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Driving Value in HR Shared Services

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  • 1. Driving Value in HR Shared Services – It’s All About Change Management Maribeth Sivak, TPI, Inc. Renee Tehi, TPI, Inc. March 3, 2011Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval© 2011, Technology Partnersprior written permission from Technology Partners International, Inc. Copyright devices or systems, without International, Inc. All Rights Reserved. 0
  • 2. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved.No part of this document may be reproduced in any form or by any electronic ormechanical means, including information storage and retrieval devices or systems,without prior written permission from Technology Partners International, Inc. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 1
  • 3. Today’s AgendaWhy Manage Change? Maximizing probability of success Working together Change management fundamentalsNorthrop Grumman’s Change Management Approach Program management discipline Change management framework Communication, education, training Executive Sponsorship and Organizational Readiness critical Vision and consistent messaging threaded throughout strategiesLessons Learned What went well Other valuable lessons Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 2
  • 4. Why Manage Change?Copyright © 2011, Technology Partners International, Inc. All Rights Reserved.
  • 5. Avoiding Project Failure Many projects fail to deliver! Here are the top 10 barriers that inhibit project success. 10 Top Barriers % of Companies Resistance to Change 82% Inadequate Sponsorship 72% Unrealistic Expectations 65% Poor Project Management 56% Case for Change not Compelling 46% Project Team Lacks Skills 44% Scope Expansion/Uncertainty 44%No Change Management Program 43% No Horizontal Process View 41% IT Perspective Not Integrated 36% Source: DTCG Survey Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 4
  • 6. The Change Curve Commitment Satisfaction This is a positiveI am satisfied with change that willwhere I am today. benefit me and my colleagues Hope I can see positive Denial benefits from this This initiative is not initiative & it could relevant to me or work for me. Exploration not necessary. Could this work for me? Resistance I disagree with this initiative and I am not supporting this. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 5
  • 7. Working Together to Ensure Success Clients have varying needs depending on their strategy and resources.We leverage the client’s capabilities, supplement with leading practices, tools and expertise.• Assess current delivery • Establish project • Provide governance teammodel and capabilities management strategy, plan design and rolerelative to leading practice and tools descriptions• Develop improvement • Provide project management • Develop Service Levelopportunities and oversight and advice Agreementtransition plan recommendations • Lead project management,• Harmonize HR policies monitor and report results, • Conduct provider identify risks, develop management workshops• Harmonize and re- mitigation plansengineer processes • Review contract relative to • Develop communications industry leading practice• Develop and deliver strategy and materials• Develop and delivertraining • Assess provider service training • Conduct Organizational delivery and relationship;• Develop detailed Readiness / Stakeholder develop remediation planprocess and policy Analysis as neededdocumentation • Develop retained • Provide ongoing organization structure governance services, recommendation, job serving as interface to descriptions provider, analyzing results Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 6
  • 8. Change Management Fundamentals Change Management is critical to the success of any delivery strategy • Internal shared services • External providers Change Management must be owned by the client, throughout the organization • Enterprise leadership • Project sponsors and team • Business unit leadership Change Management tasks must be integrated into overall program management • Rigorously planned, tracked and reported on • Executed from project initiation to go-live and beyond Lessons learned must be gathered and acted upon immediately Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 7
  • 9. Northrop Grumman’s Change Management ApproachCopyright © 2011, Technology Partners International, Inc. All Rights Reserved.
  • 10. Foundation for Success Components 2007-2013 Transforming HRHRSC is the Common (Harmonized) Services 2007-2008 People Strategyfoundation for Services = policies, processes andtransforming procedures HR Operating ModelHR in Northrop Harmonized: Common policies, processesGrumman Foundation and procedures across sectors to the (One HR / HRSC) extent possible given business variation Charter Common HR System Platform 2008-2011 Provide the foundation for transforming HR through high Consolidate all sectors onto one Common quality HR shared services that are easily accessible, HR (CHR) System responsive, timely, accurate, consistent and cost effective • Enable sector HR Business Partners to focus on human Build on the One Source Enterprise capital strategic priorities, business needs and business Resource Planning (ERP) platform relationships • Facilitate seamless HR operations across the company HR Service Center 2008-2013 • Facilitate harmonization of HR services including policies, Create a shared service organization to procedures, processes, forms, and systems provide more consistent, efficient, and cost • Improve the HR experience for employees effective service delivery • Enhance HR decision making and customer service focus • Maximize efficiency and cost effectiveness of HR9 Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 9
  • 11. Disciplined Program Management PRA One HR PMO Executive Level reviews of various programs, including One HR. The Program One HR Program Office presents to the PRA executive committee PRA Hierarchy program status report, including all aspects of the program. PMO The program An organizational structure that centralizes the management of One One HR is managed HR related projects and defines how status updates and reporting Program at multiple guidelines are structured, performed, and monitored. The One HR levels with: Program Office ensures coordination and alignment across all projects. The PMO will also monitor activities, dependencies, risks, One HR issues and communicate progress to Stakeholders. Program Office - Varying business rules PP05 Tactical management of activities are identified, performed and Individual Projects - Reporting managed at the project PP05 level. Each project team manages or Tracks (aka PP05) the day-to-day operations and provides status updates as PMR guidelines required by the PMO. - Structuredcommunication Sector 2009 One HR Change Harmonization HRSC Transitions Special Projects Management process-Comprehensive tool set Leave of Document CHR HRSC Tools EdAssist TALX Absence Automation Releases Releases Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 10
  • 12. Managing Change: Two Approaches…NGC Used CoalitionChange Management by DIRECTIVE Change Management by COALITION • “An order that must be obeyed” • “A group of people acting together” • REACT TO implementation challenges • PREPARE FOR implementation challenges • Address whatever issues arise • Collect “advance intel” on what to expect Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 11
  • 13. One HR/HRSC Change Management FrameworkStrategy Project Implementation Plans Outcome Services Harmonization HR Service Center Transformed OneHR Technology Platform (One HR/CHR) Organization Vision,Strategy Change Management Framework (and Workstreams) & Prepare Implement Reinforce andObjectives Executive Sponsorship Manager Workstreams Organizational Readiness and Communications Employee Workforce Planning (org design, role impact, stakeholder analysis, job mapping) Enablement Training (behavioral and technical training development and delivery) Business Drivers, Executive Buy-In & Sponsorship, Enterprise & Sector Lead Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 12
  • 14. Change Management Framework Change Management Framework (and Workstreams) Executive Sponsorship Strategy •HRPC briefings Prepare Implement Reinforce •CFO meeting briefings • CIO briefings Executive Sponsorship • Transition sector updates Organizational ReadinessWorkstreams Communications Workforce Planning •Design/redefine org structure Workforce Planning (org design, role impact, stakeholder analysis, job mapping) •Assess headcount impact • Develop and execute plan Training (behavioral and technical training development and delivery) Organizational Readiness Communications Training • ORA focus groups identified • ID audiences, content to • HR community: What & • ORA process executed be shared and timeline How, HRBP, Leading Change •Consolidate and analyze ORA • Briefings to HR community • Management: What & How, input; integrate into first, management Leading Change, MDA/EDA communications /education second, then employees • Employees: EDA, What • Revisit during stabilization • Establish website and update & How (education vs training) vehicles (newsletters, etc) • Services Changes • Leverage PMO materials Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 13
  • 15. HRSC Change Management COMMUNICATIONS• About the HRSC Status/progress to CHRO, CPC, Sector Exec Teams EDUCATION TRAINING• HRSC-Specific Newsletter, Web • What & How of HRSC for • Use communication material Site, FAQs, Fact Sheet, Brochure, for brown bags, employee sector HR, managers, and Posters, Welcome Packet sessions, staff briefings employees• Sector-Specific Transitioning • Changing Role of HRBP • Continually calibrate what messages for managers and for sector HR else is needed and provide employees from Sector additional tools and resources VP/Sector HRVP • CSR Training • PMO supports sector• Project and Sector-Specific • Business Simulation requirements – driven EdAssist, PTO, LOA, Expatriates primarily within sector • New online MDA / EDA Training & Resource Guide Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 14
  • 16. Situational Awareness Peers & Key HRSC Visits to Sector Leaders Account Managers Stakeholders Sectors Visit HRSC • Embedded in Sectors• Monthly PRAs with • Share customer transitioning sector perspective and • Serving as a bridge •Understand sector between HRSC and HRVPs expectations cultural and sector customers transactional• Monthly meetings • Provide a picture of nuances/challenges with HR&A VP peers employee culture and environment •Help sector leadership• Promotes positive understand corporate progress • Generate excitement vision of One HR and around the future role of HRSC• Assess concerns or state of the changes in support organization •Field concerns, answer questions• Builds relationship and trust• Engage sector Numerous methods used to stay in touch with customers, champions to understand their challenges, their concerns, and their culture Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 15
  • 17. Communication, Education, Training Plan Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 16
  • 18. HRSC Materials Welcome Packets for each employee as their sector transitions Posters, Brochures to HRSC Welcome Letter Badge Tag 5x8 Delivery Card Refrigerator Magnet Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 17
  • 19. HRSC Communications Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 18
  • 20. Lessons LearnedCopyright © 2011, Technology Partners International, Inc. All Rights Reserved.
  • 21. Lessons Learned – What Went Well Major project components were Face-to-face support and planning achieved on time (HRSC tools, processes, increased productivity and technology, testing, training, etc.) strengthened our relationships with customers All teams were committed to the same objectives (i.e., same goal in mind) and Strong executive commitment resulted collaborated as appropriate in buy-in at all levels Phased implementation let us start small Account Managers are our eyes and and grow ears within the sectors Cross-disciplinary support was consistent Program Management approach throughout the project enabled us to ‘talk the talk and walk the walk’ with stakeholders Communications with similar look and Dedicated PMO Core team became feel provide cohesive image to current heart of the transformation and and future customers implementation Harmonizing your services prior to Mutual site visits between HRSC-Irving go-live is key and sector leadership before sector joined the HRSC Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 20
  • 22. Other Valuable Lessons Don’t be afraid to ask for help. Ensure cross-functional project It’s not viewed as a sign of weakness, but members are included in every a sign of strength; assurance that you are aspect of operations looking for every opportunity to make the program succeed. Track decisions and action items Don’t let your most talented people to avoid revisiting of issues and become stretched to the point of failing. reopening decisions for discussion Instead, place the right team around them. We should never create situations that Continually work to move from allow people to fail; a personal failure is reactionary to proactive project a program failure, and neither is acceptable. management Musketeers win. Ensure PMO and project teams have Don’t underestimate the importance of easy access to tools and documents sharing your progress as a shared service. Without positive updates, people will fill in in a central shared center archive the blanks with their own perceptions, and you’ll end up fighting a battle to overcome Provide clear delineation of duties, perceptions, not real issues. roles, and responsibilities Used by permission from Northrop Grumman Corporation. Copyright © 2011, Technology Partners International, Inc. All Rights Reserved. 21
  • 23. www.tpi.netCopyright © 2011, Technology Partners International, Inc. All Rights Reserved. No part of this document may be reproduced in any form or by any electronic or mechanical means, including information storage and Copyright © 2011, Technology Partners International, Inc. All from Technology Partners International, Inc. retrieval devices or systems, without prior written permission Rights Reserved. 22