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Compensation Conjecture for 2012
Diana Van Blaricom, Manager - Delivery : 31 January 2012 / 10:19 AM : 0 
As 2012 begins, many organizations are looking to keep the momentum going within their work teams. In last week's webinar, “Goal and Performance Management – A Measure Above the Rest,” we looked at the SIMPL formula for motivating employees aligned with the company's strategic objectives.
I wasn't surprised to see that more than half of the attendees responded that they do not use key metrics to communicate with their executives as proof that their programs are really working.
Did you know that you can use the SIMPL formula to help determine how to measure progress even if it is for our own HR initiatives? It's a formula that works across the organization, in any department, for any initiative. If you missed it, you can view the replay at http://www.ciber.com/webinars.
Now, you've got to figure out a way to complete the puzzle of Talent Optimization by squeezing out salary increases for the 2012 review period. “Direct Rewards for Strategic Behaviors.” It's the next in our Lawson Talent Management webinar series. It's the piece of the puzzle that glues our Talent Management initiatives together. Rewarding the right behaviors.
While the markets are improving, there are some noticeable trends and predictions for 2012 when it comes to Compensation Management. Here are some highlights from htt...
Posted in Lawson on 31 January 2012
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How painful was that? / Looking forward to your next planning round?
Jeremy Preston-Hoar, Principal Consultant : 24 January 2012 / 1:24 PM : 0
So, those of you whose year end is December will have probably spent the last few months of 2011 pulling the annual budget, forecast or plan together. Whatever you call it, it would have probably been a monumental effort, undertaken by many participants. Those, who have year-ends coming up in the first half of 2012, will probably be making preparations for, or be in the middle of a planning round.
Those of you using Microsoft Excel as a method for modelling, collecting data, and consolidating plan data may also have spent many hours tweaking your models, adding new cost headings, adding new cost centres, and all that other maintenance that requires careful control of the model to avoid breaking links or creating the dreaded #REF in your workbooks. Hopefully you also found the time to check for missing formulae, formulae errors and other 'niggles'.
The key question is, what will happen to the plan / budget / forecast now? The world economic climate is a more volatile place than it was a few years ago and therefore the assumptions built into your planning round may not hold true now. As I'm typing this (on a flight to the US) there is continued talk of the possibility of another recession, or at least a period of zero growth in some economies. What does that do to your planning assumptions? Will the budget be out-of-date by the time the first actual compariso...
Posted in CIBER UK on 24 January 2012
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Climbing the Mountain of Talent Management
Diana Van Blaricom, Manager - Delivery : 20 January 2012 / 11:24 AM : 0
The winds of change are blowing. We must be nibble and able to change as workplace conditions change. But one thing doesn't change - the need to properly manage our work and our people.
As HR professionals, we are at the forefront of leading our organizations through economic, environmental and regulatory changes. That's why having solid processes in place for our human resource initiatives is so important.
The key to a solid performance management program is the direct link between competencies and performance expectations. In fact, when the performance appraisal is comprised of various competency components, employees can see a direct link between their skills set and management's expectations of behavior. Coupled with solid goal management practices, employees become aware of how their everyday actions translate into business improvements. Improvements that help our organizations be able to adapt to change and even thrive in a changing environment.
Let's face it, budgets are tight and employees want more. But, by using these initiatives properly, organizational leaders can drive low performers to improve or move, thus helping to drive changes that improve the company as a whole.
Measuring goals is easy:
Posted in Lawson on 20 January 2012
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The Value of Managed IT Services
Dan Puett, Sales & Delivery Manager : 13 January 2012 / 12:39 PM : 1
In challenging economic times, any solution that can lower total cost of ownership and operations is worth considering. Managed Services, the practice of transferring the responsibility of managing day-to-day Information Technology (IT) to an outside organization, accomplishes both. This approach can also improve the effectiveness and efficiency of IT operations, production support, and lifecycle maintenance activities.
Keeping systems operational and performing as intended, fully maintained with updates and patches is a big job. Add to it the need to introduce new functionality, implement changes, provide Help Desk support for new employees, and manage disaster recovery and business continuity can challenge any staff. And that is assuming internal staff has deep expertise in the software applications. Rather than overwhelming staff, consider managed services; it can help.
Beyond helping IT support staff, Managed Services can also reduce capital expenditures. The option of cloud delivery reduces the need for internal infrastructure. Also, using the cloud allows software and infrastructure experts to constantly monitor application performance, ensuring the proper maintenance and continuous system updates. Quality service providers render end-user support quickly and accurately.
Managed services consists of three distinct componen...
Posted in Lawson on 13 January 2012
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Tagged: Cloud Computing ERP IT Strategy Lawson
Gaining Visibility in the CLOUD of Talent Management
Diana Van Blaricom, Manager - Delivery : 22 December 2011 / 12:30 PM : 1
New year, new you. How about a new organization? It's true that the New Year can bring lofty goals of transforming our organizations, but just like our other resolutions that we make – sometimes we have trouble getting started.
In the second of our Talent Management webinar series, we discussed the importance of having a centralized, comprehensive employee record and noted why it's important to the success of our Talent Management programs:
• The ability to see the WHOLE employee;
• Sophisticated applications that can be “hosted” removing technology barriers;
• The ability to add on features as talent management initiatives mature;
• It is the first step to implementing the Lawson Talent Management suite.
During the webinar, our audience shared with us that almost three-fourths of their organizations are preparing for new sophisticated technologies:
• 41% of organizations are still defining their technology strategy;
• 31% are exploring or already in the “cloud”;
• 28% using installed on premise solutions.
But there is one critical step that can make or break your efforts – having a well thought out and defined business process. Many of these new technologies enforce “best practices” designed to move...
Posted in Lawson on 22 December 2011
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“Think Global, Act Local”
Diana Van Blaricom, Manager - Delivery : 15 December 2011 / 1:09 PM : 1
As organizational leaders, we need to open ourselves to broader thinking with respect to how we manage our employees and other resources. Think global, act local is about seeing the big picture while we tackle small changes within our company. It is how we facilitate the journey towards Talent Optimization.
Similar to small communities that make up each state, province or country, the workplace also has small communities of workers. You just have to step back and see the big picture before you can begin to witness these small communities at work. Do you have a sales team? Community. Do you have teachers? Community. Do you have nurses? Community.
Each community in our organization can have its own distinct culture. As an HR professional, our challenge is to aid the leadership team in aligning these communities in a common goal . . .profitability.
You can begin your Talent Optimization transformation by examining each “community” one at a time. For example, if you are exploring using the LTM Global HR module, you'll need to define Jobs, Positions, Supervisors and the Competency profiles for each “community” within the organization.
Pick a “community” or group of roles or employees that are critical to your operations and start there.
Posted in Lawson on 15 December 2011
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Successful ERP Implementation in Local Government
Dan Puett, Sales & Delivery Manager : 12 December 2011 / 2:29 PM : 7
Successful ERP Implementation in Local Government
Local governments are turning to Enterprise Resource Planning (ERP) systems to provide business support and reporting. ERP implementation may become a necessity to compensate for reduced funding and government that is more efficient.
Government environments face unique and complex challenges in the successful implementation of integrated systems. Public sector structure, mission, accountability, and independent tactical delivery of services create challenges. Few organizations in the private sector experience similar complexity, diverse service provision, revenue generation, auditing, and transparency requirements inherent in local government.
ERP implementations are complex, highly visible, and vital to an organization’s success. It is easy to be buried drafting requests for proposals, evaluating responses, and installing technology. Government leaders, both administrators and elected officials must keep an eye on the big picture as well, and this means paying attention to external factors that will affect the project. Some of these key areas are:
Funding – An ERP project is a multiyear undertaking, crossing budget cycles. It is essential that funding be committed for the duration of the project. Issuance of a bond or other dedicated financing vehicle may ...
Posted in Lawson on 12 December 2011
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Tagged: Enterprise Integration ERP Governance Risk and Compliance Lawson
Social Media in Healthcare – The Next Big Thing for Consumers
Jeff Smith, Director, Healthcare Vertical - Business Solutions : 01 December 2011 / 12:39 PM : 0
There are more than 800 million active users on Facebook today and over 50% login each and every day. Hundreds of hospitals across the country have deployed enterprise social platforms to improve collaboration between physicians and staff. Insurance companies have tried to reach consumers over the web for many years with very little success. Both are seeking new ways to engage consumers to influence their behaviors by investing in next generation social technologies (Mobile Applications, Video Chat, Social Gaming, Social TV, Social Couponing, Social Learning, Social CRM and Social Navigation) that can be fully integrated into the backend systems to leverage this new consumer data with their existing clinical and financial data. So, how do insurance companies and physicians become "friends" and "followers" of consumers to be seen as trusted advisors? Let the consumer's drive the connections.
With the upcoming buying exchanges in 2014 insurance companies and physicians around the country will be seeking YOUR business. The paternalistic model of employers selecting what plans are best suited for you and your family will no longer be viable. Accountable care organizations will be formed and physicians will need to compete for your business just as the retail industry has done for many years. The influence social media will have empowering consumers to mana...
Posted in Healthcare on 01 December 2011
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Tagged: analytics Healthcare Mobility Social Media
The Old Struggle to Achieving a "New Normal"
Diana Van Blaricom, Manager - Delivery : 01 November 2011 / 10:14 AM : 1
It’s a familiar struggle. We need the right person to do a task . . .NOW!
How do you know someone is the right person for the job? How do you know that any person is right for their position? Isn’t this the age-old struggle of how Talent Management programs got started in the first place?
It’s an easy question with a tough solution. You need to transform your way of thinking. Well, maybe not YOUR way, but maybe the way your organization approaches traditional ways of getting work done.
It’s a journey, an evolution. You don’t change an organization’s culture overnight, but you can influence it every day.
In our recent webinar, “Talent Management – the New Normal,” we looked at the components of Talent Management and how these initiatives can influence all parts of an organization. The audience participation says it all:
So there it is. Despite all of our HR efforts, we still have hurdles to getting ...
Posted in Lawson on 01 November 2011
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Talent Management – The New Normal
Diana Van Blaricom, Manager - Delivery : 18 October 2011 / 2:49 PM : 0
The world of Human Resources is influenced by social, political and economic events. As employment has transitioned from industrial labor to a knowledge-based workforce, the landscape of human resources has changed dramatically over the last several decades.
Employees want to feel that they have a career path. Managers want the best people on their team. Executives need to know where their next leaders are coming from and there is an added importance on retaining intellectual capital. But without a cohesive way to track incumbent versus required competencies, executing on talent management initiatives becomes an elusive pursuit. Then, there is the added pressure that employees entering the workplace today expect “career management.”
While everyone agrees that “Talent Management” is an important initiative, how do executives ensure that this effort has traction and success within the organization? And, how does HR prove their worth to the bottom line with these efforts?
It begins with support from above. If the CEO and owners are not on board, all efforts will fail. Strategy to execution begins from the top down. It is supported from the bottom up when every employee knows what to do. Only then can you begin to measure employees effectively.
Have you tried to launch Talent Management initiatives and run into roadbl...
Posted in Lawson on 18 October 2011
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