While visiting with a client this week, I learned about their internal HR data warehouse (DW) project to integrate workforce data with various HR functional systems. In about a year, they were able to bring in just college recruiting and talent management data, all of which originates in PeopleSoft. The client sounded weary from the challenges of trying to get agreement from disparate system owners on the construct and relationships of data elements and what should actually be housed in the warehouse, not to mention the constant resulting data integrity issues. As they erred on the side of abundance, incorporating way too much unnecessary data elements, the DW became known as the “Data Dumpster.” We laughed about metaphorical images of diving for a few key critical nuggets but coming away with banana peels and coffee grounds all over. Funny, but a little sad. I related how external alternatives to the internal integration, namely Infohrm’s reporting and analytics SAAS tools, can achieve a much broader reach in much less time (12 weeks), while empathizing with their experience.
At the core of their content challenges is the fragmented nature of ownership and difficulty in getting stakeholders on the same page. One solution I’ve seen work well is to establish a data governance framework. The creation of this framework would begin with the establishment of a Systems & Data Governance Board with Subcommittees that consist of owner-stakeholders of all related primary and secondary workforce data & systems. The Subcommittees should address content optimization, process controls, security, and access within each area of data. Here’s a simplified process in which to achieve strong governance with this framework:
Establish a Board of Governance - Identify all data, reporting, analytics stakeholders and nominate the primary stakeholder in each area, including business functions, systems management roles, and data management roles within the Subcommittees. The subcommittees will be tasked with driving efficiency (i.e., “No Data Dumping Allowed”) as well as systems and technology effectiveness.
Centralize Roles and Authority – Align final decisions on process controls and change to the board with a documented set of procedures for input that outlines linkage to all stakeholders – systems and data owners, analysts, reporters, and audience – and create a process to manage and update this linkage no less frequently than monthly.
Publish Mission, Charter, and Process – These encompass a concise definition of purpose and strategy, a charter document updated quarterly or semi-annually to outline details of goals, objectives, and means by which to achieve them, and general process and approval standards for all activity conducted and overseen by the Board of Governance. This should include a calendar of events and milestones.
Change and Issue Resolution – Document procedures and accountability for managing change within and between systems and data in addition to ownership and accountability. Define process for managing and resolving issues or conflicts as a result of change, accountability, or outside influences such as business shifts in strategy or operations.
Measures of Success – Clearly outline the objectives of the Board and Subcommittees and establish a scorecard of measures that determine success in achieving the objectives. Possible examples would include Service and Support risk reduction, reductions of process and approval exceptions, reductions of data or systems errors, increases in standards adoption, project milestones achieved, and change management activities conducted timely. Measure and publish results at least quarterly to the Board and primary stakeholders.
Project Management Diligence - Assign ownership of tracking and documentation to no more than two people with project management experience and tools. Milestones, tasks, accountability, calendars, meetings, communications, and achievement of goals should all be managed following strong Project Management protocols. Additional activities may include financial analysis and tracking of Board activity, such as budget management, activity based costing, cost-benefit analysis, and ROI achievement.
Tags: Data governance, Data integrity, data utilization, HR data, HR data definitions