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Sergei Polianski May, 2012
Global HR Systems & Processes: Are We Getting Benefits?
Human Resources Benefit Realization program
SSON, Amsterdam
© Copyright JTI 2011
JTI today Key numbers and growth milestones
In 2007, Gallaher Group Plc., a FTSE 100 business and formerly the fifth largest global tobacco company, was acquired, doubling our combined employee population. At the time, this was the largest foreign acquisition by a Japanese company
Global HR Systems & Processes: Are We Getting Benefits? 2
In 2011 • we employ about
25,000 people at • 90 offices, • 24 factories
(producing cigarettes), • 6 research &
development centers, and
• 5 tobacco processing facilities around the world
In 2009, the JT Group acquired part of the worldwide business of Tribac Leaf Limited (a company that trades tobacco in Africa), as well as two Brazilian companies active in the tobacco business, Kannenberg and KBH&C. In the same year, the JT Group also set up JTI Leaf Services, a joint venture with two leaf suppliers in the US - Hail & Cotton Inc. and JEB International
In 2009, we celebrated our 10th anniversary
In 1999, Japan Tobacco Inc. purchased, for USD 7.8 billion, the international operations of the US multinational R.J. Reynolds
2011 2007 2009 1999
SAP implementation (global model): 2001 - 2003
SAP HR implementation (global HR model): 2004 – 2007
Finance SSC: from 2002, 3 centers (Manchester, St.Pete, KL), 400+ people
• Regional model
IT/SAP Support/Contact SSC: from 2002, 3 centers (Montreal, St.Pete, KL), 120+ people
• Global ‘round o’clock’ model
HR: At regional/local level
JTI Shared-Services Experience Closely linked to global ERP Implementation
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
HR Process Redesign and ERP Implementation SAP HR Roll-out Roadmap
2004 2005 2006 2007 2008 2009 2010 2011
Preparation
JTI Rollout: Romania Pilot
JTI Rollout: CIS, Africa, Turkey, MENEWA, Baltics
JTI Rollout: Asia
JTI Rollout: Europe / HQ & Americas
Stabilization
Gallaher Integration: UK Pilot
Gallaher Integration: CIS+ and Improvements
Gallaher Integration: SAP HR Upgrade
>GLH Integration: Remaining Countries >Talent Management Functionalities
Benefit
Realization
Global Reference Model for 40 HR Processes Single System for Global usage 24,152 Employees
4
e-Recruitment Wave 1
Leaf Integration
JTI Stabilization Former Gallaher Integration Benefit
Realization
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011 5
Yet…
68 vs. 500 Hired candidates vs. almost 500 posted positions from e-Recruitment Wave 1 implementation
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011 6
Yet…
46% Have no access to SAP HR portal
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011 7
Yet…
20% of managers did not log to SAP HR portal in two months…
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011 8
Yet…
6 Clicks are required to approve Leave Request
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011 9
Yet…
1.28 out of 3.00 Initial Data Quality Score
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011
HR Benefit Realization Program: Essence
10
1. Secure Management Ownership, Involvement and Engagement. Processes and
technology governance
2. Ensure project governance for all global HR technology initiatives
3. Align HR service delivery and operational model
4. Complete HR Shared-services feasibility study and confirm further roadmap
5. Maintain right border between Global Reference Model and local practices
6. Ensure SAP HR is the lead system for HR everywhere serving data via interfaces to secondary and legacy systems
7. Build internal capabilities (‘power users’, data quality, HR University)
8. Drive Continuous Improvements
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
Program Focus 5 Priority Areas
11
Friendly, Easy to Use, World-Class, Feeling Global, Credible, ‘Things under control’.
Belonging to a community.
• SAP HR Evolution covering Talent Management, Organization Management Rebuild, Enhanced Compensation & Security, SAP HR Portal Redesign & Reporting • Data Quality Automation • e-Recruitment Roll Out
EMOTIONS
FOCUS AREAS
KPIs
PRODUCT KPIs DEPLOYMENT KPIs POWER TO USE KPIs BRANDING & COMMUNICATIONS
KPIs
PEOPLE KPIs
PRODUCT DEPLOYMENT POWER TO USE BRANDING & COMMUNICATIONS
PEOPLE
Govern SAP HR and other systems.
Enhance functionality according to business
priorities
Ensure HR processes alignment, right
service delivery model and change
management
Nurture the organization’s ability to leverage HR Business Technology and Global
Reference Model
Support change management, create
positive image, Ensure organizational
awareness.
Develop JTI talents by leveraging the
opportunities that knowledge of global systems / processes
provides.
• HR Shared-Services Feasibility Study • End-to-end HR processes: corporate requirements vs. local specifics • Tailored Market Programs • Business Forum • Organizational change management
• Power User community management • Knowledge management • Data Quality Measurement Process • Continuous improvements
• Customer segmentation • Brand Essence Development • Image Campaign • Communication
• HR University concept • Personal Development Plans for team members • Career planning
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
Organizational Design
Recruitment
Hire Employee
Career Development &
Succession Planning
Resign Employee
Compensation &
Benefits
Manage Personal Information
Corporate Metrics
Manage Performance
Training and Development
Starting with HR Processes Analysis Research based on employee life cycle
I. Interviews (57) II. HR Events (3) III. Reference Visits (8) IV. HR System Inventory (141) V. White Papers
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011 © Copyright JTI 2011
Loca
l • Global: Global Reference Model supported by SAP HR
• Semi-Standardised: Frameworks supported by regional solutions • Processes (e.g. Talent Management, Succession
Management)
• Data Storage
• Training documentation
• Local • For the moment – Payroll
• Local reporting
Global 60%
HR Processes & Systems Finding the right border and aligning Service Delivery Model
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
Findings: HR Processes Overview
Org. Management
• Mature and stable global process covered by SAP HR
• Streamline reporting standards
Personnel Administration
• Standard GRM in place covered by HR and local systems
• Improve alignment local-global
Time Management
• GRM for negative time management covered by SAP. Mostly local processes with strong link to payroll
Compensation & Ben
• Global process limited by system constraints.
• Local process for Benefits consolidated at HQ level
Recruitment
• Global process is in place. High demand for an IT system. E-recruitment is a priority
Training and Development
• Global process is being developed.
• High demand for an IT system
Performance Management
•Global process well covered by SAP
Succession Planning
•Global process is in place.
•High demand for an IT system
- Opportunity for consolidation
© Copyright JTI 2011 15
Findings: Governance Factor Governance per functional area based on interview feedback
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
General opportunity for consolidation. Requires more sophisticated and tailored approach compared to classical Transactional Shared Service Centers
Low number of transactions (in comparison with Finance Service Centers)
High Influence of Legal or Local Authority Regulations
HR Specialists profile
Specifics of HR Customers
• Geographical split
• Local Languages Requirements
• Labor Unions
• Shift workers
Yet opportunity for consolidation: Ranked #2 after Finance
HR Shared-Services Research Learning from external practices
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
Document Management System
Tools for simplified data entry
Global HR Systems
(SAP or similar)
Requests Management System
Employees’ and Managers’ Self-
Service
Interactive
Form
Portal (ESS/ MSS)
SAP HR
JTI BSC SRT
Users
HR Service Centers Technology Enablers
HR Shared-Services Technology Enablers
Global HR Systems & Processes: Are We Getting Benefits?
Existing HR Service Center Model Enhancement
Pilot scope for new HR Services
Continue Consolidation of HR Activities at Market and
Regional Levels
Continue Technical Track
Pre-Recruitment Services Consolidation: “Internal Agency” Business Model (Consider CIS as a pilot) Onboarding & Departure Management Reporting Services New Dialogue Administration
Implement Interactive Forms Ensure no Double-Entry of data Evaluate Service Quality Confirm Tangible Benefits Extend service scope Make an effective “Prototype” for further roll-out
Scope Extension And Rollout
Consider Synergy with existing JTI Service Centers Evaluate Pilot Results
Longer-Term Agenda
HR Shared-Services JTI Approach
© Copyright JTI 2011
Not Assessed
9%
Black15%
Gold35%
Silver37%
Blue4%
JTI ‘Power User’ Approach: 180+ HR Power Users Ongoing activities to secure knowledge of HR systems and processes
On-Boarding Conference Calls
Role Acknowledgement via Dialogue
Knowledge Assessment Support
Training Opportunities
Collaboration Tools
Documentation / Knowledge Management
Power User Meetings
Power User Succession Management
Best-Practice Sharing Team
19 Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
• Ownership for Global Reference Model by each process • Leveraging Technology
• Process Methodology and strategic planning • GRM technical expertise, IT ownership, maintenance
• Participation in user groups, partnership with key providers • Technology trends, best-practices
• Best-practices sharing, industry trends • Translating business requirements into technical solutions
• Validation of business requirements • Implementation project management
• HR change management • IT change management
• Ownership for global HR technology • System production support
HR Governance IT Centre of Excellence
Corporate Sponsorship is Key!
Governance Structure HR Shaping Demand – IT Providing Supply
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
Working together to make it happen Approach to resourcing
5
21
HR Power User Community
Global IT supporting HR
• Involvement and Duration • Min 50%, Normally 100% • From 9 months to 2 years
• Teaching Faculty • Permanent
‘Benefit Realization University’ • Teaching Faculty • Permanent
Project Assignments: • Education • Distance Learning • On-Job Practice • Planned Trainings • Alumni Support with Career Planning
42 280
Global HR Systems & Processes: Are We Getting Benefits?
© Copyright JTI 2011
Global HR Systems & Processes: Are We Getting Benefits?
22
Friendly, Easy to Use, World-Class, Feeling Global, Credible, ‘Things under control’.
Belonging to a community.
• SAP HR Evolution covering Talent Management, Organization Management Rebuild, Enhanced Compensation & Security, SAP HR Portal Redesign & Reporting • Data Quality Automation • e-Recruitment Roll Out
EMOTIONS
FOCUS AREAS
KPIs
PRODUCT KPIs DEPLOYMENT KPIs POWER TO USE KPIs BRANDING & COMMUNICATIONS
KPIs
PEOPLE KPIs
PRODUCT DEPLOYMENT POWER TO USE BRANDING & COMMUNICATIONS
PEOPLE
Govern SAP HR and other systems.
Enhance functionality according to business
priorities
Ensure HR processes alignment, right
service delivery model and change
management
Nurture the organization’s ability to leverage HR Business Technology and Global
Reference Model
Support change management, create
positive image, Ensure organizational
awareness.
Develop JTI talents by leveraging the
opportunities that knowledge of global systems / processes
provides.
• HR Shared-Services Feasibility Study • End-to-end HR processes: corporate requirements vs. local specifics • Tailored Market Programs • Organizational change management
• Power User community management • Knowledge management • Data Quality Measurement Process • Continuous improvements
• Customer segmentation • Brand Essence Development • Image Campaign • Communication
• HR University concept • Personal Development Plans for team members • Career planning
Global HR Systems & Processes: Are We Getting Benefits?
Enterprising Open Challenging