Manish's Blog

About SAP HR, Rebuilding HR and other topics

List of #SAPHR configuration tables/ views

We configure hundreds of tables/views while implementing #SAPHR projects. The spreadsheet is structured on configuration IMG and tables/views are identified for many of the configuration items. SAP HR practitioners can quickly refer to the corresponding tables/views.

SAPHR Configuration tables-views Version 1 (Press ‘Enter’ if asked for a password)

If you see any errors or omissions, please let me know and I will update it with your credit.

Feedback for Errors or Omissions


HRrenewal- just patching and layering

HRrenewal 1.0 is SAP’s “safe” approach to upgrading SAP HR by adding new UI layer and few functions. It’s just a small upgrade for the on-premise clients. SAP Community Network has detailed information in blogs like HR Renewal FAQs. SAP intrigued me with one of their product, SAP Scouting, in totally different area of football!! I am not an expert at SAP Scouting, but my understanding is that it helps the football team “SF 49ers” build a better team. Team? Isn’t is also important for HR to help build good teams? Instead of draining resources on patching and layering, SAP should review and rebuild HR on newer concepts like SAP Scouting.

SAP should lead in adding new concepts and technology into SAP HR. Workday has tickled SAP by just adding cloud concept. One can only imagine the power of a good HR solution that begins with baking social, mobile and Bigdata concepts into core functionality.

See also:

SAP’s Delightful New HCM User experience

49ers NFL Draft 2013: Team works with SAP to remain ahead of the pack in efficiency

RebuildHR Manifesto- Part A

RebuildHR Manifesto- Part B

ROI or No ROI?

I was experimenting with D11 conference app on my iPhone and accidentally published this blog much sooner. I liked the basic tenet of Elon Musk’s point.

Tom Krazit 7:48:38 pm
This wasn’t an ROI thing, Musk said. “Starting an electric car company is one of the dumbest things you can do on that scale,” he jokes. But obviously it’s worked out for Tesla at this point: the company’s market cap is high and even though “people regarded it as stupid, insane, or both” Musk is pleased.

There will be projects that you decide on expected ROI AND there will be projects that you are passionate about and you ‘just do it’.

Improving meeting effectiveness by crowdsourcing

Meetings take up the most inelastic resource, time. Meetings are important, but they can take up valuable resources if not conducted effectively. I guess everyone has had his or her share of ineffective and time-wasting meetings where either the meeting purpose is not clear or the outcomes are not clear. More importantly, there was no easy way to give this feedback to the organizer. Now, with the help of IT, we can setup a whole new process.

Meeting Process

Meeting Process

  1. Organizer sets up the meeting
  2. Organizer and the participants meet
  3. [New step] After meeting, the participants give feedback with ubiquitous smart phone
  4. [New step] Collect feedback from all meetings
  5. [New step] Rate each meeting using new (to be defined by HR) data analysis algorithms in traditional SAP BW, HANA-powered SAP tools, BigData tools (like Hadoop) or any other tool up for the job.
  6. [New step] This “crowdsourcing” rating will be automatically populated on the employee’s performance report

The rating provides information that will help the company draw up a good solution. One solution could be to offer training. Another solution could be to add a team member who could bridge the skill gap.

IT support is crucial to setting up this solution:

  1. Organizer sets up the meeting. (Existing meeting tools like MS Outlook)
  2. Organizer and the participants conduct the meeting. (Existing process)
  3. [New step] After the meeting, the participants get a brief evaluation on their mobile app. They give their opinion about the meeting (IT needs to develop a smart phone app)
  4. [New step] Collect feedback from all meetings. (IT has to roll out the app to as many users as possible)
  5. [New step]Rate each meeting using data analysis algorithms in traditional SAP BW, HANA-powered SAP tools, BigData tools (like Hadoop) or any other tool up for the job. (IT has to build new backend system to collect meeting data from each user)
  6. [New step] This ‘crowdsourcing’ rating will be automatically populated on the employee’s performance report. (Implement new calculation rules)

‘Improving meeting effectiveness by crowdsourcing’ is just an example of how technology convergence can help ‘RebuildHR manifesto’. We can leverage this concept to other skills that justifies building this infrastructure.

RebuildHR Manifesto- Part B

RebuildHR manifesto is a call for action to the HR community to lead every technological change that involves people and use it to improve employee’s life & productivity, directly impact the company’s goals and help the workers’ world at large. Traditionally employee records administration makes up HR technology. My point of view is that HR technology should include all technology that impact people like smartphones, social media, crowdsourcing, etc… When a new technology effecting people comes to the market, HR should lead experimenting and implementing it in close partnership with their IT people. HR is like a car driver. They doesn’t need to know how the carburetor works but they chose and drive to the destination. HR has to become skilled at finding and initiating the use of new technology in the organization.

Let’s talk about social media. Business leaders like Sir Richard Branson and Elon Musk are skillfully using social media, like twitter, to engage people with their thoughts and ideas. Common people effectively used social media during ‘Arab Spring revolution’ as it unfolded. In this broad spectrum of users who wield influence, I looked but couldn’t find HR visionaries and authors actively engaged! Even if I might have overlooked or missed some of them, I still see a gap between how people have started to view and accept technology and how HR leaders and practitioners see it. I am not saying if it’s good or bad, but definitely the road of yellow brick for HR is technology. HR has to start baking today’s popular culture and effective tools like smartphones and social media, into organizational culture and systems. HR also has to start looking at the next technological wave as many of these technologies are going to impact their most important customer and benefactor, the employee.

In the book, The Dude and the Zen Master, Bernie the Zen teacher, says ‘New shit will always come to light, but it’s hard to welcome something new because we have no idea what it will look like or where it’s going to take us. It’s not easy, but it’s always growth’

Sometimes I wonder what HR, managing people-asset, needs to do to have similar clout as Finance, managing ‘just’ money.

In later blogs, my goal is to redesign HR processes leveraging crowdsourcing, enterprise tweeting, Facebook, Google Glass,, etc… and finding numbers that help build an HR balance sheet.


Wikipedia, The Wonderful Wizard of Oz, (‘road of yellow bricks’) (as of May 23, 2013, 18:03 GMT).

RebuildHR Manifesto- Part A

I have implemented global SAP HR projects for almost 15 years. During this time, very little has changed with HR and SAP HR. There were some cosmetic changes (HR to HCM) and some incremental changes (seeing your manager’s goals and setting your own goals for the year). I always felt some gap in HR/ HR systems as compared to consumer technology. For example: Why not email a photo, taken using a ubiquitous cell phone, of required document than faxing? How can the world of HR use the technological innovation? My tipping point came when I watched the movie ‘Moneyball’.

‘Moneyball’ (the movie and the book) is about how Billy Beane, the General Manager of Oakland Athletics’, rebuilt his baseball team on a lean budget using data analysis in selecting his players. He did not believe in the traditional scouting method. Nor did he believe in many of the player statistics as they did not correlate to their real performance. He used new player metrics (Sabermetrics) developed by Bill James that showed the true contribution and skills of the player. The results were astounding. Oakland Athletics created history in 2002 by winning 20 straight games, an accomplishment unheard of but what was fascinating is that his team had the lowest payroll. Boston Red Sox, understanding what Billy Beane had done, copied the approach. They went on to win the World Series in 2004 after a gap of 86 years!

US baseball’s origin can be traced back to 18th century, and the ‘World Series’ started in 1903. Traditional scouting techniques seemed the only way to find baseball talent. Bill James saw the inherent flaws in this technique and started to write about it, but baseball insiders couldn’t see it. Computers became available to do data analysis and crunch number and showed that Bill’s assessment made sense, but still the insiders refused to see the facts objectively. Finally, Billy came and executed on new model using technology. Now, why are we discussing this and what does this have to do with HR or HR systems like SAP HR?

Introduced around 1995, Core SAP HR hasn’t changed much. Since then, Steve Jobs came back to Apple and created iPhone. Mark Zuckerberg left college to create ‘Facebook’. Jack Dorsey lead ‘Twitter’. During this people-centered technological upheaval, SAP HR was just tweaked. I think most of the other systems are very similar and essentially execute the same HR processes, maybe slight differently. It seems that HR itself, as a function, has changed very little. Most data collected by HR drives administrative processes. Statistics and analytics that come from this data can not drive talent management or employee engagement. HR talks about building teams all the time, but how do you measure success of team building programs? How to measure what employees do differently if they become good team players? HR talks about employee engagement. How can it find out the degree of employee engagement? The lack of data and data models prevents HR from measuring key skills of the employees. But the same employees create an unbelievable amount of data when they leave the office. They tweet millions of messages every day post thousands of picture and posts on social media sites like Facebook. How can this phenomenon of creating and sharing data, willingly, be replicated for work, in the context of an office, a company ?

Big data, social media, cloud computing and mobile connectivity are going to help bring about HR transformation. HR has to rebuild itself from the bottom up. HR can analyze social data, provided by employees using their mobile devices, to improve personal productivity and lead the use of wearble computing which leads to higher company profits.

– Mobile devices enable employees to capture data easily and efficiently

– Mobile social apps help capture the relevant data

– BigData/ Analytics helps crunch and analyze this data (collected by crowdsourcing)

– Cloud computing makes this analysis/ feedback available anywhere, anytime

– Wearable computing (like Google Glasses)

The dreams of HR visionaries can become reality as the technologies have converged. It’s time for HR professionals to understand technology to see what moon shots are now possible. It’s time for HR professionals to become the ‘Billy Beane’ of a company. They have to build new HR systems that captures more relevant data, engages employees,  predicts true talent and directly impacts company’s bottom-line. It’s not a time for incremental changes, it’s not a time for just a little transformation. It’s time to rebuild HR from the ground up using all the technology we have. It’s time for a new ‘RebuildHR’ Manifesto.

To be continued…



Wikipedia, Billy Beane, (as of May 13, 2013, 19:11 GMT).

Wikipedia, Bill James,  (as of May 13, 2013, 19:14 GMT).

IMDB, Moneyball, (as of May 13, 2013, 22:00 GMT).

Wikipedia, History of baseball in the United States, (as of May 15, 2013, 02:45 GMT).

Special thanks to Martix Rexroad for his insight and feedback.

With the advent of cloud computing, what’s the future of SAP HCM consultants? Part 3 (Final)

I have talked to many SAP HCM consultants. Most of them are aware of the changes and confused. SAP has always been about integration but now we hear about hybrid solutions. For example: store the core employee data in SAP HCM and interface with SuccessFactors’ functionality of on-boarding, talent management, compensation management. Some companies integrate SAP  finance, production planning, material management, human resources and other functions but what will be the impact of hybrid HR solution. There are many thoughtful questions but few good answers as things are still evolving. Cloud computing is a disrupting technology and has changed HR solutions and in turn the SAP HCM consulting. The consultants need to keep calm, carry on with their current work and understand the new normal proactively

  1. Networking – provides a good way to stay connected to your contacts. Your connections can offer insight and information that can help you. You can also reciprocate the same.
  2. Learning –,, and other sites have a lot of information. You can follow industry experts and companies to learn about the trends as well as new detailed information.
  3. Certification – Certification is not always required but it can come in handy. Though it might not always be obvious how useful they might be, there is definitely no harm in getting certified.

SAP HCM Consultants (Functional)

The good news is that there are many transferable skills.

  1. Leadership, Team work and communication These skills are transferable.
  2. Project management This is also transferable with some knowledge of the new system that you are implementing.
  3. Documentation and testing These skills are transferable though a little system knowledge might be helpful.
  4. Business analysis – This skill is transferable. Cloud solution also requires HR processes analysis and requirements gathering.
  5. Gap analysis and configuration – This requires the knowledge of the new system. Understanding the cloud based solution is the key. If you plan to switch to the cloud, then you should take up some training or be a part of a cloud project. There are no courses available to public and training is only provided to the vendors/ system integrators.

SAP HCM Consultants (Technical)

There are specific challenges to this role as the cloud solution grows but it provides big opportunities. There will be a lot of work in transition and upgrade projects. But as more and more technical work is outsourced, technical consultants might need to add skills (though this might be a boon to technical consultant where the outsource work is going).

  1. Leadership, Team work and communication These skills are transferable.
  2. Project management This is also transferable with some knowledge of the new system that you are implementing.
  3. Documentation and testing These skills are transferable though a little system knowledge might be helpful.
  4. Development (Programming): Though the basic programming concepts might be transferable, the detailed coding will not. ABAP programming is SAP’s proprietary language.
    • You can move to other SAP module if you would like to continue within SAP environment
    • You can also pursue other upcoming SAP technologies like SAP Mobility and SAP HANA.
    • You can move to cloud solutions and learn the new system by getting trained or being part of a cloud project. There are no courses available to public and training is only provided to the vendors/ system integrators
    • You can learn more by following people and companies on twitter/ LinkedIn. I have a twitter list that might help to get your started

If you have any feedback, please feel free to give your comments here or email I wish you all the best.

With the advent of cloud computing, what’s the future of SAP HCM consultants? Part 2

Cloud computing/ Software-as-a-Service is the new source of revenue for the IT industry. is one of the phenomenal success stories in the Customer Relationship Management (CRM) area.’s tag line is ‘No hardware. No software. No Boundaries’. In HR systems area, it is a very inviting and exciting proposition to the customer. Every software company is touting that it has a ‘cloud’ based HR solution. Customers have the tough task of determining which solution will fit in their strategy. Even when the existing on-premise solution works fine, customer will evaluate ‘cloud’ option and transition benefits. The cloud computing buzz is getting stronger, and everyone wants to jump on the bandwagon. How does it impact the SAP HCM and SAP HCM consultants? Existing implementation, new implementation and transition projects will need SAP HCM consultants for the following 5 years.

Supporting existing implementation:

SAP HCM consultants (functional as well as technical) will have steady work in support organization. If SAP Payroll is on the same instance, changing from SAP HCM to other solution would require a higher budget and longer duration. For the next 5 years (till around 2017), there will be a steady demand for SAP HCM consultants for support roles. Within the Support organization, upgrade projects will still need SAP HCM consultants. The pace of upgrade projects might accelerate to ensure that customers are ready to transition to a newer version that might support ‘cloud’ solutions.

New Project implementation:

Cloud computing will adversely impact the decision to select SAP HCM. Companies who have already started the implementation will find it difficult to stop the implementation and reevaluate cloud options. They will need the SAP HCM consultants to take them live while ‘cloud’ strategies mature. There are some questions that customers are grappling with: – What do they ‘own’? – What is the exit strategy? – What are the options if the vendor cannot support their requirements in the future? – What happens if their vendor files for bankruptcy? If cloud solutions gain more acceptances, SAP HCM consultants demand will decrease.

Transition projects:

The customer decides that they want to transition from existing SAP HCM solution to new cloud based solution. These projects will be the most interesting ones and will need SAP HCM consultants to enable the smooth transition.

All this change is outside SAP HCM consultant’s control. What should SAP HCM consultant do that is within their power and the skills they need to acquire for the future?

To be continued…

With the advent of cloud computing, what’s the future of SAP HCM consultants? Part 1

There is a lot of excitement and speculation about ‘cloud’ solutions and how it will change the business. I started to think about how it will change the future of SAP HCM consultants and started putting the pieces together. Please feel free to share your experiences and comments.

SAP R/3 (along with HCM module) has led enterprise solution for almost 20 years when it adopted the cutting-edge client-server architecture. The reason for rethinking HCM solution is due to the paradigm shift from client-server to cloud computing.

Cloud-based Solution
Cloud-based Solution, in our context, means that the solution provider hosts the software, builds the solution template (their intellectual property), configures it for the client and maintains it (ideally for eternity) for the client. The client doesn’t own any part of the solution. They pay for the service they receive. In simple terms, the client uses and pays for services like Personal data changes (e.g. Employee Name Change, Employee Address Change), Employee transactions (e.g. Hiring, Promotion), Analytical reports, etc…
Workday and SuccessFactors are examples of cloud-based solutions.

On-Premise Solution
What do we call the existing solutions and differentiate it from ‘Cloud computing’? The current model where the client buys/owns the licenses, hosts the software on their own servers, configures and customize it to their requirements, maintains it themselves is now called ‘On-Premise’ solution. The client owns the complete solution.
SAP HCM and PeopleSoft are examples of On-premise solutions.

What are the factors that have generated interest in cloud-based solution now?
– Cloud-based solution need high-speed and reliable internet connectivity. In the US and many other parts of the world, high-speed & reliable internet connection has become the norm.
– HR wants cutting-edge technology to enable employee engagement, talent management and other critical initiatives but don’t necessarily have the budget for it. Cloud solutions come enabled with built-in mobile solutions so HR doesn’t need to spend trying to design and develop them with their own IT departments.
– HR wants to keep their system up-to-date and compliant but might not have enough resources to do it in timely fashion. Cloud solution providers keep the system up and complaint. Workday even has a social media inspired community where clients vote for the features they want in the next release
– HR wants employee and managers to have better user experience and use more self-service but they might be on the ‘high priority’ list of their IT departments. Cloud solutions are able to give state-of-the-art user experiences and update it regularly.

Cloud solution provider:
– provide same services to multiple clients (employee name change, employee address change, etc…)
– have same hardware setup for all clients (scalable hardware at low-cost)
– upgrade software for all clients at the same time (less maintenance of different versions/ old versions)
– assign resources to features that most clients vote for

To be continued…

If you are thinking about taking HR to cloud…

I have thought a lot about cloud and HR. I find a similar theme of ‘look before you leap’ in most of the articles. One more article that might be of interest to the knowledge seeker.


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