| | JUNE - 2022MANAGEHRMAGAZINE.COM19can use in getting in touch with HR ­ as unstructured vehicles like phone calls or e-mails will be replaced by a stricter usage of workflows and self-service solutions, linked to a "ticketing system" that traces the lead time of each request to monitor delivery and service performance.Although this is traditionally perceived as a limitation, as it reduces the personal touch of HR Operations in the handling of the requests, a proper change management could show to the stakeholders the clear advantages of the solution: better traceability of the requests, and, more importantly, the possibilities for the inputs to be written back directly in the payroll and administration system.System write-back and robotics: the core of an HR Operations digital solution.Once the requests of the managers and employees are captured in a structured ticketing / workflow / self-service system, it is then possible to interface this system directly with the payroll and administration backbone ­ avoiding manual entries from the HR Operations team, which limits at the same time the time spent and the possibility of mistakes. If we think about a promotion request, for example, the managers can be offered the possibility to handle it directly via a structured workflow, which will allow the manager to enter the percentage of promotional increase to be applied according to the internal HR rules in the digital tool itself, and this percentage can then flow directly into the payroll and administration system with no further manual input or control ­ as it already exists in a digital format.Finally, this can be part of a fully closed digital cycle by adding two additional features. The first one is the generation of documents via robotics - which can be directly triggered by the same workflow: in the example before, the described promotion workflow can at the same time trigger a robot to generate a promotion letter, based on a standard template which is pre-selected by the robot using criteria as the employee organizational level, language or location, which can be automatically completed without human intervention, significantly reducing time spent or wrong manual entries.The second one is the electronic management of the process of storage and signature of the documents via a digital solution, so that the document can be sent directly via the system to all stakeholders (as HR, managers or employees) for a legally compliant digital signature process, and finally, stored in an electronic vault accessible by the same stakeholders to e.g. download the document or find it for future reference.The return on investment: giving back value to the business.All these technologies are already widely available on the market and are often already integrated in the core HR payroll and administration systems used in most companies ­ requiring implementation efforts and costs which may be lower than HR leadership may think, and which are heavily repaid in terms of return of investment and customer satisfaction as well.The process described, in case the data quality in the system is already healthy, may be typically implemented from beginning to end in two to three years ­ releasing in a relatively short time a massive value to the business in terms of efficiency, traceability and output quality, and representing one of the best possible investments in handling modern HR Operations. Dennis Galletti
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