PULSE Chapter Round Up


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Co-chairs: Kyle Andrews and Bill Hall, founding partners of Pretium Partners, Inc. Executive Advisory Committee members include Randy Vetter, Senior Director, Alsbridge (now ISG); Tom Edwards, President, North America, Cyient; and Samara Makinsi, Program-Project Manager (Non-IT), USAA


Jonathan Tanz, Director, HR Transformation, KPMG; Allan Racey, Global HR BPS Capability Lead, Talent and Human Resources, Accenture; Amy Carter, Manager, Intel and StaceyCadigan, Principal Consultant, ISG


Webinar meeting | June 28 | 11 AM to 12 PM 


The Global Human Capital Chapter is committed to exchanging thought leadership, expertise and latest findings that will enable world-class delivery of HR services, including shared services environments, outsourcing arrangements, and the selection/optimization of technology within the HR arena.


See our story on the Battle for Jobs – Staying Relevant in the Robotics Age.








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by Julie Fernandez, Partner, ISG

While HR always has been the quintessential business support function – dealing with contracts, benefits, leaves and recruitment – today it is increasingly seen as a strategic partner involved in saving costs, securing a higher return on its investment in talent and driving transformation. But much of the engine that drives HR is still tied to repetitive and sometimes tedious processes – the kind of tasks HR employees often say keep them from doing more creative, strategic work.

HR leaders hoping to pivot from business support function to strategic partner – and even those just looking to save money – are finding they can implement relatively inexpensive robotic process automation (RPA) software to automate the most time-consuming of their processes. In fact…

According to the most recent ISG Automation Index™, RPA robots have shown to be five to ten times more productive than humans at repetitive “swivel chair” tasks.

Because RPA is a “procedural” automation tool, it operates by performing work as if it were an employee, logging into and out of systems, transferring data from one enterprise application to another, and copying and pasting files. And – more good news for HR – RPA software is meant to be configured by the business unit expert without significant support from IT.

The best HR process candidates for automation are tasks that have well-defined business steps and rules – no matter how complex – and use established systems or data sources. Entering candidate information from new hire reports into multiple systems, for example, or filing requests for systems access, office space and equipment are tasks that software bots can easily take on. ISG data shows that hire-to-retire processes, such as benefits, payroll and recruiting, require 32 percent fewer resources to execute with the application of RPA than those same processes without RPA.

Similar to other emerging technologies, the right approach to RPA is different for different organizations. It’s important to define business objectives and start small with an eye toward the possibility of scaling across processes. A single robot can be trained against a variety of processes so HR can adapt its tools as business needs change.

Though at first glance, it may seem counterintuitive for HR leaders to consider automating the work of their very own human resources, RPA offers a pragmatic solution to help HR employees get out from under their paperwork so they can focus on the higher goals of building a top-notch workforce.

This topic was recently explored by Fernandez and Thomas Helfrich, Senior Director, ISG, in the Global Human Capital webinar: HR Embraces RPA on April 4. Watch the replay[/rara_column][/rara_column_wrap]