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Brian Bowden, Aer Lingus - Selection & Implementation
 

Brian Bowden, Aer Lingus - Selection & Implementation

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  • Lots of good stuff has already happened <br /> BP and CoE roles enable a more strategic approach to the business and improved HR operations <br /> Our careers and recruitment site was launched in April which is getting an average of 22,000 hits a month <br /> By outsourcing HR admin we have created a consistent, reliable and efficient administrative branch with the AskHR team. Positive results from our first customer survey <br /> All this paves the way for further developments, which include a Talent and Succession Planning module at a later date <br />

Brian Bowden, Aer Lingus - Selection & Implementation Brian Bowden, Aer Lingus - Selection & Implementation Presentation Transcript

  • Brian Bowden - Director of HR Transformation, Aer Lingus Paul Davies - Principal, Debunk HR HRO WITHIN HR TRANSFORMATION AT AER LINGUS HR Tech Europe – 25th October 2013 1
  • Revised Strategy & Turnaround in Trading Performance •New Corporate and HR Leadership appointed in 2009. •Strategy Repositioning Aer Lingus as Value Carrier. •Between LCC and Legacy •Demand led •Quality core product that can be augmented through benefit driven a la carte paid options •Award winning customer service at low fares. •New Strategy underpinned substantial Business turnaround. •Review of all functions capability strategy and contribution. Source: Most recently published Annual Report for each respective airline •HR enlisted Debunk to help us look at ourselves.
  • Why Change HR High HR load and cost per employee Process Benchmarking Payroll Admin T&A Recording Expense & Travel Leave Admin Admin Changes Hire & Exit Admin Employee Resourcing Comp & Reward Dev & Training Employee Relations Benefits Admin H&S Total % of Total Total   22 9 5 16 13 7 9 3 10 7 6 3 110     Technology Pot Actual 22 15 8 1 5 0 14 1 12 1 3 2 9 0 3 0 7 0 0 0 4 0 1 0 88 20 80% 18% Self Service Pot Actual 5 1 6 3 4 0 13 1 9 0 5 0 6 0 2 0 3 0 0 0 3 0 1 0 57 5 52% 5% Shared Service Pot Actual 22 16 9 0 5 0 16 5 13 12 7 7 9 4 3 3 5 3 7 6 6 6 1 0 103 62 94% 56%     Complexity Policy Process 5 2 1 0 1 2 2 11 5 9 1 6 2 5 2 0 3 3 1 0 4 0 0 0 27 38 25% 35% IT 4 7 0 11 6 6 0 0 0 0 0 0 34 31%
  • 3 Integrated Projects 1. Develop Strategic HR Capabilities New Organisation, strategic hires, re-deploy & re-skill retained staff 1. Do what we currently do better Rationalise systems landscape, centralise admin, increase process efficiencies 1. Transform HRIT, Services and core HR processes Source systems, outsource delivery services, Improve core HR Goals of Transformation Outsourcing Core HR •Upgraded systems and data • 70% internal effort strategic •Efficient delivery of HR services •Step change in high value processes •Standard admin processes • online recruitment •Consistent service & quality • learning management •Process and System integration • talent development •Better information to Mgrs & Staff •Talent & dev information •Achieve cost savings •Change & bus improvement focus
  • Needs & Wants 5
  • Supplier & Technology Choice and Implications Why we Picked NGA HR Implications ROI & Airline Payroll Experience On-time smooth Payroll switch over Local Presence Service Centre on our Site Integrated System IT Backing, sacrifice of functionality v best of breed ESS/MSS Portal Step change with new release meant phasing implementation Functionality improvement commitment Project Resource and Implementation time, No bespoke development Cultural fit, size and balance Helpful in getting through implementation and development without undue trauma 6
  • Supplier & Technology Choice and Implications What did we find And where next … Remote, 24/7 on-line, self-service admin Mobile more Facebook than formfilling Up-to-date, more accurate and more full employee information But employee knowledge management is what we aspire to Smooth, low impact workflow and approvals Is there a way to fully crack position management? Faster and more relevant talent data processing and decision support It’s not yet intelligent or predictive. Lower costs We want vanilla and flexibility. 7
  • Key Change Themes 8
  • The Implementation Timeline launched March 2013 201 1 HR Business Partners and CoEs introduced 2012 2013 Careers site launched and web based recruitment introduced 2014 Payroll successfully cut over from Cyborg to ResourceLink MyView launch self service portal for ResourceLink system
  • Project - Key Learnings Micro • Be serious about Due Diligence • Invest time in getting the SOW and Contract right. • Project needs set up. Don’t go straight from contract to implementation. • Solution design is iterative and time-consuming- It’s not a couple of workshops • Go with your own knowledge transfer model. • Deploy front-end separately. - Solution • Have a plan to implement the improved quality strategic end, not just an outsourcing or HRIS strategy • Know how offshore you’re prepared to go and what the org can take • Consider services higher up the professional ladder. • Don’t be afraid of embedded service models • Technology can’t fix broken processes. 10
  • Project - Key Learnings Macro • There are no perfect solutions only the one that you believe has the best chance of working for your organisation. • Involve deliverers in design (You and Vendor) and get someone who has done it before. • Get the business on-board • Value the intangibles – Relationships matter a lot - Solution • Know where you can and will trade-off:– Specification – Time – Money • Know where not to compromise! • Prioritise what you need over what you want. • Look at solutions through 2 lenses: – Where you have come from – Where you want to be 11
  • Cultural Journey Dominant Preferred In Balance Preferred Dominant Firefighting Planning Hunch Driven Data Driven Experiential Analytical Union Orientated Staff Orientated Admin Focused Talent Focused Bespoke Standardised Ad hoc Process Driven Corp Staff Start Business Resource Target Current