CedarCrestone HR Systems Survey HR Technologies, Deployment Approaches, Value, and Metrics

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1 CedarCrestone HR Systems Survey HR Technologies, Deployment Approaches, Value, and Metrics 16 th Annual Edition Atlanta IHRIM!!! Lexy Martin Vice President, Research and Analytics CedarCrestone Twitter: #CCHRSurvey CedarCrestone, Inc. 2013

2 What the 16 th Annual CedarCrestone Survey Says About Key Trends and More Software as a Service (aka the Cloud ) Analytics Social Mobile Integration/Unification User Satisfaction Plus: Vendor Choices, Expected Changes, User Experience Scores Service Delivery, Talent Management, Workforce Management, BI/Analytics HR Technology s Value from Statistical Analysis and from Top Performer Analysis Four Key Lessons and Where to Spend Your HR Technology Money 2

3 CedarCrestone HR Systems Survey Demographics 20M employees represented Average number of employees = 15,876 1,266 respondents 85% US, 6% EMEA, 5% Canada, 4% Australia/Asia and rest of world Size Large 10, % Medium 2,500 10,000 26% Small 200 2,500 48% No response.2% 13.5% 13.3% Consumer/ Other Mfgt. 15.3% Healthcare Financial Services Higher Ed./ Public Admin. 11.5% 6.1% High-tech Mfgt. 21.8% Other Services 3.6% Agriculture/ Mining/Construction 6.5% Retail Wholesale 8.4% Trans., Comm., Public Utilities 3

4 CedarCrestone HR Systems Survey Demographics 20M employees Represented IHRIM 2M Average number of employees = 15,876 IHRIM = 18,498 1,266 respondents 85% US, 6% EMEA, 5% Canada, 4% Australia/Asia and rest of world IHRIM 112 respondents Size Large 10, %/32% Medium 2,500 10,000 26%/30% Small 200 2,500 48%/38% No response.2% 13.5% 15% 13.3% 7% Consumer/ Other Mfgt. 15.3% 13% Healthcare Financial Services Higher Ed./ Public Admin. 11.5% 14% 6.1% 11% 8.4% 10% 21.8% 21% Other Services 3.6% 5% Agriculture/ Mining/Construction High-tech Mfgt. 6.5% 7% Retail Wholesale Trans., Comm., Public Utilities 4

5 Major 2013 Initiatives Similar to 2012 and One Inflexion Point! Business process improvements and innovations Major Initiatives n=1,215 62% IHRIM respondents 64% Talent management processes and automation 44% 45% Service delivery improvements HR systems strategy Business intelligence/workforce metrics 40% 33% 33% 47% 41% 29% Expanding HRMS to global operations (globals only) 26% 35% Upgrade vs. Replacements: Inflexion Point Reached HRMS replacement Upgrade of HRMS 15% 14% 22% 13% 5

6 Spending Outlook for HR Technologies Essentially Similar to 2012, but with a Few More Large Organizations Reporting an Expected Decrease Spending Plans for Next Year by Employer Size 49% Large 40% 11% 46% Medium 49% 5% } +4% Increase Stay the same Decrease Small 4% 41% 55% 6

7 CedarCrestone HCM Application Blueprint FIN General Ledger, Purchasing, Budgeting, Travel & Expense Security Social, Collaboration, and Mobile Capabilities Vendor Management Workflow SCM Service Delivery/ Service Center HR Help Desk, Knowledge Mgt., Communications, Onboarding Portal Framework With Identity Management and Single Sign-on Self Service and Workflow Personal, pay and benefits data Promotions, transfers, salary actions Approvals and notifications Administrative Excellence Service Delivery Excellence Workforce Mgt. Excellence Talent Mgt. Excellence Performance/Workforce Optimization Excellence Core HRMS/ERP Foundation (Administrative Apps) Data for Roles and Competencies (Profile Mgt.), Payroll and Benefit Administration Workforce Management Time Record Management, Absence Management, Labor Scheduling, Labor Budgeting Workforce Optimization Workforce Planning, Workforce Analytics, Predictive Analytics Talent Management Recruiting, Performance/Learning/Compensation/S uccession Mgt., Career Planning/Dev. Competency Mgt. Business Intelligence Foundation Reporting/visualization and BI tools CRM SOA Backlog, Pipeline, Customer Satisfaction Electronic Content Management ETL Bus. Process Mgt. Project Costing, Contracts, Grants Projects 7

8 Three Year Adoption Outlook The Same Three Areas Continue to Show Strongest Projected Growth Three-year Application Outlook Administrative 92% 94% Service delivery 44% 72% 64% Workforce management 43% 60% In Use Today Talent management 52% 76% In Use within 3 Years Social media tools 33% 69% 109% BI (reporting and tools) 44% 69% Workforce analytics/planning 14% 46% 229% 8

9 Comparing IHRIM Respondents to Overall Second column shows IHRIM as higher than average adopter in most all categories Large IHRIM employers lead in adoption by more than 10%; Small employers Lag in adoption by more than 10% less Of note is that most IHRIM respondents lead in adopting workforce analytics/workforce planning likely a tribute to IHRIM s education! 9

10 SaaS is Already the Direction for Talent Management Now the HRMS Application is Trending Towards SaaS Licensed On Premise Still Leads Core HRMS Application Deployment Only Licensed software on premise 38% 52% Licensed software hosted SaaS subscription-based Combinations 17% 13% 20% 6% 12% 33% } 107% } 63% IHRIM 21% 42% In-house developed/bespoke 3% 2% Today Outsourced (process and software) 3% 2% 12 Months 10

11 While 55% of Respondents Report They Will Not Move to a SaaS HRMS, Why Will 45%? n=1,231 1 Reasons for Moving to a New SaaS Core HRMS n=556 Improved user experience for employees, managers, as well as HR 69% 2 Best practice functionality 58% 3 Easier upgrades (New) 55% Eliminates dependence on IT (New) Faster time to implement and achieve value Reduces need for internal infrastructure 49% 45% 44% 7 Reduces total cost of ownership 35% 8 Predictable ongoing costs 29% 9 Ease to "go global" (New) 28% Improving the User Experience Continues as #1 Reason to Move 11

12 Why Not? New Concerns Identified 1 Concerns About Moving to a New SaaS Core HRMS n=577 Concerns about service and support 57% (New) 2 Integration complexities 54% 3 Inability to customize 51% 4 Security/data privacy 40% Loss of control over systems/data Functionality not specific for our industry (New) Concern about vendor lock-in Inability to control timing of release (New) 33% 28% 27% 25% 9 Lack of global functionality (New) 11% 12

13 Headcount SaaS Value Propositions: A SaaS HRMS Takes 1/3 rd the Staff Overall to Deploy/Support Core Impact of HRMS Deployment Type on HRIT/IT Headcount Overall n= Licensed software on premise Licensed software hosted SaaS subscriptionbased 13

14 SaaS Takes Less Time to Deploy, Yielding Faster Time to Benefit Length of Time for New HRMS Deployments n=648 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Licensed On Premise = 14.6 months Licensed Hosted = 11.0 months SaaS = 8.4 months Time for New Deployment for an HRMS by Size of Organization in months Large Medium Small Licensed On Premise Licensed Hosted SaaS 14

15 The Future HRMS Battleground Will Be Fought Among Vendors with Cloud Offerings HRMS Respondent Adoption Overall* n=636 Overall In 12 Today Months PeopleSoft 29% 26% ADP 19% 18% SAP 11% 12% Ultimate Software 11% 12% Kronos 11% 12% Infor/Lawson 10% 10% Oracle EBS 6% 5% Workday 5% 12% Ceridian HR 5% 4% SuccessFactors 4% 6% SumTotal 2% 2% Oracle HCM Cloud (Fusion) 1% 4% Ceridian Dayforce 1% 2% *Colored cells indicate greater than 5% gain or loss projected in 12 months. Organizations may have multiple solutions in use. Largest percentage gainers for the next 12 months include Workday, Oracle HCM Cloud, SuccessFactors, and Ceridian Dayforce. Core 15

16 Change Outlook for Leaders 24% (n=132) Report They Will Change Their HRMS 5 Oracle PeopleSoft and/or HCM Cloud 5 Workday 2 Oracle PeopleSoft and HCM Cloud PeopleSoft 20 of SAP including SuccessFactors 1 Infor ADP 16 of Workday 2 SuccessFactors 1 Ultimate 6 evaluating cloud slate 9 evaluating ADP Vantage and cloud slate SAP 8 of SAP or SuccessFactors 1 SuccessFactors 3 evaluating cloud slate Multiple HRMS 44 of Oracle PeopleSoft or HCM Cloud 4 SAP 3 SuccessFactors 8 Workday 17 evaluating cloud slate One or more from the Cloud Slate will be the winner(s) Dayforce, EmployeeCentral, HCM Cloud, Kronos, SumTotal, UltiPro, Vantage, Workday 16

17 The Future HRMS Battleground Will Be Fought Among Vendors with Cloud Offerings Core HRMS Respondent Adoption IHRIM only* n=112 Overall IHRIM Today In 12 Months Today In 12 Months PeopleSoft 29% 26% 26% 22% ADP 19% 18% 17% 16% SAP 11% 12% 17% 16% Ultimate Software 11% 12% 1% 6% Kronos 11% 12% 12% 12% Infor/Lawson 10% 10% 14% 12% Oracle EBS 6% 5% 3% 3% Workday 5% 12% 16% 31% Ceridian HR 5% 4% 5% 3% SuccessFactors 4% 6% 9% 12% SumTotal 2% 2% -- 1% Oracle HCM Cloud (Fusion) 1% 4% -- 4% Ceridian Dayforce 1% 2% -- 3% *Colored cells indicate greater than 5% gain or loss projected in 12 months. Organizations may have multiple solutions in use. 17

18 Most HRMS Customers Are DISSATISFIED! However, Overall NPS Went up 11 Points from Software as a Service Solutions Achieve Highest Scores! Core Net Promoter Score % Promoters = (9s & 10s) % Detractors (0 through 6) Net Promoter Score by HRMS Deployment Approach HRMS Vendors n=667 Net Promoter Score Promoters Detractors Overall % 50% Licensed on Premise (379) % 47% Licensed Hosted (123) % 62% Outsourced (19) -46 7% 53% Software as a Service (146) -7 33% 40% 18

19 What Do Net Promoter Scores Mean? Digging into the detail, we find: Those on the latest releases are more satisfied (NPS score 12 points higher) and those with a low level of customization are also more satisfied (an additional 12 points higher). Bottom line for Practitioners: Upgrading current solution and going vanilla may address underlying reasons for dissatisfaction. Nevertheless, Cloud slate vendor solutions are getting higher user satisfaction scores. 19

20 Service Delivery Approach Value: Organizations with Technologies* Serve More Employees ESS/MSS Without Technologies Employees Served by HR Administrative Headcount*** +10% With Self Service* +41% With Self Service and Shared Services** *With Self Service: Employee and manager self service applications serve 40% or more of employees and 25% or more of manager populations **With Self Service and Shared Services: Also serving 75% or more of the workforce through a Shared Service Center ***The CedarCrestone survey now calculates the ratio using HR administrative headcount rather than HR administrative FTE as in past years SERVICE DELIVERY VALUE: The Shared Services Model including an HR Help Desk Application consistently delivers the highest level of efficiency. 20

21 Service Delivery Approach Value: Organizations with Technologies* Serve More Employees ESS/MSS Without Technologies Employees Served by HR Administrative Headcount*** +10% With Self Service* +41% With Self Service and Shared Services** 413/ / /581 *With Self Service: Employee and manager self service applications serve 40% or more of employees and 25% or more of manager populations **With Self Service and Shared Services: Also serving 75% or more of the workforce through a Shared Service Center ***The CedarCrestone survey now calculates the ratio using HR administrative headcount rather than HR administrative FTE as in past years SERVICE DELIVERY VALUE: The Shared Services Model including an HR Help Desk Application consistently delivers the highest level of efficiency. 21

22 Integrated Talent Management Adoption Holds Steady since More Organizations Report Moving Talent Management to their HRMS, up 13% since 2012 TM Integrated Talent Management Adoption n=695 Talent Management on Same Platform as HRMS Yes 58% No 42% No 38% Yes 62% IHRIM 64% 77% have an Integrated Talent Management solution on their HRMS platform, up from 70% in

23 Top Integrated Talent Management Respondent Adoption TM Integrated Talent Management Respondent Adoption n=427 Today +5% above average -5% below average *Colored cells indicate greater than 5% gain or loss projected in 12 months. Organizations may have multiple solutions in use. Overall In 12 Months Oracle PeopleSoft/Taleo/HCM Cloud/EBS 43% 40% SAP/SuccessFactors/Plateau 25% 28% Cornerstone OnDemand 9% 10% Workday 5% 12% Silkroad 5% 6% Peoplefluent 5% 4% Ultimate Software 4% 5% Other 39% 38% 23% of respondents indicate they will change (n=98) One direction dominates: those with an ITM on their HRMS will more frequently STAY with the owner solution provider! However, most cloud ITM vendors will see increases Cornerstone OnDemand, HCM Cloud, Kenexa, Lumesse, Silkroad, SuccessFactors, Ultimate, Workday 23

24 Social Tools Adoption: Strategic Adoption of Collaboration Tools Spiked 25% from Addition of Sharepoint to Question Social Social Tools (Use and Plans) Collaboration tools/repositories 40% 8% 8% 3% 21% 21% LinkedIn 39% 10% 21% 10% 5% 14% Facebook 32% 6% 14% 11% 17% 20% Twitter 23% 6% 12% 12% 15% 32% Used strategically today Strategic use within 12 months Allowed for individual use only Evaluating use Not allowed Not aware/no plans 24

25 Overall Adoption of Social-enabled Processes Increased 50% from 6% in 2012 to 9% in 2013 Recruiting Processes Continue as Most Highly Adopted Social Major Social Enabled HR Processes Workforce Using In 12 Today Months Recruiting (all workforce) 15% 21% Learning and development 12% 19% Performance management/goal management 10% 16% HR management/record keeping 9% 16% Time and labor/time and attendance 7% 10% Business intelligence/workforce analytics 6% 11% Compensation 5% 9% Succession planning/management 5% 9% Average workforce adoption across all social-enabled applications 9% 14% Recruiting (recruiting staff) 48% 55% Recruiting (hiring managers) 17% 25% Respondents expect an average 57% increase overall for

26 Mobile-enabled Process Adoption Grew 67% from 6% in 2012 to 10% in 2013; Will Double! Recruiting Processes for Recruiting Staff Continue as Leading Mobile-enabled Process Major Mobile Enabled HR Processes Workforce Using In 12 Today Months Payroll 13% 24% Recruiting 12% 21% Performance management/goal management 11% 19% Learning and development 10% 18% Time and labor/time and attendance 9% 18% HR management/record keeping 7% 18% Compensation 5% 15% Business intelligence/workforce analytics 5% 13% Succession planning/management 4% 10% Average workforce adoption across all mobile-enabled applications 10% 19% Recruiting (recruiting staff) 20% 30% Recruiting (hiring managers) 13% 23% Respondents expect an overall average 95% increase for

27 BI/Analytics Adoption: Most Organizations Are At Least Able to Pull Data for Reporting of Metrics. Few Have Integrated Data Available to Managers. BI WFA BI Delivery Approach We can pull data for reports 92% We can provide dashboards (metrics) 44% We have the data to compare to external benchmarks 43% Our data and analytics are only available (used by) IT, HRIT, analysts Our data and analytics are available "real time" Our data and analytics capabilities are available for direct access by managers We integrate data from financials, customer-facing data sources, and operational systems to provide correlations We have contextual embedded analytics (in HRMS or TM solution) We use consulting resources/specialists for higher-level analytics We are doing predictive modeling 26% 25% 15% 15% 14% 8% 6% 27

28 Value of HR Technologies from Statistical Analysis More BI Technologies Linked to Top Talent Retention and to Improved Competitive Advantage Top Performers with more HR technologies, especially Business Intelligence r=.36 Better Retention of Top Talent r=.24 Achieve Competitive Advantage How can you leverage technology to retain top talent? Where should you spend money? Use HR business intelligence and get data into the hands of managers for best practice workforce decision making. 28

29 Lesson #1: Get the Basics Right and Keep it Simple Standardize Processes Top Performers Not Top Performers Manage Service Delivery Globally Integrate TM on HRMS 79% 66% HRMS/ TM HRMS TM % with Standardized Processes Top Performers = 77% Not Top Performers = 57% Top Performers = 77% Not Top Performers = 59% 29

30 Lesson #2: Invest in More HR Technologies % in Top Quartile of Applications in Use Plan to Increase Spending on HR Technologies Next Year 31% 18% Top Performers Not Top Performers Top Performers: 54% Not Top Performers: 43% 30

31 Value of HR Technologies from Statistical Analysis Delivering Cost Efficiency Strongly Correlated with Alignment with Strategy and Even Competitive Advantage! r=.26 Achieve HR cost efficiency r=.50 Have alignment between HR and business strategy Organizations with more HR technologies So, where should you invest your HR technology dollars to get started? Service Delivery Applications are the most strongly correlated with HR Cost Efficiency. Invest here if you have not already. r=.28 Achieve competitive advantage 31

32 Lesson #3: Make Talent Management a Priority Top Performers have: Improving their ability to: Higher best practice talent mgt. scores + + More talent management technology in use = More staff dedicated to talent management Attract top talent (18% higher) Develop the workforce (19% higher) Retain key talent (20% higher) 32

33 Lesson #4: Put Technology into the Hands of Your Employees and Managers Especially BI Average Employee Use of Direct Access Services Managers with Access to BI Tools Top Performers Not Top Performers Top Performers 28% Not Top Performers 18% 64% 55% 33

34 One More Investment: Adoption of Social and Mobile Tools Encourages More User Adoption of HR Technologies. More User Adoption Results in More Value Achieved from Investments. 25%+ Employee Direct Access Adoption Impact of Social and Mobile Tools Manager Direct Access 25%+ Employee Direct Access Manager Direct Access 50% 63% 37% 59% 50%+ 50%+ 64% 50% 38% 58% < 20% Social Process Enablement > 20% Social Process Enablement < 20% Mobile Process Enablement > 20% Mobile Process Enablement To increase user adoption and get further value from HR technologies expenditures, invest in social and mobile enabled processes. 34

35 Please Download the Whole Report for Areas Not Covered Comparative expenditure data Value-chain factor analysis Shows that social, mobile, and workforce management applications yield not only key HR outcomes but business outcomes. Key service delivery trends System consolidation and shared service center increases leading to transformation Gamification and Big Data Check out the September IHRIM Wire for detail on point solution vendors & detail application adoption. 35

36 Emerging Technology: Big Data 12% Report Adoption, Up from 7% in Among the Remainder Only 18% Report They are Unfamiliar, Down from 41% in Big Data Yes Most frequently used in Large organizations 18% 54% 12% 17% Evaluating No Not familiar with big data concept and application to HR More frequently used or under evaluation in Healthcare, High-tech, Higher Education, and Financial Services Q: Do you leverage large scale data collection, data mining, and pattern recognition applied to workforce data to meet business outcomes? n=617 36

37 Where to Go for More Information for survey report Sign up for survey updates on our website: 37

38 Headcount 2013: And There s a Story Here: In Small organizations, a SaaS HRMS serves more Impact of HRMS Deployment Type Employees Served by Total HRIT/IT in Small Employers Employees served 805 Employees served 728 Employees served Licensed software on premise Licensed software hosted SaaS subscriptionbased 38

39 2013: In Medium-sized Organizations, a Licensed Hosted Solution Serves More Employees But not in All Industries Headcount Impact of HRMS Deployment Type Employees Served by Total HRIT/IT in Medium Employers Employees served 1, Employees served 2,652 Employees served 2, Licensed software on premise Licensed software hosted SaaS subscriptionbased 39

40 2013: In Large Organizations, the SaaS HRMS Approach Enables Those Organizations to Serve More MESSAGE IS: BENCHMARK!! Headcount Impact of HRMS Deployment Type Employees Served by Total HRIT/IT in Large Employers Employees served 3,565 Employees served 2,761 Employees served 3, Licensed software on premise Licensed software hosted SaaS subscriptionbased 40

41 Benchmark Service: Application Dashboards Sample Customer Benchmark Analysis Your Organization Sample dashboard that compares you to others in your industry, of your size, to the top quartile in your industry, or to overall industry top performers. It should be the starting place of any update to your HR systems strategy. Contact for pricing. 41