Building A Business Case

For A HR System

4 Steps To Success
Table of Contents
Chapter 1 Introduction

Chapter 2 The 4 steps to building a successful business case

Chapter 3 What success looks like

Chapter 4 Summary
CHAPTER 1

INTRODUCTION

HR hold the key to the largest category of

controllable non-product cost (people) and
should therefore be a powerhouse of
information.

People Management should be at the heart

of your business, empowering your global
workforce through mobile self-service, making
it easier for people to do their jobs.

Governance is a financial necessity and can

make or break an organisation. Without
accurate data you cannot transform, adapt
or change the organisation. As Josh Bersin
for Deloitte reveals “HR functions with strong
employee systems are regarded as twice as
effective and efficient as those that do not
invest in such systems”.
 EXISTING SOLUTION
NOT FIT FOR PURPOSE

EFFECTIVE WORKFORCE
MANAGEMENT

CHANGE IN BUSINESS DIRECTION

RELATIONSHIP BREAKDOWN
WITH VENDOR

ECONOMIC REASONS

COMPETITIVE ADVANTAGE

REASONS TO CHANGE
REASO N S TO CHANGE

› Legacy systems that have reached their end of life

EXISTING SOLUTION › Multiple systems that don’t work together
NOT FIT FOR PURPOSE
› Not mobile
› Lack of integration
› Not intuitive

› Lack of service and support

RELATIONSHIP › No product investment
BREAKDOWN WITH VENDOR › Poor product roadmap

› Change in business model is not supported

CHANGE IN BUSINESS › Change in market e.g. Omni – Channel
DIRECTION › Internal changes e.g. merges & acquisitions
REASO N S TO CHANGE

EXISTING SOLUTION “HR Functions with strong employee systems are

COMPETITIVE ADVANTAGE
NOT FIT FOR PURPOSE regarded as twice as effective and efficient as those
who do not invest in such systems “– Josh Bersin

RELATIONSHIP
ECONOMIC REASONS
Governance is a financial necessity and can make or
BREAKDOWN WITH VENDOR. break an organisation

› Manager/Employee engagement (ESS, MSS)

EFFECTIVE
CHANGE INWORKFORCE
BUSINESS › Make it easy for people to do their jobs
MANAGEMENT
DIRECTION › Reduce administration overheads
› Accelerate productivity
› Reduce operational costs
› Improve the bottom-line
CHAPTER 2

BUILDING A BUSINESS CASE

W H E R E TO B EGIN?

› Evaluate the opportunity

› Measure the opportunity

› Define the benefits

› Get ‘buy-in’ internally

STEP 1 Evaluate the opportunity

Two main areas:

Transactional & Transformational

› Ask yourself some simple questions:

› What happens if we do nothing?
› Where are our main pain points?
› What value could we add if not snowed under with admin?

Describe the transactional

Which daily HR processes are:
› Repetitive?
› Labour intensive?
› Inefficient?
› Who are the stakeholders effected by these processes?

Vision the transformational

› How well are we meeting the businesses strategic goals?
› What are our competitors better at?
› Where are the talent gaps in our business…
… do we train or hire?
› How do we sustain high performance?
 Remember
STEP 2 Measure the opportunity If you cannot
measure, you cannot
manage.

KPI Measurement
› Time in motion, delays, hand-offs, opportunity costs

Recruitment Effort
› How much time is spent recruiting and on boarding?
› What are your external recruitment costs?

Administrative Burden
› How much time is spent on time-sheets and payroll processing?
› How much time is spent creating reports?

Elements For Change

› What time are managers/employees spending on admin tasks?
› How much is employee absenteeism costing you?

High value add projects that Highly important differentiators

Business Value Added (BVA)

require a certain amount of that can be easily embedded

commitment to successfully in the business (Tier 1)
deliver (Tier 2)

Low value add and difficult to Highly feasible project activity

implement (Tier 4) that is still adding business
value (Tier 3)

Feasibility
STEP 3 Define the benefits

HR Team
› Devolving - not losing control but
delegating
› Reduction in manual, iterative tasks
› More strategic HR

Employee
› Employee engagement
HR › Increased visibility
› Increased self empowerment
DEVOLUTION
› Quicker responses

Managers
› Increased visibility
› Increased control
› Increased empowerment

Senior Managers
› Reduced Costs
› Less HR transactions
› Increased organisational efficiencies
› Enhanced productivity
STEP 4 Get ‘buy-in’ internally

Organisations will achieve the greatest benefits by having:

› A good understanding of their current processes

› These processes documented
› Achieved Senior Management ‘buy in’ to affect change
› Prepared Managers and Employees for the reason why change is required
› Ultimately having a clear idea of where they are today and where they
want to be in the future
K EY TA K E-AWAY

Governance’ gets financial buy-in

Sometimes it’s better to start again – technology has changed

High impact HR Organisations are ‘Data Driven’ – Real time analytics and BI are the end goal

The provision of accurate, timely people data MUST underpin every business case

All successful HR engagements begin with HR & Payroll in the room together

Utilise the opportunity to make change for the better - existing systems may be dictating
business processes limiting increased productivity and resulting in unnecessary
transactional costs within the business
CHAPTER 3

WHAT SUCCESS LOOKS LIKE

EF F IC I E N CI ES & TIME SAVING

Self-Service

› Devolves certain admin functions to managers & employees.

› Enables access anywhere, anytime, from any device.
› Enables access to any data, according to security profile.

BUT REMEMBER: Access for all? Culture change.

Workflow
› Requires self-service module
› System will generate and move procedural documents around the system gathering approvals
› Work Flow will eliminate the wasteful (and soul-destroying) task of chasing up approvals for
anything from recruiting replacement, managing performance and authorising training and
development, to signing off sickness absence.

Reports
› You no longer have to produce reports for your various internal respondents and send them;
you build the report structure and then give them access to run them in real-time when they
want, again via the Manager and Employee Self-Service portal.
 
› This enables managers to take more responsibility for their own people and make more
informed decisions.
EF F IC I E N CI ES & TIME SAVING

Organisation Charts

› Traditionally, organisation charts have been generated manually by administrative

staff and published in Excel or MS Visio. Charts produced by this method need to be
re-worked every time there is a personnel change within the structure.
 
› Modern organisation charts are fed directly by the data in the HR system and can be run in
real-time by anyone with the correct security clearance accessing them via
the self-service portal.

› Organisation charts can represent the blueprint of the organisational hierarchy allowing
visibility of vacant positions.

Other Saving Considerations

› Reduced fixed costs

› Reduced IT involvement
› Fewer manual interventions = less error potential
 ACCESS
EF F IC I E N CI ES & TIME SAVING
CONTROL
TALENT

Integrated HR tools EXPENSES

› Single source of truth
› Real-time information
› Information sharing T&A
› Reduced operational costs REPORTING PAYROLL
› Reduced implementation costs
› Increased reporting capabilities
› Seen to drive ‘efficiencies’ LEGISLATIVE
› An ‘enabler’ to devolution SUPPORT

Self-Service & Employee LEARNING &

Engagement DEVELOPING
› Intuitive and easy to use
› Accessible from ‘everywhere’
ROSTERING
› Provides real-time information
› Flexible to support your specific business
› Processes
› Information PERSONNEL
› Supports automation / workflow
› Supports in-application analytics and real-time
view of management information/metrics
BENEFITS
RECRUITING
CHAPTER 4

SUMMARY

A business case must be strong enough to resist deferral or budgetary and resource drainage

› Don’t automatically carry over old processes

› Use it as an opportunity to audit and drive transformation

› Review data, the new system is only as good as the data it holds- only migrate the data
from existing system that is clean and accurate

› Utilise employee engagement portal to quickly refresh your data in a seamless and
efficient manner
Want to find out more?
Get in touch.

At CoreHR, we’re on a mission to give HR departments the tools they need to work smarter.
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Ireland.

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