Our HR Strategy Brief whitepapers give readers takeaway insight on how to improve their workforce and organizational practices and decisions. Topics are particularly relevant to current trends and challenges. Many papers are co-written by HumanConcepts and other industry experts to offer a broad perspective.

Our whitepapers help interested parties understand how to get the most out of HumanConcepts solutions in addressing today’s common workforce management requirements.

 
 
 

 

 

 

Whenever we choose to view or publish org charts, we can now do so with additional metrics and KPIs that transform our HR data into actionable information for management.
Clint Nolen
Manager of HR Systems & Analytics
at Hunt
With Transition Manager, our organization achieved target staff reductions quickly, efficiently and with full compliance.
Tiffany Schildge
Manager, Talent Services
at American Airlines
American Airlines
The implementation of OrgPlus Enterprise is having a huge impact across the Quintiles organization.
Ryan Kandel
Associate Director, HRIS
at Quintiles
Quintiles
OrgPlus Enterprise allows us to view the entire organization, analyze workforce metrics, and understand what we need to do to make the organization most effective.
Joyce Manning
EVP, Human Resources
at Burlington coat factory
Burlington coat factory
Linked directly to our HR data in Lawson, OrgPlus will provide us with critical workforce analytics that not only reflect real-time organizational changes, but will also enable us to better plan for future events.
Russ Reimondo, Director, Financial and Resource Management Systems, IS and Technology at Kaleida Health
Kaleida Health
The solution gives us superior insight into critical information that drives our decision-making and enables us to maintain advantage.
Stuart Beesley
CIO
at Smiths Medical
Smiths Medical
OrgPlus Enterprise exactly met our requirements, both for charting and for HR modelling, talent and succession planning. It gives us the flexibility to change things easily and offers excellent value for money.
Sally Knill
Global Reward Director
at PZ Cussons
PZ Cussons
 

Whitepapers



Visualize


HR Data Visualization: The Power to See, Plan, Act
Managing human resources today is complex—with wider generational spans, a broader global and cultural reach, and more contingent and temp workers.  To manage this diverse group into an agile, cohesive and skilled resource that drives growth and success, you need more than data. This paper emphasizes the importance of visualization tools that transform data into instant organizational views relaying valuable, comprehensible business insight; and that provide a foundation for modelling future organizational scenarios.
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Developing the Ideal Organization: Making the Right Moves
This paper, authored by former HumanConcepts CEO Martin Sacks, takes a contemporary look at how precisely and continually organizations must make staffing decisions in our post-recession economy. Mr. Sacks explains why agility and organizational optimization are now essential best practices, and how the right underlying technology can support on-going planning to continuously keep staffing aligned with business conditions. He insightfully likens organizational optimization to a chess match: Organizations must always be planning their next optimal move and regularly anticipate and plan for multiple potential environments, considering within each scenario the effectiveness and value of every position in terms of the organizational goal. The paper describes software requirements, including generation of detailed metrics, to help management find optimal organizational solutions and plan the next moves for every employee.
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Managing an Organization’s Largest Cost: The Workforce
In most organizations, total cost of workforce averages nearly 70% of operating expenses. In tough economies, when revenues are down, workforce expenditure requires greater surveillance. This paper, written in conjunction with the Human Capital Management Institute, explains why rudimentary management processes of total cost of workforce—annual budgets, approval requisition processes, reductions in force—are inadequate. In turn, the paper emphasizes the advantages of org chart metrics, particularly when integrated in today’s online organizational chart technologies.
View the whitepaper »

Workforce Planning for New Realities: Three Key Practices to Adopt Now
In the “new normal” economy, payroll, as a line item, is under the microscope.  This paper shows how HR can now take a more proactive, strategic role in a company’s strategic planning, working to optimize the workforce to meet business objectives within budget constraints. Three key practices for optimal workforce planning are discussed:

  • Improve the quality of baseline data with consistency and accuracy
  • Ensure rapid access to key information and analysis
  • Anticipate change and have a plan

View the whitepaper »

Simplifying Your Compliance with Sarbanes-Oxley Regulations
Although Sarbanes-Oxley legislation (SOX) affects many aspects of a company’s management and financial reporting processes, how does it concern HR processes? In this brief, find out which SOX provisions fall directly within the realm of HR—such as proof of system access, segregation of duties, or contractor and contingent labor management—and how HumanConcepts’ OrgPlus Enterprise is designed to support full compliance for these and many other SOX requirements for HR.
View the whitepaper »


Maintain


Easing the Pain of HR System Implementation
Performed manually, implementing a new HR system or merging existing systems is usually expensive, time-consuming, and easily prone to error in data capture and transfer. This paper highlights how HumanConcepts’ Visualize replaces archaic spreadsheet-based processes with fast, accurate on-screen visualization of organizational data. It demonstrates how Visualize can cut a typical manual process by half, eliminating tedious data searches and lengthy paper-based validations, and speeding implementations with shared access to data.
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Plan and Model


HCI Research—Creating a Better Plan: Connecting Business Strategy, Structure and Talent
With human capital accounting for nearly 70% of an organization’s cost, optimizing the investment demands constant vigilance. While most organizations do engage in planning around talent development, organizational structure and future workforce needs, the planning is often performed on an ad hoc or as-needed basis—and with limited participation from line-of-business leaders. The Human Capital Institute recently examined the effects of planning on bottom line results. The findings? Organizations that build a management discipline around both organizational planning and talent planning enjoy higher employee engagement, profitability and strategy alignment.
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Jeitosa Research—2011-2012 Going Global Report: HCM Trends in Globalization
Many organizations are seeking new business opportunities and growth beyond their home borders. As businesses expand internationally, their technology infrastructure and their human resource processes must keep pace. How ready are most Human Resources (HR) and HR Information Technology (HRIT) organizations to support a global venture? What are the stages of globalization and some leading practices to follow? To answer these questions and further investigate the process of globalization and the stages of global development for HR and HRIT, Jeitosa Group International, in conjunction with the International Human Resource Information Management (IHRIM) association, conducted the fourth annual Going Global Survey. The survey consists of a broad range of questions, covering business strategy and organizational design, as well as the people, process, and technology aspects that must be considered when going global.
View the whitepaper »

Developing the Ideal Organization: Making the Right Moves
This paper, authored by former HumanConcepts CEO Martin Sacks, takes a contemporary look at how precisely and continually organizations must make staffing decisions in our post-recession economy. Mr. Sacks explains why agility and organizational optimization are now essential best practices, and how the right underlying technology can support on-going planning to continuously keep staffing aligned with business conditions. He insightfully likens organizational optimization to a chess match: Organizations must always be planning their next optimal move and regularly anticipate and plan for multiple potential environments, considering within each scenario the effectiveness and value of every position in terms of the organizational goal. The paper describes software requirements, including generation of detailed metrics, to help management find optimal organizational solutions and plan the next moves for every employee.
View the whitepaper »

Managing an Organization’s Largest Cost: The Workforce
In most organizations, total cost of workforce averages nearly 70% of operating expenses. In tough economies, when revenues are down, workforce expenditure requires greater surveillance. This paper, written in conjunction with the Human Capital Management Institute, explains why rudimentary management processes of total cost of workforce—annual budgets, approval requisition processes, reductions in force—are inadequate. In turn, the paper emphasizes the advantages of org chart metrics, particularly when integrated in today’s online organizational chart technologies.
View the whitepaper »

Workforce Planning for New Realities: Three Key Practices to Adopt Now
In the “new normal” economy, payroll, as a line item, is under the microscope.  This paper shows how HR can now take a more proactive, strategic role in a company’s strategic planning, working to optimize the workforce to meet business objectives within budget constraints. Three key practices for optimal workforce planning are discussed:

  • Improve the quality of baseline data with consistency and accuracy
  • Ensure rapid access to key information and analysis
  • Anticipate change and have a plan

View the whitepaper »

Restructuring Best Practices: Strategies for Mitigating Risk and Improving Results
Restructuring success or failure hinges on best practices in risk assessment and prevention. Prior to proceeding with a restructuring, organizations must plan to mitigate financial risk, loss of key talent and legal risks. This paper discusses best practice strategies for each: achieving transparency and strong processes to prevent financial losses; establishing consistent, intelligent decision criteria to retain key staff; and monitoring and documenting all communications and actions to avoid legal infractions.
View the whitepaper »

Reorganization
Reorgs have become more the norm than the exception. In this solutions brief, find out how HumanConcepts’ OrgPlus Enterprise and Transition Manager can speed up and smooth the transition, while simultaneously helping you improve reorg decisions. The brief details how these solutions help you throughout the entire reorg process—giving you the ability to visualize and ensure an accurate baseline, explore scenarios and reorg options, instantly gauge the financial implications of each staffing change, identify and retain key individuals, meet regulatory compliance, and communicate updates.
View the whitepaper »


Succession


A Practical Approach to Succession Planning
In this by-lined first-person article, HR Strategist Jim Candler talks about the importance of succession planning for replacing key staff members, and his work in creating HumanConcepts’ Practical Succession Planning solution. Solid succession plans make a difference in mitigating risks to operational continuity, regulatory compliance, and revenue generation. Yet, traditional succession planning approaches require unrealistic time and resource investments. Candler explains the benefits of a more practical approach using a context familiar to everyone—the org chart.
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Analytics


Monitoring KPIs to Improve Business Performance
Key Performance Indicators facilitate executive and other teams’ ability to monitor and track important organizational statistics. This brief details how HumanConcepts’ OrgPlus Enterprise supports the full value of KPIs with a wide variety of KPI measures; the ability to display information at the individual or several aggregate levels; scenario modelling based on KPIs; fast mitigation of problems where measures are out of pre-defined ranges; and communications of findings.
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Top Five Metrics for Workforce Analytics
With the frequency of restructuring taking place within most organizations, a reliable and proactive analysis of the workforce is essential. Yet many companies lack workforce metrics, or measure everything and can’t derive valuable insight from the data. This paper, written in conjunction with the Human Capital Management Institute, reveals the top five metrics that can help businesses make precise workforce decisions for optimal productivity: Total Cost of Workforce; Management Span of Control; High Performer Turnover Rate; Career Path Ratio; and Talent Management Index. It explains why each of these metrics is important, and how they can be applied to improve human capital practices.
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Transition


Creating Capacity: How to Effectively Scale from Managing Daily Workforce Changes to Large RIFs…and Back
HR and HRIS groups can significantly add value to their organizations with a strategic approach to workforce separations, rather than simply performing tactical administration. This paper explains how workforce separations or RIFs provide an opportunity to build competence in managing transitions with consistency, an ability to scale quickly, and strategic actions that improve financial outcomes. It demonstrates how HumanConcepts’ Transition Manager helps organizations easily handle volume variations—from a few separations a month to hundreds or even thousands—and make optimal business decisions without adding staff or costs.
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Merger and Acquisition
Mergers and acquisitions can result in disparate talent pools that are difficult to understand and unify. Learn how the combination of HumanConcepts’ OrgPlus Enterprise and Transition Manager gives the new organization complete support through all M&A stages. This brief explains how OrgPlus Enterprise generates a unifi­ed view of the workforce, and gives management the ability to model, action, measure and communicate the resulting organization; and how Transition Manager supports workforce separations as a result of the consolidation.
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How to Solve Your Toughest Workforce Separation Problems
Workforce transitions—including M&As, outsourcing, off-shoring, and separations—are handled more effectively and efficiently when HR, Finance and Operations work in coordination when planning goals and processes. However, this is difficult without a systematic, comprehensive approach to transition management. This paper discusses how organizations working with sophisticated platforms such as HumanConcepts’ Transition Manager can avoid critical, costly mistakes in transition management, such as cost overruns, legal consequences and loss of key employees.
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Reductions in Force without the Risks
Given the volume of tasks and the magnitude of risks involved in large reductions in force (RIFs), a manual process is inadvisable. This paper illustrates how critical workforce, financial and legal tasks and decisions can be extremely difficult to properly and safely undertake with only manual, paper-based support. It provides numerous examples, including case studies, to highlight the strength of sophisticated automated systems for managing RIFs. It also examines the decision to develop or implement a transition management system, considering the pros and cons of both approaches.
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A Smarter Approach to Reductions in Force
Business trends and statistics indicate that separation events are happening with greater regularity. This paper emphasizes the importance of adopting a new perspective on reductions in force, viewing and managing them as a core business practice, on scale with the attention devoted to hiring. It describes how firms’ people, processes and technology can perpetually address reduction planning, with a fair and consistent metrics-driven approach. Case studies provide examples of firms’ success in RIFs with support from HumanConcepts Transition Manager.
View the whitepaper »

Simplifying Your Compliance with Sarbanes-Oxley Regulations
Although Sarbanes-Oxley legislation (SOX) affects many aspects of a company’s management and financial reporting processes, how does it concern HR processes? In this brief, find out which SOX provisions fall directly within the realm of HR—such as proof of system access, segregation of duties, or contractor and contingent labor management—and how HumanConcepts’ OrgPlus Enterprise is designed to support full compliance for these and many other SOX requirements for HR.
View the whitepaper »

Restructuring Best Practices: Strategies for Mitigating Risk and Improving Results
Restructuring success or failure hinges on best practices in risk assessment and prevention. Prior to proceeding with a restructuring, organizations must plan to mitigate financial risk, loss of key talent and legal risks. This paper discusses best practice strategies for each: achieving transparency and strong processes to prevent financial losses; establishing consistent, intelligent decision criteria to retain key staff; and monitoring and documenting all communications and actions to avoid legal infractions.
View the whitepaper »

Reorganization
Reorgs have become more the norm than the exception. In this solutions brief, find out how HumanConcepts’ OrgPlus Enterprise and Transition Manager can speed up and smooth the transition, while simultaneously helping you improve reorg decisions. The brief details how these solutions help you throughout the entire reorg process—giving you the ability to visualize and ensure an accurate baseline, explore scenarios and reorg options, instantly gauge the financial implications of each staffing change, identify and retain key individuals, meet regulatory compliance, and communicate updates.
View the whitepaper »

How to Avoid Common Mistakes in RIFs and Restructurings: A Legal Perspective
Change is a fact of organizational life, but the massive layoff¬s of years past are giving way to reorganizations that are more frequent and performed in smaller increments than ever before. While plant closures, mergers and acquisitions, and other major restructurings remain part of the business landscape, we are seeing smaller reductions in force (RIFs) becoming more common as companies regularly “tune” their organizations to dynamic business conditions.
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