HRchitect’s HRtechnology Vendor News: HIREVUE ANNOUNCES Q1 2013 RESULTS: http://wp.me/pm2nU-11z
One of the many things that I enjoy about my job is attending HCM vendor Analyst Days. As an organization, we consider ourselves to be the leaders in HCM Systems Consulting services, and in order to maintain that position, we also function as industry analysts. This allows us to stay on top of what the vendors in this marketplace are doing today…and where they are going in the future.
For those of you not familiar with Saba, this is directly from their web site:
“Saba enables organizations to transform the way they work by leveraging social networking capabilities and the ubiquity of mobile to empower an organization’s most mission-critical assets – its people. The company provides a set of people-centric enterprise solutions to various businesses and industries worldwide. Saba delivers cloud-based learning management, talent management and social enterprise solutions to transform the way people work.”
Many members of the HCM Analyst community recently gathered in San Francisco for the Saba Analyst Day on March 5th, 2013. For starters, kudos to Michael Zeglin, Sr. Director of Corporate Communications for Saba for doing an excellent job in “managing” the day. Since the Analyst Day coincided with the annual Global Summit for Saba, it was very nicely organized where we were able to be part of the morning keynote and general sessions before breaking off into analyst day activities.
Some people may wonder what goes on during an “Analyst Day”. There are some things that can’t be revealed but rest assured, no animals were sacrificed or even hurt during the process.
Saba is an interesting organization that has been really trying to figure out exactly who they are. They have historically been known as a very strong Learning Management vendor, targeting larger organizations with complex needs. But Saba has been transforming itself over the past few years by embracing social networking capabilities and parts of the broader talent management spectrum. And of course most recently their founder and CEO, Bobby Yazdani, stepped down to allow a “new generation of leadership” take Saba into the future.
I have been impressed with the Saba People Cloud and the latest announcements have further solidified that. As described by Saba, it is “an innovative, cloud-based service featuring fully integrated and robust enterprise learning and talent processes with social, mobile and collaboration capabilities, all in a single environment.”
Some additional quick notes:
• More than 750 of Saba’s 2000 customers are on the SaaS platform
• Emphasis on context-based learning where learning becomes learner-centric as opposed to classroom-centric as well as continuous learning to keep learners engaged throughout the entire cycle
• All Saba product lines are in a high innovation phases
• Saba People Cloud is next generation people development platform and will be the focus of innovation moving forward. It is designed to be people-centric and workforce expectations and business climate expect this.
• Social is becoming an impactful part of talent management – the Saba social capabilities have been built into the platform, not bolt-on like some other vendors in the space.
We, at HRchitect, are very bullish around Saba’s future and continue to look to them as one of the strongest all around Learning-based Talent Management vendors in the marketplace today. Be sure to stay tuned to the HRtechnology Vendor News blog for announcements and updates from Saba.
I’d like to thank Saba for the invite and congratulate them on what appeared to be a wonderful customer conference all the way around. The customer appreciation party at the San Francisco Museum of Modern Art was a fun event as well.
Lastly, just a reminder to the HCM vendor community at large to be sure to invite us to your events so that we can continue to keep our customers and the marketplace apprised of your activities and innovations.
For more information on Saba, please visit www.saba.com
To learn more about HRchitect and how we can help your organization, please visit www.HRchitect.com. HRchitect is the leader in HR systems strategic consulting. As the premier Human Capital Management (HCM) Systems consulting firm, we offer end-to-end HR technology consulting services focused around strategic planning, evaluation/selection, project management and implementation of HR systems, Talent Management Systems, Talent Acquisition Systems, and Workforce Management software. After more than 16 years in business working on over 2000 successful engagements for more than 900 clients across the globe, HRchitect is a name you can trust as your one-stop shop for all your HR technology consulting needs.
Matt Lafata, HRchitect
“What’s hot” and “what’s not” is ever-changing in the industry of Workforce Management. Listed below are several key drivers I believe are expected to shape our industry in 2013.
Big Data and Analysis—Today’s corporate decision makers seek much more than a general understanding of labor costs and requirements. More than ever, data driven results are the cornerstone for validating ROHCE (Return on Human Capital Employed).
Mobile Technology– Employees and managers want to perform an increasing level of workforce tasks remotely. Results from a recent Forrsights Networks and Telecommunications Survey indicate that 64% of firms in Europe and North America identify providing more mobility support for employees as a top priority.
Patient Protection and Affordable Care Act (PPACA) Compliance – Because of increased mandates, PPACA compliance will be a focus for many organizations in 2013. U.S. based enterprises will need to determine what PPACA means for their organization, understand associated costs, and make informed decisions about labor scheduling and utilization.
Closing the Skills Gap – Competitive pressures, cost control measures and efficiency demands are forcing companies to remain flexible in their resource allocation decisions; both in terms of product and service offerings and labor structures needed to support them. Outsourcing of many short term and project-based skill sets remains a huge priority and a means to remaining flexible with cost allocation decisions. As such, demand for well positioned technology and knowledge-based consulting firms remains strong.
Employee Retention Programs— Across industries and geographic regions, employees owning “hot” skill sets and glowing industry reputations are once again favorite targets for executive recruiters and aggressively expanding industry competitors. And while offense is always needed in order to win the game, when it comes to retaining the best employees, playing good defense is becoming critical. Retention programs are being rethought, rebuilt and implemented with one goal in mind; Keep the best our industry has to offer working for us.
There is little debate that harnessing technology to drive efficiency will remain at the forefront of discussions concerning competitive advantages. Leveraging the ROI that technology can create remains the key ingredient driving trends in workforce management. It is an exciting time to be part of this industry, as even incremental technological and process changes can make significant marks on workforce management drivers. Stay tuned!
Stefanie Baker – Senior Implementation Consultant, HRchitect
Stefanie Baker has more than 15 years of software implementation and practical experience in the Human Capital Management industry. Her areas of expertise in the HCM market include HRIS, Payroll, Workforce Management, Learning Management and Analytics. She has provided consulting services for numerous organizations including PwC, Talbots, YMCA, Carnegie Museum, nTelos, and US Chamber of Commerce.
Prior to joining HRchitect Stefanie worked at Ceridian where she led a transnational team in launching a new integrated Payroll/Workforce Management application. As part of the deployment effort she authored dozens of reference and marketing materials, developed an internal configuration training program, and managed US and Canadian product roadmaps.
Stefanie has presented at a variety professional conferences and led numerous industry forums and discussions. She is a member of the APA and SHRM and has earned professional certificates from both organizations.
Stefanie holds a BA from George Washington University and a MBA from Penn State.
When I am conducting a product evaluation, there always seems to be a stumble at the end of the process; hence, a Return on Investment (ROI) analysis needs to be created.
Here are the top five helpful hints I use with clients:
1. Having friends in helpful places
Yours will not be the first ROI developed. Others in your organization have done this and very successfully. Do not attempt to re-invent the wheel here. Start within your department to see if there are successful examples of ROI. If so, study these and use them as the basis for your analysis. If the person who developed the successful ROI is still with your company, search them out and ask for some pointers (what they would have done different, issues they had with approval, etc.)
If you cannot find anyone in your department, connect up with someone in the Finance group. There will certainly be someone there who has done this before and can help you. I have seen instances when the Finance group was also doing an ROI for a technology purchase, and HR and Finance combined their projects to help with an even better ROI. But remember that someone in Finance will be a great help during this entire process.
2. Never enter a battle you cannot win
Getting a project approved, particularly in our current economy, is a much larger challenge than if the economy was booming. Dollars for projects are limited and getting the funding dollars released for your project could have many difficulties. Begin to assure your success by knowing who you will need to present the ROI to get the funding approved.
Once you know the people that will have the final approval, you need to begin to educate them about your project and its benefits. If you know these people before the discovery stage, you may want to include an interview with them to get their input on the types of data and information they need to run the organization. If they feel they have had some input into your solution, you may have a better supporter.
Have a champion. This is a person who will lobby and work with the Executive Team members to push your projects. Often, this will be your Vice President. Keep this person informed about the project and have them review the ROI numbers before they are finalized. This is a busy person, so do not plan to use them to create the ROI, but review and approve.
3. Understand what can be included
This may seem a bit basic, but each company has their own rules and regulations on the types of data which can be included on an ROI. If you are unsure if you company has any directives, start with the VP of HR to see if you can get any guidance. If not, see if someone in your financial reporting group can provide you with insight to what is included. They usually handle this type of data frequently.
Usually, we always see Direct Costs (hard dollar) savings being included. These are savings which can be directly tied back to the new solution. Such examples are a reduction in overtime, or the better ability to track on control shift differentials.
Sometimes you can include Indirect Cost (soft dollar) savings. *Be careful with these as many companies will limit amount and types of soft dollar savings, which can be included in an ROI. Examples of these would include the elimination of a future position if the system is purchased. This is soft dollar, as the position is not currently occupied and your assumption is that you would get approval to hire. While the actual approval could be denied or delayed, this would be considered soft dollar.
4. Quantifying ROI Savings
Hard Dollar savings are easy to quantify as they are usually a known current expense. One warning on hard dollar is to be very careful in using staff reduction in your justification. Often you will see a change in the type of staff members you may have, but in many cases you are replacing front-line data entry type employees with more analytical people which are a more expensive resource. Staff savings are usually minimal.
If you can use Soft Dollar, your ROI analysis will be much easier. Here, you can use and quantify current staffing increases as the company grows to a minimum. Before you start any Soft Dollar analysis, remember to put together your assumption for the calculation in case you get asked later. Work with your full team to uncover all the potential Soft Dollar savings. You will be surprised on how many there can be.
Be sure to also include Cost Avoidance estimates. These are Soft Dollar savings but very specific. For example, if you were looking for a new time and attendance system, cost avoidance would be a better calculation of overtime hours. Ascertain what the fines would be for every incident. Multiply the number of incidents you assume per year that you could be experiencing with your current system and you have the annual cost avoidance.
These can become very large numbers depending on the area and how much governmental impact exists. Remember this may not just be a federal governmental issue, but include any state, city or local impact.
5. Using and presenting the ROI data
You will ultimately be presenting your analysis. This is usually done in a Business Case. It could be a written document or presentation depending on your company standards. Regardless of the type of final format, remember you are usually presenting to senior executives who want a 50,000 foot overview of the project, process and costs. They may ask more specific questions so have all your data organized to find any answers you may not have immediately.
Keep the ROI numbers also at high level. They will be interested when the investment will begin to show a positive return and how your solution will assist in them making decision to run the company.
VP Consulting Services
WebMingle is this Thursday, Feb. 7th, 2013, with guests, Cary Schuler, CEO, and Gary Givan, VP of Sales, of cfactor Works Inc.
Matt Lafata & Tiffany Appleby welcome them to discuss how social technology in the HR world impacts organizations – affecting the way employees interact with each other on many different levels.
Just a little background info on cfactor ….
cfactor is a socially-enabled, integrated HR management, communication and collaboration suite. The cfactor system-of-record uniquely leverages existing systems while delivering engaging, productive employee experiences for hundreds of thousands of employees.
Since its inception, cfactor has been recognized by organizations like Ernst & Young, the Canadian Innovation Exchange and the Business Development Bank of Canada for its game-changing workforce management technologies. Working primarily with mid-to-large enterprises that represent hundreds of thousands of employees across a variety of industries, cfactor consistently delivers products that are highly configurable, while driving a proven ROI.
Cornerstone OnDemand Foundation is a global foundation that allocates funding every year to assist select non-profits with human capital investments. The Foundation’s primary focus is to provide programs and services designed to help non-profit organizations best implement and leverage human capital management software and strategies.
Join us for this intriguing interview with Ms. Brandt, as we talk about what roles HR technology plays, and how it permeates in the non-profit sector.
Join us and listen to WebMingle today at 2pm CST as we welcome today’s guest Marc S. Miller.
With over 35 years experience in all aspects of technology solutions for the Human Resources function, Marc S. Miller shares his in-depth insight in his recent book, Heroic HR. Marc remains as one of the HR technology industry’s most recognized thought leaders, and uses his significant industry experience to provide commentary about the important trends surrounding the HR technology and HR outsourcing worlds.
Mr. Miller has addressed thousands of HR technology professionals in his participation with such organizations as the Global Oracle Human Captial Management Conference (OHUG), and a variety of other HRIS vendor User Conferences and IHRIM national conferences. As a founding member of the NYC IHRIM Association chapter, he has also been recognized and awarded IHRIM’s highest award, the Summit Award in 1995.
On today’s live show at 2pm CST, we will discuss with Marc his thoughts on HR strategies, business case strategies and why metrics and dashboards are critical for HR professionals to understand.
Have a question you would like us to ask Marc? Tweet them with #WebMingle or submit via email to email@example.com.