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What Does In-Memory Database Mean for SAP HR?

SAP made a big deal of In-Memory Databases (IMDB) at SAPPHIRE NOW this year. And, it is a big deal - this technology transfers the database from disk into main memory, which frees it from time-consuming disk actions while also enabling more sophisticated database structures. The gain in performance and flexibility will transform how business data are used for all sorts of processes.

So what does this mean for customers using SAP HR (or HCM, take your pick)? Maybe you have BW, Business Objects or both. Maybe you are considering using them in the near future - how are those technologies impacted? Or perhaps you are looking at creating more event-enabled processes in SAP HR - something that IMDB is supposed to be really good at. What does IMDB mean for the current data framework in HR - infotypes and clusters?

At this time there are many more questions than answers. SAP is releasing an IMDB appliance that will work in conjunction with the R3 system; it's a quick-fix approach designed to get customers using and familiar with the concept. But aside from that, there are not many details on what will be released and when it wil be available.

One thing is certain, in my opinion: Integration of SAP HR with IMDB will lag the rest of the modules. Three points lead me to this conclusion.

First, HR has lagged in every new technology released by SAP. When most other modules had switched to transparent tables, HR was still using PCL1 clusters for infotypes (yes, I've been around that long; and that cluster legacy still persists deep in the infotype processing). When most other modules were using ALV for operational reporting, HR still had plain text lists. When other modules had substantial BW content, HR was just getting started.

Second, the implementation of the data model for SAP HR is so entrenched in the system that transforming it to IMDB is going to be a huge effort. The current HR module is based primarily on Infotypes and Clusters. Under the hood, HR is still using all sorts of old programming methods for accessing and processing data. When was the last time you programmed a macro in TRMAC or used a straight database import to read transactional data? Those methods are still around in HR, along with function modules and classes/methods. The technical transformation is certanly feasible, but daunting.

Third, and finally, many HR departments don't think in terms of what IMDB can do for them so the business demand for IMDB development resources will be overshadowed by Logistics, MM, SD, FI and the other modules. HR business processes, and even more important, HR department philosophy, are mostly blind to what features like event-based triggers and real-time decision-making can do for them. Many HR groups are doing well to take a few, tentative steps into simple business analytics. Maybe if they push hard, in three or four years' time they would be ready to take on the benefits IMDB can provide, but by far the majority of HR departments are nowhere near ready for that.

So I believe it will be at least three years before we see meaningful, substantive and production-ready IMDB functionality for SAP HR. The IMDB appliance will make some HR functionality available prior to that, which is useful for early adopters and those who are interested in prototyping the functionality. IMDB certainly is one of the most significant changes in SAP technology; it deserves a good deal of respect and inspection because of the impact it will have on SAP and its customers. We will keep an eye on it and advise our clients to do the same.

The Benefits of Real-Live Customer Service

I can identify with most of the points Gary Hamel makes in his WSJ Online blog Management 2.0 post titled 'Your Call is Important to Us. Yeah, Sure.' I've had a few similar calls recently with my broadband service provider. His article also got me thinking about how HR handles internal inquiries about problems, issues and questions.

HR departments, like many retail stores, are now expecting employees and managers to serve themselves. There are fewer real people at the check-out lines and more u-scan/u-pay stations. Getting to a real person in HR can be difficult – why not just send an email or visit the FAQ (or Wiki or whatever) at the HR web site instead?

Why? Because sometimes the answer isn't in the FAQ, can't be found on the web site, or is more complicated than the standard approaches are designed to handle. Sometimes people want to know they are being heard and appreciated by another human being.

Why not make it easier for people to contact a real person in HR? Sure, make self-service easy and promote it as the preferred option - you could even implement EIC - but also make real-live HR people available to work with employees and managers. It will take some time, but two important things will also happen: People will appreciate the gesture and that builds good will; and your HR staff will also make connections and learn from those who bring the questions.

Hold On to Your Talent!

As the economy comes back and demand picks up, the pace of business activity quickens - and that leads to increasing demand for talented employees. This is typical of most economic recoveries, so most HR and IT leaders won't find this surprising.

A recent survey by McKinsey found that 30% of companies are increasing their focus on retaining their R&D talent in 2010, while 17% plan to aggressively pursue hiring from sources such as universities and competitors. Only 25% plan no changes in hiring at all. The survey didn't address other business functions, but I think it can be safely assumed that top talent in sales, management and manufacturing will also be highly recruited as the economy recovers.

The Danger of Maquerading Polemics

You've got to be careful about believing what you read.

For example, the Wall Street Journal Online had a short article this morning on the subject of performance reviews: Yes, Everyone Really Does Hate Performance Reviews by Samuel Culbert. It was a short little article that railed against performance reviews with the conclusion that they are hopelessly flawed and need to be abandoned. The author does a good job railing and ranting about performance reviews, but doesn't do much to present options and solutions.

I thought that there had to be more to Culbert's thought on this, so I looked at the abstract and reviews of his book at Amazon.com. And, sure enough, in his book he does propose an alternative. But why wasn't more equal weight given to both the problem and the solution in his Wall Street Journal article? I have three ideas on that.

First, problems get more readers than solutions: 'An Alternative to Traditional Performance Reviews' just doesn't attract as many readers. It's not a sensational, rah-rah sort of topic.

Second, many people  are losing the patience and failing to prioritize the time to read anything longer than a couple hundred words at a time. To do a decent job at presenting the problem and a solution for performance reviews, an author would need to get into some detail, maybe present some research, and explain some models. That takes many more words, and it requires more thoughtful attention from the reader.

And finally, polemics are an easy sale; objective debate is not. Polemics are fantastic, attention-grabbing and often enjoyable to read, and they are also often one-sided, shallow, and damaging when taken as the whole truth about a subject. Unfortunately, much news these days is polemic maquerading as debate.

Culbert's co-author for the book is an editor at the Wall Street Journal. That fact wasn't mentioned in the article, but it seems to me that could be important for readers to know. If someone is promoting a book - which this article seems to be doing - and one of the authors who benefits from that is also an editor, then the reader ought to know.

For another, more useful look at performance evaluations - both problems and solutions - see Dick Grote's article (PDF) from the September/October 2008 Conference Board Review.

Implementing the HIRE act in SAP US Payroll

I've received questions from a few customers on how the HIRE act is going to be implemented in SAP US Payroll. And the answer is: I wish I knew! They haven't released anything yet. Since this is a regulatory requirement, customers should expect (or maybe demand) SAP to release a transport or note that will have all the system customizations needed to implement it. It seems like a fairly simple update to me; if I was going to do it, here's what it would look like:

  1. Create a statistical wagetype for IT 0014 Recurring Payments & Deductions, and name it something like 9HIR. Set processing class 20 to a 4 to make sure it gets saved to the RT before taxes are calculated. This is your flag to designate which employees are subject to the HIRE act tax credit. Enter the wagetype on the eligible employees from the date of hire to the end of the last payroll period of 2010; set the amount field to 1.00.
  2. Create two more statistical wagetypes - one to represent the employer-paid Social Security taxes that are exempted and one for the Social Security wages; let's call them 9404 (Exempted Taxes) and 9704 (Exempted Wages).
  3. We need to post the tax credit to accounting. For wagetype 9404, map it to the same symbolic accounts as your /404 (or whichever user wagetype is used for posting Social Security tax) - and make sure that it is posted with the opposite signs. Normally, /404 will post to an expense account with a + and a liability with a - ; so 9404 ought to post to expense as a - and liabilities as a +.
  4. Create a rule that is triggered by the presence of wagetype 9HIR, that copies wagetype /404 to 9404 and /704 to 9704. So if the rule sees 9HIR in the RT, copy /404 to 9404 and /704 to 9704; otherwise don't do anything.
  5. If you are using 3PR (Third Party Remittances) to pay your taxes, add wagetype 9404 to your HR Creditor and make sure its sign gets reversed so that it reduces the payable amount.

And that's about it. When payroll runs for an employee with wagetype 9HIR, it will create copies of the employer-paid Social Security wagetypes, which you can then use to post the tax credit to FI and also have them present for reporting on the 941 and W-2.

There are other ways to do this - for example, how to designate the employees subject to the HIRE act process - which I'm glad to discuss. It will be interesting to see how SAP implements it.

p.s. Thanks to Jarret Pazahanick for the email thread that led to this.

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