WHY to Lawson?
My Client Cardinal Health hired me as a Lawson Analyst into a team to execute successful migration of their workday based day to day procedures fully to Lawson. Cardinal Health, Inc. is a Fortune 500 health care services company which specializes in distribution of pharmaceuticals and medical products, serving more than 100,000 locations with 37,300 employees and a gross revenue of US$121.5 billion. The big reason of this movement for my client was costs savings (approx. US$ 1.23 million) and the amazing new user experience that Lawson so clearly offers.
So, it saves a ton of time as well as your money. In order to achieve the ultimate goal, my team had to make its software and processes simple, innovative, and accurate. The task was not as easy as it sounds and had few challenges that I faced during my project tenure which I am glad to share with you people.
And, this journey would have been incomplete without my comrade “ConsultAdd Inc “. It was the ConsultAdd staff who constantly provided me the necessary support when I felt myself struggling over few things which were totally new to me on this project.
Challenges and solutions:
Commonly, the most complex and critical planning aspects for any organization switching from a traditional HR management system (HRMS) to a software-as-service application such as Lawson is making the right choices about conversion and storage of historical HR data.
The very first thing that I had to struggle with decisions was about how much and what type of data to convert and store — either internally in Lawson or externally in a data warehouse, by retaining reporting access to the old system or through a combination of these or other options.
For this, we extracted data from the current system, placed it in a standardized format (iLoad, MS Excel), ensured the data is clean, loaded it into Lawson (while determining any missing elements) and performed quality control functions.
Now some points to be evaluated as we made these decisions included the following:
• What specifically do we need to achieve with our Workday to Lawson Migration?
• For what reasons, do we access historical data, how often, and what data segments and level of trend information do we utilize?
• What data do we have? What is the source, and what is the location?
• How actively are we currently using that data?
• Which data need to be reportable, and which can be archived?
• Can we store or continue storing it in a data warehouse?
• What impact will our choice to convert certain data have on the effort, cost and timeline of our project implementation?
For this, we converted only as much historical data as can be cleanly exported from the Workday legacy system. This required defining a structured set of data exports based on our reporting needs and available fields (data elements). Once these exports were loaded into Lawson Previous System, the great majority of our reports were based on these data elements.
In depth, there were various other data related things that we were dealing under Human Capital Management system like Absence Management, Benefit administration, Human Resource, Payroll etc.
Under Absence Management, we created absence plans based on rules and calculations that determined enrollment requirements, length of service, limits, and so on. It allowed to base each plan on numbers of hours worked or on cycles such as month, weekly, or yearly.
We introduced some other features like employees can be enrolled automatically or manually or they can be transferred from one plan to another plan.
Under Benefits Administration, we performed four main processes: setup, benefit plan enrollment, plan maintenance, and benefit processes.
I would like share one more thing with you guys that came across my way called Invoice matching. It can be divided into three main processes: setup, entering and matching invoices, and processing invoices. I will not go by theory because it’s easy to understand this from this diagram in few minutes.
For Payroll, we considered the benefits, tips, and time and attendance needs. Then determined the structure that best fit those needs.
While setting up the Payroll, we defined the following elements like Pay Structure, Time Accrual or Absence Management, Tax Structure, Deduction Structure, Workers’ Compensation, Garnishments, Bank Codes, Funding Sources, Tips. It can be understood clearly with the help of flow-diagram given below:
Apart from this, some other basic responsibilities revolved around:
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