HR Tech Connect Summit 2019
November 18 2019, Ponte Vedra Beach, USA
HR Tech Connect Summit 2019
Do's & Dont's: HR Technology Implementation Recommendations & Lessons Learned
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  • Description
  • Transcript
  • Discussion

About speakers

  • Ben Eubanks
    Principal Analyst at Lighthouse Research & Advisory
  • Lou Fiore
    Vice President HRMS and Payroll Operations at Sodexo
  • Devdatta Rege
    Vice President - Enterprise Practice at Harbinger Group
I'm a human capital management industry analyst helping companies and vendors with strategy, content, and more. I have worked as an influencer and analyst for more than ten years with seven of those in an independent capacity.

Previous experience working as an in-the-trenches leader in the human resources field has provided a broad range of opportunities to lead HR in smaller organizations, government contracting firms, and the nonprofit sector. I've had my hands in pretty much everything at some point: recruiting, benefits, training, employee relations, executive coaching, and the rest of the spectrum you run across in an HR shop.

I'm also co-founder of the HRevolution movement, an event that has attracted hundreds of attendees from around the globe to work together and explore the future of HR, work, and business.

During the evenings, I write at I'm an HR blogger with a passion for leadership and culture--two things that can make or break your organization. I also believe that HR needs to take a page from marketing and sales in its approach to influence the organization and focus on hard, measurable results.

I've been speaking for ten-plus years and enjoy talking about linking HR strategy to business results, corporate culture, and innovative HR practices, among other things. Events include several SHRM Annual Conferences, ATD TechKnowledge, the HR Technology Conference, various vendor events, state-level SHRM events, local groups, workshops, and more
30+ years’ experience in IT industry spanning across providing Global IT services, Development of Enterprise Applications and Software Products, Project/Program/Delivery Management, Implementing Multi-Tier Distributed Application Architecture, Business Development, PreSales support etc. Adept in Building and managing client relationships, Managing global delivery through distributed teams, Building and Leading highly motivated large multi disciplinary teams to provide services across varied spectrum, managing P&L etc
Worked in USA for 13 years with both Consulting organizations and Large enterprises helping the businesses with their IT requirements. Spent 1.5 years on Expatriate assignment back in India to help build the BU capabilities in the captive organization. Since returning to India in 2010, worked as VP and head of Enterprise Practice, partnering with various large Enterprise clients to take care of their IT needs in various technology and business areas.
Passionate about applying emerging technologies such as Data Science, AI/Machine Learning, Cloud/Big Data, Blockchain to help businesses with their Digital needs.

About the talk

Topic: Business

Moderator: Ben Eubanks, Technology Advisor, Principal Analyst, Lighthouse Research & Advisory


Lou Fiore, Vice President HRMS, Payroll Operations and HR Shared Services, Sodexo

Devdatta Rege, VP – Enterprise Practice, Harbinger Systems

01:01 Introduction of the panelists

03:09 The importance of the implementation. Technology support

05:00 Picking the best technical platform for the implementation

05:37 What is a critical success factor?

08:37 It's not just customer first, but employee first: a philosophy from a company perspective

09:02 When implementations have gone bad: learned experience

11:19 One of the challenges

15:21 Platform as a force point solution

18:45 Thinking about changing systems globally

19:54 Speaking of standardization and governance as part of the overall process

23:23 Q&A

27:00 Data and data integration

32:01 Picking the right implementation partner


Hello again good morning. 00:00 Good morning, both of you that responded to me. 00:04 We're going to have a good conversation, 00:08 we are. 00:10 Technically, but I won't be more informal than that. 00:10 I want to be a more of a conversation so we're going to. 00:14 I've got some questions for the gentleman here that I personally curious about and I feel tested them the last few days. 00:17

With some of you to ask if these were the right questions and they sound like they are so once we get through a couple of these. 00:23 I want to pause and take questions if you have anything specific that you're looking for. 00:28 You want to hear from them once you hear what they have. 00:32 Had to share sound good. 00:35 Before we get started. 00:37 Beth let you do your intros really quick, 00:37 but I have a question for you in the audience. 00:41

Who is currently in the middle love or is 12 to 18 months away from doing implementation? 00:44 Higher so I can see well. 00:52 OK. 00:54 About half maybe. 00:54 So are willing and receptive audience ready to hear whatever you have to say so. 00:54 Dav, will start with your quick intro tells who you are what you do. 01:01 So there from Harbinger Systems I must first apologize from a voice. 01:05 I've been under the weather for last. 01:09 Easier. 01:12

It wasn't so landed in Dallas a couple of weeks ago, 01:12 I had the great fortune to visit the northern parts of the country. 01:16 The beautiful Seattle Minneapolis. 01:19 So for South Dakota. 01:19 I look forward to seeing them in summer, 01:25 but this time I was looking forward coming to Florida. 01:27 I did when I travel from Minneapolis to Florida how to 64 degrees jump from entry to exit into the. 01:30 Which was really short-lived and ever since I got back to the cold weather? 01:39

I look forward to a few minutes of warm weather here. 01:43 In Next couple of days, 01:45 I work as a Vice President Enterprise Practice at Harbinger Systems. 01:47 I know it's a little misleading kind of ambiguous title, 01:53 but a significant part of our business. 01:57 We work with. 02:00 Broken platform companies we do that product engineering in outsource product development mode. 02:00

We also work with the end-users which are enterprises like people who are here and I handle or head that part of the business so. 02:05 That's awesome. 02:14 Thank you. 02:14 I'm Lou Fiore I had a charms payroll operations HR shared services and benefits rewards platforms for Sodexo. 02:14 I've been there 28 years since the deck so provides a food facility management. 02:25

Across the Globe in North America, 02:31 here were about 126 thousand employees in about 460,000 employees worldwide. 02:33 In 80 different countries. 02:37 Then there are 28 years and I live in Rehoboth Beach DE 'cause, 02:37 about 10 years ago. 02:43 Our headquarters in the USA is in Gaithersburg, 02:43 MD. 02:47 And I was like I need a work-life balance. 02:47 Something needs to change here, 02:49 so with that DC. 02:51

Traffic all the time I made the move to Delaware so I work from Oh, 02:51 I still have an office in Gaithersburg, 02:55 But. 02:57 But it's nice to leave the office behind and kind of go over the bridge. 02:57 The Baybridge and then kind of be on the beach-side, 03:00 so I was excited to come to Florida to be warm. 03:03 But that hasn't happened yet but looking forward to it pretty soon. 03:06 Awesome. 03:09 Thank you to gel and so. 03:09

Just to set the stage for us and I'll start with you have your mindset the stage for a little bit. 03:12 Right so much time talking about picking the right vendor make sure we have the right selection process down. 03:17 But I feel like a lot of employers don't put enough time at ever going through the rest of that process. 03:28 What do you think? 03:32 Yeah, 03:32 so I think the implementation is extremely important. 03:34 Uh one of the trends happening right now as we know is. 03:37

People are moving from the product waste kind of ecosystems to platform-based ecosystems where. 03:40 Uh you instead of going for a ready-made product with all the features you go for a platform that is more flexible. 03:44 And that can be fine-tuned that can be customized to meet your needs it is more overall it. 03:51 It functions across your workflow. 03:56 But at the same time when you offer the flexibility technology. 04:00

You know it is an enabler it doesn't solve the problem. 04:04 It needs to be customized to your specific needs every org is unique. 04:07 It's in a particular domain is in a particular business. 04:11 And it has its own culture that requires technology support. 04:15 That is consistent with the culture. 04:18 You want to have those kinds of. 04:20 Function that kind of functionality available and we can talk about examples there. 04:22

So I think implementation one must look at In addition to what functionality or features that technology is providing. 04:27 Excellent yeah, any comments, yeah, 04:34 I would add to it to have said I think it was perfect. 04:36 But I would also add that I think in my company at least I've over the years if I had. 04:39 A dollar for every time everyone someone came to me and said “Oh you're going to a system that's going to fix”. 04:46

Everything for us, I could have probably retired along with time ago, 04:50 not still be working here at 55 but. 04:54 Having said that the implementation is key. 04:56 I mean, like like you said. 04:58 You can pick the best technical platform, 05:00 you can pick. 05:02 The right program for what you think is going to do for your organization, 05:02 etc. 05:07 But what if the implementation doesn't go well. 05:07 And there's a bad taste at the end of the end-user. 05:10

It's really hard to regain that trust again. 05:13 We talked about trust earlier, 05:16 so I do think that implementation. 05:18 And all the thought in the process that goes into it is actually sometimes just as critical if not more critical. 05:20 And actually selecting the platform itself absolutely OK, 05:25 so. 05:29 We've got them on board, 05:29 it's important, it's a big deal. 05:31 Let's think about it. 05:32 So let's talk about it. 05:32 I'll start with you again, 05:34 Lou on this. 05:35

Just coming back this way. 05:35 What is the one thing you would say like this is a critical success factor? 05:37 It's hard to boil it down to one thing so I'll give you a break onto if you've got a couple of points there. 05:41 But what are the critical SuccessFactors in making sure this implementation. 05:46 Actually ends up with the way everybody envisions it and not the Horrible Flaming Trainwreck that ultimately it sometimes ends up as. 05:50

Right but that never happens right so. 05:56 I think it's tough to say one thing, 05:59 but if I had to say one thing I think it's important. 06:01 To have the end-user involved. 06:06 The customer to have your customer involved Day One when you're even thinking about doing an implementation whenever. 06:08 Thinking about making a change. 06:16 I think that the customer has to have a seat at the table and that. 06:18

Person, who is having and when I say, customer, 06:21 I don't mean just the business area that's going to be impacted. 06:24 Because those are usually the subject matter experts and they're really good in that space. 06:27 But I mean, the end-user and it can be your employee. 06:32 It can be your customer whoever that ends up being that's yours. 06:35 End-user they need to have a critical seat at that table, 06:38 too, and I think that in my world. 06:42

That's proven to be the most valuable over time. 06:43 There're so many things but I think that's one of the big keys. 06:46 So getting a stakeholder square where they might come from the right. 06:49 It's never right if it's down opposition like with some candidates look at this thing right from their perspective look at it just like a hand it would. 06:52 Or if it's on the inside. 06:58 Let's say exactly look it up and again this subject matter experts have them. 06:59

Best of intentions, but they know that system. 07:03 They know that process inside and out. 07:05 It's the end-user that has to have that experience was ultimately that's the service here delivering right so. 07:06 I would say that accompany a few months ago in California. 07:13 They are based in Los Angeles and we would be their team in there. 07:16

There SAP expert came in the room and talked about their new processor building out SuccessFactors for hiring everything else. 07:19 And everybody else in the room was like holding on their chairs like what in the world are you talking about. 07:26 For language almost because they were so deep in it, 07:30 so I agree with that for sure. 07:33 Yeah, I think that. 07:34 Employee experience is our user experience is taking the front stage. 07:34

In every walk of business and I think here that that's the key. 07:41 I would stress more on the employee. 07:47 Because the customer is a customer is going to pay money automatically get some attention, 07:50 but employees. 07:56 And their experience we need to focus on because they are one of the primary customers for their HR. 07:56 Executives. 08:02 And also in what I would add to that is In addition to the current level of experience. 08:02

Have to look at the future because also things are changing as we go. 08:09 So when you are implementing you need to implement. 08:13 Also, for the future, not just for the current needs and looking at yours. 08:15 Current processes. 08:19 That's another important factor because. 08:19 You don't want to be in a situation whereby the time you implement your system we are already. 08:23 Absolutely already also don't try to solve the problem today, 08:28 but think long term. 08:32

Yes, 08:32 absolutely what's the piece you said there works? 08:34 It's not just customer first, 08:37 but employee first potentially there are a couple there're some companies that have that philosophy from a? 08:38 Right are in a company perspective, 08:42 HCL technologies and Southwest like they're known for employees 1st. 08:44 Treat employees well do right by them and the customers will it still take care of the customer's friend? 08:48

Never the customers better than you treat them as important which is pretty much. 08:53 OK. 08:57 We could have a lot of fun with this one, 08:57 I'll try it will try to keep it contained. 09:00 So let's talk about the things that don't work. 09:02 Talk about maybe lessons learned experiences. 09:07 You've seen. 09:09 We don't have many names? 09:09 We don't want to but tell me about some of these. 09:11

These implementations that have gone bad and maybe highlight the issue that that triggered that. 09:13 I can give a few a because I work from the enabler side from the technology provider we solve problems for. 09:19 But one of the ways things can go wrong is as I said, 09:26 people don't really give up, 09:30 they don't start from. 09:32 The requirements for the start of the technology 1st. 09:32

They get into one of the latest platforms which are very flexible, 09:37 which has great functionality offered. 09:40 And then they assume that will figure out as we go how this platform is going to solve our problems. 09:43 Uh and it. 09:48 More than often it doesn't, 09:48 it has the capability. 09:51 But the way the implementation process goes there is a business process involved in that. 09:51 And it doesn't always work the way you want so I would say. 09:57

Before, you go there figure out internally? 10:01 What are your priorities? 10:03 What is it that you really want to do? 10:03 In on Top of the functionality that is. 10:08 Commonly used in the industry you are a unique organization. 10:10 You have your own requirements think about that? 10:13 What kind of support. 10:16 Require. 10:16 And start your implementation with that knowledge then you have a good chance of success. 10:18

How often would you say, someone 10:22 Tries to use technology to solve a process problem and ends up making it worse? 10:23 I don't know if it becomes worse, 10:28 but I've seen things. 10:30 Just go to into you know. 10:30 Even in the process when. 10:33 Everybody in the process gets frustrated the provider, 10:33 the user. 10:38 The implementer and there's just going in cycles and. 10:38 We. 10:42

Yeah, there are multiple examples like I was going to say that the way that I always kind of comment on that is. 10:42 If you put the technology Alpha bad process you do the wrong thing, 10:50 even faster than it would be more efficient and making the wrong decision or taking the rocks that but. 10:53 If you're just trying to apply the technology to that in the process isn't fixed on the underlying side. 10:58 Yes, you end up with this again. 11:03

The Flaming Trainwreck basically example work this. 11:05 The trust example that Derek uses earlier like that trust drops like rock weather in the function or just. 11:08 In your capabilities? 11:14 Yes. 11:14 OK. 11:14 How 'bout it will tell us a story? 11:18 I think real quickly for the story? 11:19 I think I would say also with Dev said. 11:21 Is one of the challenges that I kind of put to the teams most of the time is making sure that they? 11:23

Look at standardizing their policies processes and procedures even before we're selecting the technology know what we're going to do in that space and obviously, more will happen when you 11:28 let yourself in when you. 11:36 Marry yourself to the specific technology, 11:37 but again if we could do that ahead of time, 11:39 something like that. 11:40 Each are shared services implementing those and making sure like OK, 11:40 you've standardized now. 11:44 The model makes sense. 11:44

So let's talk about what technology can aid that. 11:46 So I guess I'm 28 years at Sodexho. 11:49 So my big thing was 15 years ago, 11:51 I was just over HRIS. 11:54 And to see the chief human resource officer asked me to would you do the payroll implementation for one 26,000 people here in the US no? 11:55 No straps. 12:03 And I said Oh my gosh, 12:03 no, I'm the HRS person, 12:05 I've only done like smaller medium projects. 12:06 There's no way I'm doing that I went home and I. 12:09

Well, she asked me maybe she thinks I can do it. 12:11 I don't know so the next day, 12:13 we had a conversation and. 12:15 I made a career decision and said, 12:16 OK, yes, I will do the payroll implementation. 12:17 So payroll at the time was in finance. 12:20 It wasn't in the HR side, 12:22 so that was a little bit. 12:24 That was a little challenging there were folks in Finance, 12:25 who wanted to do the implementation. 12:28

So it was a little dicey at first, 12:30 and I was like but I can do this and I've been through my project methodology and all that kind of stuff. 12:32 And about 3 or 4 months into the project was about 24 to 30-month project, 12:38 the chief. 12:44 Application architecture officer came and said Oh we're also going to do the front end piece for the time data in the labor-management system. 12:44 We're going to do that in house. 12:53

So we're going to go at the same time that you're going, 12:55 I thought. 12:57 Well, I know I'm just a senior director and there's a vice president senior vice president an officer and. 12:57 They must know what they're doing, 13:03 but I'm thinking that's gotta be risky, 13:04 but Sir we did our projects together and everything and. 13:06 I had the best consultants. 13:08 I had the best teams. 13:10 We make sure we did our training. 13:11 We did our change management and everything and. 13:12

So Fast forward to go live and we have about 7000 locations and we split our pay week ending dates in 2. 13:14 One was on a Friday and was on a Saturday so we're going to the war room. 13:22 We're making the big switch. 13:27 Put the time clocks in they've put the time and attendance system or labor management system and then my pieces. 13:29 The payroll piece coming behind it. 13:35

And by 2 PM 3500 units that particular day and then 3500 units, 13:37 the next day at 13:41 PM were supposed to transmit there. 02:00 Control. 13:45 So 13:45 o'clock rolls around were in the war room and the team is like OK. 02:00 We've got 5. 13:49 I'm all right. 13:49 We've got 500. 13:51 It's going to take people while it. 13:51 You know, we had planned to have a runway where it was OK to be a little bit late, 13:53 transmitting 34 hours. 13:58 It's a new experience and everything. 13:58

So I'm like OK, we've got to kind of go into triage mode. 14:01 We gotta reach out to the unit and they're like. 14:03 Well, you just need to understand it's 5 units that have transmitted not 3500, 14:04 only 5 years, so like. 14:09 OK, Houston. 14:10 We have a problem here, 14:10 so and all because no matter how good the payroll implementation had been. 14:13 Send out and we had our challenges just like any other payroll implementation. 14:17

But that front end piece in my gut had told me Hey that front end piece, 14:20 I need to have. 14:24 A bigger say in my gut, 14:24 said it kind of push back on that, 14:26 but I did it in the organization that's a lesson. 14:27 Lesson learn we got through all of that it was a rocky at first, 14:29 and we transmitted and we got through it and. 14:32 You know, we had to do some exceptions. 14:35

Lots of exception pay those few first periods, 14:36 but we got through, but lesson learned is like kind of listen to your gut and. 14:39 Also, you can control everything within your environment. 14:42 It's usually something that's outside of your environment. 14:45 That's adversely going to impact your implementation, 14:47 so be thinking about those things as well. 14:50 Applying for those who don't get blinded. 14:52

I guess you could just things that are within our views actually keeping. 14:53 There's many years ago, I've done many since then. 14:56 But Yes, it was many years ago but. 14:59 Wow, just 5 minutes just 55 units only almost 7000 more to go wow OK. 15:02 Thank you for the story. 15:07 I'm a sucker for stories. 15:09 I appreciate that so. 15:11 Death question for you. 15:14 One of the things you mentioned earlier was platforms. 15:18

Yeah, yeah, talk about platform versus wheat versus point solution. 15:21 I know that's one of the big questions people have and it seems like going one way or the other would be. 15:27 Easier potentially but I want you to just talk through some of these options were the risks with the challenges where the opportunities. 15:31 Uh so the way I would put it as a product to offer you very unifying tune solutions for a particular use case. 15:37

But they come out of the box and you know, 15:46 one solution fits all doesn't work. 15:48 These days because of every all these unique. 15:50 Talked about. 15:52 Platforms on the other side give you much bigger flexibility under each. 15:52 They work across your entire workflow. 15:58 So there is a trend typically that we have seen that people want to move from products into platforms and they want to. 16:00 Work if possible, work across the entire workload. 16:06

What ends up happening is because of various business issues business constraints you end up uh you know if? 16:10 System, where you have part products. 16:18 There are some products that have invested in that everybody is happy with some parts. 16:19 You're not happy with it. 16:23 That you replaced with a platform and then you have an ecosystem. 16:23 There is a mix of you know point solutions and some products in. 16:27

Running management applicant tracking system, 16:30 you have your big platforms that take care of the rest of the functions. 16:32 And you have the responsibility to work with this ecosystem is mixed now. 16:36 So so. 16:43 So this is where you need to. 16:43 Look at what you have and make it work for your organization. 16:49 That's the challenge so it's not done you want to go for a product to do for the platform it's? 16:53 Well, it's more often than not realizing always a mix. 16:56

There are big companies going in for you know. 16:59 End to end platform. 17:02 But there are some parts that this interview only changes we will keep its learning management system. 17:02 We just love what we have and we will not change it. 17:09 And then the challenge is to work with this. 17:11 So. 17:14 That is something that also needs to look at and say How do I? 17:14 For my organization make it works seamlessly. 17:20

How do I put my process through this entire ecosystem so that they work all hand in hand for me? 17:24 Which I would say is one of the challenges that dogs need to look at otherwise you end up working in bits and pieces and. 17:31 I will bring about How do I transfer mine? 17:37 How do I export an Excel file that I cannot load here and then now then you know I got a long file. 17:40 I like it, but I do. 17:45

And those kinds of things you want to avoid yes, 17:46 absolutely what's funny, we did some research this year. 17:49 Around what employees are using we asked if they're using the platform if they're using? 17:52 Multiple best of breed solutions like what was your stack look like we came with very conclusive evidence that there's no. 17:57 There's no complete answer for everybody, 18:04 it's all over the place. 18:06 It was funny to see 'cause it spiked here like OK. 18:08

That means that at this employee headcount size. 18:10 It's going to be that's going to be. 18:13 And the very next wanna drop off again. 18:15 It was kind of all over the map and there was not a specific. 18:16 Correlation that went across that we could plot and figure out exactly what they look like and they had the thing I can wait with us. 18:19 It really depends on a lot of variables inside your business, 18:24 right if you are very compliant focusing appliance heavy. 18:27

That the LMS tools and things you use might be different you might need a specific solution to solve for that. 18:29 Or if recruiting is a big challenge like we've got to have a specific TA solution outside dove. 18:34 The bigger platform or system, 18:39 the one system through the mall. 18:41 We might need something more specific and more dedicated. 18:42

To solve that one we're actually talking about something like this earlier around you guys are thinking about changing systems globally. 18:45 And. 18:53 You said at least with the North American like piece of that you're trying to get closer to maybe to consolidate something maybe. 18:55 Right exactly we've definitely point solutions right now and part of that is at least from a global being a global company is like? 19:01 How much of that is going to be core. 19:09

HDM if you will how much of that will be specific to the region. 19:11 How much of that would be specific to additional modules within that core platform. 19:14 But it's also challenging the business, 19:18 right in saying OK. 19:20 We all have different nuances. 19:20 We all have different processes out there. 19:23 But are their things that we can do to get closer to core get closer to standardize. 19:25

Yeah, that was processes, especially in the world of the world that we're in with an I&RP's and everything. 19:30 So it's kind of pushing the envelope a little bit there. 19:36 Because we're we often think we have nuances. 19:39 I think that are greater than they truly are and that's you know. 19:42 There are ways that there are certain things that are different, 19:47 but there are things that we probably can get to a more standardized approach if you will. 19:50 OK. 19:54

Speaking of standardization. 19:54 So I gave these gentlemen, 19:54 I said, I'm going to ask you some questions that I want to know. 19:58 But I'm also going to let you pick something that you want me to ask you about full transparency here. 20:01 And Lou said I am so excited to talking about governance. 20:06 Said no one ever, but he said it so he's not about governance a little bit. 20:10 Don't think it was talk about governance as part of this again. 20:14 All joking aside. 20:17

This is one of the things we talked about earlier that people kind of skim over. 20:17 So we've got a government plan checking in just move on without ever looking at it, 20:23 thinking about it getting by in any sort of thing. 20:26 And then you look back later like where did we go wrong and so talked about governance as part of this overall process? 20:29

A little bit with for the organization self-preservation because being in over a char on the side of HR and everything. 20:34 Every single Department or business entity would come and say, 20:43 I've got a great new product. 20:46 Oh, I'm getting ready to sign a contract or I need to go do this and they were like literally coming from all over the organization. 20:47

And it was exhausting trying to keep up with those so putting the governance model in place kind of what it's allowed us to do at least within the 20:53 organization just give visibility transparency and then a bit of. 21:01 Oversight and standardization on how we approach project implementations. 21:04 If you will so we actually have like uh. 21:08 We call it pop or it's a project origination. 21:11

Proposal if you will and it gives visibility not just within HR, 21:14 but within ISN T within procurement within finance and all the other entities within the organization. 21:17 I have an idea, I have a project, 21:22 I have a tool. 21:24 I want to implement I have something that's going to change. 21:24 So actually create this project origination documenting Scott. 21:28

It's basically a template that we fill out and it talks about who the sponsors already talked about the impact that. 21:31 The scope what you're looking to do, 21:37 and then we go through a process and it's shared on it. 21:39 We have monthly it steering committee that we go and. 21:42 Present this to people ask questions and they either decide yes. 21:45

We're going to move forward with this, 21:49 or No maybe you should talk to somebody over and break you’re because they've already got something like that to Lynn. 21:50 So it does give visibility within the organization that we didn't necessarily have within the silos within all the different segments. 21:56 Then we go through a charter phase where you're really selecting your vendor. 22:03 You've gone through your RFI RFP. 22:07 You've gone and done that. 22:08

You've put together with the financial implications. 22:09 What's their business case? 22:12 What's the return on investment. 22:12 Info security components of it don't meet all it does it fit into our existing architecture, 22:15 etc. 22:20 Go through that process and then we have a design. 22:20 Tollgate right before you goes through your design piece so again another template that we go through a design Tollgate. 22:23 And say OK we've worked with the vendor. 22:29

Now we worked really close with this product. 22:30 Here's what we're doing again. 22:32 Here's what the assumptions that we've made. 22:33 Can go through an approval process and then we have a go? 22:35 No go decision right before go-live and again another template that we go through. 22:38 They finalize that they get approval to go, 22:42 we go into production and then at the end of that, 22:44 after stabilization, she uses it within 30 days or less. 22:47

We go through and actually do lessons learned on that particular project with the same audience, 22:50 but again, it's Cross Division Cross segment within the organization. 22:54 One of those things come stood out to me, 22:57 you said. 22:59 Hey, we've already got sometimes some cases, 22:59 we already got problems. 23:02 We're paying for it. 23:02 Why don't you just go use it? 23:04

But that one exactly that's what I think I see really large organizations don't realize that actually when they're fragmented you said. 23:05 Earlier, I think we’re talking earlier. 23:11 You said you're in how many countries 80 or 80 countries right so there's a good chance that someone may have bought. 23:13 But that knowledge already. 23:18 Really interesting. 23:18 Alright I'm going to pause for a minute any questions from the audience. 23:23 I've got a couple more. 23:26

I want to ask what's? 23:27 Can we get a mic run around right here in the front, please? 23:28 Come again. 23:34 Uh-huh. 23:41 There we go. 23:45 Let's turn it on. 23:50 Alright shouted algorithm. 23:56 I'm bored. 24:03 You talked about having. 24:03 The end-user response. 24:06 About. 24:10 All the way. 24:13 Rails. 24:13 What's the process of the recommended forgetting that? 24:13 The question just make sure everybody heard the question. 24:23

I'm specifically around what's when you have an end-user at the table from the beginning when you're implementing a project? 24:26 How do you keep that from going amok if you will and then having requirements that are all over the place I think is what you said. 24:32 So one of the things that we do is we run focus groups. 24:38 We've run focus groups with teams and it may be getting input ahead of time before we go out and reach out to that particular audience. 24:41

It's understanding what the key questions are and what the key requirements from those end users might be in the implementation. 24:48 And then we kind of see who's really passionate about that. 24:54 But there's an art to it, 24:58 so you're exactly right, I think. 24:59 Making sure that we're not building for every instance or every type of instrument that could occur. 25:01

We're kind of going with the 8020 rule, 25:10 so there's some education and some change management and some. 25:12 Like I said education I think that goes on early on both from a on the business side and kind of getting them to understand how the technical components work. 25:16 Of a platform and then on the flip side, 25:24 getting the technical folks to really understand. 25:26 Hey there's a tree business need here. 25:29

So it's a fine art, 25:30 but it's something that we try to handle with focus groups and kind of find out who's are who's passion. 25:32 Will do town halls and things like that to try to figure out who the best players might be too? 25:37 Augmented team. 25:41 Let's say even before that, 25:41 on this election side you're building out personas for what sort of. 25:44 Functions are trying to put some of the roles are trying to get this technology. 25:48

It's all those up those kinds of problems things like that. 25:50 They can be waiting in there and it may be, 25:53 it doesn't feel as bad or they're going to try to bring him after we implemented it to your question. 25:55 Salesforce for HR shared services for RCRMR employee portal and everything and the look and feel of that was really designed by the employees, 26:00 not by the subject matter experts because? 26:09

We were talking speak like Oh here's what they want to know about their benefits and we would call benefit things like. 26:11 PTOE call PT or whatever an employee like I don't even know what PTO means are you know is it because. 26:17 I want to see vacation. 26:23 This is how I want to navigate so that was all instructional how we kind of designed our layout and. 26:24 And the end-user experience. 26:29

Even the garbage in the verbiage orbit absolutely big part of that is it. 26:31 The processor having them involved in designing how it's gonna roll out, 26:34 but that's just how would you? 26:38 You don't want to be my HR knows it is one thing, 26:39 but your employees or end-users notice something very different yes. 26:43 OK, who else. 26:47 Another question. 26:47 Nobody wants to know anything alright I do so ask more questions. 26:53 So Dev. 26:57 Tell me data integration a little bit. 27:00

We talked about platforms another piece of that right. 27:03 A platform, in essence, should give you better visualization of your data better insight into your data if it's all in one place. 27:06 But sometimes it's not as easy as just snapping. 27:12 Your fingers make them haven't talked with that a piece of this. 27:14 Right yeah, so yeah, I little Bender. 27:18 You know that's one thing I'm passionate about data and surprise right. 27:20

Anybody here is was not passionate about data. 27:24 I think there is no important data is very important right now and I will kind of. 27:27 Physical different relevant, saying how we use the data. 27:35 I think the real question that we have is what data. 27:38 To be used. 27:41 And how does that didn't need to be? 27:41 How does that relate to being used when you extracted now I'll start with an example maybe all of this data, 27:45 so in. 27:53

And one of the companies that I worked earlier. 27:53 There was a training program that we implemented because of the particular. 27:56 He really short and we're not getting it. 27:59 Uh a lot of customer complaints from the projects that involve the technology so we carefully researched out running team and then we put in a program in place and. 28:01 We work for 6 months and then you gather data on that program typically when you put a training program. 28:10

You will gather data about the effect of the training program so you say you know customer satisfaction as an increase? 28:15 How is your defects leakage and all that kind of stuff? 28:21 Luckily, our company was more open so we looked at it. 28:25 Pieces of data that where we thought were irrelevant. 28:28 Surprised to find out. 28:32 That the only thing that changed after we put in this 3 to 6 months of training was our attrition. 28:32

There was nothing at all that changed in any of the project related parameters. 28:41 Uh. 28:47 Then we went back and said why did this happen and then we figured out how this happened because we looked at the data. 28:47 When earlier before we started training, 28:53 the people who got involved with the technology in the projects where people were. 28:55 They didn't mind getting into the technology spending you know there. 29:00

Evenings nights in learning what the technology coming up to speed. 29:04 And that was the factor we would use to allocate uh people to the team when the training was put in place. 29:08 Kind of took over and then you know, 29:14 we kind of look for guys who have trained in the technology. 29:16 Put them there, they were not passionate the project outcome did not get affected at all. 29:19 There's big learning word that our data. 29:25 When you say you have to look at the entire. 29:27

Update I don't just look at it. 29:29 One corner because you're biased when you're putting in the training. 29:31 You want to prove that your training is effective. 29:34 You look at the parameters that will positively change. 29:36 So it's important to look at data across the systems, 29:40 not just at one. 29:43 Honest. 29:43 Important to look at the data from the perspective of your object why, 29:46 why you are doing something and. 29:50 How do we need to? 29:52

Keep changing your perspective or view of the data as you go forward. 29:54 Well, that reminds me, I had a chance to talk with Honeywell about a month ago and their head of HR bias. 29:59 And he was telling me that in the 3 years before they were launching a new piece of technology. 30:06 They spent 3 years doing nothing with. 30:11 In your data you can organize and make sure the newer all of it was stored making sure they could. 30:12

Connect it all, then once they were reading the ones they wanted to anyway and they said he said. 30:16 We had to a hard time getting the rest of the business to buy into this because to put push the pause button for 3 years. 30:22 It's a huge investment even just to do nothing cause something. 30:28 And he said, but in the ends. 30:32 Now they're done on the other side of it. 30:33

Everybody said that was the right decision because now we actually get clean data we get good reporting. 30:35 It's not just garbage coming out of the system. 30:39 We can actually make decisions based on this from a business perspective. 30:41 So it's really hard to figure that one out and get the buy-in for that. 30:44 Yes, yes, yes. 30:48 If I have 30 more seconds. 30:48 I can give one more example, 30:50 which I think is very important. 30:51 I work for a company. 30:52

The talent management, they were looking at in a very different way typically would look at skills in different areas that you. 30:54 Well, in the company. 31:00 This company followed Moneyball like a pattern if you guys have seen the Moneyball movie where the talent management wasn't done at. 31:00 People level it was done the skill level, 31:09 so they looked at when a person is diploid into a particular role. 31:11 What are the 6 or 7 skills? 31:14

Wasn't supposed to bring to the table? 31:15 And. 31:17 That's giving a person in a team in a business unit and in the organization. 31:17 How are we placed in terms of these skills? 31:22 Which are required to be diploid? 31:25 And when they did the talent management at that level there to capture data at that level. 31:27 And then they had to use the data for everything, 31:32 including project allocations, including forecasting. 31:35

Which was a very different way of doing your talent management now first this was my point first to figure out? 31:38 What is it that you want to do? 31:44 And what data you need to look at because the systems will not give you give it to you automatically. 31:45 If only if yeah, I wish there were one. 31:51 OK, blue, we got time for one more question and throw it to you. 31:55 And one of the things that you said. 31:59

You were also interested in kind of discussing a little bit sharing some insights, 32:01 maybe one is around. 3rd Party partnerships on the application side inside you know, 32:04 we talked a little bit about that PM before the. 32:09 Conference and I think one of the things that are important is making sure you pick the right implementation partner. 32:12 And I think that goes without saying right. 32:18 But how do you know what the right one is there's? 32:20

Going back to that cultural fit, 32:22 one of the lessons learned over time with the many implementations that we've done. 32:24 I think it's don't be afraid of the boutique implementation partners don't be afraid of somebody who maybe? 32:29 You know you've got a good connection with they've got some great experience. 32:37 But you feel like they're going to work with you. 32:40

As an I know it's overrated the word partner, 32:42 but they're truly being a partner they have your best. 32:45 Interest they have an independent perspective, 32:48 that they're bringing to the table and I think making sure that you know. 32:51 They are there in the war room with you they are there in you know when you're mitigating an obstacle or you're trying to figure out what's going on? 32:56

And you know you've got some issues that came up that weren't planned their brainstorming with you to try to mitigate those and. 33:03 And get you to a successful launch so I think to make sure that you really carefully select your implementation partner. 33:10 Based on some criteria that you may set that's important for your organization will serve you well in the end. 33:18

Would you be willing to share a couple of criteria for some things to look for things to think about? 33:25 Similar within a fit with us, 33:29 but yeah, and we actually. 33:31 We just did HR shared services. 33:32 Not too long and we put the like I said the employee platform. 33:34 CRM and knowledge-based call center all that kind of stuff in our centers of excellence in and we interviewed different partners. 33:36 For that and there was. 33:43

Some of the criteria where they've done it for large scale implementations. 33:44 Yes, so they met the threshold. 33:49 They've done it for companies are size. 33:51 They've done it on the platforms that we've had. 33:53 But when we looked at interviewing them and talking to them and looking at their references and having those references. 33:56 There was a theme for us. 34:05

That was missing in this particular theme was that people experience right, 34:07 which was really important to us. 34:11 It didn't necessarily come out in some of the big partners that we interviewed for that. 34:12 But with a smaller one that we had looked at. 34:17 And the theme that they constantly reiterated was the end-user experience and that ended up being one of the things that were really important. 34:20 2. 34:29

Why we were doing this 'cause we had no way of reaching our frontline employees? 34:29 Which was our biggest population 'cause we don't have frontline employees don't have Sodexo? 34:33 Email addresses so that was one of the things that were really key to us and the way their model worked. 34:37 Their experience and the fact that they were willing to really come at it from that perspective kind of said to us. 34:42

I think you're a better fit for what we're trying to do here and deliver in the end. 34:49 Awesome excellent blue dev. 34:55 Thank you so much for sharing with lots of really appreciated you enjoy this. 34:55

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