[et_pb_section transparent_background=”off” allow_player_pause=”off” inner_shadow=”off” parallax=”off” parallax_method=”on” padding_mobile=”off” make_fullwidth=”off” use_custom_width=”off” width_unit=”off” custom_width_px=”1080px” custom_width_percent=”80%” make_equal=”off” use_custom_gutter=”off” fullwidth=”on” specialty=”off” admin_label=”section” disabled=”off”][et_pb_fullwidth_header title=”The business case” subhead=”Why HR drives your business” background_layout=”light” text_orientation=”left” header_fullscreen=”off” header_scroll_down=”off” scroll_down_icon=”%%3%%” title_font_color=”#193a69″ subhead_font_color=”#005865″ background_url=”http:\/\/wetranscend.co.uk\/HRSolutions\/wp-content\/uploads\/2016\/06\/Transcend-HR-Solutions-typing-2.jpg” background_overlay_color=”rgba(255,255,255,0.5)” parallax=”off” parallax_method=”off” content_orientation=”center” image_orientation=”center” admin_label=”Tool Header” title_font_size=”30px” subhead_font=”|on|||” subhead_font_size=”20px” content_font_size=”14px” custom_button_one=”off” button_one_text_size=”20″ button_one_letter_spacing=”0″ button_one_use_icon=”on” button_one_icon_placement=”right” button_one_on_hover=”on” button_one_letter_spacing_hover=”0″ custom_button_two=”off” button_two_text_size=”20″ button_two_letter_spacing=”0″ button_two_use_icon=”on” button_two_icon_placement=”right” button_two_on_hover=”on” button_two_letter_spacing_hover=”0″ disabled=”off” saved_tabs=”all”] [\/et_pb_fullwidth_header][\/et_pb_section][et_pb_section transparent_background=”off” allow_player_pause=”off” inner_shadow=”off” parallax=”off” parallax_method=”on” padding_mobile=”off” make_fullwidth=”off” use_custom_width=”off” width_unit=”off” custom_width_px=”1080px” custom_width_percent=”80%” make_equal=”off” use_custom_gutter=”off” fullwidth=”off” specialty=”off” admin_label=”section” disabled=”off”][et_pb_row make_fullwidth=”off” use_custom_width=”off” width_unit=”off” custom_width_px=”1080px” custom_width_percent=”80%” use_custom_gutter=”off” gutter_width=”3″ custom_padding=”0px|0px|0px|0px” padding_mobile=”off” allow_player_pause=”off” parallax=”off” parallax_method=”on” make_equal=”off” column_padding_mobile=”on” parallax_1=”off” parallax_method_1=”on” parallax_2=”off” parallax_method_2=”on” parallax_3=”off” parallax_method_3=”on” parallax_4=”off” parallax_method_4=”on” admin_label=”Row” disabled=”off”][et_pb_column type=”4_4″ disabled=”off” parallax=”off” parallax_method=”on” column_padding_mobile=”on”][et_pb_text background_layout=”light” text_orientation=”left” admin_label=”Text” use_border_color=”off” border_style=”solid” disabled=”off”]<\/p>\n
It cannot simply be a case for \u201cbetter HR\u201d, the business must be able to \u201csee the return\u201d and know what \u201cbetter HR\u201d actually means.<\/p>\n
This may involve answering questions for your board such as:<\/p>\n
\n\u201cWhat constitutes better people performance and how can we measure it?\u201d<\/strong><\/p>\n<\/blockquote>\n
Or<\/p>\n
\n\u201cHow are our people performing and what does their people performance metric look like?<\/strong><\/p>\n<\/blockquote>\n
[\/et_pb_text][et_pb_accordion admin_label=”Accordion” use_border_color=”off” border_color=”#ffffff” border_width=”1px” border_style=”solid” disabled=”off”][et_pb_accordion_item title=”Impact” open=”on” use_border_color=”off” border_color=”#ffffff” border_width=”1px” border_style=”solid” disabled=”off”]<\/p>\n
It is common knowledge that the loss of a middle to senior manager in an organisation can generate a cost of between 40 % and 140 % of their annual reward package.\u00a0 Reducing staff churn and what this REALLY means should always be included when measuring the impact as should elements such as aligning staff behaviour with business values and improving efficiency of L&D budgets and tracking effectiveness<\/p>\n
[\/et_pb_accordion_item][et_pb_accordion_item title=”Benefits” open=”off” use_border_color=”off” border_color=”#ffffff” border_width=”1px” border_style=”solid” disabled=”off”]<\/p>\n
As HR becomes a more strategic function, it has to show it\u2019s awareness of where and how new projects add value to the organisation and drive efficiencies that impact the bottom line. This includes building sustainable talent management processes and utilising technology for effective and automated process management. \u00a0Ultimately, better motivated and better trained staff increase your competitiveness.<\/p>\n
[\/et_pb_accordion_item][et_pb_accordion_item title=”Costs” open=”off” use_border_color=”off” border_color=”#ffffff” border_width=”1px” border_style=”solid” disabled=”off”]<\/p>\n
The costs of the services\/solutions will lie at the heart of every business case and will typically involve both the start-up and investigative costs as well as the actual purchase costs themselves. It is important to get a complete overview of all the costs associated with the project so that there are no surprises later as well as look at the potential costs of not implementing the solution.<\/p>\n
[\/et_pb_accordion_item][et_pb_accordion_item title=”Risks” open=”off” use_border_color=”off” border_color=”#ffffff” border_width=”1px” border_style=”solid” disabled=”off”]<\/p>\n
As with any project, there are going to be barriers to success that will need to be taken into consideration. Most organisations have experience of HR technology projects that have not delivered on expectations or been delivered late and over budget. It is very important to keep the initial project simple and make the deliverables obvious to the stakeholders.\u00a0 Projects that fail have often lost sight of the original primary driver and have become too cumbersome to implement and use.<\/p>\n
[\/et_pb_accordion_item][\/et_pb_accordion][et_pb_text background_layout=”light” text_orientation=”left” admin_label=”Text” use_border_color=”off” border_style=”solid” disabled=”off”]<\/p>\n
Keeping it Simple:<\/strong><\/h4>\n
There are a number of areas to think about when building the case but sticking to the original brief, keeping the messages simple and being realistic are very important. Some general guidelines are as follows:<\/p>\n
\n
- Remain true to the primary driver and refer back to the trigger event to ensure business buy-in.<\/li>\n
- Be completely open about the Total Cost of Ownership (TCO) of the service\/solution to avoid it becoming an issue later<\/li>\n
- Give benefits a financial value where possible and have rational realistic arguments to back these up. (e.g. cost of recruitment, be realistic about the benefits that better performance management will bring)<\/li>\n
- A project plan and time to deliver benefit will help the business understand when the solution will start to pay dividends.<\/li>\n<\/ul>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row make_fullwidth=”on” use_custom_width=”off” width_unit=”on” custom_width_px=”1080px” custom_width_percent=”80%” use_custom_gutter=”off” gutter_width=”3″ custom_padding=”7px|20px|0px|20px” padding_mobile=”off” background_color=”#214e8c” allow_player_pause=”off” parallax=”off” parallax_method=”off” make_equal=”off” column_padding_mobile=”on” parallax_1=”off” parallax_method_1=”off” parallax_2=”off” parallax_method_2=”on” parallax_3=”off” parallax_method_3=”on” parallax_4=”off” parallax_method_4=”on” admin_label=”Row” disabled=”off”][et_pb_column type=”4_4″ disabled=”off” parallax=”off” parallax_method=”off” column_padding_mobile=”on”][et_pb_text background_layout=”dark” text_orientation=”left” admin_label=”Text” use_border_color=”off” border_style=”solid” disabled=”off”]<\/p>\n
Example:<\/h2>\n
<\/p>\n
Do you believe that it is possible to increase individual performance by 1 % by <\/em><\/h3>\n
\n
- raising awareness of corporate goals; <\/em><\/li>\n
- ensuring that employee behaviour is aligned; <\/em><\/li>\n
- managing learning and development\/employee objectives more effectively and <\/em><\/li>\n
- ensuring that personal development needs are met? <\/em><\/li>\n<\/ul>\n
Do you believe it is possible to save 2 hours of a managers time per annum by automating the appraisal review process? <\/em><\/h3>\n
If you answered yes to those questions and assuming that you have 150 managers with an average salary of \u00a3 30,000, the financial impact could be:<\/p>\n
Performance Improvement Savings<\/strong><\/h4>\n
\u00a3 30,000 salary x 150 managers = \u00a3 4.5 million<\/p>\n
4.5 million x 1% improvement = \u00a3 45,000 benefit\/savings<\/p>\n
Time Savings<\/strong><\/h4>\n
200 days worked @ 8 hours per day = 1600 hours per year<\/p>\n
\u00a3 30,000 salary \/ 1600 hours per year = \u00a318.75 cost per hour<\/p>\n
\u00a3 18.75 cost x 2 hours saved x 150 managers = \u00a3 5,625<\/p>\n
\u00a0<\/strong><\/p>\n
Total Potential Savings = \u00a350,625 in first year<\/strong><\/h4>\n
This is a very simple case-study based on a basic system and some standard calculations. The metrics used are easily backed up and not overly optimistic, if anything it pays to be more cautious with benefits as this brings more realism to the final result, especially if it exceeds your expectations.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"
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