Business Process Management (BPM) promises to bring the disciplines of IT and HR together. That’s the promise, anyway. BPM draws the map and establishes goals while HR provides the framework to hold people accountable for those goals. Sadly, I rarely see the integration of HR in BPM projects led by IT folks and yet I believe it’s absolutely essential. Bridging the divide between HR and IT is not so difficult if you follow some simple guidelines.
- Understand HR’s Role. This is fundamental to your success. You must understand that significant changes in business process cause changes in job description and performance expectations. HR can help you decide which changes are significant enough to have a material impact on job descriptions and can identify those performance measures that make a difference to performance appraisal. Similarly, significant changes in processes may mean change in employee recruiting (you may, in fact, be seeking a different skill-set than previously thought) and it will likely mean considerable change in supervision.
- Integrate From The Beginning. Include HR in the BPM discussion from the start. Invite HR to the table and seek their input and advice. If you don’t have an HR professional on your staff, invite a consultant from the community. Trust me, the lawsuits that can result from botching this aspect of your BPM initiative will outstrip the cost of hiring an HR consultant by a factor of 100.
- Include HR in Human-Centric BPR (re-engineering). BPM and BPR are not simply mapping exercises. Eliminating waste, finding efficiencies and improving quality in the way things are done is about modifying human behavior. All of our models and talk of “suppliers, triggers, resources, outputs and metrics” must bear in mind that real people are involved at every juncture.
- Conduct HR/BPM Gap Analysis. Involve HR in assessment of the changes you’re making to the current state. Review your future state designs together and determine:
- What rules need to be properly documented and how will people be held accountable for following those rules?
- How will employees navigate the decision-making processes and who do they seek permissions from?
- What training will employees require to implement the new state of your business processes?
- Who will provide that training and how will you know when your people are competent in the new way of doing things?
- Are there any risks associated with your new business processes? Exposure to dangerous conditions? Risk of accident or injury? Violations of workplace safety laws? Your HR professional can answer these questions for you.
- Establish New Performance Metrics Together. Assume the new key performance indicators (KPIs) will have a direct impact on the way employees are appraised and rewarded. There may be some exceptions and your HR professional can help you decide.
- Enlist HR to Communicate your BPM Initiative. Establishing buy-in and overcoming resistance to change (your biggest barriers to success) are dealt with by executing a comprehensive communication plan. You must create and maintain momentum by including all of your stakeholders in the conversation. Your greatest asset in communications is your HR professional. IT people in particular should not attempt to communicate without the help of HR.
- Implementation & Training. You want to implement changes in process and HR professionals want to properly train people. Implementation is the intersection where HR and IT usually collide. If you’ve followed these guidelines reasonably well till now, implementation will be a success because it will have been a collaborative effort.
- Assess Compliance. Compliance is a creature with many heads. While IT may have ERP, XML and integration standards they are trying to comply with and the CFO has Sarbanes-Oxley compliance issues with the new process, HR will have a full slate of compliance issues to assess. There are safety and occupational hazrds to assess, discrimination and disability conditions to review and the full array of hiring/training/supervising processes to evaluate in light of a modified workflow. It’s not impossible, for instance, to engineer or design a business process that suddenly creates a disadvantage for people with a disability who had been properly hired to do things the “old way”.
The most often-cited reason BPM projects stumble and fall is that organizational dynamics and human behaviors weren’t properly assessed and accounted for. There is a lot of psychology at work here. HR people are a different breed and IT people – most often asked to lead BPM – need to accept and include HR. I think the creation of HR/IT teams for the purpose of BPM ought to be your first BPM initiative. It’ll create the conditions for everything else you’re hoping to accomplish.