Empowering HR - Houston Chapter of the American Payroll

Transcription

Empowering HR:
Best Practices that Drive
Value Across the Enterprise
Jayson Saba, VP of Strategy – Ceridian U.S.
@jaysonsaba
© Ceridian Corporation. All rights reserved.
About Jayson Saba
VP of Strategy and HCM Analyst
• Joined Ceridian in September 2011
• Prior to Ceridian, lead research analyst within the HCM practice at
Aberdeen Group
• At Fidelity (prior to Aberdeen) responsible for the launch of a major selfservice suite of employee benefit and retirement management solutions
• Contributed to various industry publications including The Economist, HR
Executive, HRO Today and Workforce Management
• Bachelor’s degree in business administration from the University of New
Hampshire ; MBA from the McCallum Graduate School at Bentley College
Agenda
• Business Context
• Technology Differentiators
• Best Practices
• HR and Engagement
• Key Takeaways and Recommendations
External Pressures Driving HCM Investments
Cautious Growth
Efficiency
Growth
Growth
Efficiency
Easier Said than Done
Profit Loss
Revenue Loss
Excessive labor cost
due to overstaffing
Poor service due to
understaffing
Optimized
Labor Spend
35
30
25
20
15
10
5
0
Cost of
Labor
Demand
Overstaffing
Understaffing
Meeting Demand
Over 80% of U.S. struggles with the balance
Internal Challenges
Operations
HR
• Reduce manual
Optimize
deployment
transactions
• Improve employee
engagement
• Leverage the data
Ensure
compliance
Metrics We Care About
Operations
•
•
•
•
HR
Labor costs / Overtime
Schedule accuracy
Customer satisfaction
Employee engagement
• Compliance scores
• Errors (payroll,
timekeeping and accruals)
• Manual transactions
(number of inquiries or
hours)
• Employee retention
Strategic Actions
Automate, Automate, Automate
Advantage of Automation
“Workforce Management earns $7.88 for every $1”
- Nucleus Research
Impact on Compliance and Burden
Impact of Integrating Timekeeping with Payroll
Automating Scheduling Pays Off
Accuracy Drives Business Outcomes
Case Study 1 – Manual to Integrated Automation
“One of the things Ceridian really helped us with was training, which was especially
important for our rollout since we were making some cultural changes…was critical
for our implementation’s success."
– SVP of Finance and Controller
• Lack of standardization
among 26 locations
• Over reliance on manual
processes
• No built-in regulatory
compliance system
• Too much time spent on
tracking/ assigning
fund/grant sources to
hours worked
Action
• YMCA chose Ceridian
Dayforce Workforce
Management and
implemented the built-in
legal and regulatory
monitoring systems.
• Reduced overall labor by
over 4,000 hours in one
month.
• Reduced payroll support
by 2 FTEs.
• Ensured YMCA if fully
compliant with complex
California labor laws and
regulations.
Results
Challenge
Case Study 2 – Disparate to Integrated
“We were looking for a solution that was not only easy to install and use,
but also provided us with the ability to better manage our workforce and
gave us the kind of significant ROI other Ceridian customers have
experienced.”
– VP, Human Resources
Action
• Grew through acquisitions
• Disparate legacy systems
from different vendors
• Lack of standardization
• Heavy reliance on manual
payroll processes
• After a thorough review,
Hoffmaster selected
Ceridian Dayforce
Workforce Management
and eliminated the
numerous disparate systems
Challenge
• One system of record that
integrates WFM and Payroll
• Best practices implemented
across the company
• Consistency
• Ability to manage by data
Results
Maximizing the ROI in
Technology with Best Practices
Self-Service Tools are Differentiators
Make Open Shifts Available for Employees
WFM Self-Service Impacts Engagement
WFM and Mobility
Leverage “Float Pools”
Process to Escalate Issues
Integrate with Business Data
“In God we trust…But all others bring data.”
– Eric Schmidt, Google CEO 2001-2011
HR/Workforce Management
and Employee Engagement
What is it?
Formal Employee Engagement Efforts
Formal engagement strategy
Best-in-Class
Informal engagement strategy
43%
Industry Average
40%
14%
%
13%
42%
31%
Laggard
No engagement strategy
46%
23%
39%
25%
50%
75%
Percentage of Respondents, n=438
100%
Source: Aberdeen Group, July 2011
Engagement Drives Execution
Source: Aberdeen Group, July 2011
Engagement for the Field Worker
Best Buy Example
Avnet Example – Aberdeen Research
From 2004 – 2007
Engagement grew
from 65% to 73%
and
Shareholder Value
had 32 ¼% CAGR
“For Avnet, as a service
company in a service
industry, nothing else
matters if we don’t have
high levels of employee
engagement.”
Steve Church, Chief
Operations Excellence
Officer
Summing it Up
Sound HR
strategy is
built on
this
foundation
• Business data focused
• Easy on Operations
• Streamlined for HR
Summing it Up
Accurate
payroll
Accurate
schedules
factors that
drive employee
engagement
Analytics
Defined issue
escalation
Self-service
Recommendations
• Formalize processes
• Automate
• Integrate
• Leverage the data
• Outsource when it makes sense
• Empower employees (including HR, Finance and Ops)
• Manage the providers
Questions?
[email protected]
(603) 818-8812
Twitter: @jaysonsaba

Empowering HR - Houston Chapter of the American Payroll

Transcription

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