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Implementing SAP HR When trying to decide whether to choose mySAP, or an HR specific software package to replace their existing Human Resources and Payroll systems, most companies will have similar questions and sometimes even apprehensions in regards to choosing mySAP HR. The uneasiness associated with the idea of going through a mySAP HR implementation evolves primarily around three main factors: the length of the implementation, the costs associated with it and the resulting, often painful, organizational changes. This article has a closer look at how organizations should approach a mySAP HR project, proposing solutions that should be adopted prior, during and after the implementation to ensure a smooth transition and hopefully dissipate some of the concerns HR managers still associate with the idea of implementing mySAP HR.
TIME FACTORS Length of the Implementation "How long will it take to implement mySAP HR"? …this question has been posed to me many times by potential customers during pre-sales demonstrations. The answer is that it depends on the type of organization, the size of the implementation and the effectiveness and experience of the consulting firm chosen. But it is reasonable to say that for a mid-sized organization with about 20.000 employees, the implementation of the mySAP HR modules, Personnel Administration, Time Management and some Organizational Management, from scoping to cut-over, should take between four to eight months - provided they have a team of experienced consultants and a fairly standard implementation. If you add Payroll to that, the project time frame should lie between six to nine months. Unfortunately, you may have heard about industry cases, where such implementations took over a year, clients grew increasingly frustrated with the external consultants and costs started to exceed far beyond the original budget. There are many reasons why implementations may take longer than planned and even though this is not the norm, it is important to pay attention, prior to project launch, to a number of factors that will ensure that the implementation is carried out smoothly within an acceptable and adequate time frame. State your Project Goals and Objectives. The very first precaution companies should take before starting a mySAP HR implementation is to state clear Project goals and objectives. In order to state clear project objectives, organizations have to undergo a needs analysis and assessment. Some of these needs might include having a database providing instant access to employee information, including training performance, compensation and benefits; being able to run customized reports, a reduction of the duplication of data with the payroll department, increasing payroll efficiency and accuracy etc. Once these needs are established - with input from all parties involved, not just HR and Payroll, but also IT and Upper Management, - the project goals have to be stated. What do you expect the new system to do? Which functions are essential? Start by stating goals in the form of: e.g. the new HRIS and Payroll system must be able to produce accurate and on-time payroll data, it must be able to track employee absences etc. Of course, starting this process requires knowing your business - you have to do your homework before being able to establish project goals. If you don't know your business well enough, then you won't understand how mySAP or another ERP system can help you and you won't be able to ask the right questions when choosing an implementation partner. Having clear objectives will ensure that the implementation has a clear focus and expected outcome - these objectives will help design a project plan, ensure team members remain focused and constitute a control measure for project leaders. Commitment to achieving the goals by all parties involved. The people involved in a mySAP HR implementation are the different departments concerned (HR and Payroll), their key users, the project team members, the IT department, Line Managers and Upper Management as well as external Consultants. It is vital that all these people, with different personal objectives and possible change management issues "buy into" the new mySAP HR system. Project sponsors and Line Managers have the critical task of choosing the right people and briefing them about the expected project outcome. Project goals have to be stressed continuously, some companies have even pinned them down in the project room as a steady reminder. Prior to project launch, project team members should be properly introduced and it is very helpful to organize team activities to lay the groundwork for a solid group dynamic. It is equally important to have Line manager's commitment to the project goals since they are the one's promoting it to their employees. Managers having objections and refusing to co-operate need to be identified in advance. Having a committed project team and motivated Line Managers will reduce strain on behalf of the employees, add value to the organization and ensure a smooth and on-time implementation. Choosing the right implementation partner. As mentioned above, identifying needs helps HR and Payroll professionals eliminate the wrong implementation partner very quickly, freeing up time to give more careful attention to those that might make for a better fit. After clearly having reviewed what solutions the Consulting firm proposes to your project goals and objectives, there are a number of questions that should be asked to a potential implementation partner which include: · Within what time frame can this implementation be done? · What is your implementation strategy and methodology? · How much will this implementation cost us? · How much experience do you have with this type of implementation? · What are some of the issues you foresee and how can we deal with them efficiently? · How many consultants are required to perform the job and what is their background? · How much experience do you have with upgrade issues? · What is your availability for technical support after go-live? · What experience do you have with training required for HR and payroll and how long does it take? It is also useful to ask for references and ask these references questions to determine how the consultants have responded to any problems. Organizations facing a mySAP HR implementation need a business partner that will be there to support them. Another crucial question would be to ask specifically about support procedures. Having an implementation partner with technical excellence in mySAP HR rather than a consulting firm with a broad skill set but lacking specific HR and Payroll knowledge will speed up the implementation time and save costs. Choosing the right project team members. Choosing employees who will play an active part in the mySAP HR project is often tricky. Project sponsors and Line Managers want to have a motivated team - which requires picking dynamic people and filtering out those wary employees, afraid of change. At the same time project team members need to be familiar with the business processes, quick and eager learners, good team players and possessing both analytical and IT literacy skills. These employees need to be identified at an early stage and properly briefed about their new responsibilities. This process starts by familiarizing them with the corporate goals, the project goals and if available yet - the project plan. It is very useful to prepare project job descriptions so that there are no surprises and employees will have a clear understanding of the expectations. At this point, it is important to stress the fact that they won't be expected to perform their normal jobs on top of the mySAP project and give them a chance to express their concerns. Organizations need to ensure that project team members have an adequate replacement for their normal job and that they will return to this job after the project goes live. Many organizations have special rewards for employees performing well in their new roles, which is an additional motivation. Stressing the importance of supporting each other and taking quick decisions is equally critical. Having a motivated, curious project team working well together will reduce the project time. Ask other companies. To ascertain the proposed time frame is within the norm, ask other companies how long it took them to implement mySAP HR. Choose a company that is close in size, having implemented the same modules. Ask them if they were satisfied with their consulting firm and if the project time frame was respected. This is an excellent indicator of how much time is involved and will further allow you to select a partner. Prepare a precise Project plan. Preparing the project plan is a task carried out by the Project manager(s). Whichever tool or software he or she might choose to use, the following information should be included: A list of all the tasks, a deadline for each of the tasks (milestones), person(s) responsible for the task, control phases and a weekly and daily Meeting Schedule - when, who, where and purpose?. There should be active participation from IT and HR/Payroll/Benefits user departments in the scooping of the project, the project formation phase, issue resolution and definition of critical success factors. This project plan has to be distributed to all project team members and daily meetings need to take place to ensure everybody knows what areas they are supposed to be working on and Project managers can monitor the progress. These meetings are essential as well to identify problem areas and take immediate corrective action. Adopt an effective Issue resolution method. When issues are identified - and there will be issues every day - these need to be logged on a central database, accessible for all the project team members. Issues should be logged with the date, the person responsible; system area affected and proposed solution. Project Managers need to stress that team members must log all issues centrally and view the database on a daily basis, emphasizing the importance of mutual support: to solve an issue. Project team members often need to work together and are dependent on the completion of someone else's work. Project leaders must also ensure that the issue database is updated with the implemented solutions for future reference. Choosing the right project manager and having an effective issue handling procedure will save a great deal of time. Choosing and understanding a methodology. Whether an organization decides to choose SAP's own methodology, ASAP (Accelerated SAP), or a different method, possibly a combination of the two, this methodology needs to be concise, understood and well communicated. Companies having more experience with mySAP HR tend to adopt their own methodology, many consulting firms also have their own methodology and there is no right or wrong solution as to which one should be adopted. What is essential though, is that the methodology should contain a precise project plan, standards, templates and guidelines for documentation, quality assurance procedures and a support model. SAP's own methodology, ASAP, was designed to support the rapid and efficient implementation of the R/3 system. This approach uses different tools and accelerators via the Implementation Assistant tool. The Implementation Assistant contains a road map containing the different steps within the implementation (Project preparation, Business blueprint, Realization, Final preparation, Go-live & support), Implementation accelerators (e.g. authorizations made easy), a Question and Answer database helping to define the project scope, an open issue database and Business Process Procedures examples. Creating a "favorable" project environment facilitating communication and team working. Prior to project launch, before project team members arrive, the office environment has to be set up - this might seem like an evident thing to do but all too often, time is lost because team members have to constantly move from one room to the next, not having a designated room, printers and phones are not set up properly and there is a shortage of Pc's or laptops for all team members. The project team should all sit together in one room; every person should have a PC and access to a phone and a printer. It is vital that project team members can communicate directly with each other in order to solve problems quickly and to ensure effective teamwork.
Extensive Training Required 'MySAP HR requires long training which takes time and costs money'…. this is another apprehension often expressed by HR and Payroll Managers. While it is true, that mySAP HR does require thorough training, this training period can be reduced to a great extent. On-going training versus after go-live training. Rather than waiting until the end of the project, training should be carried out continuously throughout the implementation. It is the responsibility of the consultants to carry out on-going knowledge transfer and to make sure that the project team members are fully trained in their areas. This seems to be obvious, but situations where client team members have very little involvement in the actual configuration of the system should be avoided by all means. This leads to an over dependence on the consultants - the organization's objective must be to be almost self sufficient shortly after go-live. It is again the responsibility of the Project Manager to ensure that on-going knowledge transfer takes place. Have client project team members train the users. To reduce costs and save time, end users can be trained by the project team members. With the new mySAP HR system in place, the roles, processes and jobs will be different. During the implementation, project team members should spend some time with the end users, training them how to use the system so that they can get gradually used it until go-live. The testing phase provides an excellent opportunity to involve end users - they can help the project team identify problem areas and learn how to use the system at the same time. Have training sessions prior to project launch. Another option to reduce training costs and time is to prepare the users prior to the project launch by organizing workshops and training sessions. These workshops have a number of advantages: project team members can start being productive from day one, being familiar with the software, end users can be given access to a 'sandbox' client and start 'playing' with the system.
MySAP HR Is Not A "Quick" Solution Small and mid-sized organizations often fear the fact that mySAP HR is not a "quick fix"" but a long term investment which they are not prepared for. This is true. But, on the other hand, management needs to look at the overall picture and corporate objectives. They need to evaluate if a simple HR and/or Payroll package guarantees that the organization remains fit in today's market place where effective Human Resources in general become more and more critical. MySAP HR is a long-term solution. In today's economy, employee retention has become a serious issue. HR Professionals need to find the best talent and then manage employees who have become more and more demanding. Being able to provide accurate, on-time paychecks is just one of many challenges HR have to face. MySAP HR meets those challenges offering an integrated solution that provides standard currency, regulatory, payroll, benefits, and time-management capabilities for any type of organization. SAP's HR solution supports integration with comprehensive analysis tools, and provides a complete picture of the organization and the market environment in which it operates. It also allows maximizing the use of the Internet to enable collaboration and shared decision-making between employees and HR managers, which saves both time and money. So rather than adopting a quick solution, that will most likely be out-of date in the future, Decision-makers need to evaluate the benefits they could gain by implementing a system that provides enormous breadth of functionality, supporting everything from basic administrative payroll and benefits functions to leading-edge personnel development and compensation programs.
COST FACTORS The next major apprehension associated
with mySAP HR implementations is the costs involved. Cost of Consultants Consultants can be expensive - but paying attention to a number of factors, including controlling the number of days consultants stay on the project and selecting experienced consultants, can minimize these costs. Careful preparation of a budget. Project sponsors and Management need to spend sufficient time preparing a budget and work out a sensible project plan together with the consulting firm chosen. The budget should include the number of days planned for each consultant with dates, rates and the type of task. A good consulting firm will be able to give accurate numbers of days - even though it is impossible to predict an exact number of days. It is also advisable to research how many consulting days other companies required. By making this budget as precise and detailed as possible and comparing the costs continually with the budgeted figures, it is actually possible to stick to the budget and maybe even save some money - on the other hand it also enables you to monitor any major divergences and to take corrective actions. Fixed contract versus time and material. To keep an eye on costs, it is sometimes more prudent to opt for a fixed contract rather than time and material. It is however important to keep some flexibility since it is likely that additional consulting days will be needed. Unexpected problems and complications can occur at any time and Management needs to be prepared for this - and have consultants on the project for extra days to solve the problems. If you opt for a Time and Material contract, paying the consultants on an hourly basis, make sure you have worked out a concise project plan with an accurate estimation of many days the consultants will be needed. Keep in mind, that it is better to have one experienced 'expensive' consultant who gets things done the right way the first time than two or more inexperienced consultants with lower hourly rates - quality will always prevail over quantity. Choosing a firm with a track record. This is probably the most effective way of keeping costs to a minimum: choosing consultants with excellent technical skills and extensive business process knowledge that gets things done and solve problems quickly. With more and more firms "out there", this is becoming an increasingly difficult exercise and here again, a word-of-mouth recommendation by other HR professionals is one of the most trustful source available. Make sure you ask consultants for references and their experience level. Another option is to choose a smaller firm, specializing in mySAP HR and Payroll only, providing consultants with the very specific skill sets needed for an HR Payroll project. It may seem obvious to many, but it is worth noting that the skill-set needed to be an effective SAP HR consultant is very different from that needed to be effective in the other modules of SAP (e.g. Accounting, Logistics, etc). Spend some time with the consultants prior to project launch - it is equally important to be able to work with them in a team. Ensure that their work ethic and professionalism is up to your standards. Monitoring of progress on a daily and weekly basis. As with time, costs can be reduced by closely watching the progress being made. Project team members should have a centrally logged action plan for each day and update this plan, together with the issue log, on a daily basis. Consultants have to discuss tasks for the day with the client project team members and co-ordinate their work. Phased implementations (module by module) help to monitor costs. To have better control over implementation time and costs, mySAP HR can be implemented in phases. Approaching an implementation step by step, users have time to get familiar with the system before launching the next module, which will ultimately reduce implementation time. When implementing HR and payroll, the following phases would be a good solution: Phase1: Master Data, Time Management, Payroll, Benefits Administration, Organizational Management and Payroll Phase 2: Personnel Development, Recruitment, Training and Events, Travel Management and Compensation Management - this phase can be broken down further. Phase 3: Employee Self Service, Manager's Desktop
Costs of Employees On the Project Team Not Able to Perform Their Normal Jobs During the Implementation Another cost factor is associated with the fact a replacement needs to be arranged for employees assigned to the mySAP HR project. They cannot be expected to perform to jobs at the same time. Commitment of employees during and after the implementation. In most cases, it is possible to have project team members temporarily replaced by their colleagues. It is the Line Manager's responsibility to co-ordinate this exercise and to ensure that proper briefing and task delegation takes place. It is vital that all employees affected are committed to achieving the objectives set by the project - even if they are not directly participating - by supporting their colleagues and ensuring that the business operations are run as usual. Support and Commitment of Line Managers and Upper Management. The role of Line Managers cannot be stressed enough - these are the ones who need to ensure that project team members can focus on the mySAP HR implementation, that their jobs are carried out by a suitable replacement and that the replacement person is aware of the importance of his/her support. The role of Upper Management is to make the Line Managers "buy into" the SAP project, explaining what is expected of them. All too often it happens that Line Managers are not given the full picture, are therefore unsure about the outcome of the SAP project and concerned how to run their department with less resources. Gaining the support of Line Managers is a certain guarantee for a smooth implementation. Providing incentives and goal-based awards to reduce turnover on the project team. Another idea is to offer incentives to those employees who are committed and hard working to achieving project goals. These incentives could come in the form of a promotion, salary increase or company benefits. This might make it easier for some people to dedicate their efforts to the SAP project and be a motivation for others to join the team.
Costs of Upgrading The costs of upgrading might be an additional reason why some organizations choose not to opt for mySAP HR. Having a highly efficient, integrated and automated system versus an out-of-date stand alone software. Again - the question that organizations need to find an answer to, is whether it is worth buying a small Payroll or HR package which might need to be replaced within the next 3 to 5 years, either because it is not sophisticated enough for the needs of your business, does not offer suitable integration or might be because it has become out of date and the vendor can no longer offer technical support. The advantage of SAP's software is that it keeps up with the latest technologies, laws and regulations and your system will not need to be replaced. Upgrades are "mini" projects - much of it can be done in-house. Upgrades are 'less painful" than implementations mainly because employees are already familiar with the product and much of the work can be done internally. Upgrades are not a system replacement, but involve the implementation of additional functionalities and the latest technologies. The costs of upgrading are trivial compared to the costs of having to replace a system every few years. They involve fewer, if any, consultants for a shorter period of time.
Cost of Software, Licenses and ESS Many mid sized organizations might be reluctant to invest large sums of money into purchasing the software and user licenses. The other question that arises is: should we purchase SAP if we use it for HR only and Payroll only? Purchasing mySAP HR might not be the right choice for small companies with few employees - but when a company is large enough to realize their need for an integrated HR and Payroll system, then the following analysis should help them justify the investment. Calculating ROI and cost savings. To start evaluating cost savings, managers need to analyze how much time is spent maintaining personnel records, recording time, running and correcting payrolls, maintaining training details on different spreadsheets etc. How much money and resources are being used to pull information out of different systems or converting data in order to run reports? How many double and triple entries are being made just to preserve the integrity of multiple systems and databases? After completing this exercise, managers should then look at the savings attained by using mySAP HR, which provides timely information, helps to spot levels of absenteeism, low retention, career progressions etc. Company-wide reporting enables managers to be proactive rather than reactive. Tracking and managing employees' training and development on a single system enables them to internally promote and fill vacancies, reducing recruitment expenses. By integrating external recruitment, position requirements can be matched with applicant qualifications, also reducing costs through decreased turnover. Downloading payroll results and other cash flows out of payroll into accounting can be automatic through an integrated system. This is only a brief review of cost savings that can be achieved through mySAP HR. It also helps to justify a mySAP HR implementation by estimating the ROI. However, attaching dollar values to time saved in HR can be a difficult exercise. While it is fairly straightforward to calculate expenses such as new software and hardware, consulting fees and staff time, it is another story to calculate the benefits side of ROI. As a starting point, executives need to look at obvious dollar savings achieved through benefits and employee administration self-service, time saved by running customized reports from one system etc. But to fully evaluate how much money can be saved through SAP, executives need to take a closer look into HR processes, the new functions mySAP HR offers to re-engineer processes, the reduced number of people involved and shortened steps in a transaction. One possible way of estimating ROI, is determining how much time Managers, Hr and Payroll employees and IT support staff spend on traditional processes, prior to the mySAP HR implementation, by breaking down the steps and attaching dollar amounts to each step in the process. Next follows an estimate of how much money can be saved by re-engineering these processes with mySAP HR. The same exercise should be conducted after go-live, to measure the improvements achieved. Intangible benefits. Even though ROI is important, the importance of involving end users up front and getting their input cannot be stressed enough. Employee satisfaction contributes to the company's bottom line and has a direct impact on employee retention, performance and profitability. Looking ahead: mySAP HR as an investment benefiting the entire organization, not just HR. MySAP HR can be extended to the whole organization. The advantage of purchasing the software is that its functionality can be extended as needed. If the primary objective was to have an integrated HRIS and Payroll system and the implementation was successful, the next goal might be to implement mySAP Finance and Controlling or Sales and Distribution. The more familiar the organization will be with the software, the more likely it is to add extra functionality, extending mySAP to the whole company in gradual phases.
Costs of Maintaining the System Another fear associated with SAP is that the project never ends…that it requires continuous maintenance by external consultants who charge for their services. Being self-sufficient will reduce maintenance costs. This situation can be easily avoided by having well trained users. If proper knowledge transfer occurs during the implementation and adequate end user training takes place at the same time, users will quickly come to know the system very well and be self-sufficient. There will be situations where they need external help to solve a system problem but, chances are, the user will first use other sources such as the SAP online help. However, a good consulting firm would be willing to provide remote support at no or a minor cost for their clients. Remote system support is an item that should be discussed with the consulting firm prior to project launch. Designation of an in-house support team. This is the responsibility of the Steering Committee and Project managers. It is vital to have an internal team of people providing technical support for the end users. Usually, the team is composed of the former project team members who know the system the best, together with IT. Continuous training of users to ensure efficient and effective use of SAP. Training should not be reduced to a number of sessions during the implementation and after go-live. It is important that end users continually learn more about the system, growing gradually independent of external or internal help.
All Non Standard Functionality Requires Programming and Costs Money and Time Depending on your business processes, the standard delivered functionality might not cover all your needs and programming is required. While this might happen, the amount of custom programming (i.e. 'ABAP') and the costs associated with it can be kept to a minimum. Identify all non-standard processes required prior to implementation. If you do your homework properly in the form of a needs assessment, all required system functionality should be detailed in the RFP or RFQ (Request For Proposal or Quote) and consulting firms will propose solutions. At this point, all business requirements not satisfied by the standard mySAP HR functionality should be identified and classified as essential and non-essential. Discuss each extra functionality required with your consultant and evaluate alternative solutions. Clarify up front how many days it requires implementing this extra functionality and including this in your budget and project plan. Wherever possible, opt for the standard mySAP HR solution.
ORGANIZATIONAL FACTORS Besides cost and time factors, a mySAP HR implementation also involves organizational changes which might be an painful thought for many people who are used to running operations a certain way. SAP's Software Often Forces Organizations to Change Their Business Processes While mySAP HR might involve a certain degree of business process re-engineering this should be viewed as an opportunity to improve business processes and making the organization more efficient. Definition of business processes prior to project launch. To ease this process, again - HR Professionals need to analyze their business processes prior to project launch. Some HR departments might need a strategic consultant to help them assess their business needs, and make process changes. Make sure you know enough about your business and your HR needs to so that you can ask intelligent questions when you interview consultant candidates. View it as an opportunity. Your mySAP HR implementation should not be viewed as an 'IT' project, and cannot be treated simply as a 'system replacement'. It presents an excellent opportunity for the organization to change and replace out-of date business practices, improve their procedures and align these with the new system. MySAP HR will automate many processes and employees will be able to carry out many of the administrative tasks on-line. This frees up time to focus on strategy, keeping up to date with laws and retaining human capital It is necessary to involve IT and HR departments in the business process re-engineering process .
SAP Often Involves A Restructuring of the Organization While this can be the case, the restructuring can actually help reduce costs. With the new mySAP HR system in place, HR and payroll departments need to work together - mySAP HR alone will not allow HR to increase the contributions it makes to the bottom line of the organization. Costs need to be reduced and processes optimized - this can only be achieved by having all key players work at the same centralized location, rather than being gathered around different offices. The overhead for several decentralized HR departments versus one centralized department need to considered as well as the fact that a centralized department will allow the consistent application of HR practices across the entire organization
Employees Have to Perform Different and New Tasks Which Causes Stress and Resistance to Change Some project team members and employees will undergo a certain degree of strain during the mySAP HR implementation. These include job strains associated with new responsibilities, apprehensions related to losing their job over the new technology, having to learn something they are unfamiliar with, having to work on the mySAP HR project on top of performing their normal job, having to work with new and different people, having to work in a different office, having to work with external consultants telling them what to do, etc Project preparation essential to deal with change management issues. To deal with these issues, it is vital to clearly define roles and responsibilities of all parties involved in order to set expectations. It is also advisable to appoint an internal Change management consultant who knows the organization and its employees and who has the trust of these employees. To avoid the panic and rumors associated with redundancies, talk to you employees, being truthful and clarifying the situation. Another commonly asked question is:
How Will mySAP HR Fit In With Other Existing Systems? Interfaces can be built and there are essentially two aspects to the interfacing of SAP and non-SAP software. First, SAP offers various types of object-oriented, functional, batch, and message-based interfaces, including interfaces for electronic documents. Secondly, with the Business Application Programming Interfaces (BAPIs) SAP has standardized the business meaning, of interfaces, in addition to offering interface compliance with technical industry standards, including EDI, CORBA, and XML. The BAPIs can be brought to your favorite programming language and development environment. Also, SAP has found a solution to one of the traditionally most costly and time-intensive implementation tasks: migrating legacy systems. In the past, the costs of data migration have accounted for up to 20% of the total cost of a mySAP HR implementation project. This cost has now been reduced thanks to the Data Transfer Workbench tool enabling data transfer data without little, if any SAP programming.
MySAP HR's Functionality Is Iincomplete Or Not stable Enough; Some Areas Of Iit Are Too New And Unstable Some parts of mySAP HR are new and have a history of instability (net payroll & tax reporting in particular). Much of the difficulty in these areas though is a result of a mix of poor implementation, lack of user training, and trying to force-fit existing business processes into mySAP HR instead of changing them to work better with mySAP HR. Payroll and tax reporting are very complex processes and are often the most difficult items to address in a mySAP HR implementation. Most companies are reluctant to change their payroll and payroll tax processes, and without a full understanding of how mySAP HR's payroll operates they often encounter problems. Taking the time to understand mySAP's process and then fitting current processes into the mySAP framework can almost always prevent the problems. The payroll portion of mySAP HR does work well, but as with any automated payroll system it is complicated and requires that you fully understand how to use it. Once again, your success in this area rests on thorough user training, making appropriate business process changes, and leveraging experienced SAP Payroll consultants.
Companies should not be afraid of implementing mySAP HR - by avoiding certain pitfalls and paying attention to crucial factors such as clearly defining the project scope, having the whole company fully committed, supportive Line managers, a fast decision making policy, a competent project team and well trained users - you can implement mySAP HR with minimal costs within an optimum time frame. This new technology will make your organization more efficient, strategy focused and ultimately more profitable, fit for today and tomorrow's economy.
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