How do you transform your people proposition? Real life transformation enabled by HRIS – a case study approach

Change Associates welcomed fifteen guests to a select HRIS event in partnership with Workday at Home House to discuss HRIS-enabled people transformations. We are grateful to Ger Hussey of GSK and Martin Jackson of Grant Thornton for their open and honest case studies. 

In this blog we draw out the key points and recommendations about how to make a success of HRIS-enabled transformation. 

Lessons from two HRIS-enabled Transformations

GSK

Ger Hussey, VP HR Transformation, GSK, on the issue of a culture of control and the need to standardise before automating

“If I could do it again, I would standardise, optimise, then automate.”  

Ger Hussey, VP HR Transformation, GSK

The HRIS implementation at GSK showed that you cannot simply bulldoze embedded cultures by stating the benefits of tech solutions.

HR and IT functions, usually speaking different languages, were both culturally resistant to change, perceiving it as a loss of control. They can dwell on the perceived ‘risks’ rather than the possible positive outcomes.

Standardising processes can also create resistance. A solid business case and a palatable way of introducing such processes into the culture are essential for a successful implementation. 

Recommendation 1: Understand the culture and set expectations that it will accept

GSK’s implementation reinforced the need to think people before tech. Staff have to want to use a system and believe it will enhance their work life, or they will not readily adopt it. 

Understanding the customer or user experience is key. This will only come through recognising what success will feel like for them.

Recommendation 2: User experience is key to success 

Traceability of people’s actions and the ability to report on these were major selling points for the HRIS implementation at GSK. 

Simply tracking the input of objectives and other performance management information was a benefit. However, the system also demonstrated how well the standardised processes were being adopted by the business by tracking the reduction in misdirected tickets. Monitoring this simple metric dramatically improved confidence in the processes. 

Recommendation 3: Use misdirected tickets as a measure of how well the process is going

Rushing to implement an HRIS such as Workday is a false economy. Automation or systemisation should always be preceded by comprehensive standardisation and optimisation of processes.

Recommendation 4: Standardise, optimise, then automate.

Grant Thornton

Martin Jackson, Programme Lead, Business Transformation at Grant Thornton: on regaining credibility by putting process before configuration

“Spend time designing the vision and the experience, before translating to process and jumping to configuration. Workday won’t answer all the questions.”
Martin Jackson

Grant Thornton implemented Workday in 2014, and by 2015 stakeholders said it was not delivering the expected benefits. In fact, HR headcount had doubled with a low base ratio of 1:27.

HR urgently needed to rebuilt its credibility within the business. Relations between HR and IT had broken down because HR was seen to have ‘done Workday’ without talking to IT.

The project team recognised the need to manage expectations of the business and rebuild relations. This started with subtle shifts of language, such as talking about ‘direct access’ rather than ‘self service’. 

Recommendation 1: Use language positively 

Grant Thornton identified recruitment as a critical pain point. The company needed to acquire key talent quickly, so the Recruitment workstream came under intense scrutiny.

Six systems were stitched together including RPO. Related processes involved the use of multiple spreadsheets and hard copy documents, and the re-keying of data. Huge error rates meant information was being sent to the wrong addresses causing vast amounts of extra work. Cost per hire was 50% above the industry standard.

Grant Thornton had a licence for Workday Recruiter but it hadn’t been implemented at this point. However, lessons learned in 2014 meant that instead of jumping straight to configuration the team spent time designing the vision and process and considering what experience they wanted the hiring manager and candidate to have.

Once the had completed this exercise, the vision could be translated into process, and finally the tech configured.

Key to making this work however was having people in the team with the product and process knowledge to know what would work – and what wouldn’t.

Recommendation 2: Make sure you have the right team with the right product and process knowledge to help you design your vision, translate that into process, and then determine the technology requirements.

Result

• Cost per hire reduced by 38% – Grant Thornton is now ahead of the industry standard by this metric.
• Quality of hire has also improved.
• Process improvements gave the HR function credibility which then unlocked further investment.
• Integration with social media, using the company’s own brand for recruitment (instead of an agency) and e-signatures at final stage all served to further transform the process in a competitive industry where speed-to-hire is critical.

You can also read our research into how to select and implement a HRIS. Download it here.

If you would value an informal conversation about transforming your people proposition, please get in touch.

Image copyright: The staircase, Home House, Portman Square