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Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
Global HR Systems & Processes
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Global HR Systems & Processes

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  • 1. Human ResourcesBenefit Realization programGlobal HR Systems & Processes: Are We GettingBenefits?Sergei PolianskiMay, 2012SSON, Amsterdam
  • 2. JTI todayKey numbers and growth milestones1999 2007 2009 2011In 1999, Japan In 2007, Gallaher Group In 2009, the JT Group In 2011Tobacco Inc. Plc., a FTSE 100 acquired part of the • we employ aboutpurchased, for USD business and formerly worldwide business of Tribac 25,000 people at7.8 billion, the the fifth largest global Leaf Limited (a company that • 90 offices, tobacco company, was trades tobacco in Africa), asinternational well as two Brazilian • 24 factoriesoperations of the US acquired, doubling our companies active in the (producing cigarettes),multinational R.J. combined employee tobacco business, • 6 research &Reynolds population. At the time, Kannenberg and KBH&C. In development centers, this was the largest the same year, the JT Group and foreign acquisition by also set up JTI Leaf • 5 tobacco processing a Japanese company Services, a joint venture with facilities around the two leaf suppliers in the US - world Hail & Cotton Inc. and JEB International In 2009, we celebrated our 10th anniversary© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 2
  • 3. JTI Shared-Services Experience Closely linked to global ERP ImplementationSAP implementation (global model): 2001 - 2003SAP HR implementation (global HR model): 2004 – 2007Finance SSC: from 2002, 3 centers (Manchester, St.Pete, KL), 400+ people • Regional modelIT/SAP Support/Contact SSC: from 2002, 3 centers (Montreal, St.Pete, KL), 120+ people • Global ‘round o’clock’ modelHR: At regional/local level Global HR Systems & Processes: Are We Getting Benefits?
  • 4. HR Process Redesign and ERP ImplementationSAP HR Roll-out Roadmap Preparation Global Reference Model for 40 JTI Rollout: Romania Pilot HR Processes JTI Rollout: CIS, Africa, Turkey, MENEWA, Single System Baltics for Global usage JTI Rollout: Europe / HQ & Americas 24,152 Employees JTI Rollout: Asia Stabilization Gallaher Integration: UK Pilot Gallaher Integration: CIS+ and Improvements Gallaher Integration: SAP HR Upgrade >GLH Integration: Remaining Countries >Talent Management Functionalities Benefit Leaf Integration Realization e-Recruitment Wave 1 2004 2005 2006 2007 2008 2009 2010 2011 Benefit JTI Stabilization Former Gallaher Integration Realization© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 4
  • 5. Yet…68 vs. 500Hired candidates vs. almost 500 posted positions frome-Recruitment Wave 1 implementation © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 5
  • 6. Yet…46%Have no access to SAP HR portal © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 6
  • 7. Yet…20%of managers did not log to SAP HR portal in two months… © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 7
  • 8. Yet…6Clicks are required to approve Leave Request © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 8
  • 9. Yet…1.28 out of 3.00Initial Data Quality Score © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 9
  • 10. HR Benefit Realization Program: Essence1. Secure Management Ownership, Involvement and Engagement. Processes and technology governance2. Ensure project governance for all global HR technology initiatives3. Align HR service delivery and operational model4. Complete HR Shared-services feasibility study and confirm further roadmap5. Maintain right border between Global Reference Model and local practices6. Ensure SAP HR is the lead system for HR everywhere serving data via interfaces to secondary and legacy systems7. Build internal capabilities (‘power users’, data quality, HR University)8. Drive Continuous Improvements © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 10
  • 11. Program Focus5 Priority Areas Friendly, Easy to Use, World-Class, Feeling Global, Credible, ‘Things under control’. Belonging to a community. EMOTIONS PRODUCT DEPLOYMENT POWER TO USE BRANDING & PEOPLE COMMUNICATIONS Govern SAP HR and Ensure HR processes Nurture the Support change Develop JTI talents by other systems. alignment, right organization’s ability to management, create leveraging the Enhance functionality service delivery model leverage HR Business positive image, opportunities that according to business and change Technology and Global Ensure organizational knowledge of global priorities management Reference Model awareness. systems / processes provides. FOCUS AREAS • SAP HR Evolution • HR Shared-Services • Power User community • Customer • HR University concept covering Talent Feasibility Study management segmentation • Personal Development Management, • End-to-end HR • Knowledge • Brand Essence Plans for team members Organization processes: corporate management Development • Career planning Management Rebuild, requirements vs. local • Data Quality • Image Campaign Enhanced Compensation specifics Measurement Process • Communication & Security, SAP HR Portal • Tailored Market • Continuous Redesign & Reporting Programs improvements • Data Quality • Business Forum Automation • Organizational change • e-Recruitment Roll Out management PRODUCT KPIs DEPLOYMENT KPIs POWER TO USE KPIs BRANDING & PEOPLE KPIs COMMUNICATIONS KPIs KPIs© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 11
  • 12. Starting with HR Processes Analysis Research based on employee life cycle I. Interviews (57) II. HR Events (3) Organizational III. Reference Visits (8) Design IV. HR System Inventory (141) V. White Papers Compensation Manage Personal & Information Benefits Resign Corporate Metrics Recruitment Employee Manage Training and Performance Development Career Development & Hire Succession Employee Planning© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits?
  • 13. HR Processes & SystemsFinding the right border and aligning Service Delivery Model • Global: Global Reference Model supported by Local SAP HR Global • Semi-Standardised: Frameworks supported by 60% regional solutions • Processes (e.g. Talent Management, Succession Management) • Data Storage • Training documentation • Local • For the moment – Payroll • Local reporting© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits?
  • 14. Findings: HR Processes Overview Personnel Org. Management Time Management Administration• Mature and stable global • Standard GRM in place covered • GRM for negative time process covered by SAP HR by HR and local systems management covered by SAP.• Streamline reporting standards • Improve alignment local-global Mostly local processes with strong link to payroll Training and Compensation & Ben Recruitment Development• Global process limited by • Global process is in place. High • Global process is being system constraints. demand for an IT system. E- developed.• Local process for Benefits recruitment is a priority • High demand for an IT system consolidated at HQ level Performance Succession Planning Management •Global process well •Global process is in covered by SAP place. •High demand for an IT system © Copyright JTI 2011 - Opportunity for consolidation
  • 15. Findings: Governance FactorGovernance per functional area based on interview feedback© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 15
  • 16. HR Shared-Services Research Learning from external practicesGeneral opportunity for consolidation. Requires more sophisticated and tailored approachcompared to classical Transactional Shared Service CentersLow number of transactions (in comparison with Finance Service Centers)High Influence of Legal or Local Authority RegulationsHR Specialists profileSpecifics of HR Customers • Geographical split • Local Languages Requirements • Labor Unions • Shift workers Yet opportunity for consolidation: Ranked #2 after Finance © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits?
  • 17. HR Shared-Services Technology Enablers Global Tools for simplified data HR Systems entry (SAP or similar) HR Service Centers Technology Enablers Portal Interactive (ESS/ SAP HR Employees’ Form MSS) Requests and Managers’ Self- Management System Service Document Management System JTI UsersBSC SRT © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits?
  • 18. HR Shared-Services JTI ApproachExisting HR Service Pilot scope for new Continue Consolidation of Continue Technical Center Model HR Services HR Activities at Market and Track Enhancement Regional Levels Implement Interactive Forms  Pre-Recruitment Services Ensure no Double-Entry of Consolidation: “Internal Agency”data Business Model (Consider CIS as a pilot) Evaluate Service Quality  Onboarding & Departure Confirm Tangible Benefits Management Extend service scope  Reporting Services Make an effective “Prototype”  New Dialogue Administrationfor further roll-out Longer-Term Agenda Scope Extension Consider Synergy with existing Evaluate Pilot Results And Rollout JTI Service Centers
  • 19. JTI ‘Power User’ Approach: 180+ HR Power UsersOngoing activities to secure knowledge of HR systems and processesKnowledge TrainingAssessment OpportunitiesSupportOn-BoardingConference Calls Blue Not Collaboration Assessed 4% 9% Tools Black 15%RoleAcknowledgement Silvervia Dialogue 37% Documentation / Knowledge ManagementPower UserSuccession GoldManagement 35% Power User Meetings Best-Practice Sharing Team© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 19
  • 20. Governance Structure HR Shaping Demand – IT Providing Supply HR Governance IT Centre of Excellence• Ownership for Global Reference Model by each process • Leveraging Technology• Process Methodology and strategic planning • GRM technical expertise, IT ownership, maintenance• Participation in user groups, partnership with key providers • Technology trends, best-practices• Best-practices sharing, industry trends • Translating business requirements into technical solutions• Validation of business requirements • Implementation project management• HR change management • IT change management• Ownership for global HR technology • System production support Corporate Sponsorship is Key! © Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits?
  • 21. Working together to make it happenApproach to resourcing 5 42 280 ‘Benefit Realization University’ • Teaching Faculty • Teaching Faculty • Permanent • Permanent HR Power User Community Project Assignments: • Education • Distance Learning Global IT supporting HR • On-Job Practice • Planned Trainings • Alumni Support with Career Planning • Involvement and Duration • Min 50%, Normally 100% • From 9 months to 2 years© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 21
  • 22. Global HR Systems & Processes: Are We Getting Benefits? Friendly, Easy to Use, World-Class, Feeling Global, Credible, ‘Things under control’. Belonging to a community. EMOTIONS PRODUCT DEPLOYMENT POWER TO USE BRANDING & PEOPLE COMMUNICATIONS Govern SAP HR and Ensure HR processes Nurture the Support change Develop JTI talents by other systems. alignment, right organization’s ability to management, create leveraging the Enhance functionality service delivery model leverage HR Business positive image, opportunities that according to business and change Technology and Global Ensure organizational knowledge of global priorities management Reference Model awareness. systems / processes provides. FOCUS AREAS • SAP HR Evolution • HR Shared-Services • Power User community • Customer • HR University concept covering Talent Feasibility Study management segmentation • Personal Development Management, • End-to-end HR • Knowledge • Brand Essence Plans for team members Organization processes: corporate management Development • Career planning Management Rebuild, requirements vs. local • Data Quality • Image Campaign Enhanced Compensation specifics Measurement Process • Communication & Security, SAP HR Portal • Tailored Market • Continuous Redesign & Reporting Programs improvements • Data Quality • Organizational change Automation management • e-Recruitment Roll Out PRODUCT KPIs DEPLOYMENT KPIs POWER TO USE KPIs BRANDING & PEOPLE KPIs COMMUNICATIONS KPIs KPIs© Copyright JTI 2011 Global HR Systems & Processes: Are We Getting Benefits? 22
  • 23. EnterprisingOpenChallenging

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