HCM Trend: 4 Considerations For Effective Employee and Manager Self Service in Cloud Core HR Systems

Organizations have come to the significant discovery that HR cannot be completely responsible for the maintenance and accuracy of a core HRIS system.  Empowered business leaders have recognised that in order to maximise company talent the fundamental data such as personal, job and compensation information associated with each employee record needs to be timely, accurate and reliable.  The modern trend for a multitude of global organizations is to require employees and managers to take more of an active role in maintaining certain HR data components. The plethora of new innovative cloud HCM solutions have facilitated this development with user adoption more achievable with the aesthetic, user-friendly functionality that is on offer.

Manager Self Service (MSS) enables managers to initiate transactions for direct reports. Organizations in the modern era commonly require managers to initiate job and compensation transactions.

Here are four key considerations for organizations to facilitate enhanced employee and manager self-service in a new core HCM system:

Workflows

A workflow is basically an approval process that ensures certain data transactions are monitored and controlled. A company can design workflows so that if managers initiate a job or compensation event then HR is built as transaction approvers to control the process and monitor the validity of the data. HR resources can be limited in many organizations and the MSS initiator role places more responsibility on the manager to ensure that employee data is accurate and timely.  A nice facet of these systems is that workflow approvers can be set up with the ability to edit/not edit the aforementioned transaction.   Consequently, if there is a manager error on an employee job field, like job class, for example, HR can correct and push the change through to the next approver or complete the workflow if necessary.

Training

Businesses must devote time and resources for training and developing employees and managers in both the new application and the new process.  These stakeholders must develop the appropriate skill set to comfortably navigate around the new system. A comprehensive set of system training materials tailored by the company should be provided. This approach will illustrate the commitment of the company.

Reporting

This consideration will tend to be centered on organizational managers. Managers should have the privilege to create and run concise, applicable reports based on job, positions, compensation, and turnover. These advanced HCM solutions also offer the option of scheduled reports that can be directly routed to managers weekly, bi-weekly, monthly or annually if HR has a set of standard reports that have been optimized.

Change Management

Employees and managers need to embrace this culture change. Employees and Managers will naturally be thinking “What’s in it for me”. HR and the project implementation team must reiterate that this core data routinely integrates to the payroll system so the data needs to be precise and well-timed. Business leaders will analyze this information and base critical decisions from this digitized software tool.  For managers, in particular, HR needs to ensure that they are held accountable for the job and compensation information associated with each employee. For larger organizations, the manager will often have more visibility to employee changes so, a joint effort with HR is required.

Conclusion  

Implementing a core HCM application can offer organizations the platform to embrace a new way of managing employee data with employees, managers and HR partnering to reduce the probability of errors and to facilitate a more strategic focus for the HR function. This new philosophy of core HR can be attained with organizational leaders paying a deep awareness of the four considerations in this article.