The Non-Technical Buyer’s Guide to Staffing Software

1. The Non-Technical Buyer’s Guide to Staffing Software Staffing World 2008 - American Staffing Association October 23, 2008 111 North Market Street Suite 888 | San Jose, CA 95113 | TEL: 408.993.1770 | www.thecodeworksinc.com sara@thecodeworksinc.com Presented by: Sara Moss, CEO  2008, The Code Works, Inc.,

2. Session Goals • Accelerate your software selection effort • Reduce risk and uncertainty around your decision • Increase the quality of your software choice • Share lessons learned and best practices so you don’t have to make the same mistakes we did  2008, The Code Works, Inc.,

3. Time for New Software? • Staffing companies are constantly faced with the need to acquire or replace software applications, tools and technology-enabled services: • Front Office • Vendor Management Systems • Candidate sourcing tools • Sales and marketing automation tools • Back Office (e.g. time, pay, bill) • Enterprise systems (e.g. Email, HRIS) • 3rd party services (e.g. payroll, benefits) • Reporting • Etc.  2008, The Code Works, Inc.,

4. The Task Should be Easy… Select the best possible solution that: • Enables your business model, strategy & process • Meets your user experience needs • Fits into your technology environment • Has an acceptable price point  2008, The Code Works, Inc.,

5. Fear, Uncertainty and Doubt • As staffing companies face significant headaches when considering new or replacement software: • What do we want? What do we need? • All those vendors and solutions – how do we choose? • “Best-of-breed”? “Best fit”? • How much is this going to cost? • On-site vs. hosted? POC or pilot? • Phased implementation? • Conversion? Integration? • Reporting? • Flexibility? Scalability?  2008, The Code Works, Inc.,

6. Important to Get it Right The cost of making the wrong choice can be high: • Software sits on the shelf • Users refuse to use the new software • Undesired process changes • Unexpected training costs • Lost data • Lost revenue • Unhappy candidates and clients • And more…  2008, The Code Works, Inc.,

7. 10 TCWI Best Practices A few Code Works best practices: • Be clear about how you expect this software to help • Document your business processes – seriously, write it down! • Know what differentiates your business & make that your priority • Demo scripts are in – RFPs are out • Start with a long list of vendors and then rule most out • You do not have to fill out detailed scorecards • Consider vendor and product history as well as market trends • Treat vendors like they are people too & coach them • Don’t be shy about talking price & terms and don’t wait • Make a logical, rationale decision  2008, The Code Works, Inc.,

8. Standard TCWI Methodology       Mobilize Selection Team Qualify the Shortlist Conduct Vendor Evaluations Mobilize Implemen- tation Activities Document Processes & Environment Analyze Gaps & Details Identify RFIRecipients Negotiate Pricing &Terms   • Kick-off presentation • Project infrastructure in place: • Objectives • Project scope and scale parameters • Success criteria • Participants, roles, responsibilities and governance structure • Selection process and workplan/schedule  Mobilize Selection Team  2008, The Code Works, Inc.,

9. Document Processes & Environment IdentifyRFI Recipients Standard TCWI Methodology, cont’d   • Document business & technology background and needs • Capture current workflows and major variations • Document system context diagram • Identify system/environment constraints • Articulate desired business & technology changes • Identify vendor long list • Identify high-level filters • Filter down to list of RFI recipients    Qualify the Shortlist • Get NDAs in place • Conduct RFI • Identify vendor short list (i.e. Demo Day participants)  2008, The Code Works, Inc.,

10. Standard TCWI Methodology, cont’d  • Coach vendors on scripted demos and expectations • Work with vendors to complete pricing worksheet/RFQ • Hold “Demo Day” with each vendor following demo scripts • Team discussion to rank vendors • Address follow-up questions • Eliminate vendors and identify vendor finalists (at least top 2) Conduct Vendor Evaluations   • Conduct detailed review, gap and impact analysis of products • Get buy-in across the user base • Facilitate additional technical testing (e.g., load testing) • Identify implementation issues and constraints • Conduct reference checks & vendor site visit • Request vendor’s standard agreement • Review pricing to date • Determine negotiation strategy • Negotiate agreement and sign Analyze Gaps & Details Negotiate Pricing &Terms    2008, The Code Works, Inc.,

11. Standard TCWI Methodology, cont’d  • Identify implementation team and conduct knowledge transfer exercise • Develop implementation and rollout plans • Execute proof-of-concept or pilot • Establish vendor management organization and framework Mobilize Implemen- tation Activities  2008, The Code Works, Inc.,

12. Panelists: Methodology, Best Practices & Lessons Learned  2008, The Code Works, Inc.,

13. Q & E Questions & Experiences  2008, The Code Works, Inc.,

14. Thank You! • Forrester: Six Common Mistakes In Software Selection, Computerworld UK, Siobhan Chapman, June 2007 • “Self-help” articles: • Good guidance to small, growing businesses on selecting new/ replacement solutions, e.g.: • Beyond bookkeeping: Software strategies for small business growth, Katherine Jones, Aberdeen Group, October 2005 • Software Selection Process Steps, Technology Group International (TGI), PDF whitepaper, 2008 • The Code Works Inc. publications & sara@thecodeworksinc.com  2008, The Code Works, Inc.,