Webinar – Transition Your Organization

How to successfully transition your organization to multi-country HR BPO Webinar – Transition Your Organization 4 February 2010

Agenda
Introduction to the Panel
Definition of Transition
Transformation at Microsoft
Transition Methodology
People and Transitioning
Executive Sponsor Role
Keys to Success

Introduction to the Panel Andre Rampat Director, CorporateLeaders Patrick Nolot   Global Program Director, ADP Moderator: Barbara Paterson Director, Paterson Consultancy ltd. Bonnie Skelly  PMP, Director International Payroll, GPO - Finance Operations  Microsoft Finance

Transition – A Definition
Project/change managers perspective
Sponsorship must be continuously managed and confirmed throughout the lifecycle of the project.
Transition of an Organization must include strong considerations and Plans for Process and Change Management
Employees perspective
The passage of time and participation in activities that move you from the old, comfortable way of doing things to new ways of doing things.
“ What will happen to me?” “When will I know?” and “can I help” - transition for employees increases anxiety and fear levels surrounding their future.
Provider Perspective
Implementation of a standardised service
Transfer of responsibility by a client to an external supplier

Transformation at Microsoft
The Finance 3.0 Vision
“ Best in class Finance functions, enabled by process standardization, solid internal controls, and effective performance management. Achieved by hiring & developing the best people and using integrated applications that showcase Microsoft technology.”
OneFinance Drivers
Powerful business insight and performance management
Process standardization, reduced complexity and outsource non-strategic activities
Efficient compliance processes that improve control environment
OneFinance Transformation
Transactional Accounting As-Is End State “ Business Insight” Transactional Accounting “ Business Insight”

Transformation Drivers at Microsoft
ADP GlobalView – single global payroll vendor
Consistent global use of tools
Ability to standardize common systems
40 + existing local payroll vendors
Fragmented processes & many systems, varying by country
HR dual data entry into local payroll system & Headtrax
RESULTS:
Weak internal controls
Inconsistent employee experience
RESULTS: Future State Current State

Payroll Operations at Microsoft with ADP GlobalView The payroll processing actions will vary by subsidiary, based on country regulations and company policies. MS Sub – GSS PREPARATION MS Employees Microsoft HR/Finance ADP Payroll Services Team
Processes payroll data
Provides call centre support
Manages statutory controls
Data exceptions manually processed by Global Data Services
PROCESSING PAYMENTS REPORTING Global Pay Source Enters employee data into MS tools Auto-upload to ADP GlobalView Employees view pay slips online Common Reporting Structure HR

Transition Methodology
Managing the transition involves dealing with three main tasks (or streams)
at the same time:
Process conversion
Service implementation
Change management and communication
These three tasks/streams need to be managed carefully according to proven
methodology in each country where you transition to HR outsourcing.
But even more challenging is the integration of the human dimension that is
related to any international transition project. You want to be sure not to leave
critical players on the sidelines.

Managing the Transition Streams Streams Phases

Microsoft Change Strategy Change Intent Clarifying Purpose Pursuing Alignment Initiating Commitment Building Capability Reinforcing Change Creating Followership Leadership Planning the Change Preparation for moving the “As-Is” organization to the desired “To-Be” state in consideration of the potential impacts to the workforce. Development of skills, knowledge and behaviors people need to achieve and sustain targeted performance levels. Demonstrated sponsorship and reinforcement of the commitment to the change by key executives. Leadership Alignment Communications Training Organizational Alignment Clarifying and communicating throughout the life-cycle of the change period to keep people informed and involved. Planning

People and Transitioning
Psychological Strategy :
Understanding individual emotional reactions to change
Internal communications
Leadership behaviors

People and Transitioning Listen, acknowledge feelings, encourage and support

Talk the Talk
Devise a robust communications strategy. Decide how you want employees to feel and anticipate manager skill gaps
If people do not have answers to the questions “what is in it for me” and “how can I be involved” they are unlikely to take in any other information
Increase the frequency of communications. Don’t let rumours fill the gaps.
Listen and encourage two way conversations. Co-create messages, ask don’t tell.
Inform people about the rationale for change the “why” not just the “what” use stories and pictures.
Messages need to create a sense of belonging even for people “at risk” of leaving. They are the glue that hold people together in times of turmoil.
People need messages that support them to maintain their self esteem and reduce resistance. The organization can enhance its reputation as an employer who manages change well.
Be ready to adapt your strategy by understanding cultural sensitivities.

No place to Hide
As a leader your behaviour is noticed by everyone. Employees look for positive role models. Leaders reflect the culture of the organization.
Impact on others is determined by your own self knowledge, your authenticity and your wisdom to choose the style and timing of your interventions.
Leaders who manage change effectively prioritise employee engagement – they recognize employees want a voice in shaping their futures.
Leadership skills training for line manages particularly needs to ensure coaching skills and handling uncomfortable conversations are on the agenda.
Good leaders know their workforce and their skills and understand the concepts of change management.
Good leaders also increase their level of interaction, give consistent messages and” walk the floor”

Executive Sponsor Role (Transition and Ongoing)
Executive Sponsor Ongoing with ADP
Act as the ultimate escalation point for the client executive, supporting the Global Relationship Manager if he/she needs help within ADP beyond the GlobalView scope and expanding the relationship with the client
Conduct/Participate in annual or semi-annual client steering committee meetings
Information point for clients with alignment of strategies and initiatives between the client and ADP
Executive Sponsorship as part of Transition at Microsoft
Sponsors from both HR and Finance (HR and Finance have a role in MSFT payroll)
Annual Performance Review includes OneFinance as a commitment
Supports Global Payroll Director involvement in World Wide Conference and Staff Agendas

Keys to Success
Develop a transition methodology and framework that focuses on process conversion, service implementation, change management and communication
Have partner that is flexible to adapt their transition process to your needs
Strong leadership is essential
Plan to support your subsidiaries at the local level
Don’t ignore the psychological factors when dealing with people and change

Thank you for Joining Andre Rampat Director, CorporateLeaders Patrick Nolot   Global Program Director, ADP Moderator: Barbara Paterson Director, Paterson Consultancy ltd. Bonnie Skelly  PMP, Director International Payroll, GPO - Finance Operations  Microsoft Finance

Contact Details
For further information, please visit our websites:
www.adp.com
www.globalhrstudio.com
www.corporate-leaders.com
Or email us at:
Patrick Nolot: [email_address]
Andre Rampat: [email_address]

Webinar – Transition Your Organization

by GlobalHRstudio

Accessibility

Categories

Upload Details

Usage Rights

1 Embed 5

Statistics

Webinar – Transition Your Organization Presentation Transcript