty points, get progress alerts and much more ~ all done without much fuss and no people interaction. You can choose which website or apps to use rather than being confined to the actual service provider and even use your smart phone as the mechanism to store and scan your electronic boarding pass. The only time you engage with a person is at the security check and boarding gate. This is a mature digitized industry, and arguably a higher risk one than Banking.

If we compare current main-stream HR/Talent software (including SaaS) to these two industries, most would agree that they are more like the Bank scenario. On the positive side vendors are including functions such as ESS, Social Recruiting and On-line Learning which are empowering users and streamlining processes, but there are some fundamental changes required for HR to achieve equivalent digital maturity, implied efficiency, fantastic end-user experience with choice as that of the travel industry.

Here are some of the key elements that would need to change.

1.       Modernize the Database Layer

The relational database management system (RDBMS) has been the cornerstone of transactional processing and reporting in HR systems for over 25 years. The need for this type of structured storage remains, but as we see new data types such as graphic, recognition, video, voice, gesture and style (eg. what I click on) being generated for work purposes, the RDBMS is not the optimal solution. There is a requirement to introduce non-SQL type databases which are able to leverage and manage the data inherent in these new data types. Non-SQL databases would allow HR to move beyond a fairly rigid and logical-based limitation (think workflow) and introduce personalized services, offerings and actions based on your unique data and interactions.

2.       Standardization to Individualization

Much of the constraint in HR efficiency is inherent in the need to control and dictate a process that supports the HR software rather than focusing on the outcome. We have spent years telling managers that standardization is critical, but in reality we limit the availability of choice in HR processes because of software constraints and by implication to make HR’s life more manageable. HR vendors needs to move past this hurdle and allow users to achieve the same outcome, but through an individualized approach. The underlying data remains the same, but the “How” becomes a choice. (Think about your choices when booking an airline ticket).

3.       A Dynamic Data Hub rather than the Source of Truth

We are seeing some HR solutions starting to venture down this path with interfaces or search capability to LinkedIn, Facebook and other 3rd party tools. The type of data that will be important to HR in the future will be generated outside of the core HR system by individual employees, contingent workers and applicants. We need HR solutions that can integrate to potentially thousands of external and individual databases to share information. The future Workforce will ultimately give employers the right to use their data whilst they are employed and will expect data generated during employment to be shared back to the originating database. The notion of the HR system being the source of truth for people data is outdated and is constraining innovation and creativity.

4.       The HR System becomes a Platform

Removing the need to use the vendors HR software or front-end in order to access data or perform actions will allow for greater integration and ownership by line managers and employees. Much of the frustration experienced by line managers is the need to go into “another” tool to execute an HR activity or get information to support a decision. In a similar way that Expedia.com piggy-backs off the data and system of the individual airlines, hotels and car renters, HR systems should allow for direct transactions through other tools (this is not the same as interfacing). A platform approach will allow for greater flexibility and agility at the company and individual level, and will give rise to continuous improvements in other systems (finance, procurement, workforce planning etc.) to use HR data to achieve a common end result. As an example, think of how a project manager could use his project planning tool to provide performance feedback rather than going into the HR tool itself or the scheduling manager at a consultancy could “pre-approve” leave for employees “on the Bench” from his WFM software.

 

Many of the new HR cloud and SaaS software products are fantastic solutions, but fundamentally they have not changed for over 25 years. I implemented my first networked HR system in 1987, and while we had no smartphone apps, high speed internet or fancy front-ends, most of the modules we have today, existed in those older system.

We are stuck in a logic and transactional mind-set and as we witness the emergence of powerful new data types,   it’s time to break these shackles and build software that will allow HR to surge ahead. If a high risk industry such as Travel can achieve this, there is no reason that HR can’t do the same.

The rise of the SMATE

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Photo Credit – amanda.murphy4 – Flickr

There are times in our recent history where particular events have epitomized the turning-point in global views, perceptions and behaviors ~ like the fall of the Berlin Wall and the end of the “Cold War”, the release of Nelson Mandela and the end of Apartheid, 9-11 and the rise of terrorism, 2008 and the Global Financial Crisis. These events cause “global ripples” and while many people are impacted directly, there are many more people that feel the change in indirect ways. For HR, a turning-point has been Cloud & SaaS solutions, taking center stage in late 2012 – the direct impact is on HR departments from an empowerment perspective, but the real value impact is achieving organisational goals through people.

HR Cloud and SaaS solutions are fundamentally shifting and empowering the HR environment, putting HR in a renewed position to influence organisational objectives and create value through people. But these new solutions are vastly different from the typical ERP products that dominated for decades, and the individuals who became the “life-savers” or “Stars” for those projects were just that because of their experience and insight into managing complex technology tools. They were the technical experts who dominated workshops and discussions to figure out how to set up the HR solution technically.

The latest cloud and SaaS solutions require significantly less technical prowess, and with this we see the client conversation shifting from “how to best configure the software ?” to a more HR flavored discussion of “how do I create value through people ?”. This shift in discussion from technical to people may be easily overlooked, but is more fundamental and deserves greater consideration than perhaps one may think.

HR leaders are starting to take genuine ownership of cloud HR system projects because they are now able to have discussions which are not being dominated by the technology questions (which were all very important by the way) nor left feeling inadequate to contribute in workshops that were driven by the “Technology Stars” using a language and approach which was foreign to them. In HR Cloud and SaaS projects, HR owners will rightly have a different expectation of the project language, approach and outcomes. Cloud and SaaS has lifted the technology complexity for HR and this will spur them on to want to discuss the HR “How” rather than the Technology “How” – the big question is who is best positioned to lead this new discussion with HR….enter the SMATE.

This new discussion with clients and team members will require someone quite unique – an HR SMATE, or an HR Subject Matter & Technology Expert. Many current HR system consultants may be inclined to assume they are a SMATE by virtue of their closeness to HR technology, but the reality is that a true SMATE is a bit like hens teeth – pretty rare at the moment! While many technology educated people have worked in HR systems for years, their point of reference for HR and best practice is mostly framed by the HR technology they know so well – their discussions with an HR professional has been fairly process and system oriented, and most HR professionals will quickly pick up the lack of depth in HR expertise. Likewise many HR people have a mindset about technology that doesn’t go far beyond the UI (user interface) and get lost in discussions on architecture, object management, databases and interfacing. This is frustrating for technology people who understand the critical nature of these discussions to the solution outcome.

HR ERP implementations primarily needed to lead with a technology mind-set ~ the individuals could learn HR/Talent processes to support discussions. It hasn’t however been easy to motivate an HR trained person to learn technology at a level that would enable adequate discussion across coding, configuration and architecture. But cloud and SaaS HR solutions changed that with technical requirements becoming more system set-up (We however still need hardcore techies for integration and custom developments). In a very short period of time HR professionals can learn the ins-and-outs of a cloud tool set-up and confidently introduce these requirements into an HR discussion, The tide has turned and it is easier for an HR professional to become a true SMATE than for a technology oriented person to do so.

We need true SMATE’s to rise up and become the catalyst for new system discussions with HR executives and project owners. To become the driver behind HR/Talent systems delivering value beyond transactional activity. SMATE’s will engage in deep-dive conversations around people behavior and social science thinking in the same way technology people drove technical discussions during ERP projects. Where this happens, we will see greater HR successes.

The organizations and consulting firms that nurture HR SMATE’s will be putting themselves in a strong position to create true HR value and help HR functions become a significant contributor to their organisational goal achievement  – the true HR SMATE is the next HR system “star”

Do HR Systems Need A Sexy UI?

UI graphicMy Scottish heritage drives me  to blurt out “Och Aye!” ( meaning oh yes) on this one ~ why shouldn’t our HR systems with all their new-found business support enjoy the best presentation on our desktops, tablets and smartphones? There are so many creative advancements taking place in the UI ( user interface or more accurately, human-machine interaction)  world that it is easy to be charmed by their mystique and the experience they take you through ~ but while the demos might look great, we need to consider the practicalities of using these tools on top of what (in many cases, but not all) are essentially HR solutions with a traditional data model design. Naomi Bloom has been a lone voice for a while on the realities of trying to make an old HR technology architecture perform new tricks, versus the benefits of a system designed for purpose. It’s the classic “Lipstick on the Pig” scenario when you introduce modern UI principles on top of an old back-end.

Take for example “kinetics”, the tools that emerged to support gaming consoles like the Wii and Xbox. It basically detects your body movement and converts your movement into system commands. So how practical or effective would this be for an HR product? – probably not at all is my guess given that HR systems are not fundamentally designed to leverage that form of input and neither is it practical to capture text in that way. A technology company in Lithuania offers a kinetic interface for online banking solutions, well all I can say is it hilarious to watch the actor swinging their arms around to transfer money from one account to another. Can you imagine a new  employee casually walking  past an in-progress performance assessment using the new HR kinetics ESS tool – the arm-swinging manager and employee may send him scuttling to find a new employer.
The big buzz word in UI design is “Experience” and it’s driven by the multitude of consumer applications that are leveraging everything from Voice, Gesture, Eye-tracking, Multiple-touch, Movement, and more to create a memorable and different ways to capture and deliver information or results. Golden Krishna a senior UI designer from Samsung is promoting the “No Interface” approach, which will learn about your preferences and create an interface that is unique to your style. We are already seeing some of this thinking emerging in Google predictive products (Like Google Now). The advancements in this space are increasing at a rate of knots, to the extent that it is unlikely that HR business application vendors can keep up as part of their normal product development cycle – they will need to decouple the UI capability from the remaining solution architecture elements.
So while many HR systems are stuck with their traditional data models, the useful and feasible UI enhancements, particularly those on mobile applications, should focus on turning the HR data into embedded analytics and decision making support as well as greater portability of the HR business processes. There is a lot more that HR vendors can do to make these elements a greater user experience  with richer functionality and content without the need to leverage the latest UI gimmicks.
HR Vendors who have built their products with a user process mindset (rather than a data model) will have greater short term opportunity, especially in the ability to directly interact with employees, to leverage newer UI developments. But while it is tempting to vigorously exploit these, vendors must ensure they don’t inadvertently create new complexities in HR systems which reduce usage and start corridor sniggering.
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