Seven Habits for Highly Successful Use of Organization Management<br />Sherryanne H Meyer<br />Manager, SAP Employee Syste...
2<br />Introduction – Who is Air Products?<br />A leader in world markets for seven decades<br />40 countries<br />19,000 ...
Running shoes<br />Flat-screen TV’s<br />Shrimp cocktail<br />Bone scans<br />Sports cars<br />Clean air<br />3<br />What ...
How we use SAP<br />ECC5.0<br />One single global instance for HR<br />One single global instance for ERP (FI, MM, SD< PP,...
Country Deployments<br />UK<br />Ireland Belgium Netherlands Germany France<br />Poland<br />Czech Republic<br />Slovakia<...
Range of SAP Services in Use at Air Products <br />6<br /><ul><li>ESS
MSS
Employee Profile
ECRs and PCRs
Personnel Development
MDT – Comp Planning
Integration to ERP for
Time Entry
Travel Management
Financial Posting
Business Warehouse
Custom reports & interfaces
Org Management
Personnel Admin
Compensation
Benefits
Payroll (US)
Appraisals
Career & Succession Planning
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Seven Habits For Highly Successful Use Of Organization

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Original Presentation to ASUG FALL FOCUS 2010 Conference on how to maximize Organization Management functionality in SAP

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  • A mixed bag of products. And not ones most people associate witha company like Air Products. Because they’re not our products.They’re our customers’. But those, and thousands of others, haveAir Products’ expertise built into them. We make them better,and in some cases we make them possible.
  • The way we see things has a profound impact on our success.
  • Discard old practicesFor most of us, who came from separate and distinct HR systems and practices within countries or regions, our current method of managing organizations has evolved as our companies grew and were put together like pieces of a puzzle -- Each puzzle piece having its own practices. These practices evolve and are sustained out of a collection of [character] habits.  Habits consist of Knowledge  Skills  Desire Knowledge allows us to know what to doSkills allows us to know how to do itDesire gives us the motivation to do it
  • Practices are for specific situationsPrinciples have universal - global - applications The creative process is most terrifying because you don’t know exactly what’s going to happen or where it’s going to lead. You don’t know what new dangers or challenges you’ll encounter. It takes an enormouse amount of personal security
  • JC PENNEY: said the wisest decision he ever made was to LET GO – resulting in hundreds of stores…With a vision established, guidelines built, now is the time to empower the team to manage this.
  • Avoid resentment that breeds from lose/win or win/lose scenarios.
  • Now – with all of our differences – we’ve reached the point where we are trying to work together - to manage resources and accomplish results. INTERDEPENDENCE. How do we do it? How do we transcend individual perceptions to enable open communication?
  • Synergy is everywhere – if you plant two plants close to each other, the roots comingle and improve the quality of the soil so that both plants will grow better together than if they were separated.
  • Move from defensive (lose/win or win/lose) to respective (compromise) to synergistic (win/win) – and Understanding. Recall the picture of the young woman/old lady. You see the old lady – I see the young woman. We’re both looking at the same picture. But we interpret them differently because we’re conditioned to interpret them differently. How much negative energy is expended when people try to solve problems or
  • Seven Habits For Highly Successful Use Of Organization

    1. 1. Seven Habits for Highly Successful Use of Organization Management<br />Sherryanne H Meyer<br />Manager, SAP Employee Systems<br />Air Products and Chemicals, Inc.<br />
    2. 2. 2<br />Introduction – Who is Air Products?<br />A leader in world markets for seven decades<br />40 countries<br />19,000 employees<br />A Fortune 500 company<br />Innovative<br />Responsible<br />Supplier of Gases, Chemicals, Performance Materials, Equipment and Services<br />
    3. 3. Running shoes<br />Flat-screen TV’s<br />Shrimp cocktail<br />Bone scans<br />Sports cars<br />Clean air<br />3<br />What do these have in common?<br />A mixed bag of products. And not ones most people associate with a company like Air Products. Because they’re not our products. They’re our customers’. But those, and thousands of others, have Air Products’ expertise built into them. We make them better, and in some cases we make them possible.<br /><ul><li>Extracted from What We Do</li></ul>tell me more<br />www.airproducts.com<br />© Air Products and Chemicals, Inc., 2007 (27221)<br />
    4. 4. How we use SAP<br />ECC5.0<br />One single global instance for HR<br />One single global instance for ERP (FI, MM, SD< PP, EH&S)<br />Portal 5.0<br />ITS 4.6D/6.20 for ESS<br />Content Server 6.40<br />APO SCM 4.10<br />BW 7.00<br />GTS 2.0<br />Netweaver 6.40<br />4<br />
    5. 5. Country Deployments<br />UK<br />Ireland Belgium Netherlands Germany France<br />Poland<br />Czech Republic<br />Slovakia<br />Canada<br />United States<br />Spain, Italy, Portugal<br />Israel<br />Egypt<br />Brazil<br />Indonesia, Singapore, Malaysia<br />China, Hong Kong<br />Japan, Korea, Taiwan<br />5<br />5<br />
    6. 6. Range of SAP Services in Use at Air Products <br />6<br /><ul><li>ESS
    7. 7. MSS
    8. 8. Employee Profile
    9. 9. ECRs and PCRs
    10. 10. Personnel Development
    11. 11. MDT – Comp Planning
    12. 12. Integration to ERP for
    13. 13. Time Entry
    14. 14. Travel Management
    15. 15. Financial Posting
    16. 16. Business Warehouse
    17. 17. Custom reports & interfaces
    18. 18. Org Management
    19. 19. Personnel Admin
    20. 20. Compensation
    21. 21. Benefits
    22. 22. Payroll (US)
    23. 23. Appraisals
    24. 24. Career & Succession Planning
    25. 25. Training and Events
    26. 26. Learning Solution
    27. 27. Structural Security
    28. 28. Workflow</li></li></ul><li>Our Global Org Structure Supports our “One Company” Philosophy<br />7<br />Subordinate Organizations and Direct Reports<br />Security Roles <br />Vacant Positions<br />Training Requirements<br />Routing structure to assign tasks<br />Hay Grade<br />Appraisal Qualifications<br />Enterprise Structure: EG, ESG, PA, PSA<br />Qualifications<br />Organizational Structure (O-S-P)<br />
    29. 29. Achieving Success with OM in SAP HR<br />“Habits are powerful factors in our lives. Because they are consistent, often unconscious patterns, they constantly, daily express our character and produce our effectiveness…or ineffectiveness.” - Stephen R. Covey, The 7 Habits of Highly Effective People<br />Habits are the intersection of Knowledge (the what), Skills (the how) and Desire (the motivation)<br />Success results from effectively directing Knowledge, Skills and Desire to follow a new “map” <br />Engage others to move along a continuum from independence to interdependence<br />8<br />
    30. 30. Illusions<br />9<br />
    31. 31. Habit #1: Be Proactive <br />Choose how to respond to stimulus (change)<br />Prepare your organization for change<br />Find solutions to problems raised<br />Put someone in charge who can LEAD the charge to change<br />Assess situations and develop positive responses <br />Solve problems by changing habits<br />Influence the outcome by listening to the input<br />Change the paradigms <br />We see things not as they are but as we are conditioned to see them (Old Woman) <br />To make large changes such as this – be willing to work on your company’s basic paradigms<br />10<br />
    32. 32. Diverse Ideas<br />11<br />China Labor Laws<br />USA<br />Tax Regs<br />Poland Work Contracts<br />Brazil Dissidio<br />
    33. 33. Habit #2: Begin with the End in Mind<br />Become principle centered<br />Work towards discarding old practices by creating a vision of the new order<br />Use Imagination and Creativity<br />What are our values<br />Where do we want to go in the future<br />What are the company’s long term goals<br />Set your priorities and establish principles to support these<br />Decisions<br />Guidelines<br />Roles and Responsibilities<br />12<br />
    34. 34. As a rule, we find what we look for; we achieve what we get ready for. ~ James Cash Penney<br />13<br />
    35. 35. Habit #3 – Put first things first<br />Develop the management – the discipline – to carry things out<br />Identify key roles to support your new OM model<br />Who will own the process?<br />Who will decide the structure, the data fields?<br />Who will use the data and how will it be used?<br />Who will manage the actual data and do data entry?<br />Delegate, Trust, Empower<br />* * * * Trust is the highest form of human motivation * * * *<br />Focus<br />Prevention<br />Organize, plan processes<br />14<br />
    36. 36. Habit #4 – Think Win Win<br />Have an Action Plan that will achieve mutual benefit<br />All parties feel good about decisions<br />All parties are committed to the plan<br />Reward and recognize win/win behavior – these will be your OM leaders<br />Avoid the squeaky wheel<br />Avoidinadvertently rewarding negativity<br />A merging of values<br /> Requires Courage and Consideration<br />15<br />
    37. 37. Elements of Win Win<br />Desired Results (not methods) identify what is to be done<br />Example ~ Compensation Planning should be done only by managers of a certain level<br />Guidelines specify the how results will be accomplished<br />Example ~ Comp Planning Managers must be > Grade 115<br />Resources identify the human, technical, financial or organizational support available to help accomplish the result<br />Example ~ A centralized team will accomplish org structure<br />Accountability sets standards of performance<br />Example ~ KPI = 4 day turnaround for position change<br />Consequences – natural and logical – are happens when the above fail. <br />Example ~ If 4 day turnaround timeframe is exceeded, Employee Help Center will receive increased number of calls. <br />16<br />
    38. 38. Habit #5 – Seek first to understand, then be understood<br />Know how org management works – what it supports – what your team decisions are<br />Then engage the rest of the company in understanding it<br />Ethos – ethics / credibility<br />Pathos - empathy<br />Logos – the logical side of your presentation<br />Don’t totally discount challenges – learn from them – but don’t allow them to derail you from your earlier decisions (think win-win)<br />17<br />
    39. 39. Synergy<br />18<br />
    40. 40. Habit #6 - Synergize<br />Synergy = the whole is greater than the sum of it’s parts<br />Leverage the individual differences across culture and country to create a whole that is greater than it’s parts<br />Mutual trust and understanding solves conflicts -<br />Find a better solution than what can be found alone<br />New insights<br />New perspectives<br />Value the differences<br />Concede that we can both be right<br />19<br />
    41. 41. Habit #7 – Renewal and Continual Improvement<br />Find the balance between producing and improving<br />Understand Production Capability - Staff appropriately <br />Start with expert and productive help<br />Over time you may be able to move to less<br />Build “customer” loyalty -- Your other processes are going to rely on this person – to gain buy-in from managers and employees<br />Ensure continued process ownership<br />Regularly assess the health of your processes<br />Make decisions about changes holistically <br />20<br />
    42. 42. 21<br />Return on Investment <br />Is OM work initially? YES – but the benefits pay off<br />The benefits – <br />Data integrity  cost avoidance<br />Data Privacy and SOX Compliance<br />Compensation Planning has avoided disparate and “paper” or Excel-based systems<br />Appraisal processes have ensured 95% compliance globally<br />Structural Security, Org Management Relationships ensure managers see details about employees only for the timeframe the employees are in their organization<br />Position Management controls access to sensitive data<br />A comprehensive view of an employee’s “life” cycle<br />
    43. 43. 22<br />Best Practices<br />Reliance on Org Management as the cornerstone of your SAP deployment<br />Establish roles and responsibilities for OM<br />Process Owners<br />Guidelines<br />An OM data management team<br />Design your OM model with an eye towards meeting your company’s future objectives<br />Maintain your OM model with continued monitoring, assessment, and holistic decision making<br />
    44. 44. 23<br />Key Learnings<br />THINK DIFFERENTLY – Be willing to change your paradigms and those of others<br />LEAD your organization thru development of a future Vision<br />DEVELOP GUIDELINES to be followed globally<br />EMPOWER a data management team to be the experts in implementing these guidelines<br />MANAGE THE CHANGE with all levels of the company<br />BUILD TRUST across boundaries, organizations, processes<br />NURTURE GROWTH – Continually assess your processes and be willing to adjust <br />
    45. 45. 24<br />]<br /><ul><li>Thank you for participating.</li></ul>Please remember to complete and return your evaluation form following this session.<br />For ongoing education on this area of focus, visit the Year-Round Community page at www.asug.com/yrc<br />[<br />SESSION CODE: 0907<br />Sherryanne H Meyer<br />meyersh@airproducts.com<br />The format of this presentation is based in part on Stephen R. Covey’s book, The Seven Habits of Highly Effective People. <br />
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