We start by understanding you, your goals, business model, and unique requirements. We dive into your Processes, get to know your People, and look towards providing a solution tailored to meet your organization’s unique requirements.
Analysis starts with your data, and understanding the issues. We listen, ask questions, and work with you to develop a prioritized plan to achieve your goals and requirements as efficiently and quickly as possible. In many cases the changes to the system configuration are minor, education and process are key, and the solutions are readily available in the provided features and functionality of your system. In other cases the Organizational Structure or key underlying configuration may need to be modified to achieve your desired results.
Analysis:
Your AES Consultant will guide you through a proven process to identify issues. We start with the highest priority items causing the most pain. Examples include:
• Manual processes or complex labor intensive tasks
• Areas where inaccurate information or pay reoccur
• Survey users to identify the perceived problems.
• Have AES perform the standard diagnostic analysis
These lead to a prioritized list of items to resolve.
We have a standard 712 point analysis (depending on Modules in use) to quickly identify many root cause issues caused by data or configuration choices. Analyzing the Org Structure, GL, Employee and Dependent data, Effective Dates, Jobs Structure, Management Structure, HR Data and Elements, Integrations, etc. provides key actionable information. You can think of these insights as a diagnostic health check of your system data and configuration, similar to an EKG or MRI your doctor would use to check your health and look for hidden underlying issues. We’ve developed this process using customized reports and data extracts, and years of experience to validate your HCM system and data. It takes deep understanding and skill to use the results of the diagnostic tests along with understanding your issues to prescribe the correct solutions.
Change Management:
Change is difficult, especially in complex processes and systems. Communication and training are key tools to assist your users, along with a sense of inclusion and ownership in the decisions and changes occurring. Some users may require additional hand holding, additional time and training.
Typical situations include not using or not being aware of the capabilities and processes available. We use an allegorical story to describe the issue:
“It’s like a situation where the Manager used to ride a bicycle to and from work, and we purchased the employee a new car to use, an upgrade from the bicycle. We checked in with the manager a few months later because they don’t like the new car. They have been pushing the car back and forth to work. We show them how to get in the car, use the keys, and drive the car”
This humorous allegory is amazingly accurate with many examples of users not being trained or understanding how to use the features and capabilities of a new HCM system. It may be that the old, legacy process must be “tweaked” or modified to allow for the new process and resulting automation to occur.
Process:
In looking at the processes being used, we often identify gaps or duplications causing excessive work, rework, or delays.
In one example the hourly employees were using four (4) systems to capture time: 1) ERP – Job Cost, 2) Time for Payroll, 3) Time for Client Billing, 4) Time for Driver Logs and Compliance. We were able to align requirements and integrate these to improve accuracy and reduce or eliminate the wasted time and effort.
Sometimes we can suggest leveraging your existing assets. With Retail clients we have assisted the client use their existing Point of Sale terminals to eliminate the employees from having to use a separate “clock” terminal, and forgo the purchase and maintenance of over 80 ~ $2,500 devices.
An additional benefit is having the employee at their work area when recording time, as saving 5 minutes a day is equivalent to 1% of your gross annual payroll expense. Employees recording time in a lunchroom or at an exit door is not a good practice, they should be in their work area and visible to coworkers and supervisors.