Born from an entrepreneurial passion, and designed to be inventive solution partner, Rolling Arrays’ mission is to automate and strategically align HR processes of organizations to support present and future business requirements.

In other words, our passion is to implement an agile HR IT strategy for our customers which is flexible and future-proof.

Through our work in the field of SAP SuccessFactors System Implementation and HR Consulting, logistic companies secure travel, music companies attune their strategies to the desired outcomes, healthcare institutes save lives, technology companies are automating the processes better, auto manufacturers furnish more well-ordered cars, banks immune their expansion needs.

I think it’s about time that we met!

1.   You Will Have Every Opportunity To Prove Yourself And Succeed:
You’re, proverbially, a big fish in a small pond if you’re working at a close-packed company like Rolling Arrays. That means what? You have a great chance of higher visibility since your very first day and your creative ideas and hard work is seen and appreciated by the senior management at a meteoric pace.

And there’s a fringe-benefit as well! In times when your idea needs a quick implementation, you’ll have less red-tape and protocol to wade through. So, ‘Hello’ to project flexibility and ‘Goodbye’ to approvals at every step at our place.

2.  You’ll work more closely with senior leaders – Speaking of bosses, you’ll have far fewer of them:
Working in a modest firm means you’ve more chances to work directly with the management or get the ears of the CEO or wait— you never know your boss may even be the firm’s owner! Such a close-knitted environment helps in acquiring the first-hand learnings from the experienced lot and exhibit your capabilities to the colleagues who matter.

Isn’t it amazing to be knowing and working with almost everyone in the company you’re associated with? This, we believe, fosters team spirit, helps you in feedback, development of the positive work-culture and ultimately creates relationships that aid in building your career.

3.  You Can Wear Many Hats:
Like we said, working with the management makes provision for you to learn first-hand from their experiences. By this we meant, we not only equip yourself with their success mantras or stories but “all-hands-on-deck” i.e., you’re gaining a great deal of exposure and hands-on skills to the different functional aspects of the business. And the bonus is— you get to explore your forte while you’re trying something new and learn unexpected traits about yourself. You might figure out you love interacting with clients directly, or love to play with numbers in the department or you could be a social media bug, who knows! What better medium to discover your true calling?

4.  Greater Involvement:
Given the fluidity of the various roles and working in close quarters with the management, you’ll find yourself commandeering vital duties and responsibilities, even if it’s a little while since you’ve joined the company. The upside of the impersonal environment makes your bosses aware of your potential and you might have an influential voice in crucial decisions of running a business or leading team meetings. What more? This gives you an edge in the corporate world since you’ll be well equipped with the knowledge of business mechanics and the positioning of similar organizations in the market you’re operating in.

5.  Ideas Are Always Welcome:
Yes, we encourage innovation. It is undoubtedly true that smaller headcount is indirectly proportional to the innovative quotient in an organization because there’s little need for everything to be departmentalized. Keeping ‘creativity’ as an evaluation criterion is counterproductive for MNCs as seizing success becomes impossible due to the scale of the operations. However, this isn’t the scenario with a company like ours where each and every employee is judged by his/her impact on company’s creative edge.

So— Your voice is not a ripple in the ocean. It’s heard and is responded to quickly. And putting your best self in the design, development, and research provides intrinsic rewards — in terms of getting an opportunity to see your ideas unfold into reality, as well as extrinsic rewards like— taking credit for your achievements!

6.   International Opportunities:
In an increasingly globalized world, businesses are not restricted to their home country for project execution and relationship building with their customers. Rolling Arrays’ presence in 8 countries across Asia, Middle East and ANZ countries will get you international exposure, enhance skills to keep abreast of the developments in the market on a global level. Such opportunities will deepen your knowledge on the multi-dimensions and complexities associated with an implementation of a multi-geographical HR Transformation project — giving an opportunity to step back and gain new perspectives on different cultures, challenges, facilitates new creative ideas, and work ethics of different countries to get in touch with a real world of businesses.

7.   Exponential Learning Curve:
The best thing about Rolling Arrays is the break-neck speed at which the workforce learn new concepts and practices to have an impactful shot at success. Being in a fun-size company, it becomes pivotal to disseminate the learned practices rather than following a diktat. Rather than continually relying on the experience, we believe in exploring new terrain, build innovations rather than acquiring it, focus on core needs and like pioneers, comfort-zone doesn’t fascinate us because we assume new mechanisms and structures need to be built along the way. Advancement of the learning curve is what we relish!

8. Trusted by SAP:
Rolling Arrays is certified and trusted SAP Services Gold Partner and consistent winner of the esteemed SAP best implementation awards that recognize outstanding performance in SAP SuccessFactors solution implementation and excellence in HR consulting services. Since its inception in 2009, Rolling Arrays has been sweeping incredible business and IT awards by industry partners and peers. Cloud Champion Southeast Asia for exceptional performance in HR transformation, One of the 25 “Most Powerful SAP Solution Provider” by CIO Story, SAP Gold Partner Award in an incredibly short period of 6 months, Innovation at the RDS, Best Cloud Partner Singapore, just to name a few.

9. The De Facto leader in HR Transformation Projects:
End-to-end HR Transformation solutions are what our clients know us for. We started here, and we continue to be a de facto leader in HR Transformation projects because we live and breathe the ideology that— every business problem is unique and so are our solutions to the same. With years of expert experience, we get to the heart of the business needs, understand the path of the HR Transformation, and empower a business to respond intuitively to evolving market dynamics with customized solutions. Hence, it’s a game-changing spree with us.

Lastly, In Rolling Arrays, we hire for Attitude and Potential. Skill is very easy to develop if you have the first 2 and the right colleagues to learn from. If you feel HR and IT is the field you want to build you career in, please apply through below link and be a part of the Rolling Arrays’ family:

https://test.reimburse.digital/careers/

The forces of commoditization are powerful than ever. If you are an HR leader who wants to transform your company’s HR to a digital employee experience, and you have picked an HR Technology i.e., SAP SuccessFactors as your choice; then the next step is to choose an Implementation partner who can Implement the SAP SuccessFactors as per your HR Transformation vision. But, the big question is— Is Implementation Service of SAP SuccessFactors becoming a commodity?

In business literature, commoditization is defined as a process in which goods or services become relatively indistinguishable from competing offerings over time. Generally speaking, commoditized products within specific categories are so similar to one another that the only distinguishing feature is pricing.

Pricing of implementation services is dependent on two major factors— Product to be implemented and experience; and expertise of the team implementing it. Products can easily be compared, however, how to compare the value of the team of implementation partner is of chief importance.

By Implementation Partner, I mean— A System Integrator/Services Partner who is certified by SAP to implement SAP SuccessFactors. There are two categories to Implementation partner in the market: a) First, who implement all SAP products like, SAP ERP, S4HANA, SAP Ariba, SAP SuccessFactors etc, and b) Second, who specialize in implementing only SAP SuccessFactors.

SAP SuccessFactors as an HR product of choice:

It’s been 6 years — of SuccessFactors’ successful time-period under the wings of SAP. In Feb 2012, SAP closed the deal and acquired SuccessFactors also known now as SAP SuccessFactors, SAP SF, or simply SF, and created a transformational tide in the world of HR cloud technology. So much so that Gartner, Inc., the leading provider of research and analysis on the global information technology industry, has given SAP SuccessFactors the highest scores for Cloud HCM Suites. Since then, there has been a monumental innovation and a persistent, well-ordered evolution in SAP SuccessFactors product suite as a whole, making it a great tool of choice for organizations looking to implement digital employee experience.

And then what? Commoditization! A great HCM Cloud suite – SAP SuccessFactors you chose and when it comes to Implementation – What kind of an Implementation partner you should settle for? Or do you think all of them are the same?

Team’s Experience and Expertise as Commodity:

When embarking on HR transformation project – generally, the dilemma is whether to have an implementation partner for your HR Transformation project in place with just a few certified SuccessFactors consultants? Or consulting firms/Implementation partners having SuccessFactors consultants with just about a couple of projects in their ‘experience bank’?

Firstly, it needs to be understood that certification is not the only endorsement to the skill required of a SuccessFactors consultant for massive projects of HR Transformation. It is simply a prerequisite.

Secondly, did you dig deep into the experience of the SuccessFactors consultant or consultants who’s been appointed for your module implementation? Because each module has its own certification. And what about the number of consultants working on your project? Do you know if your ‘certified consultant’ is going to work alone? Does he have the relevant experience? Or you are just an ‘experiment client’ to the team?

I guess pondering the right questions and having the confident answers to the same from your Implementation partner is what makes a difference, a stark difference.

How to Identify Good Resources?

Given all the things that often go wrong with the implementation, what could be the course of action to ensure a smooth start? As with most successful efforts, an implementation project requires not just resources but good resources and sheer commitment from all facets of the organization.

Here, by good resources I mean that your Implementation partner must have an established central team; it’s pack of wolves who stick in unison to implement together, learn together, document together, solve the hurdles together through projects after projects.

Why this is important because when your wolves stay together through thick and thin during the projects over a period of time, they bring their even more enhanced skills, a level of comfort during the transformation, a smooth work-flow, and two-way confidence to the transformation table.

But there’s a challenge experienced on implementation partner’s part to be able to retain the valuable team.

Oftentimes, when implementing partner’s SuccessFactors consulting team delivers a successful HR transformation project, due to high demand in the market for such skill, they begin to embark on a new job with better pay-packages and an on-site opportunity. Such state of affairs resulted in a two-way loss:

a) Implementation Partner loses valuable information/experience gained by the consultant, which could be fruitful to take the next project a notch higher, and

b) The consultant misses out on an opportunity to work on the next project with the same team to exercise the lessons learned in the past projects.

In fact, this also impacts the implementation partner’s customers. Customer services are interrupted where customers and clients do business with a company in part because of the people. When an employee leaves the organization suddenly, the relationships that employee built for the company are suffered and also could lead to loss of a contract with a potential customer.

So as a customer, that’s where you start — Finding an Implementation Partner with Good Retention of their Experienced Team. A team which has delivered similar projects together and made them successful a few times to Achieve Victorious Organizational Transformation. But you might just be in for another challenge!

*Boom*

That is: you want to take-off the transformation project asap, like tomorrow, but your chosen Implementation partner’s tiger-team isn’t available because they’re already on another unfinished project!  

And there, you’re at the crossroads!

Trust me, well-thought-of resource deployment on any project is a universal problem with implementation partners; whether big, mid-sized, or a boutique company. I am sure, as you read this, multiple names of such firms stirring up in your mind right now. Yeah?

Keep in mind that you don’t need a massive consulting company who would just throw bodies onto your project to make it a colossal success. Often times, smaller is better. You need that one tiger team, be it from a large company, mid-sized or a boutique company.

But Here Comes The Big Question— Are you getting that Tiger Team from your Implementation Partner?

To all my dear readers, let’s take an analogy to understand this:

How many times have you waited for a long weekend to arrive when you plan to indulge in fancy food at your favorite restaurant? To live the long-awaited experience? Often, right? And when you finally arrive there, it’s jam-packed. While waiting to secure a table, you see your favorite dish being carried to some table. The sight and smell of the food make the wait for you fidgety and you head straight towards the restaurant manager to ask for impromptu provisions with seating, food and the associated services because you can’t wait no more.

And you take a bite of the reality sandwich: The whole staff is seen to go on their last legs. The chef has gone white-eyes with all the unforeseen emergency and quits, there isn’t enough staff to discharge their timely services to you, and you’re totally cheesed off while being iron-willed to never return back to the place gone chaotic, or even recommend it to anyone ever. Just because you couldn’t do some waiting?

You gotta take the call: Certainly, you don’t want to sacrifice quality for time.

Work it out with your chosen implementation partner to assist you with the best slot possible with the best of their teams, the Tiger Team!

So, though it’s not easy or right to commoditize the attributes of an experienced team of experts, you can surely identify the tiger team if you consider the proposed attributes in this article.

In the end, I would love to thank all my dear customers for giving us that bit of waiting time so as to keep our service quality high, putting all our learnings from the previous project in the next one to use, and embarking on the beautiful journey to make you our reference customer.

And, to my good old team.. Remember, that we’re an array of Tiger Teams with an extra ‘S’ that is always ready to Roll We are Rolling Arrays!

Cheers !

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As we continue our journey as Asia’s premier HR Transformation company, each day is a milestone for us in creating value for our clients and team. Here is a quick glimpse of our journey in 2016:

Major SuccessFactors Go-lives, 2016
With our philosophy of “Every Single Project, Every Single Time” our Delivery Team added more than a dozen HR Transformation Projects Go Live in Asia, ANZ and Middle East to it’s credit, spanning across more than 20 Countries including Singapore, Malaysia, Indonesia, Thailand, Australia, Hong Kong, Philippines, UAE, Kuwait spread across a gross user base of more than 75,000 Employees. Some notable names include:

Awards & Accolades, 2016
Our outstanding performance in Transforming HR for Businesses, won us numerous awards & accolades in 2016:

Graduate Training Programme with IDA, Singapore
IDA & Rolling Arrays have collaborated for a new training program to grow Singapore’s native Cloud HR talent.

In 2016, Rolling Arrays successfully commenced ‘HR Transformation Consultants Training Program’ in collaboration with IDA, Singapore under IDA’s ‘Company-led Training Program’ initiative.

Rhombus: The New HR
In line with our vision to constantly innovate and rollout new HR Transformation products and tools, Rolling Arrays launched the beta version of ‘Rhombus – The New HR’, a customizable end to end HR Process platform. Stay tuned for more details and news on Rhombus in 2017…

The Synergetic HR Portfolio
We know one size doesn’t fit all. To support varied HR Transformation needs of organizations, Rolling Arrays expanded its portfolio to include best of the best HR solutions to help companies achieve their HR transformation goals in accordance with their business and industry needs.

HRIS Support Centre
We kick started a dedicated SuccessFactors Support Centre in Singapore for exclusive support to our increasing SuccessFactors install base in Asia.

HR Transformation Events
Rolling Arrays organized HR events in Singapore, Malaysia & Indonesia to help companies build “High Performance Culture”.

And, of course, we had fun… A lot of fun.
We never ever underestimate the importance of transforming HR and having fun

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What seems like a blessing in disguise is also one of the biggest challenges in the business world of employing global workforces diverging in age, gender, education and culture. The modern workforce is far more connected, diverse and collaborative and dynamic than ever before, which have nonetheless created unparalleled workforce complexities that are now impacting the business directly based on a survey conducted by SAP and Knowledge at Wharton.

The survey was conducted among 700 HR professionals from varied industries from different countries, who identified the main factors pertaining to increasing business challenges is due to changes in compliance and regulations, lack of clear focused goals of the top management, underutilized technology or a continuous emergence of new technology and lack of adaptability of technology making it more difficult to collect the right kind of data. The growing gap between what looks good on paper simplifying business processes from what companies actually do or implement is overwhelming worldwide HR professionals, who feel they are not equipped to cope with these business complexities.

Even though business simplification is crucial in today’s world of HR, yet 74% of respondents highlighted business leaders/ HR professionals are unable to align their day- to-day actions with the goals of simplifying business processes and decision making. The problem progresses, as only 27% believe that their top management makes decisions to simplify business processes on a day-to-day basis.

Technology too has not been put to use to its full potential. 60% of respondents feel that technology has not been as useful as it should have been, limiting their ability to meet their strategic goals. This ineffectiveness is due to lack of acceptance of technology by organizations as only 39% of respondents feel that technology has simplified business processes within their organization.

“HR leaders must refresh strategies, streamline processes and embrace new technologies to focus on long-term growth,” said Stefan Ries, chief human resources officer at SAP. “Companies should no longer accept inefficiencies, but challenge the complexities that increasingly permeate today’s workplaces. Simplifying is the new imperative.”

Business simplification is no doubt beneficial to the organization but not inevitable. Majority senior leaders believe that times are changing, and slowly but gradually their efforts to simplify businesses will be strongly effective within 3 years. Technology being the key enabler in simplifying business processes; global business leaders are optimistic about being able to access information from self-service tools, and quick decision making alongside with:

• A more resourceful talent management tool and performance tool
• Use of deeper insight and analytics, to assess the impact of leadership
• Broad learning and development processes and strategies
• Collaborative tools to engage employees and have strong leadership development forums for employees

When companies are considering expansion in newer territories the HR needs to gain understanding of the local market and its labor laws in order to regulate customized policies and communicate these to all employees throughout the organization across all regions. Cultural diversity is usually taken as a challenge even though it has its advantages of being more creative and innovative in solving problems.

While challenging these complexities that are hindering in team success, it is becoming even more important for team leaders to become better and stronger communicators and promote conversation if any business complexities arise, so they can be discussed openly and the problem is addressed before it grows to become a cause of business failure.

Businesses have evolved, and technology has taken over the crux of the work that once was handed down to human capital to manage. But, the one pertaining concern persists around the globe across all industries; the challenge of being an impactful leader has increased nonetheless.

Referring to the 2015 global research conducted by Deloitte on “Human Capital Trends” the second most talked about concern by HR leaders and CEO’s was ‘leadership’ and their inadequacy in moving towards a more prepared state to address the issue.

The question that pops up every time is even when companies recognize ‘leadership’ as a critical talent problem, then why are so few making any progress in addressing it?

The simple reason is that most companies tackle leadership as short term goals, providing training & development to a select few employees, failing to make long-term strategic decisions towards leadership, building a proper succession planning platform within their organization. Whereas, leadership should be a priority for C-level management, to constantly invest in this area.

Why leadership planning not effective in Organizations: (Refer to the diagram across regions)

 

• Leadership development is for selected C-management executives rather than open to all employees
• Lack of a constant investment even during good and bad business years. Leadership development should not to be taken as a luxury and not only when the company can afford for it.
• A weak leadership channel leads to fewer impactful HR and business initiative, falling short of implementing on company objectives and deliverables.
• Companies feel that they can continue to purchase off-the shelf solutions to develop leaders

 

New and improved data driven tools offered by end-to-end HR solution providers like Rolling Arrays can help accelerate leadership by assessing its qualities and understanding career patterns of successful leaders. This is one way companies can look within their talent management pool and use people analytics to analyze which job experiences and backgrounds have produced the best leaders in the past. Trainings can be developed around the skill sets of these leaders learning from their past experiences whereas using assessment tools can be developed in order to measure the capability and readiness for the next level of leadership skills.

Next few years predict strong workforce patterns that will define leadership:

1. Younger Generation will drive new ways of working – Generation Y & millennial are expected to represent almost 70% of the workforce by 2025. The younger generations expectation of employment relationship and their way of engagement at work will and have already started to differ. Work will require more flexibility, better and sustaining work objectives. Statistics and data can create challenging dynamic workplaces.
2. Technology will demand better people skills – Technical skill requirement will increase but with greater human interaction. The need for effective communication skills, people management and engagement through networking will become imperative; a critical skill set which will optimize performance.
3. Long-term Sustainability becomes Imperative – Creating purpose-led and engaging work cultures will overtime deliver better results than any stringent cost management approach
4. Globalization will drive diversity and cross-cultural working – Workplace diversity is amplified with the help of technology enabling certain services to be fulfilled from remote locations in different countries. Organizations nowadays struggle more and more in effectively leading and driving high performing cultures face-to-face.

All in all, there is no one solution that will solve the leadership issue overnight. Needless to say that organization should not give up on creating multicultural work spaces, exploring conversations across their board, developmental frameworks and learning platforms that will lead to collaborative solutions.

Rolling Arrays is Asia’s premier award winning HR Transformation Company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.

By scaling informal learning processes across your company, each employee can benefit from collective knowledge – without interrupting their colleagues or diverting limited time and resources from other objectives.

With many experienced Baby Boomer employees nearing retirement, now is a critical time to capture their knowledge in order to maintain continuity in the future.

While social technologies certainly can play a direct role in increasing productivity and knowledge capture, they can also have an immediate impact on core HR activities.

Here are three examples of using social tools in the employee learning process

Blended Learning
A study by the American Society for Training & Development (ASTD), the world’s largest association dedicated to workplace learning and development professionals, reported the average cost to create an hour of instructor-led training is nearly $1,400. Perhaps the most effective way to get more out of this sizable investment is to blend social with instructor-led training. By creating a private online forum or community setting, instructors can easily distribute materials to employees and engage in dialogue in a time-effective manner. Blended learning encourages greater participation which is proven to improve retention.

Onboarding
The Aberdeen Group reports that for most companies, a majority of new hires do not complete their first milestone on time – and 39% are not retained after one year. Social tools for onboarding can get new hires up to speed faster and help them form a bond with each other and your company. By encouraging new hires to contribute knowledge and questions, you can help them understand your corporate culture and processes. Social tools also provide HR professionals with better analytics to monitor the progress of new hires more easily, ensure they are engaged, and spot possible problems before they emerge.

Social Tools in Talent Management
Companies often struggle with semi-regular performance reviews, goal setting, and compensation analyses. Because reviews, goals and compensation play a critical role in employee morale and their alignment to your company’s objectives, doing these processes well is critical to your company’s success. Yet, because they happen just once or twice each year, it is difficult for managers to remember how to conduct them consistently. By providing clear, concise, and interactive performance review, goal setting and compensation planning tutorials online, managers can quickly refresh their memories on proper methods. Rather than flooding the HR department with questions as deadlines approach, managers can access this information easily and conveniently. This will free HR to counsel and coach managers on individual issues. Ultimately, having better information about employees in your talent management system will lead to better decisions on promotions and an informed succession planning process.

We’re in the early days of the emerging “shared era,” which will impact the ways we live our lives and do business for years to come. With increasing numbers of employees expecting information that is both interactive and on-demand, companies have a historic opportunity to get ahead of the trend by implementing innovative social tools today. By helping HR departments hire the right workers; help them acclimate quickly; and make all employees more productive, social tools can help HR improve productivity and improve your company’s bottom line. In this way, HR can become a bigger part of your company’s strategic thinking – and bring stronger results company-wide – than ever before.

Source: Improving Employee Productivity with Social Tools – SuccessFactors white paper

Rolling Arrays is Asia’s premier award winning HR Transformation Company, headquartered in Singapore with offices in 6 countries. Since its inception in 2009, Rolling Arrays has successfully delivered more than 100 HR transformation projects for more than 50 blue-chip clients across Asia. A consultative approach to HR Processes, HR Functions and HR Software is Rolling Arrays core expertise and the primary catalyst for its’ success.

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