Igor Jacobson: In cherishing, caring and growing up the personnel, there is a sure economic benefit

TAdviser: Igor, tell, please, how there was a practice of Kompas company in the field of personnel management?

Igor Jacobson: From the very beginning of ERP system development Compass, from its DOS versions which were called Compass of Comfort and Compass of Giant (these are about 1991 years), we had control functions by personnel and there were modules which implemented them. Of course, functionality of this block was increased gradually. Payroll which is the integral basic unit of any personnel management system and also elementary functions of personnel records because without them payroll just does not work was an initial basis. Then, in process of emergence of demand when the Compass system began to approach a full-function ERP system, gradually basic personnel functionality began to acquire other opportunities.

TAdviser: And what sort there was this demand for HRM solutions how it changed?

Igor Jacobson: Here it is appropriate to make small historical digression. The matter is that in 90e years in our country generally there was small business to which registration of personnel was not really necessary, and here payroll was necessary always. Even small enterprises with five employees bought from us payroll calculation. Why? The matter is that the legislation Russian, and the farther, the is more, began to demand from business of printing, and then and unloading in electronic form of various tax references and reports, and to let out them manually was very labor-consuming. Therefore even such small companies were not neglected payroll calculation automation, but questions of personnel records then did not concern them at all. Then business began to be enlarged, the large companies a post state recovered on the one hand, on the other hand - new business began to be globalized, the merger wave and absorption went. Respectively, for the expanding companies the question of personnel records became extremely relevant. Then we also made more developed functionality.

TAdviser: The last significant evolutionary stage in development of management of personnel records in Compass when occurred?

Igor Jacobson: At the beginning of the 2000th years when we came to a bigger enlargement of business, the staff deficit in the market appeared, demand and for what already in the West was for so-called highest control functions by personnel began to appear. As a result in 2005 we released the module of human resource management of a system "the Compass: Personnel management" in which such functions as personel assessment, including planning and holding these actions in the automated mode, the automated recruiting, planning of the staff list, planning of training and retraining of personnel, management of material and non-material motivation, career planning are concentrated... And if at that time to it there was a virtual interest rather, then now it is in real demand.

TAdviser: There is an opinion that the western HRM solutions are won before domestic on completeness of functionality, but the Russian developments as much as possible reflect requirements of the local legislation. What do you think of this stereotype?

Igor Jacobson: Undoubtedly, on study of the highest control functions by personnel the western systems are ahead. And, in principle, it is clear why. Just at them personnel management problems at such level arose earlier, than at us, respectively, and the western vendors entered this market with advancing, still in the early nineties. However, if 10 years ago the thesis about superiority of the western HRM systems over domestic was right absolutely, then now - no as domestic developers catch up western prompt steps. In this question we are also guided by demand which just was created later in Russia.

It can be charged that all functions which are demanded in the Russian market and are available in the western systems, domestic developers including Compass, already reproduced. Yes, the western vendors all the same so far on a step floor ahead of us. But the difference existing today in functionality if is in demand, then scanty. Frankly speaking, most the Russian enterprises before, as in the domestic systems already are, did not reach yet. I summarize: the difference is, it is reduced, but this difference not essential.

On the other hand, the problems with the domestic legislation arising at the western systems level all their possible advantages (of course, the western developers carry out localization, but what initially is present at the domestic systems, fits into logic of western far more difficultly). If you cannot elementary calculate using a system salary to the employees and report to fiscal services, then why to you all its other "frills"?

TAdviser: How many approximately installations of the personnel solution on the account of Compass? What most remarkable and large projects on implementation of a HRM system "the Compass:" you could note personnel management?

Igor Jacobson: By us it is implemented several hundred projects on control automation by personnel. And it is projects of different level: from small enterprises to the largest holdings. Among the last such customers, famous in the country, as Power Machines, Izhora Plants,[1]Rosevrobank, the Gun ship-repair plant, Neftekamsk Automotive Plant, Penza Electromecanics (the leading CB of the industry), are among clients both trading houses, and departments of large foreign banks. So among clients of Compass there are companies of the most different industries, not only industrialists.

TAdviser: Describe, please, your typical customer for whom the Compass HRM system is suitable as much as possible?

Igor Jacobson: The Compass HRM system is absolutely universal, first of all owing to the deep configurability, and therefore as I already noted, it is applied in the most different industries. However we noticed that first of all from tenders Compass was selected by those companies for which timely support and updating of the legislation, access isolation questions to data and ensuring their security is important. Besides, as a rule, it were the companies with a difficult algorithm of payroll including using a piece-work pay, difficult schemes of motivation of employees.

Also to the solution "Compass" show the interest of the company with the big number of staff for which speed calculation of compensation in the program plays an important role, often it is holdings, the companies with the distributed structure. Here the following is important: those companies at which an algorithm payroll calculation is simple can select also other product, but for that who have really difficult algorithms of charge, our solution has serious advantages.

TAdviser: Could you cite as an example projects of this sort? The most remarkable – than they were remembered for you?

Igor Jacobson: There are, of course, several projects which to us were remembered. For example, it is the project for Izhora Plants. Its big complexity was that circumstance that implementation of personnel records on Compass took place in parallel with restructuring of the plant here. Within joint-stock company during restructuring the separate enterprises (Izhora-Transport Ltd and OMZ-Instrument LLC) were selected, and we needed to start "from scratch" payroll calculation at these enterprises.

As usual, with the choice of a system the customer stretched, and there was an emergency situation: we needed to automate two enterprises with a total number up to 5 thousand people in 1.5 months. The situation was too close to the foul: people so were fidgety during reorganization, delay to them payments – there could be this revolt. However, the project team from the customer treated a situation with big understanding and worked together with us that is called "blackly". We met in time in many respects thanks to the fact that "the Compass: Personnel management" is configured really very quickly. Then were automated by OMZ-Spetsstal LLC (about 3 thousand people) and directly JSC Izhora Plants (more than 9 thousand people), also in a short time. By the way, in addition to direct implementation of the Compass HRM system it was implemented as well its integration with the ERP system of SAP R/3 which is used at the enterprise.

TAdviser: Whether in addition to emergency situations there were still projects when your solution so well proved?

Igor Jacobson: Yes, were, and here I would like to cite as an example the project for JSC Power Machines. It was not such critical in sense of terms, implementation took place step by step at several enterprises of holding: Leningrad Metal Plant (LMP, 5 thousand employees), Electric power (6 thousand in the state) and Turbine Blades Plant (1.5 thousand) plus the central headquarters of holding. And here that interestingly. At first we automated personnel records and payroll at LMP, and process of implementation was planned very carefully and meant three months of the parallel account. It when payroll calculation is in parallel conducted on an old system and on new, and these data are verified. And so, after the first month representatives of the plant came to a conclusion that Compass considers salary not only it is not worse, but also more precisely, than the old program, and closed the act for two months before the plan. It was for us very pleasant surprise. As the result, LMP recommended a system for further replication in holding.

One more recent example such – the project for JSC Neftekamsk Automotive Plant completed in January, 2009. There was the same typical story to the parallel account while it is very solid plant with the state 10 thousand human. We automated it without special haste for half a year, and as a result the company also refused for two months before term the parallel account. By the way, only one consultant of Kompas company was involved in project implementation directly at the plant that allowed to reduce implementation cost significantly. All because despite a large amount of individual specifics a HRM system "Kompas: Personnel management" did not demand any completion at the level of a program code.

TAdviser: It would be desirable to learn also about a command which works on development of the HRM solution "Compass". Who are these people developers, consultants? Whether there are among them high quality specialists of whom you are proud?

Igor Jacobson: Such people, of course, are. For example, the cool programmer Nikita Valentinovich Bersenev heads system development. He is Candidate of Technical Sciences, in scientific sense of people grounded it is strong in all fields of programming. But he is engaged in practical control automation by personnel from Soviet period, wrote the first programs on mainframes. He at us not only acts as the programmer, but also as the director of tasks, heading the project in general: an exceptional case when these functions managed to be combined. At Nikita Valentinovich such unique experience is accumulated since the end of the 80th years that he is capable to expect some legislative initiatives in the field of personnel records, early and late everything repeats. Often happens that new standards appear, and we open for users at once some preserved settings of a system as we already have all of them. It is really unique figure.

As for consultants who directly implement a system at the enterprises, in the majority they are not programmers and carry out settings at the level of visual management. Experience of practical implementation is important for them. And in this plan at us very strong team: consultants are recruited generally from people who implemented Compass at the specific enterprises in IT departments of the large plants. Their experience is very important for us as it also allows to reduce a HRM system implementation time.

TAdviser: With respect thereto a question - the technique of system implementation of personnel records is how accurately fulfilled whether you have original techniques?

Igor Jacobson: I do not know as far as these techniques original, but they, undoubtedly, are. There are also successful practicians when, for example, for the customer user training to work with a system is made for reduction in cost of the project by the cascade principle. It means that we train small group of IT specialists who enter into project team from the enterprise, and they already train all others. Accurate techniques and schemes of implementation work in particular for those industries where we have industry solutions. We go to such companies with ready plans of implementation which as a result need to be corrected only slightly as relatives on specifics of the enterprise often have similar personnel management processes. Besides, with the most different industry specifics business process reengineering on personnel management allows us to make wide experience of automation of the enterprises, to make offers on change of schemes of motivation and compensation. And, it is necessary to notice, our offers repeatedly were accepted by customers.

TAdviser: Igor, at last, share the experience, please, with our readers. What, in your opinion, is the main factor of success in the HRM projects and of what errors it is necessary to be afraid?

Igor Jacobson: In my opinion, this clear understanding from the customer of the requirements and existence of a command from the contractor and the customer capable it to realize the main factor of a project success. And errors happen the most different, for example, lack of precise plans of implementation. The schedule considering all types of the works necessary for project implementation should become the indispensable annex to the agreement on system implementation. Even if implementation is completely performed by consultants from software supplier, the responsible customer representative having the high status (top manager) and given the most large powers should control accomplishment of the plan.

By the way, I would not advise to order all works on implementation from third-party consultants. For example, it is better to charge primary input of initial data (for example, transfer of the customer base) to the staff of the enterprise. Thus, two hares are killed at once: information appears in base, and employees pass not only a theoretical, but also practical course of training. In case of such separation of duties it is already necessary to speak about formation of the working group from the customer led by above-mentioned responsible. And the compulsory provision is inclusion in this working group of representatives of all divisions who will operate finally a system, and not just the staff of IT department.

In addition to everything listed, schemes of permission of conflict situations (between the contractor and the customer, between employees of different divisions, between workgroup members) and methods of employee involvement of the customer in works on system implementation should be predeterminated

Also would like to note that it is time for our enterprises to pay more attention to career management of employees. After all many enterprises it are neglected though it is very important. It is clear, that during crisis of all cost optimization due to, for example, transfer of employees part time and on part-time, but now crisis behind concerned more. Again it is necessary to pay attention to cherishing, caring and growing up the personnel, in it there is a sure economic benefit: at the same salary people remain in the company more willingly if know the further perspectives. And our system really helps to liquidate routine of the personnel at the correct systematic implementation.

TAdviser: Thanks!

The TAdviser center conducted an annual research of the market of personnel management systems in Russia. Unique statistical data about implementation of HRM systems are provided in this overview in free access, the functionality of modern solutions is described, recommendations about the choice of systems are provided. Chief information officers and suppliers impart experience creations of effective information systems.

• Classification and functionality of personnel management systems
• To whom and when it is necessary to implement a personnel management system?
• Volume, dynamics, and structure of the world market of the automation equipment of HR departments
• Top trends and forecasts of development of the world market of HRM
• Suppliers of HRM systems: leaders in different segments
• Russian market of HRM systems: volume and trends of 2010
• HRM systems: completeness of functionality and experience of implementations in Russia 2010
• Methods, approaches and problems of implementation of HRM systems
• TCO: How many will" the information system "cost"?
• As it is correct to select a HRM system: methodical recommendations
• NORDIS/2: Personnel management. One of subsystems of the corporate information system (CIS) of NORDIS/2 of the Novosibirsk developer "Alekta"
• Molga HCM Fast startpredvaritelno the customized (packaged) personnel management system based on the SAP solution ERP HCM (SAP HR).
• Implementation project of a personnel management system based on HCM SAP ERP for retail chain stores of Eldorado Molga Consulting company

• Elena Babaylova: The high level of qualification of personnel – a basis of our work. "Federal Grid Company of the unified power system" (JSC FGC UES) brought into commercial operation a personnel management system based on HCM SAP ERP. For what this system is necessary the companies and what project deliverables, in an interview of TAdviser Babaylova Elena, the deputy chief of Department of information technologies of JSC FGC UES, the Project manager of SAP implementation of ERP HCM told.

• Oleg Baydin: The flexibility of iScala HRM allows to follow requirements of the Russian legislation which is not differing in constancy. For several years of JSC Chelyabinsk Zinc Plant completely transferred the main business processes of the enterprise to the iScala platform. Automation of accounting of personnel and payroll for 3000 employees of the company became one of essential stages of this large-scale ERP project. What nuances the plant faced during this stage and also Oleg told CIO of Baydin company about the impression of the module iScala HRM TAdviser.

• Maria Vozhegova: We achieved transparency and controllability of processes of personnel records. Consolidation of group at the interregional level, and then, already in use became Impulse to implementation of a new personnel management system in Rosgosstrakh, the BOSS-PERSONNEL OFFICER system successfully endured one more consolidation of the company, already in federal scale. At the same time in 5 years of operation a HRM system on the BOSS platform uninterruptedly processes data of more than 100 thousand staff of the company. How it was succeeded to achieve brilliant results at such scale of the project, TAdviser was told by the vice president for IT and transactions of Rosgosstrakh company Maria Vozhegova.

• Mikhail Panchenko: Implementation of a HRM system is least risky as the result is clear and obvious. Fixed capital of any company are her employees. Those heads who fully realize it think of implementation and development of personnel potential of the subordinates, talent management sooner or later. At the same time it is important to understand that the strategy of personnel management is inseparably linked with the main business strategy. Such companies come to need of implementation of management systems for human resources (HRM) sooner or later. TAdviser talked about specifics of the market of HRM to two company executives of MOLGA Consulting – the leading system integrator specializing in products of SAP company in the field of HR – CEO (Managing partner) Mikhail Panchenko and the Senior partner Evgeny Vasilyev.

• Dmitry Romanchenko: New requirements of the legislation on personal data – not a problem, but chance to upgrade HR-and other business systems of the organization. Dmitry Romanchenko, the manager of projects of Department of business applications and technologies of Oracle of IBS company tells about perspectives of market development of personnel management systems in FZ-152 light "About personal data".

• Natalya Sidorova: Crisis introduced positive amendments in approaches to the choice of HRM systems. The Epicor company in 15 years of work sold more than 150 large projects in the field of control automation by personnel in the Russian market. The area director of Epicor in Russia and the CIS countries Natalya Sidorova in an interview of TAdviser disproves a stereotype that the western system not fully corresponds to rules of the game in local market of work and also it is told how to estimate efficiency of implementation of a HRM system and to gain from it maximum benefit.

• Dmitry Takser: The market is waited by a new paradigm. To replace HRM there is EHRP or planning of human resources. For the last crisis year the BOSS system. The personnel officer remained not only among the dominating solutions for personnel management in the Russian market, but also considerably promoted among leaders in number of projects and completeness of functionality. How it was succeeded to perform it and also the head of marketing department of BOSS. Personnel systems company told about the innovation approaches in control automation by personnel of TAdviser

• Andrey Shabanov: Krom of a HRM system on model SaaS, our company also provides to clients a full range of outsourcing services.UСMS Group – the company with the western roots and the rich history of presence in the Russian market – on an extent of several years works on development of the advanced software product - HRM- systems Quinyx on model SaaS (Software as a Service). About that, clients are how ready to perception of SaaS technology, market prospects and partner plans of the company it is told in an interview.

• Sergey Shishov: Modern human capital management - a key to success of any company. The EVOLA company has strong industry expertize in the field of the implementing solution SAP ERP HCM in the companies of a power complex, retail and the banking sector. The CEO of EVOLA Sergey Shishov told in an interview of TAdviser about the most successful projects of the company in 2009 and also an output to the market of the new direction of a business intelligence and reform of Service center of operation of HRM solutions.

• Igor Jacobson: In cherishing, caring and growing up the personnel, there is a sure economic benefit. The Kompas company is engaged in control automation by personnel and payroll already nearly two decades. Having begun with small DOS programs, it came to creation of the full-function personnel solution "Kompas: Personnel management". At the moment this system firmly sustains the competition of the western HRM solutions and to success is applied in hundreds of Russian companies, including the largest machine-building holdings of the country. How a system evolved, its main advantages and practical experience of implementation the chief expert of the company Igor Jacobson told TAdviser.