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Building A Business Case For A HR System
Building A Business Case For A HR System
Building A Business Case For A HR System
For A HR System
4 Steps To Success
Table of Contents
Chapter 1 Introduction
Chapter 4 Summary
CHAPTER 1
INTRODUCTION
EFFECTIVE WORKFORCE
MANAGEMENT
RELATIONSHIP BREAKDOWN
WITH VENDOR
ECONOMIC REASONS
COMPETITIVE ADVANTAGE
REASONS TO CHANGE
REASO N S TO CHANGE
RELATIONSHIP
ECONOMIC REASONS
Governance is a financial necessity and can make or
BREAKDOWN WITH VENDOR. break an organisation
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?
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
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
Self-Service
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
› Organisation charts can represent the blueprint of the organisational hierarchy allowing
visibility of vacant positions.
SUMMARY
A business case must be strong enough to resist deferral or budgetary and resource drainage
› 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
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