HR & Technology

The Keys to the Castle: Applying Key Technology Trends

to Human Resources

The Science of Choosing and Implementing an HRIS

The Benefits of Adopting Social Functionality to

Transform Business Processes

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4

July 2013

Executive Letter . . . . . . . . . . . . . . . . . . . . . . . .5

Member Profile . . . . . . . . . . . . . . . . . . . . . . . .6Don Aguilar, SPHRVP Human Resources, Silicon Valley Community Foundation

Continuing Education Calendar . . . . . . . . . .8

The Keys to the Castle: Applying Key Technology Trends to Human Resources . . . . . . . . . . . . . . . . . . . . .10By Michael Rudnick

The Science of Choosing and Implementing an HRIS . . . . . . . . . . . . . . . .14By Jeremy Yonan

The Benefits of Adopting Social Functionality to Transform Business Processes . . . . . . . . . . . . . . . . . .18By Lexy Martin and Kim Lowery

New Member Welcome . . . . . . . . . . . . . . . .21

Buyer’s Guide . . . . . . . . . . . . . . . . . . . . . . . . .22

Index to Advertisers . . . . . . . . . . . . . . . . . . .23

The Northern California Human Resources Association has been advancing organizations through human resources since 1960 . We are dedicated to connecting human resources professionals with practice resources and best practices; leading California-specific training; legal and legislative developments; quality service providers; and each other — forming career-long networks and partnerships . We are proud to be the largest regional HR association in the nation .

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All rights reserved. The contents of this publication may not be reproduced by any

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Your 2013 Board of DirectorsMay Speck, SPHR

Board PresidentExecutive CommitteeSenior Vice President of Human ResourcesWageworks, Inc.

Saul Macias, PHRPast Board PresidentExecutive CommitteeVP of Professional ServicesShared HR

Christine M. PallattoPresident Elect – Executive CommitteeDirector of Human Resources and Organizational DevelopmentGlobal Fund for Women

Cynthia Nelson Holmsky, MA, SPHRBoard of Directors - Executive CommitteeVP, Human Resource & Organization DevelopmentPacific Metrics

Tony DeblauweBoard of DirectorsSenior Human Resources Manager/Business PartnerCITRIX

Rosella Giannella DericksonBoard of DirectorsPerformance and Culture StrategistStanford University

Dr. Salvatore V. Falletta, GPHRBoard of DirectorsAssociate Professor and Program Director, Human Resource Development Drexel University

Ranu GuptaBoard of DirectorsPrincipalRight Talent Solutions

Birgit Hueglin-Wood, MS, SPHRBoard of DirectorsSenior ConsultantCompAnalysis

Walter StellaBoard of DirectorsShareholderMiller Law Group

Paul A. VagadoriBoard of DirectorsVice President, Human ResourcesLahlouh, Inc

Special thanks to IHRIM for their contributions to this issue.

5July 2013

executive letter

Danika DavisChief Executive Officer, NCHRA415.395.1911

I generally consider myself to be a forward-thinking person, both as a point of perspective that is synonymous with progress and in the more temporal sense of time. As I

approached this issue’s executive letter, however, my mindset seemed stuck looking backward. And I made a startling discovery…when it comes to technology, I am old. A dinosaur. Might as well be chiseling this message into a stone tablet old.

Many of you reading this might resonate with my newfound appreciation of my technological age. Automated payroll when I started my career? You bet. I remember many hours, ball point pen in hand, writing down the hours for hundreds of people on green bar paper with NCR paper wedged between the sheets. Drive to the bank and put it in the night box. Two days later, paychecks! Viola, automated payroll.

For the love of Pete, this particular career pre-dates email. Interoffice communication? We were state of the art with those manila envelopes that tied with a string. You wrote the name of the recipient and their location, be it another department at the same facility, another facility in the same city, or another facility in another city, etc. Sorted in the mailroom, couriers. Some of you know the drill. The company newsletter? I had a light board in my office, a machine that melted wax, and pasted up columns on blue line paper into the wee hours. My first pager…what a sweet memory. I was important. I think I named her Sally…

Vacation accruals and balances for thousands in a binder. Man, were we excited to learn Excel (though I am still a whiz on a ten key). Applicant screening? A box of resumes, a glass of wine on the couch and three other boxes called yes, no and maybe. Legal research? Books. Books! Walls of them. No such thing as Google. Or the Internet in wide circulation for us in the corporate sector. The first handbook written in WordPerfect. No interactive pieces of software for us.

One small step for man, one giant leap…

It is hard to believe that even the basic work of HR could be contemplated. Let alone done. And yet it was. True, the examples above are the transactional side of HR. But the lack of tools for even these basic, rudimentary tasks confirms an even greater deficit for the work of strategy and large-scale planning. And nothing even approached the kind of data needed for real modeling or predictive analytics. The state of the profession and the tools available to us today make me feel like my grandfather must have when he talked about commercial air travel and the first man on the moon.

Though HR is rarely at the forefront when it comes to technology designed for our profession, when it comes to advances made in other disciplines, we have come a long, long way. Integrated systems, automated just about everything, forecasting and analysis applications, a plethora of communication and media channels. Some of you even interview avatars….

It is a brave new world. And an incredibly exciting one. Technology frees us from the mundane and exponentially increases our abilities to know and do. And all of this in the span of a very short twenty year career. Who knows what is ahead. We have made one small step, the giant leap is before us.

In this issue we bring you several perspectives on HR and technology. As always, our intent is to raise questions and call out the promise of an increasingly impactful profession.

Wishing you a wildly successful career,

6

member profile

What led you to Human Resources as a profession?Following a graduate degree and twelve fulfilling years in psychology as a licensed therapist, I realized that I was ready for a career change. Coincidentally, my employer at the time lost their Director of HR, and as a Program Director I was asked to pick up those responsibilities. The more visibility I had into the HR profession, the more I could see how my skill set and interests in helping people were a great fit! I attained a general certificate in HR to begin building my knowledge base. Very shortly thereafter, I landed my first HR position supporting a midlevel credit union. From there, I built my career through consulting and in-house HR positions across a range of industries. I attained my SPHR certification in 2003.

In your opinion, what is the future of HR?More than ever, management and organizational experts write about the intrinsic value of people. Quite simply, great people can mean great success. The future of our field lies in increasing our sophistication as HR professionals. We have spent the last decade “getting a seat at the table,” and our best and brightest in HR have done just that. Now, we must lead. We need to be instrumental in helping our business partners understand that sourcing, hiring, training, developing, and retaining the right people should be everyone’s core business—not just something to think about during the recruiting or focal review process. HR professionals should lead the charge, wielding influence, meaningful data, and innovation. We should not relegate ourselves to the support of our groups, but rather, we should be shoulder to shoulder with other leaders, providing broad human capital expertise integrated with the business strategy.

What would you recommend to someone just starting out in HR?Our field is becoming more diffuse all the time, with factors such as technology and outsourcing changing the face of what we do and how we do it. I would recommend to those just starting out in HR to expand your knowledge base

Don Aguilar, SPHRVP Human Resources, Silicon Valley Community FoundationMember Since 2001

7July 2013

as broadly and quickly as possible. It’s not too early as a new HR Assistant or HR Associate to be learning and thinking about strategic HR or leadership development or executive coaching. Taking the time to constantly expand your general depth and breadth of HR knowledge serves you now, in your current role, and not just in some distant future of your career. I would add to that the value of certification and continuing education. I consistently hear from newly PHR- and SPHR-certified professionals that the greatest benefit gained in that process is how the gaps were filled in their knowledge base. Likewise, trainings and conferences serve the same purpose, with the added benefit of connecting you with the larger HR community. Think broadly and look beyond your current reach.

What do you find is the greatest reward working in HR?Working with people in almost any capacity is a noble effort. Few responsibilities are more rewarding. As I have progressed through my career, one of the values I have lived by has been that my success is intertwined in the success of others. If I can marshal all of my experiences and knowledge to develop top talent and strengthen top organizations, the resulting synergy is outstanding. HR is a complex, ever changing aggregate requiring all that I have to offer, from the first benefits package that is processed to the latest consultative chat with the CEO. It’s a fantastic challenge that I find rewarding day in and day out.

What role has NCHRA played in your career?Where else can you find great people, interesting trainings, and other services, all in a price sensitive package? NCHRA provides that local connection that I so highly value. We, in HR, are often isolated in one and two-person shops and don’t have a peer we can walk down the hall and access. NCHRA has significantly contributed to what I believe to be a vibrant HR community and a whole host of professionals that I can call my colleagues and friends. Their service to our profession is invaluable and progressive. Keep it up NCHRA! HR

Don Aguilar has more than twelve years of human resources experience.

Most recently, he was director of talent management and organization de-

velopment at Berger Lewis Accountancy Corporation. He was in charge of all

human resources and leadership development functions, working with staff,

managers, and the principal shareholders to operate a highly successful,

values-based regional accounting firm.

In 2004, Don founded Ellipsis Consulting, Inc. His firm specialized in human

resources consulting and leadership development. Don had the privilege of

working with executives across the country and in Silicon Valley, providing

services that included onsite HR support, HR audits, executive coaching,

360-degree feedback, retreat facilitation, and other projects. Prior to that,

Don worked for CBIZ, Inc., a national business services firm, as a senior

human resources consultant.

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8

September

continuing education calendarBecause of our commitment to your development, and possible through our status as a non-profit, NCHRA offers nationally recognized training and development courses for less than

half the rate for the industry, all with recertification credit for those who are certified.For a complete up-to-the-minute list and to register, please visit:

www .nchra .org > View All Events . (Below event list subject to change)

july 20137/8 Core Competencies for Practicing HR in CA—Part One:

eProgram Series Begins (5 Online Sessions)7/9 Moving From Cost Center to Strategic Partner—HR

Business Partner Series (Santa Rosa)7/9 HR in CA: All About Time Off and Leaves of Absence:

eProgram Series Begins (4 Online Sessions)7/10 Linking HR Functions to Organizational Goals—HR

Business Partner Series (Pleasanton)7/12 Developing First-Time Managers (Free Member

Webinar)7/16 Designing and Managing a Competitive Salary

Structure (Mountain View)7/17 Solo HR: eProgram Series Begins (Four Online

Sessions)7/17 Managing Talent for Organizational Success—HR

Business Partner Series (San Francisco)7/18 Leveraging Influence and Motivating Others—HR

Business Partner Series (Oakland)7/23 HR in CA: Avoiding Wrongful Termination (Sacramento)7/23 Successful Project Management Skills for HR (Walnut

Creek)7/24 HR in CA: Top Ten Wage and Hour Challenges in 2013

(Sacramento)7/24 Designing Strategic Initiatives—HR Business Partner

Series (Watsonville)7/24 A Guide to Essentials of Safe Hiring: eProgram Series

Begins (Four Online Sessions)7/25 Designing Strategic Initiatives—HR Business Partner

Series (San Mateo)7/25 Young Professionals Summit (San Francisco)

August 20138/1 Moving From Cost Center to Strategic Partner—HR

Business Partner Series (Fairfield)8/1 Ten Steps to Attracting the Best and the Brightest:

eProgram Series Begins (Five Online Sessions)8/2 Navigating California’s Disability Regulations (Free

Member Webinar)8/6 HR in CA: Navigating Wage and Hour Law: eProgram

Series Begins (Four Online Sessions)8/7 Developing a Successful HR Strategy (Walnut Creek)8/8 Leveraging Influence and Motivating Others—HR

Business Partner Series (Sacramento)8/9 Becoming a Strong Performance Advisor (Free

Member Webinar)8/13 California Essentials (Two-Day Program) (San

Francisco)8/14 Linking HR Functions to Organizational Goals—HR

Business Partner Series (San Rafael)8/14 HR Strategic Planning Process: Preparing for 2014 and

Beyond (Sacramento)8/15 Managing Talent for Organizational Success—HR

Business Partner Series (Napa)8/15 Tri-Valley Third Thursday (Pleasanton)8/19 Twelve-Week PHR/SPHR Certification Preparation

Courses Begin (Locations throughout the Bay Area and Online)

8/20 Moving From Cost Center to Strategic Partner—HR Business Partner Series (Santa Clara)

8/21 From Conflict to Resolution—A Practical Approach (Walnut Creek)

8/22 Successfully Navigating Workplace Transitions (Milpitas)

8/27 Managing Talent for Organizational Success—HR Business Partner Series (Walnut Creek)

S M T W T F S1 2 3

4 5 6 7 8 9 1011 12 13 14 15 16 1718 19 20 21 22 23 2425 26 27 28 29 30 31

S M T W T F S1 2 3 4 5 6

7 8 9 10 11 12 1314 15 16 17 18 19 2021 22 23 24 25 26 2728 29 30

S M T W T F S1 2 3 4 5 6 78 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30

July August

9July 2013

continuing education calendar September 20139/3 Measuring Success: Metrics for HR Practitioners:

eProgram Series Begins (Four Online Sessions)9/5 Essentials of Effective Negotiating (San Francisco)9/5 HR in CA: Complying with Document Retention

Requirements: eProgram Series Begins (Four Online Sessions)

9/6 Successfully Navigating Workplace Transitions: eProgram Series Begins (Six Online Sessions)

9/6 Essential Tips for Writing Employee Handbooks: eProgram Series Begins (Four Online Sessions)

9/10 Managing Up: Create Impact, Leverage Your Capabilities and Accelerate Your Career Growth (San Francisco)

9/10 Managing Talent for Organizational Success—HR Business Partner Series (Santa Rosa)

9/11 Moving From Cost Center to Strategic Partner—HR Business Partner Series (Pleasanton

9/11 HR 360: Developing a Revenue-Driving HR Strategy (Milpitas)

9/11 Human Capital Assets: What is Value and How Do People Create It? eProgram Series Begins (Five Online Sessions)

9/12 Untangling the Overlap of California Leave Laws (Sacramento)

9/12 HR as Architect: Building a Culture of Success and Innovation (South Bay)

9/12 Managing Talent for Organizational Success—HR Business Partner Series (San Mateo)

9/17 Developing First-Time Managers (San Francisco)9/17 Elevate Talent! When HR and Marketing Join Forces

(Santa Cruz)9/18 Conducting Effective (and Legal) Investigations (East

Bay)9/18 Developing Core HR Competencies: eProgram Series

Begins (Five Online Sessions)9/18 Designing Strategic Initiatives—HR Business Partner

Series (San Francisco)9/19 Total Rewards Conference (San Francisco)9/19 Linking HR Functions to Organizational Goals—HR

Business Partner Series (Oakland)9/19 Santa Clara Region Fall Networking Social (Santa

Clara)9/24 HR in CA: Addressing Complex Time Off and Leaves of

Absence (Oakland)9/25 Driving a Project from Start to Finish (San Francisco)9/25 Leveraging Influence and Motivating Others—HR

Business Partner Series (Santa Cruz)9/26 Conflict Resolution: Master the “CALM” Approach

(South Bay) HR

Being HR certified is a mark of distinction. It represents a personal and professional commitment to the field. HR certification serves as a visible acknowledgement of your demonstrated mastery of core HR principles and skills essential to the best practice of HR.

“I have seen the value perception of my HR certification increase from my employer and many other organizations as they prefer and even require the HR Certification Institute’s credentials. My credentials have opened employment opportunities and provided me with professional credibility.”

– Javier Lozano, SPHR-CA, GPHR

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NOW ACCEPTING APPLICATIONS (JANUARY–MARCH 2013) FOR THE PROFESSIONAL IN HUMAN RESOURCES (PHR®), SENIOR PROFESSIONAL IN HUMAN RESOURCES (SPHR®), GLOBAL PROFESSIONAL IN HUMAN RESOURCES (GPHR®) AND CALIFORNIA (PHR-CA®/SPHR-CA®) CERTIFICATION EXAMS.

Visit www.HRCI.org for more information on the certification exams.

THE HR CERTIFICATION INSTITUTEt in fFOLLOW US ON

and our CERTIFICATION MATTERS BLOG

10

Weekly performance reviews on your smartphone, context-aware employee self-service, HR apps downloaded from your company’s private enterprise App Store; have you noticed that the shiny Blackberry your company gave you two

years ago now seems like a brick, and desktop PCs are as quaint as a VCRs?

Everyone knows technology is constantly changing and evolving. Just ask a billion people, speaking 70 languages, what the one same thing they all did yesterday. They were online ac-cessing a cloud solution, from 7,000 different types of mostly mobile devices, with a common and intuitive user experience (which requires no training), in control of the features and applications they want and need, all powered by a consistent set of personal data.

When it comes to technical change, evolution does not follow a smooth and consistent path. Some years there is slow, incremental change, in other years, rapid and large leaps. There’s no doubt that the current cycle is one of very fast and significant leaps. And that those bil-lion people on Facebook, and the myriad of consumer cloud services – Twitter, LinkedIn, Instagram, Flipboard, Office 365, Google+, Pinterest, and Waze have set the bar for what employees expect in their online experience for HR and collaboration software: an intuitive user experience, single sign-on, using their device of choice, with integrated data, updated frequently and accessible from anywhere, anytime.

And the HR technology world is running on overdrive to provide it.

Much has been written about the current HR technology trends, yet the key to knowing how your company’s HR technology should adapt is understanding where the industry is going, what’s next on the horizon, and the underlying forces driving this change.

Mobile, Social, Cloud, and Big Data are the primary drivers of technology innovation today. These four trends have arrived together in a perfect storm that is rippling through the HR technology software and consulting world like a tsunami, pushing ahead with: highly person-alized, context-based information, exquisite user experiences, rapid updates and enhance-ments, dramatically simplified deployments, and lower costs.

By Michael Rudnick, KnowledgeSource Consulting

The Keys to the Castle: Applying Key Technology Trends

to Human Resources

11July 2013

The numbers tell a compelling story of what’s playing out across the HR technol-ogy landscape – not just in North America, but also on a global basis. The transforma-tion underway involves a few key factors, not only in terms of technology innovation, but also on the business and investment side, in terms of startups and the enormous consolidation in the traditional HR tech-nology space and emergence of powerful new players.

Big DealsBefore delving into the four technical trends, let’s start by looking at some of the key M&A deals that were done in past 18 months that have shaped the current pro-vider landscape. The traditional big players in the HR space – Oracle, IBM, SAP and ADP – went on a buying spree last year and scooped up some of the largest indepen-dents such as Taleo, SuccessFactors, Ariba, Kenexa, and SHPS. In the professional ser-vices arena, while the deals didn’t have simi-lar size valuations, there were many, includ-ing a few notables such as Deloitte buying Aggressor and Bersin, and Appirio buying Knowledge Infusion. This was all preceded by the consolidation of the large, traditional HR firms a few years ago: Towers Perrin and Watson Wyatt,

Aon and Hewitt, Xerox and ACS/Buck. Add to this the rapid growth of relatively new major players, such as Workday and Sales-force.com, and the picture is clear.

So what is all this M&A activity chasing? What is driving the consolidation – and why now? Many would assume “social” would be the biggest area of focus. It has surely crept into practically every piece of HR software being developed today. And the battle in the consumer space around social between Facebook and everyone else is fodder for headlines on a daily basis. But there’s a more important driver of online behavior – one that is having far greater im-pact, especially on a global scale: “mobile.”

MobileFacebook, for example, now has more than 60 percent of its users accessing the service on a mobile device. And contextual content, enabled by an individual user being mobile, is the next big thing in search and customer service – two areas that are out front for HR.

Data from other corners of the IT world serve to fill out this mobile picture, such as a recent Cisco survey of 1,500 IT managers, which showed that for every three smartphones employ-ees requested, one tablet was requested. And a Morgan Stanley survey of CIOs in April 2012 found that two-thirds were purchasing tablets for employees. All this was prior to the launch of Microsoft’s new Windows 8 operating system last fall, and the massive tablet ecosystem that will follow, which is immediately able to be used with existing IT, security and identity systems at most major global corporations.

On top of all this is the proliferation of bring-your-own device to work that, coupled with the rapid downfall of BlackBerry, is further enabling mobile adoption and innovation on the iOS, Android and Windows 8 platforms.

And finally, the technical side of mobile – that is the rise in HTML 5. While users don’t generally care about the development platforms that power their devices, they very much vote with their fingers. Initial user preference seemed to be use of apps – which need to be built specifically for the operating system on which they run – iOS, Android or Windows 8. However, because building apps for multiple platforms is expensive and time consuming, software vendors and custom development shops are now creating elegant user experiences using HTML 5 that run on mobile browsers and are platform agnostic. According to Business Insider, nearly two-thirds of developers are actively using HTML 5, with many of the largest software vendors providing mobile HTML 5 of their applications.

The CloudWhile mobile is clearly the driving force in user access and satisfaction, from the HR and IT operations perspective, the biggest change is coming from the cloud. The cloud enables applications to be built and delivered far more rapidly than traditional, on-premise installed applications – especially when it comes to managing upgrades and enhancements.

Not only does it make HR technology easier for organizations to manage, but the speed of delivering upgrades and enhancements are dramatically reduced, and the options and ease of integrating multiple vendor solutions are significantly enhanced.

When it comes to technical change, evolution does not follow a smooth and consistent path. Some years there is slow, incremental change, in other years, rapid and large leaps.

Forrester Research vice president, Paul Hamerman, recently said HR managers are now choosing cloud-based products almost exclu-sively. Cloud adoption is “already at very high levels, and really now companies will choose it first,” rather than on-premise deployments.

There are many aspects to the cloud. The traditional HR ERP ven-dors are scrambling to offer their on-premise based solutions via the cloud, while “upstarts” have built their business from the ground-up in the cloud. Many of the M&A deals in 2012 were driven by the desire of traditional ERPs to provide a cloud offering. According to Forrester Research, HR software makes up nine percent of the $235 billion Enterprise Application Market. And cloud-based applica-tions, which are growing at 25 percent a year, will top $75 billion of that total in 2014.

And then there are the startups – small, innovative app developers that are quickly building HR solutions that can scale to the size and geographic reach needed with very little time or investment. These upstarts are taking advantage of massive cloud infrastructure pro-vided by the likes of Microsoft Azure, Amazon Web Services (AWS) and Rackspace, to name a few.

For example, Instagram (which was bought by Facebook last year for $1 billion) was built by just a few dozen people, in a few months, on the AWS Cloud, with the ability from the outset to handle billions of photos and tens of millions of users. Building out a proprietary data center to enable a new app like Instagram would have been unfath-omable, and incredibly costly, just a few years ago.

As Windows 8 proliferates across the enterprise IT landscape, and the private company-specific App Stores that is a part of both Win-dows 8 and SharePoint 2013 are deployed, there will be a rapid rise in the number of cloud-based HR apps that pop up across the HR technology landscape – offering HR buyers the opportunity to try and buy with reduced risk and cost.

SocialAnd then there’s social – social media, enterprise social– call it what you want. It’s the most misunderstood and misused term around. Yet virtually every HR software vendor has built some form of social or collaboration capability in their solution, whether it’s needed it or not. And organizations are continuing to invest in every manner of social functionality.

The action around social has been in two main areas: employee collaboration and talent/performance management. There was an onslaught of innovation in the unified talent management space in 2012 that is continuing unabated. The era of annual performance re-views is coming under pressure, mainly from Millennials, who want an ongoing stream of feedback – something this generation has ex-perienced their entire lives. And employees are increasingly working from places other than an office. Coupling the Millennials culture expectation with a remote workforce and the technical capabilities of context based input and mobile access to friction-free feedback equates to a revolution in how employees interact with each other and the entire talent management food chain.

Big DataLastly, there is big data – certainly a more technical focus than social or mobile, but for the HR community, a very big deal.

The amount of data in our world has been exploding. We have reached the point where today more data is created by machines than by people. Analyzing large data sets—so-called big data—is be-coming a key basis of competition and customer service, underpin-ning new waves of productivity growth, and innovation.

While companies have been making business decisions based on transactional data stored in databases for years, beyond that howev-er, is the treasure trove of less structured data: weblogs, social me-dia, e-mail, sensors, and photographs that can be mined for useful information.

Companies in every sector will have to grapple with the implica-tions of big data, as the increasing volume and detail of informa-tion captured by enterprises, and particularly by social media and the Internet of Things, will fuel exponential growth in data for the foreseeable future.

Human Resources has always tried to provide users with a personal-ized experience, based on each employee’s specific identity and data. However, this has often been as achievable as finding the Holy Grail – frequently frustrating users with multiple passwords and inconsis-tency in personal information.

In today’s new cloud-based, big data world, applications integrate far more easily than before, and analytics are far easier to use. HR has

12

The amount of data in our world has been exploding. We have reached the point where today more data is

created by machines than by people.

13July 2013

a thirst for data and benchmarks about their employees, and solu-tions now exist to enable far more and rapid assimilation of data on a global scale.

Where to go from HereBig questions remain, however, in the areas of the one-stop shop and risk management. While the cloud offers software vendors speed and flexibility on one hand, buyers putting all their HR apps in a single vendor basket is no different than buying all the modules of an old-line ERP.

At this point, companies have shown preference for buying point solutions and integrating, via cloud access through a single HR portal or HR app store. This trend of using multiple solutions will continue to proliferate as it offers companies the option to manage risk, maintain pricing leverage, and deliver best-of-breed solutions to their employees on a worldwide basis.

Today’s employees have all grown up with an inherent understanding of how to use technology in their daily lives. This comfort is not exclu-sive to their work environment, so they expect that the applications and technology provided by their employers will operate with the same ease and intuitiveness that they get from consumer solutions. Human Resources has an opportunity to create and drive a networked, con-nected, collaborative workforce that can have a tremendous impact on the company’s bottom line, and not limit their focus to only the one percent (more likely .01%) who is less comfortable with the technolo-gy-enabled way of working. HR

About the AuthorMichael Rudnick is a global executive with more than 25

years of experience creating, growing and leading large

global professional service practices, HR software and prod-

uct strategy and startups. He has held leadership roles in

consulting, sales and product strategy for intranets, enter-

prise and HR portals, HR technology, social and collabora-

tion solutions for complex global corporations. An industry

pioneer and innovator, he created a number of "first’s,"

including the first intranet, for Xerox, in early 1996 before

the term was even coined; the first cloud-based SharePoint

HR portal product; the first Windows 8 HR app; and the first

consulting and development firm specializing in intranets. He

is an internationally-recognized author and is regularly invited

to chair industry conferences and workshops. Outside of

work, he is active in U.S. Olympic Sailing as a director on the

Executive Board of the LISOT Youth Sailing Foundation. He

can be reached michael.rudnick@gmail.com.

Source: IHRIM’s Workforce Solutions Review, February/March 2013, pp. 4-6. Reprinted by permission. Visit www.ihrimpublications.com for more information.

14

This article chronicles a journey that the Museum of Science and Industry in Chicago undertook to select and implement a new Payroll and HR infor-mation system. The museum had approximately 450 employees and a lean

HR team. When I started in 2007, I was (quickly) introduced to our HRIS. Com-ing from a self-proclaimed IT background, I was just as quickly disappointed. Not knowing my predecessor or her involvement in the HR system, I had to “self-teach” my way through the everyday use of this antiquated, multi-table-forming, some-times-not-working, would-make-my fifth-grade-computer-teacher-cringe system. Soon, I was able to get comfortable with the system and began using more than 10 percent of its capability. However, I also learned the shortfalls of the system and that our organization could benefit from a newer system. I made the case for a new system to management, explaining the system’s inability to eradicate duplicate data entry, be user friendly, and provide employee and manager self-service. I provided case studies, benchmarks, and vendor solutions to attempt to gain leadership sup-port. Fast-forward four years – approval to move ahead and begin an analysis!

Vendor Research and AnalysisWhere to start? We needed to get a more scientific understanding of our current state, where we wanted to end up in the future state, and make the pitch to senior leadership. In order for the new system to work, we needed to create some synergy between three functional departments: Human Resources, Accounting/Payroll and Information Technology (IT). This synergy would provide better perspectives across the three technical arenas which we expected our new system to conquer. Further-more, we needed to have a non-biased analysis of the three different areas so we could communicate our functional requirements to an outside vendor. We needed a project manager and subject matter expert to help facilitate this non-biased analysis – one who could mobilize our project and keep us in line. Choosing a consulting partner with expertise in this area to help us through this part of the project was a critical step in the overall success of the project.

Step I – Project MobilizationDrafting the project charter and project plan is an important step and easy to over-look. Our project charter identified the key players within the museum to ensure the correct subject matter experts and decision-makers were clearly identified. We also identified key risks and potential mitigation strategies. Our project plan included the project’s tasks, timetables, responsibilities and owners.

The Scienceof Choosing and Implementing

an HRIS By Jeremy Yonan, Rotary, Inc.

15July 2013

Step II – Identify the Current StateWe needed to make sure we understood how our current business groups functioned and how they could improve. We scheduled in-terviews with key managers, supervisors and end users to discuss, in detail, how they operated. We documented each stakeholder inter-view and workshop to help create an initial assessment report. Our external consultant was instrumental during this step – easily tack-ling some of the unique business operations and making delicate, unbiased assessments of each of the technical areas (HR, Account-ing/Payroll and IT) plus our business units. We created a SWAT team composed of representatives from HR, Accounting/Payroll, and IT to provide overall direction for the project. Our consultant prepared a “Gap and Opportunity” analysis and facilitated a discus-sion with our SWAT team. After that discussion, we identified more than 400 functional and technical requirements the museum needed in a new system.

Step III – Create and Distribute a Request for ProposalOnce we defined our requirements, our next step was to formulate a RFP and send it to the vendors….but which ones? How many would it take to ensure that we were completing our due diligence? Our consultant had mountains of research. He was able to clearly under-stand our current and future state requirements to present nine po-tential vendors, which the SWAT team could discuss and consider. We locked ourselves in a large conference room and our consultant facilitated the pros and cons of each of the vendors. We discussed functionality, technical expertise, deployment models, customer service, pricing and, in my opinion, the most important one, culture. After tallying the scores for each vendor, four clearly stood out. We decided to send our RFP to these four providers. I should mention that our current incumbent made it to our short list based on a new-er version of its solution.

Step IV – Vendor Evaluation and SelectionWe provided the vendors approximately three weeks to respond to our RFP. The SWAT team had 10 days in which to review and eval-uate the RFP responses and create a summary report and follow up with stakeholders. The summary report is important because the at-tention span can be dramatically shortened when a plethora of mar-keting materials is dropped in front of a stakeholder!

Again, we retreated to our conference room to review the summa-ry reports and score the vendors. The scoring sheet was comprised of the following: functional requirements across a number of criti-cal areas, as well as cultural fit, financial stability and pricing. Each member of the SWAT team then voted on the top three vendors to invite to an on-site presentation and demonstration of specific sce-

narios (or scripts). Since marketing materials seem to only highlight the best and most desirable features of a particular solution, our con-sultant recommended that we create our own unique scenarios and ask the vendors to provide an overview of how their system would handle each scenario. This is a highly recommended approach be-cause each of our three departments had a “skeleton in the closet” and our day-to-day operations made an HRIS partnership critical. Interestingly, although we circulated the scripts ahead of the on-site presentations, only two vendors were able to effectively demonstrate how to work through our everyday challenges.

And, then there was one…after the on-site presentations conclud-ed, our consultant facilitated another scoring session and the SWAT team identified the best organization to partner with for our specific needs.

Step V – ImplementationAt the beginning of an implementation, it’s important to identify a project manager to help develop a plan for working with internal stakeholders and the vendor during implementation. Similar to sys-tem requirements, there should be implementation requirements that your team determines and shares with the vendor’s project man-ager or implementation lead. Some of your internal implementation requirements may include date-driven deadlines like payroll sched-uling or any other item that may impact the implementation and/or disrupt the organization.

We selected an internal project manager (PM) to create a working shared document that could be easily accessed, viewed, and edited by all parties involved. This was important because it allowed each subject matter expert in your organization to update the require-ments to ensure the milestones were being met. Additionally, our PM scheduled a standing weekly meeting, which included all the internal experts along with the vendor’s implementation team. Be-cause of our work schedules, it was easier to schedule the same day and time for each weekly meeting. Also, we used a Web conference where the PM would share her desktop with everyone so that all could see the same punch-list and milestones.

Early in the implementation stage, we worked with our implemen-tation consultant to analyze how to set up our new solution to meet our needs. In addition, we worked with our new vendor to collect

At the beginning of an implementation, it’s important to identify a project manager to help develop a plan for working with internal stakeholders and the vendor during implementation.

16

the information that our implementation consultant used to set up the new solution. It’s important to consider your knowledge and comfort level while navigating the new software. We will discuss end-user training later, but at this point the project team needed deeper knowledge of the software. The HRIS operator at your or-ganization will need to be able to effectively navigate both the cur-rent system (if applicable) and the new system before continuing to the next step. If you haven’t already done so, talk to the new vendor about system “master” training. It will make the next several steps that much easier.

Data MigrationThe data migration phase is very similar to moving homes – you never know how much stuff you have until you actually box things up and move. Our old system was built on myriad different tables linked by common unique entities. The goal was to move all the ta-bles and content into the new system. It’s like playing basketball at a carnival and shooting a 30-inch basketball into a 31-inch rim – a very small margin of error was permitted. Fortunately, the subject matter expert on our vendor’s team was extremely helpful during this time (though most of our time was spent during evening hours or weekends). Together, we moved all the data to the new system via the waterfall effect. The waterfall effect is a simple model that follows a flow of planning for the migration, implementation, testing and integration of the new data. Similar to a waterfall, the model falls as such: decide what data is immediately necessary to flow over –>design how the data will be exported (what fields are necessary to migrate the data) –>develop the templates to export the data –>test the data to prove that the software meets the system requirements.

For our exercise, all of the data was compiled into one source file, (.xls), and imported remotely to our newly hosted system.

Once your data is in place, it’s important to design different scripts to test the data to ensure accurate placement and migration. After all, you want to mitigate risk and test-drive the new system prior to “go-live.” Plan on a few weeks and include people who did not conduct the migration; hopefully they will be able to find any bugs in the system ahead of your go-live date. We followed this process and felt confident as we approached our go-live date.

CommunicationIt’s a good idea to establish a communication strategy and follow it. We began communication with our employees approximately two months before our go-live date. Since “online payroll check view” was a module included in our new solution, the first thing we wanted to introduce was this feature with a “but wait, there’s more, so stay tuned” message. Our communication started out big, with information for senior lead-ers and managers, i.e., “a more comprehensive functionality across the system will allow more synergy across functions; employee and manager self-service will eliminate paper forms and manual process; online processing and automated workflow will reduce cycle times and increase accuracy; an integrated system will reduce the amount of time spent keying and auditing data; HR efforts can be redeployed to develop and implement new programs; reporting will be much easier, leading to more fact-based decision-making and communications can be targeted and specific, based on role and individual.” This planted the seed, but as things progressed, it was important to keep the staff updated on any new changes to the solution. But, what does all this mean to the person “turning the wrench?”

Training is a critical step and we had the fortune of having an in-house trainer. We involved him early on so that he knew exactly how each component worked and, most importantly, was able to defend the solution when necessary. An effective training plan will identify the types of users to include in the training, the types of training courses needed, the number of individuals to be trained on each top-ic, the training media, who will conduct the training, and a transpar-ent calendar of the available training and options.

The success of end-user training is an important indicator of how effectively your staff will use and embrace the new solution. De-pending on your organization’s demographic, your training may be very hands-off and consist of self-paced training webinars, or very hands-on through the use of multiple media. A tactical first step is to provide a general overview to the initial users of the new solution.

Since we were introducing a new portal, we invited all staff. The presentation included several components: an overview of the ben-efits of the new portal, a live preview of portal functionality, how to access basic employee information, and how to make day-to-day administrative changes like address moves. Additionally, we encour-aged staff to complete a self-paced e-learning module, which provid-ed hands-on simulations.

If you have an existing portal or shared network drive, it may also be beneficial to have a one-page FAQ for employees to access. It’s important that your staff knows and understands the new solution; otherwise, teams may spend too much time trying to figure out how to make things happen and be otherwise “turned off ” by the new solution. You want to create efficiencies, not headaches!

If your organization doesn’t currently use technology on a regular ba-sis, I recommend beginning the training early. Typically, the vendor’s implementation team will be prepared to discuss your training strate-

Once your data is in place, it’s important to design different

scripts to test the data to ensure accurate placement and

migration.

17July 2013

gy; but remember, you know your organization best and the vendor’s standard approach may not be suitable to your organization’s needs.

Modules at Go-LiveWe purchased a comprehensive HRIS – which included seven dif-ferent modules: recruiting, benefits, payroll, employee and manager self-service, scheduling, performance management and training. In a perfect world, I would have loved to tear the Band-Aid off and introduce all the systems and functionality and training on the same date; however, realistically, that wasn’t possible. We decided to get the behind-the-scenes, critical modules up first (Payroll and Core HR). Since there was no visible employee impact, these were the eas-iest modules to implement once the data was migrated and tested. The next “natural” module to implement after payroll and core HR was time and attendance/scheduling. This brought all of our em-ployees’ time management online (previously done through infinite spreadsheets and word documents). The new system, although in-credibly efficient, was a culture change to our front-line supervisors, which required extensive training.

Internal ControlsAs I mentioned earlier, we purchased a comprehensive system. One of the pros (or maybe cons) is that it came with so many security options and access levels. A lesson learned for us was that we should have clearly understood the access levels and scope for each end user. Our new system had layers upon layers, which could be configured for each level of access – from the VP’s administrative assistant, who only needed to view birthdays, to the individual who holds the “skel-eton key.” Depending on how your organization operates and how big your HR/Payroll department is, this may be a relatively easy task, or an extremely difficult task. Regardless, clearly established roles for a new HRIS are critical or you should obtain senior leadership support early on for this in the design process.

ConclusionEarly on in my tenure at the museum, I knew that our original HR technology was outdated, and that if we upgraded our technology to support the ever-changing needs of the organization, we would eas-

ily obtain a return-on-investment (ROI). I had crunched numbers, analyzed statistics, and sold our CFO on the reasons why we needed a new system. And, although I can begin to see the light at the end of the tunnel, it is a long journey. And, no matter what the sales team from the HR management vendors tells you – it takes a long time and significant resources. When I was asked to write this article, I was excited because I wanted to provide the inside scoop on select-ing and implementing such a tool while the gears of the organization continue to move. And, while I am unable to adequately describe the ROI just yet – who knows, maybe I will be able to complete Part 2 of this story in 12 months. HR

About the AuthorJeremy Yonan is currently with Rotary, Inc., but was formerly

with the Museum of Science, where he served as the mu-

seum’s manager of Compensation, Benefits and Rewards.

As the museum’s subject matter expert, he designed a total

rewards package encompassing compensation, benefits,

work life, performance and recognition. This strategy aligned

well with the museum and he developed many relation-

ships. He was also the lead project manager for the research

and implementation of a new HRIS. Prior to the museum,

he was a HR generalist at Haemonetics/IDM, a computer

software company, which designed blood banking software.

In his current role at Rotary International, he serves as the

organization’s compensation and benefits manager. He

graduated from the University of Dayton in Ohio where he

received a degree in Industrial Psychology with a minor in

Math. He is a recent recipient of the University of Chicago’s

School of Medicine’s Enduring Partner Award for the sus-

tainable wellness program he developed between the two

organizations. He can be reached at jyonan@hotmail.com.

Source: IHRIM’s Workforce Solutions Review, October/November 2012. Reprinted by permission. Visit www.ihrimpublications.com for more information.

In a perfect world, I would have loved to tear the Band-Aid off and introduce all the systems and functionality and training on the same date; however, realistically, that wasn’t possible.

18

The Benefits of Adopting Social Functionality to Transform Business Processes

By Lexy Martin, Vice President of Research and Analytics, and Kim Lowery, Senior Consultant, CedarCrestone

Most anyone in marketing or communications roles uses social media to promote products and services via LinkedIn, Twitter, Facebook and more. Use of those sites is clearly increas-ing. But what about social functionality applied to HR applications such as the core HR man-agement system or talent management solutions? Any new HR application these days has some social functionality. Vendors are adding social functionality to their talent management applications. Leaders in the talent management space are fleshing out their product suites with new core systems of record with social functionality. To date, however, adoption of all this emerging functionality is low. There’s still a big chasm between functionality of the new products and what is being used. But from our survey data, we see the payoff from adoption of socially-enabled processes is dramatic for the early adopters.

The 15th annual CedarCrestone HR Systems Survey covers many aspects of social media and I am constantly surprised, given how much attention so many of us in the industry give to promoting our personal messages via social media, just how low adoption is for strategic enterprise use. In the first chart below is the percentage of respondents using these publicly available social tools. In the survey, we make a distinction between when these tools are merely allowed for individual use as opposed to when the primary stance of the organization is that the tools are used strategically for recruiting, branding or service delivery. Strategic use has increased for most of these tools, with LinkedIn strategic use rising from 27 percent in 2011 to 38 percent in 2012; Facebook from 24 percent last year to 28 percent this year; and Twitter rising from 18 percent to 21 percent. Wiki and other collaboration tools adoption essentially stayed the same level of adoption as last year.

CedarCrestone suggests, however, that there are deeper levels of social enablement over and above the use of LinkedIn, Facebook or Twitter, when social enablement is behind the organi-zation’s firewall and used by all within the enterprise. In 2010 when we first started tracking use of a corporate social network, adoption was at 13 percent. Today the adoption level is more than double at 27 percent. With these corporate social networks, more and more organizations are laying the foundation for strategic enterprise use of social tools. Typically that corporate social network itself offers functionality. Two examples are Microsoft Lync, with its chat and collab-oration support, and Oracle’s WebCenter, with its integrated social and collaboration services.

For the 15th annual CedarCre-stone HR Systems Survey, with 1,246 respondents, we

are focusing on providing insights on software-as-a-service solutions along with social, mobile, and an-alytics applied to HR technologies.

LinkedIn

Facebook

Wikis & OtherCollaboration Tools

Twitter

Used strategically today Strategic use with 12 months

Allowed for individual use only Evaluating use

Not allowed Not aware/no plans

Social Tools (Use and Plans)

19July 2013

The Benefits of Adopting Social Functionality to Transform Business Processes But there’s more. For this year’s survey we asked two new questions to calibrate just how

pervasive are the social aspects in HR management and integrated talent management (ITM) solutions. Below, we see that full social enablement is miniscule at just 1 percent of our re-spondents. But, we think that some social enablement is enough to begin to show some value for the organization. So in the analysis below we compare those with more than the average social pervasiveness to those with less than the average.

So, what is social enablement of HR processes? Working with various vendors offering such social enablement along with various subject matter experts in each process area, we devel-oped definitions of this deeper usage for key HR processes for our annual survey. We then asked our survey respondents for the percent of the workforce using today and for their projected use for the next 12 months.

Recruiting staff was the first group to vigorously adopt socially-enabled recruiting. Its adoption level for strategic enterprise-wide recruiting is 49 percent. Overall, adoption of remaining processes, however, is just 6 percent in 2012 as seen in the figure below. This adoption level is up from 3 percent in 2011 among our survey respondents, a 100-percent growth. Over 100-percent growth is expected again for next year for many of these pro-cesses. Such social-enablement is definitely used today only by a few early adopter organi-zations, but it is and will be growing!

Social Tools Adoption - Corporate Social Network Use

Yes We are evaluating No

Social Pervasiveness in the HRMS and Integrated Talent Management Solutions

Social Pervasiveness in the HRMS

Social Pervasiveness in the ITM

0 = none at all 1 2 3 4 5 = full social enablement

Workforce Using

TodayIn 12

Months

Recruiting (all workforce) 13% 20%

Learning & Development 7% 15%

HR Management/Record Keeping 7% 14%

Performance Management/Goal Management 6% 12%

Time & Labor/Time & Attendance 5% 7%

Business Intelligence/Workforce Analytics 4% 9%

Succession Planning/Management 3% 8%

Compensation 2% 6%

Average Workforce Adoption Across All Social-Enabled Applications

6% 11%

Recruiting (Recruiting Staff) 49% 57%

Recruiting (Hiring Managers) 16% 27%

20

Examples of social enablement of these HR processes include:

For recruiting, it is using social sites such as LinkedIn and corpo-rate-branded social media for both passive and active recruiting. It is using the corporate solutions for communications with can-didates. It is performing social network analysis against the social network data, developing records of these potential hires, and an-alyzing the prospects for their potential as effective new hires. It is being known for finding the right opening for active candidates, connecting new hires to internal networks to engage and enhance their productivity from day one on the job (or even before).

For learning and development, it is engaging a social community around learning and training events to make them dynamic. It is enabling learners to interact and communicate before, during, and after the event. It is providing social-based mentoring that may be informal, ad hoc, or on-the-job. It is enabling user-generated devel-opment content. It is leveraging social tools such as tagging, book-marking and rating of learning content, courses and instructors.

For HR management/record keeping, it is providing a single person profile in the HRMS of both formal and social information through using social tools to enhance the person’s profile, capture data be-yond the traditional HRIS data, and drive better expertise location.

For performance management and goal management, it is going beyond the normal bounds of these processes, using the social community for performance appraisal support to provide goal alignment and performance support, kudos, and props. It is supporting shared goals by enabling individuals to find experts on these goals through social media. It is using the social tools for team-based collaboration and work updates on these goals. It is enabling collaborative goal creation spaces.

For time and labor, it is enabling employees with social tools to engage in shift swapping and bidding.

For business intelligence/workforce analytics through dynamic network analysis, it is mining social data to understand where value is created within and across business processes.

For succession planning, managers and planners are using a so-cial community for feedback to fine tune succession planning for individuals and talent pools. It is connecting successors and mentors. It is also conducting social network analysis to see the “real” organization chart of influencers, doers, etc.

For compensation, it is bringing social data onto a compen-sation dashboard to help the manager understand the value of actual employee contributions and engagement to support pay for contribution. It is using crowd-sourced salary benchmarking.

And these are likely just the tip of the iceberg of creative socially-en-abled processes.

Real value is created when social technology and analytics are ap-plied to transform business processes. For the past three years since we began tracking social media use, corporate social network adop-tion, and higher than average social enablement of HR processes, we have consistently seen two key business outcomes linked to HR

technology adoption - higher sales growth and higher revenue per employee at early adopter organizations.

Looking at top performing organizations1, we first see that they are much more likely to have adopted social media for key HR process-es. Looking at just the top two HR processes from our table above, recruiting and learning and development, that most frequently have some social enablement (and where we have enough data for statis-tical validity), we see top performing organizations’ recruiting staff have 20-percent higher adoption, hiring managers 44-percent high-er adoption, and the workforce has 74-percent higher adoption of socially-enabled recruiting solutions.

For learning and development processes, the workforce of the top performing organizations shows 20 percent higher adoption levels of socially-enabled processes over the other publicly-traded organi-zations. The results are significant. The top performing organizations with these socially-enabled processes show a linkage to sales growth of 34 percent as compared to 8 percent for the remaining publicly traded organizations without these processes. Further, their revenue per employee is 24-percent higher as shown in the figure below.

Clearly, smart organizations are adopting social functionality to trans-form business processes and early adopters are reaping benefits. HR

This article is based on a press release produced by Cedar-

Crestone. Research based on the 2012-2013 CedarCrestone

HR Systems Survey: HR Technologies, Deployment Ap-

proaches, Value and Metrics 15th Annual Edition released in

October 2012. Copyright IHRIM. Reprinted with permission.

1We look at the publicly traded organizations for which we

can get financial performance that respond to our annual

survey (n=279). We look at revenue per employee, sales

growth, net income growth and return on equity and from

that have developed a composite score. We have the taken

the top 50 scores to create a cohort which we designate as

“Top Performers.”

410,000

420,000

430,000

440,000

450,000

460,000

470,000

$ 464,173

$ 431,055

Organizations With Some Social Enabled HR Process-es Outperform Those With None

With Some Social

Without Social

21July 2013

new member welcome

NCHRA would like to welcome the following new members who joined in the months of April & May 2013.As our numbers grow, we become stronger in our ability to support the profession. Thank you and welcome!

Melissa AbreuLorraine Alabi, PHRTeresa AlbertSteve AleschDawn Alvarez, PHRNatallie AlvisElizabeth Arnott, SPHRLauren AsmusMelissa BacinaLise BeltonTremayne Bess, PHRAnne BognanniDavid BoydTimothy BroughtonStephanie BrownNancy BuellMarjorie Burghgraef, PHRJanice BurkeJohn BurroughsChristina Calderon, PHRJill CarleyMelissa CarsonSherri CervelliMichele ClarkGriselda CordovaKristin CordovaMonisa CroxtonStephanie CurtisAlyssa DassoLizbeth Delatorre MontesJames DeVotoCindy DomingoColleen Duazo, PHRAudrey Duckworth, PHRMaria EggertDiane EliaCourtney EngelJean Evans, SPHRSharon FogelSarah GallonTheresa Garcia, SPHRMichael GarrettEdita Gates

Helen Gaumann, CPARay GhamousChristine GibsonSteve Haas, SPHR - CASusane HeadBrandon HellandDavid HeneghanAnna HernandezJoan HintonDiana Holbak, PHREllen HootmanMatthew HouserRobin HueyGia Ilole, PHRVanessa Jackson, MBA, PHRJessie JacquesNazneen JamalSheila JavierJessica Johnson, MBARebecca Jones, PHRKristin KafourosHerbert KanJames KarkasMeagan KeenerThanh KhuuPatrick Kitchin, Esq .Suhi KoizumiHeather Larrick, SPHRJanet LauretaLinda LeAngeli LeanoLillian Leanos, SPHRJessica LeePatricia LeeJulie LloydSusi LynamLaura MaTom MackBetty Magome, SPHRAsma MalikMargaret Martin, SPHRMichelle MaySusan Mayginnes

Andrew McDowellRaoul McDuff, Esq .Tamara Meinen, SPHRChristine Miller, PHREryka MilliganParisa MohseniDena Narbaitz, SPHRLinda NellisJeremy NelsonShani NelsonAllison NevesTammy Nguyen, PHRBarbara NielsenPatricia NielsenKathleen Nyhan, PHRKristina OdaDiane OffuttAyodeji Ogungbesan, PHRJeannette Opalski, MBAElaine Organista, PHRDinah PalaimaSusan PascualJana Pastena, Esq .Nicholas PentecostLashonda Perry, PHR - CASavita PillaiMonica Poirier, PHRElizabeth PopovichKendra PriestLaurie QuintelAllison QuiringHelena QuisolDiane RatcliffCecilia ReynosoMichele Rieke, PHRSaundra Riley, Esq .Nichole RiveraVanessa RogersAmy SadekManjindar Saini, PHRJazmine SamujhSusan SandersLisa Saruwatari

Sherri Schilling, MBAHeidi SchrickerGina SetlaFatima ShaikhCarolyn Shannon, PHREmily Sheehan, PHRMichelle ShokoorMark SneddonJimmy SouthJohn Sramek, MBAShirley StappKenyon StewartLavinia Straka, PHRJohn StrangeLinh SuKelly TagalanDean TanakaMaritza TejedaHelena ThompsonStacey ThompsonVamsee TirukkalaDiem TranThanh TranBethany TsaiKathy Vail, SPHRFred VidesKhristin WaltersCarolyn Washington, CCPEris WeaverMichael WestheimerChristine WhitehillCynthia Williams, SPHRJanine Williams, SPHRTerri WinnieErica WirtzTeri Xavier, SPHRHeather YatesEileen YoshidaSamantha YoungSoshie YoungGarrett Zanzi HR

22

buyer’s guide

22

HR & PAYROLL RESOURCES

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index to advertisersAffirmative Action Planning & ConsultingJSA Consulting, Inc. . . . . . . . . . . . . . . . . . . . . . . . 22Maly Consulting . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Compensation & HR ConsultingCompAnalysis . . . . . . . . . . . . . . . . . . . . . . . . . 13, 22

Corporate Relocation ServicesMove Management Center, Inc. . . . . . . . . . . . . . 22

Credit UnionsAlliant Credit Union . . . . . . . . . Inside Front Cover

Employee WellnessHill Physicians Medical Group . . . . . . . . . . . . . . . 3Recharge Onsite. . . . . . . . . . . . . . . . . . . . . . . . . . . 22

HR CertificationHR Certification Institute. . . . . . . . . . . . . . . . . . . . 9

HR & Payroll ResourcesBloomberg BNA . . . . . . . . Outside Back Cover, 22

HR Support ServicesMerit Resource Group . . . . . . . . . . . . . . . . . . . . . 23

Recruiting StaffingHR Solutions-Eastridge Group of Staffing Companies . . . . . . . . . . . . . . . . 7

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