Human Resources Modernization: From Back-Office to a Seat at the Table
March 7, 2018
Public organizations, facing a retirement wave of their most experienced workers and fierce competition from the private sector, would undoubtedly rank retirement and retention among top concerns keeping them awake at night. Charged with the momentous task of building the workforce of the future, HR leaders are rethinking their human capital management strategies. Two of which, back-office modernization and a having seat at the table, work in tandem to significantly determine HR's success.
Modernization of back-office HCM tasks provides efficiencies through automation of manual and paper-laden processes, as well as, tools and analytics pertinent to recruitment and retention and supporting the organization’s core mission. Having a seat at the table provides HR insight into the minds and expectations of leadership. Organizational leaders are essential in establishing the mission and goals as determined by the citizens’ needs, while employees, through their performance, meet citizen needs. Minimal communication gap should exist between leaders and employees to be successful. HR’s presence at the table can bridge the gap not only through outreach but performance measures as well. Incorporating performance metrics and measures that support the organization’s mission ensures everyone is working toward meeting the needs of the citizens.
HR leaders in organizations without modern ERP systems struggle to move from the back-office desk to a seat at the table since they are continuously trying to keep up with paperwork from processing payroll and benefits, to personnel actions, recruiting, pay and other various issues. In addition to mounds of paperwork and manual processes, data pertinent to trend analysis and various employee statistics is either non-existent or located in multiple systems, minimizing in-depth data analysis and insight from a human capital perspective. As an example, through analysis of certain data, HR can identify trends and gaps in employee skills, pay, and turnover, allowing them to develop programs to assist departments in overcoming their employee challenges. All in all, with better data to identify and address employee issues, the results are happier employees and better service to the organization’s constituents. This sentiment is shared by Joyce A. Oreskovich, director of Maine’s Bureau of Human Resources, in a recent industry brief by Governing and Infor, “Human resource professionals have much more to contribute than processing important transactions like accurate pay and health insurance benefits. We know we will not be considered serious business partners until we can develop, analyze and discuss data pertinent to recruitment and retention efforts.”
Attracting the next generation worker has proven to be a challenge for most government organizations. While due to a multitude of reasons and not all within HR’s control, HR does often set the first impression a recruit has of an organization. Implementing a modern recruiting system can be the first step to attracting new employees. By showing you have a modern recruiting system, such as Infor Talent Science, you have opened the door to top talent looking to work in an innovative environment.
Learning and development is another key aspect of HR. As modern systems are available, eliminating manual paper-based processes and transactions, organizations can re-align HR professionals with learning and development tasks. Further, learning management systems can allow for distance learning and computer courses, giving employees more access to training opportunities and limiting their time away from their regular duties. Learning and development afford organizations many benefits in retention and building a stronger workforce. Through continuous engagement and development, not only are employees less likely to leave an organization, but you also create a succession planning program with an internal talent pool.
Human Resources is vital role within an organization, impacting a large percentage of its operating budget, and more importantly, its ability to achieve its goals and core mission. Learn more by watching the webinar, How Back-office modernization can transform human capital management in government, with key insights from industry thought leaders, including Joyce Oreskovich, director of Maine’s Bureau of Human Resources.
Heather Sherlock, Director, Infor Public Sector
- Federal Government
- State and Local Government
- North America
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