HR Shared Services: Kellogg's Case Study

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This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add …

This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.

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  • Pop tarts Eggo Morning Star Farms Kashi Sunshine (Cheese-its) Mother ’s Cookies Famous Amos
  • So how to we get there? Our new Service Delivery Model will be our vehicle. There is a lot of information on this slide. I don ’ t want you to get overwhelmed by it or wrapped up in all the detail. This doesn ’ t represent our new organizational structure, but rather the channels that will be employed as we provide service in our future state.. It really is very simple … The SDM will be global and applies to all of our customers – salaried employees, hourly employees, manager, retirees, vendors, etc. It will also apply to ALL of HR – everything we do and all of our roles. While we captured the main buckets of HR services, there will be some work that HR currently does that we still need to consider how it will get done in the future. An example would be Labor Relations in the plants. Similar to the other industries we discussed earlier, applying a new service delivery model for HR means finding the most efficient and effective way to deliver all of our services to all of our customers, whether that is face-to-face, through a service center, or through the Web. We know that some things, like information requests, transactions and inquiries are best handled through self service or a service center, and other things like providing consultation, consulting, and advice to employees, manager, and leaders is best done through face-to-face support. The new SDM leverages the power of Shared Services – which includes the service center teams, a new HR Portal to drive ESS and MSS and some support from the expertise teams to provide service in a new way. It also includes a clear focus for the business partnership roles – helping business units and functions achieve business goals through a strategic consulting role. This model will allow them to partner even more closely to the business by redirecting the tactical, transactional work. No one person in HR will have to be everything to everybody … and all employees will have the support they need, whether it ’ s provided through self-service, a call center or strategic partnership with an HR professional embedded in the business. So let ’ s look at how the model will work with some real-world examples …
  • How to build tech requirements – Our IT, HR and IBM did this together. Had a questionnaire they asked us. Our vision was always to put ourselves in their shoes and get the requirements met as consistently as possible. Leverage what we had already purchased, and integrate any new product with that to meet delivery timeline. Enwisen came on in Feb or March 2009, and we had to go live in October. It was all about money. We had so much money to pay for IBM consulting. It was an intense environment. We had 120 consultants between hr, it and programmers. It was VERY costly. No option to extend.
  • This is the CedarCrestone Model for HR Service Delivery Excellence. When we super-impose what we have on this graphic, you see SAP as main ERP layer. Very small amount of customization on the SAP. One of my lessons learned, whenever possible, don ’t customize, always configure. Look for best practices so you’re in a state to accept upgrades. We’re really a compilation. What best met our needs is something we built together with layer upon layer. IBM was consultant on project. IBM has partnerships with SuccessFactors and SAP and we used their programmers to integrate SF, SAP and Enwisen and WebSphere. Copyright © 2007, SAS Institute Inc. All rights reserved.
  • How to build tech requirements – Our IT, HR and IBM did this together. Had a questionnaire they asked us. Our vision was always to put ourselves in their shoes and get the requirements met as consistently as possible. Leverage what we had already purchased, and integrate any new product with that to meet delivery timeline. Enwisen came on in Feb or March 2009, and we had to go live in October. It was all about money. We had so much money to pay for IBM consulting. It was an intense environment. We had 120 consultants between hr, it and programmers. It was VERY costly. No option to extend.
  • How to build tech requirements – Our IT, HR and IBM did this together. Had a questionnaire they asked us. Our vision was always to put ourselves in their shoes and get the requirements met as consistently as possible. Leverage what we had already purchased, and integrate any new product with that to meet delivery timeline. Enwisen came on in Feb or March 2009, and we had to go live in October. It was all about money. We had so much money to pay for IBM consulting. It was an intense environment. We had 120 consultants between hr, it and programmers. It was VERY costly. No option to extend.
  • How to build tech requirements – Our IT, HR and IBM did this together. Had a questionnaire they asked us. Our vision was always to put ourselves in their shoes and get the requirements met as consistently as possible. Leverage what we had already purchased, and integrate any new product with that to meet delivery timeline. Enwisen came on in Feb or March 2009, and we had to go live in October. It was all about money. We had so much money to pay for IBM consulting. It was an intense environment. We had 120 consultants between hr, it and programmers. It was VERY costly. No option to extend.
  • How to build tech requirements – Our IT, HR and IBM did this together. Had a questionnaire they asked us. Our vision was always to put ourselves in their shoes and get the requirements met as consistently as possible. Leverage what we had already purchased, and integrate any new product with that to meet delivery timeline. Enwisen came on in Feb or March 2009, and we had to go live in October. It was all about money. We had so much money to pay for IBM consulting. It was an intense environment. We had 120 consultants between hr, it and programmers. It was VERY costly. No option to extend.
  • First lesson learned. I was thinking of stabilization in a three- to six-month timeframe. RIDICULOUS. 12-18 months is more realistic. Have had that validated with other people who have gone through this. Another learning – organizational change management. We did a lot of work at the front end, saying it ’s coming and this is what it means. Due to resourcing, we didn’t have a resource post-live. Cannot underestimate and cannot overdeliver on change mgmt – before during after, deployed communication, ongoing communication, what their role is, what the expectations are … you can’t put enough energy into that. Business facing HR people whose jobs changed the most. Not the HRSS people. The generalists needed to become statisticians. We might have to train or hire for. Has been borne out over and over again. Basic and advanced Excel training. We ’re going to deliver the dashboards to them, and work with them to understand the trends and relationships between data points and they will have to OWN this. October 26 was go live. General user did use the system as HR/IT had anticipated. The managers and executives had more issues. More multi-phased forms and transactions. Ex: Just got a resignation from someone and wanted to post a new job opening. It ’s several steps not the same transaction. Posting position internally, externally … checking the open box. Change management and training.
  • Copyright © 2007, SAS Institute Inc. All rights reserved.

Transcript

  • 1. Transforming HR Service Delivery Kellogg Customer Success StoryCopyright © 2011 Enwisen, Inc. All rights reserved.
  • 2. Global BrandsGood Food, All Day Long ®,™, 2010 Kellogg NA Co., © 2010 Kellogg Company Proprietary and Confidential
  • 3. About Kellogg• Over 100 years old• 31,000 employees globally, 2009 sales of $13 Billion• Manufacturing in 18 countries• Marketed in 180 countries• Significant growth through acquisition since 2000  Keebler, Morning Star Farms, Russia and China• HQ in Battle Creek, Michigan• Mission to be the Food Company of Choice for Customers, Shareholders and Employees
  • 4. Scope of Project:Global Design, Americas Implementation• 13 countries• Four languages: American English, Mexican Spanish, Brazilian Portuguese and French Canadian• 17,000 active employees – 35,000 total lives, including retirees, vested terminated employees, dependents and survivors• 6 Core Process areas, Global design, many sub-processes – Org Mgmt, Employee Data Management, Compensation Planning, Staffing, Succession Management, Performance Management• 13 Technologies integrated and implemented – SAP HR, Talent Management, Compensation Planning, Telephony, Case Management, Document Management, Content Management, Portal, etc.
  • 5. Business Drivers• Align HR processes with Kellogg’s strategic objectives• Build for the future to support continued, sustainable growth• Create a consistent customer experience• Give employees and managers more control of their information and career resources• Deliver timely, consistent and reliable data to the business and regulatory agencies• Support cash flow with cost-effective solutions
  • 6. Environmental Pain Points• Data decentralized, many hand-offs diluted accuracy and efficiency• Answers to HR questions came from many different sources and could vary depending on source• HR intranet site was unreliable, difficult and time- consuming to navigate• Content was not centralized, audited or controlled• HR processes not documented, much in expert’s head• Technology was outdated or non-existent• Self-service US Benefits Open Enrollment only• Varying levels and styles of customer service depending on Service Area
  • 7. Our Tiered Model Interaction HR Service Types Delivery Channels Face to Face HR Business •Strategic Partnership •Consultation •Advisory •Facilitation Tier 3 •Change Centers of Expertise Vendors Management •Program Design Tier 2 •Vendor SelectionRegional Service AreaService Center Specialists•Information Tier 1•Transactions•Case Management Customer Service•Data Management•Project & Vendor Tier 0Management•Compliance Self Service•HR SystemsGovernance
  • 8. What Guided Our Efforts Design Description Principles • Be easy to use with minimal number of steps Simple • Create a clear and transparent customer experience • Drive decision making at the lowest appropriate level • Build usable global processes and standards • Minimize localization and customization preventingStandardized workarounds • Optimize and integrate HR service delivery model • Require global process ownershipStewardship • Enable the employee and manager to manage their data • Mandate discipline • Optimize the use of automation and technology Systems • Streamline collecting and reporting of timely, accurate data • Be scalable and flexible to meet future requirements
  • 9. Building Tech Requirements to Get WhereWe Needed to Be• Tightly controlled security and privacy• Deliver basic HR services more cost-efficiently and effectively, leveraging Self-Service• Facilitate multi-tiered approach to HR service delivery• Leverage hosted solutions for lower cost of use• Configured, not customized, to leverage timely and low cost upgrades• Provide support for non-HR Legacy systems Travel and Entertainment, Payroll, Security, etc.• Cost-efficient, nimble implementation and ongoing maintenance
  • 10. Technology Platform Overview WebSphere Avaya CT, Enwisen CM Enwisen KB SAP SAP SuccessFactors SAP – 3D view of data Taleo CedarCrestone 2009-2010 HR Service Delivery
  • 11. Missing Link: Knowledgebase• Knowledge/content vs. data management• Required for effective and efficient Tier 0-2 response• Resource-intensive to maintain in-house, and not a core HR competency• Current KB solution integrated with HR database, and was Q&A only; couldn’t support multiple content types• Needed a KB that would:  Provide highly personalized content to the Portal and to Tier 1 & 2  Support multiple content types  Closely integrated with Case Management to provide fast answers  Lowest cost for content management and governance  Grow with the organizational needs
  • 12. Value of an integrated systems:KB, Case Management, Portal Improve efficiency in HR Service Delivery Maximize use of Tier 0 by providing accurate and targeted information Enable HRSS to quickly target HR information for a diverse customer base Minimize volume of simple HR inquiries directed to HRBPs and COE staff
  • 13. RFP to Implementation in Record Time• March – decision to issue RFP• April – select and contract with finalist  Selected solution with KB and Case Management• May – tech requirements and integration planning with all other technology already in plan• June-August: build• September-Mid-October: testing and fixing defects• October 25, 2009: GO LIVE!
  • 14. Preparing for Deployment• Audit content• Knowledge management: new skill set for HR  Managing thousands of documents and serving accurately to the right audience is complex, technical and time consuming!  HR is liaison between IT and content owners  Understand what you want from data – and power of data• Closer to deployment: detailed plan from HR, IT and vendor partners  Hour-by-hour activities started, completed  Who’s on point to address issues, daily meetings with team leaders (six months out, down to twice weekly)
  • 15. Lessons Learned• Stabilization in 3-6 months?  Realistic: 2 years• Data integrity grows slowly and, sometimes painfully• Change management – can’t underestimate or over deliver  Communicate early and often and then “shampoo, rinse and repeat”; have resource(s) dedicated post-go live• Generalist jobs changed most, not the HRSS staff  Train, train, train – systems, statistical analysis, strategy  Help generalists understand trends, data relationships  Enable and encourage them to point customers to HRSS• You can try to anticipate everything, but …  Can’t anticipate all reactions – example: people blaming MSS for not meeting their own targets/accountabilities  Solution? FLEXIBILITY, HUMILITY and LISTENING SKILLS
  • 16. One year statistics• 235,000 Cases Average 4,000 contacts per week• MSS transactions Average 3,000 per month• Almost 624,000 visits to the portal, with about 5 million pages viewed 13,000 weekly visits on Average
  • 17. Customer Satisfaction Surveys• 2,000 requests sent quarterly, ½ electronic ½ paper  US, Canada and Latin America, Employees and Retirees• 3.33 score out of 4 point scale (Q3, 2010 results - .23 improvement over Q1)  87% Sat/Very Sat with quality (accuracy, timeliness) +10% over Q1)  96% Sat/Very Sat with staffs attitude/willingness to help  86% Sat/Very Sat with overall experience (technology & service) +3%• Decreasing percent of Dissatisfied/Very Dissatisfied• Moving customers from Satisfied to Very Satisfied• Good insight on where our opportunities are, and we’re working on it:  Navigation and Content Placement  Application Functionality  End to End Process Improvements  Training and Communications  Regional Content
  • 18. Delivering Value to the Customer and the Business• Meeting or exceeding SLAs  30 seconds or less average Speed to Answer  5% or less Abandonment Rate  60% or greater First Call Resolution – original target was 50%  75% or greater First Day Resolution – original target was 60%• Increasing efficiency in closing cases  13% reduction in time spent on First Call Resolution over a 4-month period• Delivering Self-Service simplifications  25% decrease in Self-Service coaching calls while maintaining volume of transaction  60% of survey respondents state they can do SS without help• Delivering tools for faster, more accurate MSS transactions  30% workflow complete in same day, 80% complete in 2 business days
  • 19. Multi-Tiered Approach to HR Service Delivery• Gartner • HR experts today: 70-80% time administrative / responding to inquiries • Organizations with multi-tier HR service delivery spend average 20% less per employee; high performers in this area 50% less High Performers Enwisen 90% 6% in as little as Customers 80% - 90% 1st Call 6 months
  • 20. The CedarCrestone Model OnboardingCopyright © 2011 Enwisen, Inc. All rights reserved.
  • 21. The Enwisen Model – Only SaaS,HR-Focused Multi-Tiered SolutionCopyright © 2011 Enwisen, Inc. All rights reserved.
  • 22. The Enwisen Model – Only SaaS,HR-Focused Multi-Tiered Solution More resources to help you with your HR Shared Services decisions are available at: Enwisens HR Shared Services A video version of this presentation follows – you may find it helpful for further insight and context.Copyright © 2011 Enwisen, Inc. All rights reserved.