Seven Habits For Highly Successful Use Of Organization
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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

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 Seven Habits For Highly Successful Use Of Organization Presentation Transcript

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