HR Best Practices
2010 Outsourcing/ASP Buyers Guide
Volume XIV, Issue 6  
A Publication of the International Association for Human Resource Information Management •

Department Editor
Yazmin Oliveira, Cox Enterprises
Scott Bolman, CedarCrestone
Guest Editor

Executive Corner
Making your HR Data Work
By Pradeep Upad, NorthgateArinso

Functional Focus
Justifying A New HRMS/Payroll System
By George Brady, PDS Software

Global Perspectives
Growing Lean: Effectively Understanding ROI and Analyzing
Value with Business-Oriented Human Capital Management
By Leighanne Levensaler, Workday, Inc.

Industry Focus
Sales Kickoff Training: Going Virtual
The technology industry’s adoption of virtual sales training
By Michael Nelson, ON24

Tech Notes
Data Sanitization: Implementing a Custom Solution
By Alpna Gainda and Rahul Malik, Infosys Technologies Ltd.

The Back Page
The More Things Change…
By Elliott Witkin, Ultimate Software
How do you know if your Talent Management
Strategy is Creating Value?
By Jason Livingston, Jay Richey, and Chris Kirsanoff, Oracle
The authors describe four key elements for building a sound Talent Management strategy, including alignment with the business and IT, integration across processes/systems/data, and development of TM analytics. With that foundation, they describe how to measure value and provide examples, which demonstrate the calculations involved.

Getting to Yes – Ensuring your Business Case
Has the Right Stuff
By Kristi Evans, HR Logistics
The hard part for HR-related projects is often creating a clear, linear relationship between the current state of operations and the future state. Delivering a business case, i.e., a request for money – that reflects an understanding of the business and its challenges and strengths – can provide a strong foundation, clearly demonstrating your team’s ability to research, evaluate, plan, and execute a valuable business proposition for your organization.

The ROI of Social Networks for Talent Management
By Julie Norquist Roy, Cornerstone OnDemand Inc.
Shifting business dynamics – globalization, geographically dispersed workforces, shorter information cycles and new technologies – have impacted how work gets done and how decisions get made. And millennial workers raised in the age of MySpace, Facebook and Twitter use these applications in everyday life, so it only stands to reason that they would want to use the same or similar tools for business purposes. The author provides six key steps to a positive ROI for social networking in the workplace.

Uncovering the Business Benefits and Quantifying the Value of Workforce Management:
“It’s not your Daddy’s Time Clock Anymore”
By Ed Colby, Kronos Incorporated
Implementation of an integrated WFM application suite can be done relatively easy and with minimal pain and disruption to the organization. Most organizations can realize extremely rapid adoption and time to value, with payback periods of less than one year on their investment, along with significant return on investment. The business benefit extends well beyond what’s measurable in the way of direct cost savings, and can provide tremendous value in helping manage the organization to a higher level of performance across all dimensions.

TRV: Maximizing your HR System Investment in a Tough Economy
By Bob Conlin, Accero
Historically most organizations measure of their HR system value by the return on investment metric. Yet in today’s business climate it’s more than just financial returns that prove the business case, it’s the actual value you are getting from your HCM solution. A proven metric for measuring your systems value is Total Realized Value (TRV). Get a handle on your system TRV and you can maximize your investment and potentially cut costs in a tough economy.

2010 Outsourcing/ASP Buyers Guide
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