Hr Transformation Overview

HR Operations
Moving to World Class
A Sample Case Study Integrating Business Transformation,
Technology Integration and Change Management
Last Revised: 29-Apr-2009

Copyright © 2009, Banner Solutions Corporation. All rights reserved.

Organizational Summary
Rapidly growing organization
Employees experience frequent and
substantial change
Diverse and energetic workforce
Supports HR mostly with custom-built
technologies but have implemented SAP
Growth and globalization increasingly
challenge the efficiency and effectiveness
of existing HR service models


Sample Goals
Transition HR service delivery to World-Class
standards in terms of effectiveness and efficiency.
Self-service and data management
Organizational effectiveness
Human capital management
Policy administration
Define the appropriate technology mix to support
World-Class service delivery given continued growth
and an increasingly global presence.
Oracle ERP and other COTS applications
Custom in-house solutions
Outsourced providers
Manage the organizational change resulting from this
sort of transformation and validate value through ROI,
retention and employee satisfaction.


Approach as an FTE
Baseline Prioritized Implementation
Visioning Gap Analysis
Assessment Quantification Planning
2-3 Weeks
6-8 Weeks
7-9 Weeks 2-3 Weeks 1-2 Weeks 1-2 Weeks
• Define a Vision
• Performance • Assessment of • Integrate vision • Review strategy
and High-Level
metrics analysis processes and strategies • Create roadmap
Strategy based
• Interview key against a best with the document
on the following
executives and practice benchmark including key
results:
selected regional/ repository results recommendations
• Outcomes
functional leads • Identification of • Prioritize with a high level
• Outputs
• Review processes, primary recommended timeline
• Interim
roles, technology business portfolio of • Build the business
Results
and governance process initiatives case for the first
• Clarify any
• Collect other data improvement based on phase
guiding
as appropriate initiatives and benchmark and • Consider
• Strategy
principals quick wins best practice
• Value
• Clarify gap
• Achievability
technology assessment
• Client buy-in
integration results
points

Change Management
Get acclimated


Approach as a Consultant
Baseline Prioritized Implementation
Visioning Gap Analysis
Assessment Quantification Planning
1-2 Weeks 5-7 Weeks
7-9 Weeks 2-3 Weeks 1 Week 1-2 Weeks
• Define a Vision • Performance • Assessment of • Integrate vision • Create roadmap
and High-Level metrics analysis processes and strategies document
Strategy based • Interview key against a best with the including key
on the following executives and practice benchmark recommendations
results: selected regional/ repository results with a high level
• Outcomes functional leads • Identification of • Prioritize timeline
• Outputs • Review processes, primary recommended • Expand your
• Clarify any roles, technology business portfolio of strategy to
guiding and governance process initiatives account for interim
principals • Collect other data improvement based on results
• Complete as appropriate initiatives and benchmark and • Build the business
project logistics quick wins best practice case for the first
• Clarify gap phase
technology assessment • Consider
• Strategy
integration results
• Value
points
• Achievability
• Client buy-in

Change Management


Managing Change
Establish a
Assess the Sustain the
Strong Enable Change
Environment Change
Foundation
• Articulate the • Survey a cross • Build and • Increase
compelling need sampling of implement your momentum based
for change employees communication on proven success
• Create an • Interview key strategy • Reinforce adoption
executive steering stakeholders • Leverage the low and adopters
team • Complete a hanging fruit
• Clarify the vision readiness • Remove barriers
for the future and assessment for adoption
communicate considering: • General
• Culture • Based on
• Communication departmental
• Training impact analyses
• Impact • Design and deliver
• Leadership the appropriate
• Risks and training
Issues • Obtain feedback
• Incentives and modify tactics

Stakeholder Analyses


Key HR Technology Considerations
Start simple and incrementally build on success
Emphasize quick wins
Anchor with a compelling solution
Use a phased-in approach
Establish a strong foundation
Increase demand and momentum with solutions clients want
Expand accessibility so they can use it
Integrate into a single B2E solution
Accommodate service demand and HR business needs
Manage with a steering team and functional ownership
Work within the IT umbrella
Executive sponsorship and HR Leadership Team embracement
Account for organizational readiness, placing strong emphases on
communications, marketing and change management


SAMPLES
Vision and Mission Statements
High-level World-Class HR Model (Includes Technology)
World-Class Web Solutions Model
Strategic Implementation Plan (For Technology Integration)


Vision, Mission Statements and
Core Values

Company Name
Company Name

Company Name

Company Name


Sample World-class HR Model
Information on business
opportunities and use
resources to solve issues

Program design and
supporting tools

llen of

Ge
ce
Ex nters

Fie alist
ne
ld s
r
ce
Ce

IT

Sc
Re reca
Da tom

o
&

po r d
ta
s

rts s
Cu
HRIS

al
s ion
IVR
Spd pro
an

Sp

ue rat
Self-Service
ec gr

ec

iss ope
ial am

ial
ize r

rd
iss

da
d H eq

ue

an
R uire

s

St
ex m

Integrated
pe en
rtis ts

Service Center
e


Sample World-Class Integrated
Web Solutions Model

n

Eff re
t io

B2
ctu cep n
ro
C

ic i d u
ras r pe rati
B2

B
e nc ctio
me ne

re

ya n
Web

su Ge

Da
Da
Solutions

ta b
ta b

nd
tr u
on ue (Portal,

as
as
d c en

co
Strategy,

ee
Inf
an Rev

st
Business Analyses,
Vendor Management,
Content Management)
Security
Cost reduction and
employee satisfaction

B2E

Strategic Implementation Plan
Business to employee solutions
1999 2000 2001 2002 2003
Initial Implementation Phase Compelling Product Accessibility Integrated B2E Single Corporate Platform
- Dev elop and implement - More transactions - Life ev ents - We bring w hat y ou need to y ou - Initial consolidation of Southern Today
- Basic Transactions - Functional enhancements - Client Sponsored Projects - Reorganization/Redesign and PeopleNet
New Development - Consolidation - PeopleSoft Integration - Personalize/Customize - Seamless login
Focus - Information - Internet Access - Surv ey ing Solutions - Total Policy solution
- Security - Career Maps
- Div ersity
- Web Platform - Personal Data Update - Internet access - Migration to PeopleSoft 8 - .net integration
- Information Repository - Prototy pe HR Adv isor - Web Authentication - New Employ ee login - Seamless login w ith v endors
- Communications Tool - On-line pay roll functions - YGTB Adv isor - Adv anced HR Adv isor - Know ledgebase business case
- Consolidated Transactions - PeopleSoft Adv isor - Phy sical's Adv isor - Database Search - Job Agent Job Finder
- Access to Personal Data - Training Web applications - Contractor ex ceptions - Opinionw are - WebTrends
- Created New Sites - Ex ternal Web Bridges - Terms and Conditions - Upw ard Assessment - Add Gulf materials
Key Features - Administration Tool - Employ ee Direct Access - Leadership Dev elopment - Complete site automation
- Support Role - LearningSOurce - JobSOurce - Update Personalization
- Basic Personalization - Update Customization
- Basic Customization - Manager Dashboard
- .net Security - Search engine updates
- RoboHelp and PDF support
- Resources - Finding content across serv ers
- Compressed time - Budget limitations - Budget limitations
- PeopleSoft/PeopleNet Integration - Consolidate HR Policies
- IR partner uncertainties - Resources - Resources
- Getting employ ees to use Employ ee - Office 2000
- Transaction culture shift - Getting Employ ee Direct Access to - Coordination of resources
Challenges - Platforms and technology
- Limited resources/budget w ork Direct Access
- Help desk role - Consistency and QA
- Funding and cost allocation
- Established a foundational platform for - Prov ided ROI that offset dev elopment - ROI continued to generate net - Employ ee efficiencies - Design, dev elopment and
eHR solutions from w hich w e could and maintenance costs sav ings for HR - Meets div ersity requirements maintenance efficiencies
build. - Sav ings from 1999 implementation - Prov ided a platform for access from - Greater net ROI - Employ ee efficiencies from consistent
- Established the basis for future ROI solutions generated net ROI to HR home, w ork or other locations on or off - SHIPS user efficiencies and unified presentation
Benefits a company computer - Ease of finding information - Greater manager support
- Supported training at a greatly - Greater net ROI
reduced cost - Improv ed ov erall quality
- Ease of finding information
- Greater industry standard support
Budget 454K 499K 997K 1.15M 1.5M

NOTE: This strategic implementation plan is short enough to easily fit on a PowerPoint slide. I have samples of HR
strategic implementation plans that are much larger. Copyright © 2009, Banner Solutions Corporation. All rights reserved.

ABOUT MARK J GAVORA
Overview
Quotes About Me and My Work
References


Overview
SUMMARY DISTINCTIVE POINTS
I am a senior change management leader ENERGY & DRIVE: I become energized talking about
with 15 years experience transforming strategy, implementation and technology integration
businesses, managing organizational change provided there is a clear link to value. My enthusiasm
and integrating technology. My experience derives from my history of success and the opportunity
includes benchmarking, best practice to focus my skillset on needs I am confident I can solve.
alignment, readiness assessments,
VISIONARY: No matter how you choose to define
communication planning and training design.
visionary, I have demonstrated that I am one. With
I have a results-oriented yet friendly
technology innovation, for example, I defined a strategy
personality complimented by high energy
and balanced the appropriate level of technological
and am particularly driven by roles letting
innovation with cultural readiness. Change was managed
me define solutions that demonstrate
through awareness campaigns that included road shows,
sustained adoption as well as value. While I town halls and on-site training. The results were
enjoy leading people and processes, I am
staggering with unprecedented adoption of innovations,
happy to roll up my sleeves as needed to skyrocketing demand for more automation and the
get the job done.
record-breaking satisfaction ratings. My solutions served
as a foundation for work at Home Depot, SouthTrust
Bank, RandStad, SunTrust and Emory University. More
PERSONALITY recently, at CPS Energy, I drove the transformation of
HR Departments to world-class effectiveness and
Proactive
efficiency with a four year strategic plan, clearly defined
Collaborative metrics and a proposed organizational structure.
Innovative CHANGE AGENT: I embrace change as an agent,
sponsor and advocate. I led change initiatives for ERP,
Strategic
general technology and global organizational initiatives
Results-driven both as an employee and as a consultant. I am
experienced with the full change lifecycle and have had to
Structured
foster buy-in with employees at corporate and in the field
(at plants and as part of line crews). At the same time, I
have worked with executives (including C-level) in
assigning the appropriate urgency, articulating a vision for
change and defining a change management strategy.


What Others Say About Me and My
Work
I recommended Mark to my leadership in HR to Southern Company’s eHR solutions are leaps
assist with our strategic planning efforts and like and bounds ahead of other businesses
me, they were extremely impressed with his regardless of industry line.
depth and breadth of knowledge from —Patti Steelman, Cedar Consulting Services
Information Technology to HR. Mark was hired as a SME for Change
—Chris Knox, CPS Energy Management for a corporate-wide initiative and
Mark's expertise proved invaluable to our was instrumental in establishing our successful
project. Very thorough and methodical. Great Change Management process.
visionary. Ability to quickly learn the culture and —Frank Segoria, CenterPoint Energy
business. Mark was recognized as a leader in HR portal
—Sylvia Vasquez, CPS Energy technology and was a frequent speaker at
While we have contracted with other agencies conferences. Mark is particularly effective at
and experienced a number of consultants, I am research and strategy development and may be
very impressed with the professionalism, counted on to take you to the next level of
dedication and overall excellence of the products performance.
delivered. I would recommend him highly for —Greg Huddleston, Southern Company
providing leadership on complex change Mark is a great people-person with a keen eye
management initiatives at other organizations. for pleasing the client. Under Mark, I was able
—Joe Valdez, California Department of Motor to quickly come up to speed and help the client
Vehicles
through their critical SAP integration needs.
Our vision was to create a self-service platform —Greg Mantel, National Institute of Health
and make HR products and services more
accessible and convienient for employees, while
realizing a real-dollar return on investment.
PeopleNet has clearly achieved that goal and
much more.
—Chris Womack, Southern Company


References
Full contact information is available on request
Organizational Strategy/HR Transformation
1. Howard W., Southern Company
Project Manager, Office of the General Counsel
(Formerly Director, Human Resource Strategy)
2. Anna L., CPS Energy (Retired 2008)
Client Sponsor, HR Business Consulting
3. Devan S., Formerly The Hackett Group
Project Manager, Motorola Global HR Transformation Initiative

Technology Integration
1. Greg H., Southern Company
Director, Human Resource Business Systems
2. Gary N., Gas South (Formerly Southern Company)
Director, Applications Services (at Southern Company)
3. Dorinda R., Rolle and Associates
President

Change Management
1. Julienne S., CenterPoint Energy
Client Project Manager
2. Rosa S., California Department of Motor Vehicles
Client Project Manager
3. Wayne U., Alvarez and Marsal
Senior Director

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