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The Secret of Driving Cultural & Strategic Transformation through HR - David Bowes


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The Secret of Driving Cultural & Strategic Transformation through HR - David Bowes, Chief People OfficerWDS, A Xerox Company …

The Secret of Driving Cultural & Strategic Transformation through HR - David Bowes, Chief People OfficerWDS, A Xerox Company

What does HR Technology mean to users? How can it impact an organisation and how this cultural impact be managed? In this session, David Bowes will share WDS’ HR and IT challenges and build the case for transformational change around talent.

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  • Good Morning. INTRO
  • WDS offers Multi-channel knowledge management, care automation and analytics are delivered through ourTechnology, Managed Services and Consulting practices.  Technology products are designed to Automate or assist customer service interactions across self-care, device,contact center and social channels. Importantly, all of our technology products come with knowledge as standard Services comprise Managed or Outsourced services spanning customer care, testing, training and knowledge management. And our consulting practice offers programs of activity designed to address specific client challenges.
  • The best starting point is the BusinessStrategy. What markets are we in? How do we compete/differentiate ourselves? What's our value proposition?How did we learn that Talent/Expertise was our limiting factor? We tried it with 6 customers from 4 different countries. We learnt that:The value proposition was right (i.e. Customers liked it and bought into it)It was profitable (i.e. We could make money by doing it)It was hard work and required unique Expertise / talent. And this was the scarce resource.
  • Having hopefully outlined the problem we were facing…Next I want to explain what we did to address the problem…
  • We thought more the type of organisation we needed to deliver the Vision – i.e. What was The Vehicle that would take us on the journey? Could it go fast enough? How agile did it need to be? What were the key things it needed to be really good at (Core competencies) How big did it need to be? How resilient should it be? What did “winning” look like? – what was it going to take to win the race? And not just this race, the championship! Who was going to drive it? And what did they need to be good at? Risk taker? Would they crash it on the first corner? Or drive it so slowly it never got any heat into the tyres so it would work at optimum performance?So, start with your Vision for the business. And Business strategy. Ours was a 3 page document, looking at the business from the various viewpoints (customer, Shareholder, Employee)Then you can think about what kind of organisation culture your looking to develop. This is the process of taking a business strategy and turning it into a relevant HR strategy.
  • GLOBAL… Gave us scale (efficiency and customer alignment). Also local Law, practices (terminology and Financial practice) and Culture. Self serve because that maps to our culture (empower, accountable)
  • QUESTION: How do you demonstrate your value as an HR function to your business?
  • Some examples:
  • We nearly went to early...We decided to invest 2 years ago. But 2 years prior we were about to invest....Cash got tightTechnology wasn't ready to meet our needsWe realised we didn't really understand our business. How did we need our organisation to work in order to deliver the visionPHEW!
  • Where does your HRIS budget sit? – HR or IT or other?Beware of what you don't know: The technology can shape requirements you may not have been aware of and The technology is becoming simpler to deploy reducing the role of the IT function. Give me and my employees access (device and bandwidth)Make sure data is secure
  • Team: Vendor, PM, Sys Admin, Users, HR, IT, Are you buying a piece of technology? Or Outcomes?
  • Transcript

    • 1. © WDS, A Xerox Company (2014)
    • 2. © WDS, A Xerox Company. 2013 All rights reserved. The secret of driving cultural and strategic transformation through HR
    • 3. © WDS, A Xerox Company (2014) WDS, A Xerox Company • Think about the last time you had to call for tech-support. It doesn’t matter how proficient the support agent was, wouldn’t you have rather not had to call at all? • That’s why we help our clients to deliver a better customer service experience by automating the process of care, identifying pain points and applying strategies to prevent problems (not just manage them) • Customer Services Transformation through outsourced services, technology products and consulting. • Dedicated to the wireless industry since 1995. A Xerox Company since 2012.
    • 4. © WDS, A Xerox Company. 2013 All rights reserved. Agenda Business Challenge • What was the problem we were facing? Business Requirements • What did we do to address the problem? Key Lessons • What did we learn? • What are the key takeaways?
    • 5. © WDS, A Xerox Company. 2013 All rights reserved. Agenda Business Challenge • What was the problem we were facing?
    • 6. © WDS, A Xerox Company (2014) • Focussed on Telecoms, but broadening to other verticals. • Selling solutions that understand and then improve the Customer Experience. • A highly consultative sales approach. • Performance metrics geared to developing value based relationships with customers. • Requires a global network of experts to deliver growth (6 trial customers) • And this is our limiting factor. Not cash. Not customers. Business Strategy
    • 7. © WDS, A Xerox Company (2014) • The ability to scale to meet the market opportunity (destiny in our hands!) • And doing it in a sustainable way • The key enabler was developing Talent (Experts) • Which prompted lots of questions… Who are they? What do we mean by “Expert”? Are they good enough? What are they expert in? How many do we have? 12 or 128? Where are they? Do I have “latent” talent available to be sold? What is the potential value of our talent pool? Do we need more? And if we do, how do we “create” them? What does the pipeline look like? Is it right? How fast are we developing them? Is it fast enough? How can speed it up? The key challenges facing WDS
    • 8. © WDS, A Xerox Company. 2013 All rights reserved. Agenda Business Requirements • What did we do to address the problem?
    • 9. © WDS, A Xerox Company (2014) What is the Organisation Design? • Start with your Vision & Strategy • What are the Core Behaviours that underpin the desired culture? • A Role Library identifies the roles needed to deliver the Vision • Clear accountabilities and competencies for each Role. • Bring them together in a Structure • Establish standards for each step of the employee lifecycle. • Incorporate the Organisation Design components into HR processes. • Align the approach globally to allow the business to scale. Standards Accountability Unacceptable Acceptable Performing Exceeding Understand the client arena, and develop an appropriate strategic response. No strategy exists or is communicated. Responses are reactive and opportunistic, led by one person. Sales are tactical and transactional. The CET understands the customer vision, strategy and imperatives; these are communicated in an Account Plan, and our response is appropriate, relevant to the client and aligned to our company vision of Enlightened Thinking. The strategy is signed off by key stakeholders in the customer, who see Enlightened Thinking as a key part of shaping their user experience and service. The customer contributes actively to developing the WDS strategy as they believe in the value Enlightened Thinking will derive. Establish and co- ordinate strategically important relationships by networking in the customer. There is a point to point relationship, where the Account Director holds relationships in the client to the exclusion of other members of the WDS team. The Account Director systematically establishes networks of relationships inside the customer, so that the CET and other experts are able to engage and deliver through a team approach to the client, delivering expertise, solutions and value. The Account Director escalates in the customer business, holding relationships that are influential, sit above the traditional technical buyers, and shapes the conversations between the members of the CET and the customer. The Account Director develops the WDS brand inside the customer through leverage, positioning and teamwork. The relationships derive a competitive advantage in tendering and business development, and also ensure the client sees WDS as a value adding partner, not simply an outsource provider. Takes accountability for developing propositions, solutions, socializing new ideas to help the customer and is responsible for the new business targets in the customer. Personally writes all proposals and commercial responses, and is seen by the customer as the key contact for all technical and commercial negotiations. Translates the needs of the customer into the CET, and co- ordinates a differentiating response which captures our technical capabilities to help the customer. The AD works with the CET to complete proposals, Our solutions are of a high enough standard to impress the customer with our thinking, expertise and capability. We generate opportunities proactively that are in alignment with our brand values and we win deals that deliver to the The tendering and business development effort shapes the thinking and procurement processes within the customer, so WDS derive unique information to aid the bid. Our customer-side allies provide support for our proposals because Role Library Role Profiles Competency Library Organisation Design Components
    • 10. © WDS, A Xerox Company (2014) This led to the following HR Technology requirements • Global • Simple • Maps to our Employee Lifecycle • Configures to our Organisation Design • Price • Self Serve - A tool primarily for Employees and Managers. Managers are the Channel. Equip them. Tool them up. They look after our most valuable asset • Provide a Single source of truth. • Integrates with other systems • Roadmap • Reporting • Cloud based
    • 11. © WDS, A Xerox Company (2014) What impact were we looking for? • The right number of Experts, in the right place at the right time • More high performers, fewer low performers • Retention of key talent. Less attrition where it hurts • Better hiring decisions and more jobs filled internally • Improve productivity • Clearer, more aligned goals • Managers and employees empowered • HR efficiency • Increase employee engagement. • Reduce risk – data integrity • Increased Profit per employee • HR as a Profit Centre... “The talent factory...” Human Capital Scorecard:
    • 12. © WDS, A Xerox Company (2014) More about impact… Recruitment and On-boarding: Time to fill Cost per hire, by band, by location, by role Internal hire rate (for band 3 and above) Voluntary attrition in first 180 days % employees successful in their role after 1 year Time taken to reach performance levels Performance Management Employee Engagement Margin per employee # experts at performance levels in their role % employees at performance levels for their role KPI grading rigour The Value of our Human Capital Learning and Development Employee Engagement Margin per employee # experts at performance levels in their role % employees fit for their role The Value of our Human Capital Organisation Design: • Roles • Culture • Values • Core Competencies • Structure • Processes • Etc Compensation and Benefits Employee Engagement Margin per employee by band Retention HR Effectiveness HR Cost as % of Gross Profit The Value of our Human Capital The value of our Human Capital v revenue forecast • Know what questions to ask. • But don't necessarily keep asking the same questions • Instead, let the data take you on a journey!
    • 13. © WDS, A Xerox Company (2014) Competency map
    • 14. © WDS, A Xerox Company (2014) Screen shot - HELIX
    • 15. © WDS, A Xerox Company (2014) Screen shot – Management Dashboard
    • 16. © WDS, A Xerox Company. 2013 All rights reserved. Agenda Key Lessons • What did we learn? • What are the key takeaways?
    • 17. © WDS, A Xerox Company (2014) What are the secrets? “A piece of information that is only known by one person or a few people and should not be told to others”
    • 18. Before you start... ....really get to know your business
    • 19. Who decides about investments in HR Technology in your organisation? HR (providing you know your business). And beware of what you don't know. Role of IT?
    • 20. Get the right team... ... and make sure they all know what you’re buying
    • 21. Move at pace... ...and recognise you can’t have everything from day 1
    • 22. © WDS, A Xerox Company (2014) Implementation Principles • Global unless it can’t be – Keep it simple, consistent and global • Iterate: try, learn, enhance – Walk before we can run – Get stakeholders hands-on and get some wins • The single source of truth for Employee data. • Empower Employees and Managers (aligned to culture) – Managers are the Channel to employees (like distributors are channels to customers). – Accountability (workflow design) – Transparency
    • 23. Know the questions you want answers to But let the data take you on a journey
    • 24. Its a journey. Things will change. Embrace it and be brave (or stupid!)
    • 25. © WDS, A Xerox Company. 2012 All rights reserved. @wdscompany