The following case study provides a recount of a deep collaboration between leadership at SilkRoad Technology and a resourceful manager at the client organization to solve a significant challenge in onboarding and forge a strong vendor-client relationship for the long term. In this example, SilkRoad embarked on a high-touch effort that ultimately succeeded in helping this large network of hospitals deploy a custom implementation of SilkRoad RedCarpet to eliminate productivity-sapping, labor-intensive manual administration related to the yearly onboarding of thousands of long-term contractors.
Technology investments are a tough sell for many business owners, and small businesses in particular are historically slow to evolve on this front. They are often still in, or just emerging from, stages of organic growth in which new functionalities are brought on as needed and fitted into existing systems. Small businesses also often work with contractors rather than hiring an in-house IT manager, meaning that the IT staff is less familiar with the downstream ramifications of technological issues and less invested in helping to ensure any system runs smoothly over the long term.
In this report, 3Sixty Insights delves into one company’s decision to implement enterprise resource planning (ERP) software, how the employer made his choice, and the benefits the company has begun to realize.
Press Releases & Media:
Boston, MA – June 10, 2021 – 3Sixty Insights today announced the winners of several awards for the ability to lead and transform organizations in exceptionally strategic and successful ways. Based on evidence from the related 3Sixty Insights case studies highlighting these leaders’ agility, creativity, and drive to persevere through challenging times, winners were chosen for three awards: Best Cultural Transformation, Best Digital Transformation, and Inspirational Leadership.
Whether AI will ever get to the point where it wants to, and can, replace us in doing the things we like to do is a question for Elon Musk. In advisedly, we may tackle the topic here at some point. In the meantime, let’s return to relatively straightforward subject matter: predicting the future of work….
A Recap of the Future of Work
AI’s future role in decision-making related to the workforce will spur the future demise of the role of traditional manager, a persistent relic of an eventual past when humans made decisions based on their limited, analogue understandings of what works in building teams in the workplace. So too will AI precipitate the death of annual reviews and even the notion that it should be people who evaluate people.
At the end of the last day of the pay period, payroll must, without fail, be processed. The result is a definitive line item in the general ledger. It requires no explanation. It’s absolute, something the accountants understand. And employees understand too. Miss payroll, or get it wrong, and your employee sentiment scores will nosedive. As if this weren’t enough, however, there is much more to payroll; there are, in fact, two sides to payroll—the concrete and the abstract. Both are important.
Payroll is more than a number
We at 3Sixty Insights speak of the two hemispheres of human capital management. The term we use for anything in the management of an organization’s employees that easily translates to a financially quantifiable number is “concrete HCM.” That would make payroll the most concrete aspect of HCM.
In our first-ever conversation, before he joined 3Sixty Insights, my colleague Craig Himmelberger was adamant (and I paraphrase): “All we need to do is expand our understanding of what automation means.”
May I add that our relationship to automation is colored by our understanding that we are at the top of the food chain, and our understanding and belief that robots will always be beneath us? By robots, I mean artificial intelligence. We want the robots to do what we don’t want to do. We never consider the possibility that AI would eventually rather not do that stuff either. It doesn’t occur to us that the AI may one day wish to replace us at doing the jobs we like to do. And when and if they do, how would their doing it not be automation?
Whether AI will ever get to the point where it wants to, and can, replace us in doing the things we like to do is a question for Elon Musk. Inadvisedly, we may tackle the topic here at some point. In the meantime, let’s return to relatively straightforward subject matter: predicting the future of work….
Joining us for this episode of the 3Sixty Insights #HRTechChat is Tom Tonkin, Ph.D., member of our Global Executive Advisory Council. A former colleague of mine, Dr. Tonkin is now CEO of The Conservatory Group, where he and his team “help executives, middle-managers and sales leaders to self-actualize in their roles.” Dr. Tonkin’s background in technology for the enterprise stretches back many years and includes just shy of two decades at Oracle in a multitude of roles spanning sales, technology enablement, professional services, and more.
My conversation with Dr. Tonkin centered on diversity, equity and inclusion. Through his observations, informed partially by his doctoral work, Dr. Tonkin believes several things must happen for DE&I initiatives and ideas to move beyond awareness — frankly, only the first step of many that must take place.
For this, the latest episode of #HRTechChat, our guest is Marc Havercroft, global chief customer officer for SAP SuccessFactors. Marc and I had a conversation a couple weeks ago and were both struck by how much we have in common in terms of our views on HCM. We at 3Sixty Insights speak of abstract and concrete HCM, and how you need both. Marc shares a very intriguing rendition on this, equating the two to operational-related HCM and experience-related HCM — i.e., the employee experience. And we agree that whether it’s abstract and concrete or operational and experience, all of it comes to bear squarely and undeniably on employee sentiment.
Our podcast together reiterates these points and continues in this vein. Ultimately, our discussion explores wide-ranging topics related to the principle premise: Organizations that treat HCM as solely operational (i.e., concrete) struggle to see their people as anything but a cost to contain. In contrast, those employers that treat their people as an asset will invest in them and win.
The latest guest on the 3Sixty Insights #HRTechChat is Mitch Zenger, founder of Synctrics and member of our Global Executive Advisory Council (GEAC). Mitch brought to this episode a wealth of wisdom culled from decades of successful, high-profile work in executive coaching and team building.
The HCM industry and professions gathered around it speak in depth and widely about the pressing need to get better at producing and interpreting data that enables employers to make better decisions in forming teams that will operate in harmony. To achieve this, there is an urgent need to pull in big data sets produced with modern psychometric models. As if this weren’t enough of a challenge to achieve this pressing goal, however, there is a similarly urgent need to completely rethink and drastically streamline organizational data models to give analytics-deriving and -delivering systems the breathing room to play their role. As with so many other things, all the encouraging potential future-of-work scenarios we hear about just won’t happen without this.
Our most recent guest on the 3Sixty Insights #HRTechChat was Dr. Chris Mullen, executive director of The Workforce Institute at UKG. Chris brings an extensive background relevant to the #HRTechChat conversation. Prior to joining what is now UKG, he carried out a leadership role in HR at the University of Chicago and helped to lead employee and faculty recruiting at Colorado State University.
For this episode, we delved into why employees’ feelings matter. By feelings, we mean employee sentiment. What is the role of human capital management and the technology for it in bringing about and supporting positive employee sentiment? Chris notes that there’s plenty of research showing that positive employee sentiment matters to organizational success. And he’s right about this.
Joining me for this, the latest episode of the 3Sixty Insights #HRTechChat video podcast, were two guests from iCIMS: Rhea Moss, director of data insights and customer intelligence, and Nicole Tucker, manager of talent acquisition. Together, we delved into the recently published “Class of 2021 Report.” Drawing on data from a survey “conducted among 500 U.S. human resource or recruiting professionals, 500 U.S. college seniors, 250 U.K. college seniors, and 250 France college seniors between April 9 and April 23, 2021,” iCIMS Insights explored the expectations and hopes that this year’s college graduates have for their first professional jobs.
In the year that was 2020, industries of most stripes welcomed much discussion — and took much action — around bolstering and improving the employee experience. Employers of front-line workers faced their own challenges with hybrid arrangements and the like. Meanwhile, for desk workers, a fog set in as work from home became the norm. We began to equate improvements in the employee experience as necessarily linked to organizations’ flexibility in accommodating WFH arrangements.
Mike Erlin, co-founder and CEO of AbilityMap and member of the 3Sixty Insights Global Executive Advisory Board, has the esteemed distinction of being the first-ever repeat guest on #HRTechChat. In the previous episode with Mike, we dove into the deep end of psychometrics, which have advanced considerably since the old days of Myers-Briggs (considered for many years now a largely ineffective instrument).
In this, the latest episode, we went down the rabbit hole to ponder the future impact of artificial intelligence in hiring and human capital management generally. It’s of paramount importance and urgent, we agreed, that humans develop and apply the soundest psychometrics possible to the evaluation and hiring of people, lest AI eventually apply its own and, possibly, prioritize profits and cost containment in ways our imagination can barely fathom. AI-driven criteria for hiring certainly wouldn’t necessarily be ethical or value the human purpose in work, but a human-driven psychometrics model just might. And, in veering into these topics, Mike and I talked about whether civilization just might be putting too much faith, proverbially and literally, in AI.