Sunday, December 14, 2008

Radio Show #15: Naomi Lee Bloom, Managing Partner, Bloom & Wallace

According to Naomi Lee Bloom to evaluate the HR solution one has to bring an investigator-reporter mind set to the process and add a bit of software archeology.

The most important aspects:
1. Functionality (what the product does),
2. Architecture - how it does it (the logic model and the architecture are very hard to discover, it tells you a lot about whether it is affordable, if it is easy to deal with and about the future of the product).

Always remember that if your vendor offers its own Best Practices, you sign up with those practices as well and should try to go along with that. Therefore, it is important to identify the areas where you have to be unique.

It is extremely important to look “under the covers” – this will give you a clear idea what you can configure and what not, it will reveal the nuances of the vendor’s approach to HR and whether it matches with yours.

It is also important to evaluate the vendor as a company:
People – leadership team, what talent it attracts.
Corporate culture – does it attract the best and the brightest?

Naomi gives a very valuable advice for strategic analysis – business strategy analysis or software requirements analysis. It should be:
Rich, Rigorous and Robust.

Sunday, December 7, 2008

HR Technology Profile: Workday / O.Blansett and N. Tyaglo

A complete suite of business management services:
•Human Capital Management
•Payroll
•Financial Management
•Procurement
•Resource management
•Business Intelligence

Delivery Model
– only over the internet
Intended users: employees, managers, back office.

Workday offers Employee/Manager Self-Service

Under the hood”: SAAS, multi-tenant architecture – can support all of its customers in a single instance of the database


Integration Model
Workday offers hosted, packaged integration built on natively generated web services and delivered using embedded enterprise service bus (ESB) technology. Object Management Server, the core of the solution, speaks only XML. UI servers convert XML into files according to client’s needs – PDF, Excel, etc.
Workday allows universal, standards-based connectivity for virtually all types of business applications, information and processes.
Security
Database security:
Encryption Strength: AES cipher, 256-bit key
Workday encrypts every single attribute value before it is written in the database. The database sees only encrypted values, so backup files and log files contain only encrypted values. This is not possible with the conventional database schema, but workdays’ database architecture makes this possible.
Security for Communications - TLS (SSL 3.0): strong key sizes, no weak cipher suites, secure session keys to prevent hijacking.
Web Services Security: WS-Security support, Communication uses TLS (SSL 3.0)
Internet Data Centers Security:
Redundant power, HVAC, Internet connectivity, Backup Power
Physically secure
Workday owns and operates all servers

OMS guarantees one consistent approach for secured access. Robust set of password rules, multiple levels of authentication control.
Authorization: users have traditional and derived roles. Derived roles - based on the information in the database (system of record for jobs, so Workday can determine who has access to what). For example, if the manger has moved to another department, s/he automatically gains/ loses access to the department’s information.

Configuration vs. Customization
•The application is highly flexible
•The system is built with the philosophy that shortcuts should be everywhere and that power users should be able to support business change without involving IT.

Reporting/Metrics/Dashboards
Built-in Business Intelligence: Workday provides more than 1200 operational reports that deliver the information executives, managers, HR specialists, employees, and auditors need. These reports are available in a browser, as PDFs or as Excel spreadsheets. Custom report writing is available as well.
Dashboard – Workday users have personalized “My Workday” pages that present the tasks that need to be accomplished. Tailored to fit 3 types of users: casual users, managers and power users.

Upgrade Model - Workday provides updates

Global Functionality:
Workday is designed to support multi: -language, -currency, -business entity, etc. in a single global instance, enabling users to track and manage business activity locally while providing a view of your organization as a single consistent entity.

Audit Reports
Non-destructive data updates – application data is never over-written; rather the new value is recorded and can see a history of value at any point in time. Audit reports can be by user or by object.

Data transfer covered by contract acceptable to EU (“Model Contract”). Workday achieved EU Safe Harbor certification in 2007.

Cost Model – subscription fee based model

Support Model - Saas is customer driven. Saas puts the customer in a driver’s seat. It eliminates really expensive IT items: servers, database software, operating systems, people who have to support it, etc. Saas can really shrink the overall costs of supporting a large customer base. This allows the company to focus on one product – one instance instead of wasting time on products installed at the customers’ premises. The company can throw all its resources to make that version superb.

Saturday, December 6, 2008

Six Steps to Company-Wide Adoption

The technology is constantly evolving. Many big companies consider adoption of the integrated solutions for the company-wide interactions. As Michael notes, company-wide deployment drastically differs. The author draws parallel with a presidential campaign - the goal is to win the vote of the nation, however, it breaks down to crafting your campaign for each state, each region…

His advice for the company-wide social software implementation is:
1. Encourage a broad range of use cases.
2. Recruit energetic champions across the organization.
3. Launch the tools with hands-on experiences for new users.
4. Route repeated activities through social software.
5. Integrate with existing systems of record (can significantly enhance CRM)
6. Leverage public communities.

Sunday, November 23, 2008

HR's struggle with Web 2.0

That’s pretty much the reality of today. I agree with the author that those companies that are not learning how to leverage Web 2.0 are set to loose the competition. So, why HR is not pushing for it? The root of the problem is partially in HR’s role in the organizations. Web 2.0 can be regarded as a revolution in the way people socialize today. However, most of the businesses are not ready to adapt to the change. Just as they have not adopted the strategic view on HR.

The Machine is Us/ing Us

Amazing! It’s interesting that the author, Michael Wesch, has PhD in Anthropology. Web 2.0 has incredibly transformed human interaction. Also, it is important to note that there are tons of things to rethink, including those mentioned in the video: privacy, ethics, copyright, etc.

Social Technographics Data

Interesting article! Companies that fail to adapt to the change will lose their competitiveness in the market. Web 2.0 has changed not only how people socialize but enter many other spheres of human life. Facebook, LinkedIn, Yelp… Others go as far as IBM. The company has established a virtual island in Second Life for the employees’ collaboration and customers interaction:
http://www.networkworld.com/news/2007/122007-ibm-virtual-world.html?ap1=rcb

Personally, I am :

  • An avid Spectator – love listening to podcasts, watching videos and reading forums.
  • A reluctant joiner – have profiles but do not update or even visit regularly.
  • Enjoy collecting - use RSS, however, it happened to me that some of the interesting stuff was removed from the web. So, if I find something really important, I copy it and save in my on-line “docs” library.
  • A critic from time to time .
  • A lazy creator – so far, that’s the only personal blog I have created.

2003 Trends and Where We are Today

The goal of the article was to identify the main trends of the changes in a workplace for the next 10 years. So, let’s see where we are 5 years later:

  1. Email: Web 2.0 offers new ways for collaboration and data processing. The technology went much further than just unifying the information flow in the inbox. Call centers were pioneer-industry.
  2. Organized labor – will always fluctuate depending on the economic conditions. With glooming recessing no wonder the unionization rate went substantially up in 2008.
  3. Biz Goes to Kindergarten – still a wishful trend. Kindergarten could be a bit too early, but middle and high school in US urgently needs a reform. Little if no progress has been done in that sphere during past 5 years.
  4. Going Euro - goes both ways. US takes ideas from Europe just like Europe looks for the standards in US to stimulate the entrepreneurship in the “Old World”.
  5. Companies won’t sleep – true to some degree, especially for IT. As an example, it is usual for software engineers to spend a night in the office working on developing a program (inspiration like). However, it is rarely 24/7 and more like a flexible work schedule – work during the night, come in later tomorrow.
  6. Artificial Intelligence – still lots of interest and potential
  7. The simmering malaise – don’t we all have in our contracts “employment at will” clause?
  8. Office design – is very diverse nowadays. “One set up for all” does not work any more. It depends on lots of factors: industry, corporate culture, workforce demographics, etc.
  9. Defined Benefits Plans – proved to be false. Less and less companies offer defined benefits plans. The tendency is to the contrary – the majority try to convert defined benefits plans into defined contribution plans.
  10. Telework - pretty common today. Still presents some challenges from HR prospective (workers’ comp., engagement, etc.)
  11. Consumer-driven health care reigns – it does. With the healthcare inflation consistently outpacing economic, more companies choose to introduce / raise employee contributions. This creates more awareness of the costs among the workforce.
  12. Child care – still the same.
  13. Help wanted: 10 million workers – still possible to happen. However, the major problem is not only the lower birth rate but the qualifications of the workforce. Again # 3, education reform is needed.
  14. Outsourcing – still the same.
  15. Recruiting older workers – still an issue. Any HR magazine publishes strategies how to engage and attract aging baby-boomers. Unfortunately, the “quality” of younger workers is not the same in terms of education and experience. Lots of corporations invest into development of in-house knowledge centers to capture and preserve the knowledge of the retiring experts.
  16. Mergers – still true. Lots of the failures are to blame for the culture incompatibility.
  17. Freelancers and consultants – is very attractive for highly qualified experts. However, the government made 1099 compliance very tricky. Business still risks a lot by misclassifying the employees as contractors. Examples – FedEx, Microsoft, ect.
  18. Pay for wellness performance – not much has changed.
  19. Spirituality at work – still the same. Some companies, like Google, offer workers to dedicate 25 % of their paid work time to the project that matters to an employee.
  20. Women at work – still the same as 5 years ago. Unfortunately, the glass ceiling is still there, and the last elections showed that sexism is still blooming in the “male” job sector.
  21. Skills shortage – very true up to today. Protectionism is not an answer… Going back to #3.
  22. Security vs. Privacy - security technologies are getting more and more sophisticated every day. However, Patriot Act is scary.
  23. Accounting for people – more companies see their competitive advantage in human resources that they have.
  24. Universal health care – let’s ask Mr. Daschle. Hope he’s got a good plan.
  25. End of HR as we know it – no more paper shuffling, let us contribute to the strategy!