Brand Refresh Case Study from PayrollSolutions.net to Sentric, Inc. Positioning the Workforce Leader

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1 Brand Refresh Case Study from PayrollSolutions.net to Sentric, Inc. Positioning the Workforce Leader Situation Audit: Industry: Outsourced Human Resource Services (Payroll services) Environment: Intensely competitive environment with several major players and hundreds of niche providers across America Company desired to represent itself across all its channels as the leader in workforce solutions it had become, known as the first choice solution, including the first choice in service, and the first alternative to legacy technology software vendors. The company desired to unify its brands. Founded 1994, Avantx PayrollSolutions dba as PayrollSolutions and also ProdigyHRM was seeking to refresh its brand and develop brand and marketing assets to grow and expand in a timely and economically efficient manner Facts about Sentric: Sales: $15M Employees: 99 Founding Year: 1994 Clients: 2,500 Sentric processes over 1.2 million payroll checks annually Numerous logo changes and product name changes had confused the market of the firm s core identity, and the value of the product offerings. The firm did not have the plans in place to make a concerted effort to add revenues at higher rates, and the brand refresh offered an opportunity to unify it brand, regional offices, and positioning itself among its channels as a national leader. Logos and product names used in past years 1

2 Methodology: Using Ephor s proprietary FlightPlan methodology the company evaluated its assets, brand, clients, and the market landscape in the process of refining its name to better reflect what the company had become over its 17 years and also to provide a better brand for the future. Approach: I. Conducted external competitive intelligence and brand analysis. II. Conducted internal brand analysis. III. Interviewed internal employees to ascertain strategy, core, assets, etc.. IV. Identified best position forward and corresponding brand options. V. Created brand identity, brand standards. VI. VII. Created tagline, product names, and product messaging. Created brand survey to be conducted annually to measure, benchmark, and drive future brand decisions. VIII. Created brand assets, promotional items, refreshed marketing, sales, channel, service, and internal operations materials. IX. Launched the new brand to the marketpalce. 2

3 Brand Refresh Outcomes: 1 unified brand with a new logo and tagline. Clear core identity of the firm: both internally and externally. Refined market focus for partners and customers into two solutions: SentricWorkforce TM SentricTLM TM Go-to-Market Launch New Company Logo and Tagline: 3

4 Introducing SentricWorkforce 4

5 Brand Refresh Case Study from PayrollSolutions.net to Sentric, Inc. Positioning the Workforce Leader Situation Audit: Industry: Outsourced Human Resource Services (Payroll services) Environment: Intensely competitive environment with several major players and hundreds of niche providers across America Company desired to represent itself across all its channels as the leader in workforce solutions it had become, known as the first choice solution, including the first choice in service, and the first alternative to legacy technology software vendors. The company desired to unify its brands. Founded 1994, Avantx PayrollSolutions dba as PayrollSolutions and also ProdigyHRM was seeking to refresh its brand and develop brand and marketing assets to grow and expand in a timely and economically efficient manner Facts about Sentric: Sales: $15M Employees: 99 Founding Year: 1994 Clients: 2,500 Sentric processes over 1.2 million payroll checks annually Numerous logo changes and product name changes had confused the market of the firm s core identity, and the value of the product offerings. The firm did not have the plans in place to make a concerted effort to add revenues at higher rates, and the brand refresh offered an opportunity to unify it brand, regional offices, and positioning itself among its channels as a national leader. Logos and product names used in past years 1

6 Methodology: Using Ephor s proprietary FlightPlan methodology the company evaluated its assets, brand, clients, and the market landscape in the process of refining its name to better reflect what the company had become over its 17 years and also to provide a better brand for the future. Approach: I. Conducted external competitive intelligence and brand analysis. II. Conducted internal brand analysis. III. Interviewed internal employees to ascertain strategy, core, assets, etc.. IV. Identified best position forward and corresponding brand options. V. Created brand identity, brand standards. VI. VII. Created tagline, product names, and product messaging. Created brand survey to be conducted annually to measure, benchmark, and drive future brand decisions. VIII. Created brand assets, promotional items, refreshed marketing, sales, channel, service, and internal operations materials. IX. Launched the new brand to the marketpalce. 2

7 Brand Refresh Outcomes: 1 unified brand with a new logo and tagline. Clear core identity of the firm: both internally and externally. Refined market focus for partners and customers into two solutions: SentricWorkforce TM SentricTLM TM Go-to-Market Launch New Company Logo and Tagline: 3

8 The Role of HR Workforce Management Technology in Today s World Requires Business Centric Solutions.

9 HR Technology ebook from Sentric, Inc. The Future of Workforce Management Proprietary & Confidential. Copyright Sentric, Inc. 2011

10 Paper. Paper. Paper. Paper has consumed all aspects of the Payroll & HRMS functions in an organization including: - Managing Requisitions - Resumes - I-9 Verification - W-4 Information - Offer Letters - Pre-Employment - Personnel File - OSHA Incidents - Performance Reviews - Disciplinary Actions - FMLA/Vacations - Anniversary Dates - Pay Rate History - And Much More The problem with paper includes: No Reporting Capabilities No Automation Lack of Compliance High Labor Costs to Manage HR Technology History: From Personnel to HCM The history of HR technology, and in fact Human Resources or HR itself continues to evolve. The scope of HR technology continues to change over time: from human resources being called Personnel before the 80 s to HR in the 80 s and 90s to HCM or Human Capital Management today. The market for HR technology has come a long way over the years with the constant being change and evolution. To date, technology features have outpaced adoption and utilization. Many organizations have not yet realized the full utility of the entire suite of possibilities from HR technology solutions. Paper. Paper. Paper. No Unified Reporting Capabilities.

11 The Evolution of HR Technology The market for HR workforce management technology (otherwise referred to as HR technology, HRIS, HRMS, HCM, talent management and a host of other clever names and acronyms) has come a long way over the years with the constant t being evolution. Another constant has been that technology capabilities have 2013 Predictions: outpaced adoption and use. The utilization failure is in part due to 1. Buyers purchase Solutions overhyped promises on the part of providers and poor business and not Software products. processes by the buyers. In fact, the majority of implementations 2. Solutions are Industry- Vertical Oriented, and delivered across multiple deployed have failed to fully utilize the entire suite of possibilities for HR technology. platforms (mobile, tablets, Internet, t and desktop). 3. Organizations will have a very short-list of Software Platforms, but hundreds of apps (applications) that they use on a routine basis as needed. 4. Voice and Intelligent Industry Solutions will advance user adoption and utilization. 5. Global, mobile, & contingent workplace will be widespread. The market for HR technology: ogy According to multiple analysts a s and industry sources, the total potential market of large American enterprises seeking is between 25k North American organizations excluding government and non-profits with greater than 10k employees. The mid-market for HR technology is approximately 100k companies with 100+ to 10,000 full-time W-2 employees. The current HR technology priorities include being a SaaS solution and being the Easiest to Use Out of the Box without extensive coding and implementation. This means that the user interfaces have to be straightforward, features have to be preconfigured and support services beyond implementation are available ( Solution not Software ). The future of workforce technology players will consolidate into the following camps: solution providers, system of record providers that t include a suite of processes, and app providers that are the best at their niche focus.

12 The Business Case for HR Workforce Technology HR Technology is required due to administration complexity, regulations, compliance, and the need for reporting. Workforce Distractions Workforce Costs

13 Workforce Management Best Practices for 2012 & Beyond Human Capital Management (HCM) includes: Focus Your Workforce! Streamline Your Workforce! Empower Your Workforce!

14 HR Workforce Management Key Drivers Utility and Utilization. i.e. User Adoption. Simply put, America s most productive organizations get more done with fewer resources. It starts at the top with a clear strategy that cascades into a properly designed organization with jobs that execute the strategy efficiently. All jobs have clear descriptions and goals so that everyone knows exactly what needs to get done and how. This ensures, for example, that three people are never doing the work of two. In a traditional sense, productive organizations are more open to investing in technology and training if it reduces and/or slows the growth of headcount. The ability to leverage technology to get more done with fewer resources separates solid from superior performing organizations. Workforce Optimization. i.e. Do you have the right people in the right jobs? America s top performing companies use metrics to measure fit, performance, and drive profits. The simple truth is that companies have to get more done with fewer resources. Perform Culture. i.e. Are employees fully motivated? America s best companies have built true performance driven cultures in which the entire workforce focuses its effort on achieving the results most important to the organization. In such environments, a strong culture helps the firm operate like a well-oiled machine, cruising along with outstanding execution and only occasionally requiring minor adjustments.

15 HR Workforce Management Best Practices Why is aligning HR Technology with the business critical? Technology, though Employee Self-Service (ESS) and Manager Self-Service (MSS), enables the employee to take responsibility and accountability for their job and career. This shifts the burden and focus of HR professionals and managers to more important goals. Talent Management is a business process not a technology. Talent management is not human resources, it is a business process. If you separate HR and the business, into silos or data warehouses it s HARD to bring them back together. Jason Averbrook debating with Gartner s Jim Holincheck. Deployment and Usability are as important as features and functionality. The consumer of HR technology is no longer HR. The consumer is the workforce. HR is now focused on the business processes and the workforce optimization required to archive the corporate objectives. Firms that focus on deploying HR technology that provides Business Process Optimization versus Doing HR automation for the sake of HR are more likely to be presenting at future HRTech conferences. The bottom-line is HR Workforce Management starts with the business strategy and ends when the corporate objectives are met.

16 Workforce Management Solution Best Practices for 2012 & Beyond CONTROL FEATURES Focus Your Workforce! Labor Management Costs Performance Management Compliance and Risk Management to Protect Your Organization EFFICIENCY FEATURES Streamline Your Workforce Processes! Processing integration between Payroll + Time + HRMS. Integration = true integration, not an interface! Administration i ti Workforce Management Staffing Management Absence Tracking Benefits Administration Compensation Administration Salary Planning Succession Planning PERFORMANCE FEATURES Empower Your Workforce! Business not HR centric reporting and workflow Technology in the Cloud Candidate Self Service Employee Self Service Management Self Service Training And Development Focus Your Workforce! Streamline Your Workforce! Empower Your Workforce!

17 2012 HR Technology Guide HR Management Solution Requirements for 2012 and Beyond: SaaS Solution in the Cloud. No Double Entry of Data. Superior Reporting that aids management decisions. Managers & Employees manage their jobs and careers. The HR Department is more focused on strategic objectives. Key: Integration = Single Point of Entry. What is HR trying to accomplish today? 1. Talent Supply Chain Management. i.e. having the right people doing the right jobs. i.e. Solve the Labor Supply Imbalance by attracting A and B Employees/Players. 2. Workforce Optimization. - i.e. Time Collection, Tracking, Scheduling. 3. Talent Management managed via HR technology by employees and managers. HR Technology options: Single process outsourcing providers for everything from Payroll, Benefits, Staffing to Compliance. Multi-process outsourcing (commonly referred to as HRO, ASO, PEO depending upon company size). HRMS (Human Resource Management Solutions). Application Specific. i.e. a Killer App (an application that does one task/process really well).

18 2012 HR Technology Guide Continued HR Technology Guide Top Questions to Ask When Choosing a Provider: I. What was the original focus of the company and how has it evolved? II. What clients do you currently service that I can speak with in my geography and industry? III. What distinguishes your implementation? IV. What services are provided post implementation? Outcomes achieved with HR technology should include: Web Dashboards and Portals Bring Together Vital Content that Streamline Core Business Processes. Charts and Metrics Paint a Clear Picture of Actionable Issues and Critical Business Goal Achievement. Each User has Timely and Accurate Information Required for Job Success.

19 Payroll Trends & Drivers I. Payroll outsourcing driven by Finance and supported by HR II. Employers demanding more holistic set of services from payroll providers. Benefits of Beyond Payroll HR Service Offerings: Integration and streamlined processes. With HR technology being at the core of many HR service offerings, several transactional processes can be automated. This is especially true if all HR processes are managed within a single system or by a common vendor. An example of this would be when an employee is terminated, a COBRA notification is automatically sent because the payroll provider and COBRA vendor are one in the same. Another example may be when an HRIS system has the functionality to initiate an electronic job offer to a candidate and through process workflow an automated alert for instructions to complete a drug/background check is initiated iti t to the screening vendor and the pending candidate. In many instances, employers are able to eliminate headcount or reallocate duties as manual processes become automated and less error prone. Multiple service offerings allow for the most competitive pricing structure. A bundled offering includes the benefit of economies of scale. The more revenue that a vendor earns, the more leverage a company has for negotiating volume discounts. This also holds true for guaranteeing higher service-level agreements or contract terms. Simplified employee experience. Having one point of contact or one system to access for managing multiple requests or transactions creates an efficient employee experience. This heightens employee productivity and increases employee satisfaction.

20 Performance Management Strategies for 2012 and Beyond Thanks to SaaS S (software-as-aservice), FaceBook, and other technology advancements in time tracking and management; it is easier than ever before to truly measure and gauge employee performance. 1. Routine Reviews & Feedback. Via social collaboration tools, which employees are now used dto thanks to FaceBook, employee reviews and feedback can be easily documented and more routinely given improving performance. 2. Forward looking versus Lagging performance reviews. Goals oriented employee performance reviews have become the norm. 3. Performance Targeting. Use benchmarks and goals to drive daily performance, incent employees to self- manage performance against corporate targets. Employee Engagement is Key.

21 2011 HR Workforce Technology Research Findings Report Summary HR Workforce Technology Priority Research Findings: Participants had the following priorities for improving current technology systems included: Integration for a unified platform 10 percent Global offering - 1 in 5 Configurability 25 percent Depth of functionality 1 in 3 Service and support 1 in 3 Mobile computing 2 out of 3 User experience 45 percent Social collaboration 50 percent Business Strategy Findings: The research survey conducted during the summer of 2011 reveals that the majority of businesses are focused on a combination of the following: + Seeking to expand revenues through a combination of portfolio expansion (38%), and/or through internal sales and marketing efforts (10%) or partnerships/alliances, or acquisition (29%) or geographic expansion (23%). + Realizing operating performance scale and efficiency initiatives including streamlining processes/functions (30%), upgrading technologies/systems and/or adopting new tools to drive productivity, security, visibility and controls (13%). Workforce Technology Strategy Findings: 10 percent The two most significant factors in achieving HR technology satisfaction were reported as: Finding someone great which meant the following: Analyzing the ROI vs. Internal Resources (i.e. demonstrable compelling ROI; significant benefit compared to the cost / price) Industry Knowledge S i d 1i 3 Minimizing i i i risk of a bad choice and ensuring a quality experience Fit Understanding how they match-up to our needs External providers that deliver Cost Capability Reliable delivery The workforce findings are based on a series of surveys conducted during Q3 and Q4 of the 2011 calendar year across the USA of small business executives.

22 2011 Workforce Technology Findings Report Summary Technology, Software and Solution Adoption and Use Findings: Technology has eliminated many barriers, but also created adoption challenges. The following chart highlights the market adoption and utilization among small to medium organizations regarding adoption and use by functional area. Solution Most Common Tools (>10%) *Of note: No common time and Microsoft Outlook, Google Apps, SharePoint, Communication Tools Social Networking Sites, Intranet attendance, HR management, Customer Relationship workforce management, Management SalesForce.com, com Microsoft Dynamics CRM business intelligence or benchmarking tools were noted Enterprise Resource Management Microsoft Dynamics, QuickBooks Enterprise in the survey. Other notable Financial Management QuickBooks, Microsoft Dynamics, Peachtree Operational Reporting QuickBooks, Microsoft Dynamics players identified, but not Productivity Software Microsoft Suite, Google Apps utilized by > 10% included Security McAffee, Norton, Zenith, Microsoft AutomaticData, Basecamp, Storage Dell, HP, EMC Lawson, Oracle, PeopleSoft and ZOHO. Technology adoption findings: Nearly 80% of companies are outsourcing at least one function. Approximately 10% of the market is currently evaluating outsourcing a new/additional function. While buyers continue to be cautious, the percentage of companies using outsourcing is growing, and the functions being outsourced are too. The workforce findings are based on a series of surveys conducted during Q3 and Q4 of the 2011 calendar year across the USA of small business executives.