OMM
Operations & Maintenance Manager
X edizione – Biennio 2011-2013
EXPATS MANAGEMENT IN SAP HR GLOBAL 2
WORK MIGRATION FR...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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SUMMARY
I. Enel Group
I.I B...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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I. Enel group
Enel is a mul...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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Enel Green Power
Enel Green...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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I worked in HR Integration ...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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II. SAP History in EGP
My p...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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ENEL One Company
Then arriv...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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HR GLOBAL 2.0
The SAP HR re...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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Global 2.0 Object Model
GLO...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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Advantages and difficultie...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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Today in EGP there’s a dou...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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III. Expats management pro...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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Employee Group => One empl...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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 Finally the form will be...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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Expats/Impats on SAP GL2
“...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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From the Global CRM, users...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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IV. What we did
Query crea...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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What situation did we find...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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We made an information flo...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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As in every big company at...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
21
Summarizing we can say tha...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
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V. Focal subjects for the ...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
23
Exploitation of SAP potent...
OMM – Operations & Maintenance Manager Student:
X edizione – Biennio 2011-2013 RAITANO Paolo
24
Thanks to
The experience i...
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  1. 1. OMM Operations & Maintenance Manager X edizione – Biennio 2011-2013 EXPATS MANAGEMENT IN SAP HR GLOBAL 2 WORK MIGRATION FROM EXCEL TO SAP Tesi di fine corso di: RAITANO PAOLO Tutor aziendale: HUERTAS ISTILLARTE ROBERTO Tutor formativo: BUFANO FRANCESCO
  2. 2. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 2 SUMMARY I. Enel Group I.I Business Overview I.II Enel Green Power I.III Organization Chart II. SAP History in EGP II.I Architecture Scenario II.II Enel One Company II.III HR Global 2.0 II.IV Advantages and difficulties III. Expats management process III.I Dictionary III.II The Process III.III Expats/Impats on SAP GL2 IV. What we did IV.I Query creation IV.II Check tool IV.III Monthly report IV.IV Obtained Improvements V. Focal subjects for the future and considerations V.I Review of the process V.II Communication V.III Exploitation of SAP potential VI.IV Other projects VI.V Thanks to
  3. 3. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 3 I. Enel group Enel is a multinational group based in Italy, a leading integrated player in the power and gas markets of Europe and Americas, operating in 40 countries across 4 continents overseeing power generation from 98 GW of net installed capacity and distributing electricity and gas through a network spanning around 1.9 million km to serve 61 million customers. Business Overview In 2012, Enel posted revenues around 85 billion euros, EBITDA of approximately 17 billion euros and net ordinary income of around 3.5 billion euros. As of December 31st, 2012, the Group has nearly 74,000 employees and operates a wide range of hydroelectric, thermoelectric, nuclear, geothermal, wind, solar and other renewable power plants. Over 42% of the power generated by Enel last year was carbon free. Enel is strongly committed to renewable energy sources and to the research and development of new environmentally friendly technologies. Enel Green Power [EGP] is the Group’s publicly listed Company dedicated to the growth and management of power generation from renewable energy, operating 8 GW of installed capacity relying on hydro, wind, geothermal, solar, biomass and co- generation sources in Europe and the Americas.
  4. 4. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 4 Enel Green Power Enel Green Power, established in December 2008, is the Enel Group company that develops and manages energy generation from renewable sources at a global level, with a presence in Europe and the Americas. Enel Green Power is a major global operator in the field of energy generation from renewable sources, with an annual production of 25 TW/h, mainly from water, the Sun, wind and the Earth’s heat, meeting the energy consumption of over 8 million families and avoiding 16 million tonnes of CO2 emissions per year. Enel Green Power has an installed capacity of 8,640 MW, produced by over 730 plants in 16 countries and with a generation mix that includes wind, solar, hydro, geothermal and biomass. Organization Chart The Enel Green Power Human Resources and Organization function is organized as follows :
  5. 5. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 5 I worked in HR Integration & Development and my boss was Huertas Istillarte Roberto who reports to Querol Vidal Francisco Javier, head of EGP HR. The people which whom I collaborated are the following : 1. Andrea Baluci (REN PO) 2. Chiara Palmisani (REN HR) 3. Claudio Bove (REN HR) 4. Daniela Bruno (REN HR) 5. Diana Alfonso Yannette (REN HR) 6. Francesco Cantuti Castelvetri (REN PO) 7. Giuseppe Capitani (REN PO) 8. Giuseppina Paoluzi (REN PO) 9. Licia Manzone (REN HR) 10. Marisa Strangis (REN PO) 11. Maurizio D’Amico (REN PO) 12. Silvia Cinelli (REN PO) 13. Silvia Valsecchi (REN HR) 14. Stefano Manganello (GICT BRM) 15. Tiziana Fattori (REN PO) … and many people of each country with whom I interacted.
  6. 6. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 6 II. SAP History in EGP My project is based on SAP HR GLOBAL 2, that is simply the last evolution of SAP applications in the Enel Group. Architecture Scenario Initially ENEL Group had two SAP Applications, HR ENEL and HR Global 1.0 (International), that composed the HR Portal Italy. After the acquisition of the Spanish company Endesa by the Enel Group, the SAP applications became three. Obviously, every system had a different architecture, and they didn’t interact each other. Fig. 1 Initial Architecture Scenario
  7. 7. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 7 ENEL One Company Then arrived the project “ENEL One Company” that has the following objectives to achieve :  A unique system of values  A unique company language  Same processes  Same system Within this project SAP HR Global has been redesigned for :  New operational and more streamlined HR processes  HR processes evolution  HR Know-how and knowledge for the development of the human capital  HR system for a unique and shared information tool  Cultural change  Organizational needs and strategy fulfilling “Cultural change” is the point on which I would like to focus. Unfortunately, even if SAP icon is on the desktop of each employee of HR function, most people prefer to click on the MS Office Excel icon. Why this? We’ll deal with the subject in the carrying of the treatment, section Advantages and Difficulties.
  8. 8. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 8 HR GLOBAL 2.0 The SAP HR redesigned, in the version Global 2.0 is now the combination of the three different SAP Applications. It has a total vision of the “EGP World”, and can be used for :  Personal Administration  Organization Management  Competency Management  Performance Management  Learning  Health & Safety The application shows a structured interface with local systems of each country, so that every employee doesn’t have to change his habits on the systems. Fig. 2 Actual Architecture Scenario
  9. 9. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 9 Global 2.0 Object Model GLOBAL 2.0 System LOCAL Systems Organizational Level 24 Line 10 Head 20 Company Code IC Cost Center K Organizational Unit O UAMP 23 Work Area WA Work Center A Position S Job C Level 22 Country ZB Group Area 18 Functional Area 15 Job Family 25 Job Group FN Job Global JF Seniority 21 Person P Central Person CP Work Center Group 9V Central Person CP Person P
  10. 10. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 10 Advantages and difficulties What can we do with HR GLOBAL 2.0? Organization Management  Automatic generation and publication of charts  Extract data for all employees in the Group  The chart must show OU, persons with name and job title and employee card for each employee HR Development  Performance Review (MBO)  Standardization in Headcount calculation (final and average)  Standardization in personnel Cost topics  Main KPIs definition As anticipated before “difficulties” and “Cultural change” are the two problems on which I want to focus. In my experience I could see how it is difficult to change the cultural background and the mental schemas of an employee who is not prepared for innovation. Having a tool with very big potentialities and not knowing how to use it, is the biggest waste that a company can do. We think that every employee doesn’t understand what a big advantage to his daily work is using this tool instead of Excel reports.
  11. 11. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 11 Today in EGP there’s a double work, because every employee makes the same works on Excel and on SAP too. Such this situation continues because, owing to the combination of more SAP systems, there isn’t a big quality of the data, so the application isn’t reliable. The true difficult is that there isn’t, and there can’t be, a net cut from the past instruments until data on SAP GLOBAL 2 will be reliable. Only in that moment the employee will understand the added value of the system. But in meantime no one cares about the quality of the data in SAP because they work in Excel.
  12. 12. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 12 III. Expats management process Dictionary A list of definitions that can be useful for a better understanding of the text. O.U. => Organizational unit, Management unit of a company. Position => To position is transmitted the properties and attributes of a task. The positions are assigned to organizational units and are set to represent instances correlate with each other. Company Code => Key that uniquely identifies a company. Cost center => Key that uniquely identifies a cost center. Home country/company => Country/company of origin of an employee. Host country/company => Country/company of destination of an employee. Personnel ID => Within a client, the C.I.D. is the only unique key to identify an employee. Provides access to the display and updating of data and the organization of work (info-type) of an employee.
  13. 13. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 13 Employee Group => One employee status is a organizational unit for which you can define regulations relating to personnel. One employee status is divided into several types of employees. Employment Status => Status code for events. The Process To activate the Expatriate Administration Unit, within Enel Global Business Service (GBS), to start a new expatriation process we use the International Mobility Form. To expatriate EGP employees, we’ll fill in the International Mobility Form, only after HR Head’s authorization, asking it by EGP expatriation proposal. Once we’ve got the authorization to proceed to expatriate an employee from one country to another, HR shall send the International Mobility Form (IMF) to Enel GBS, following the process described below.  Home and Host HR will fill in the first page of the IMF. The order of compilation of the form should be first Home HR, then Host HR.  Home HR will send the form, filled in until “line 76” of the excel sheet, to the GBS/Expat Administration Unit so that it can fill in with the compensation data and run a cost estimation.  GBS/Expat Administration Unit will return the form to the Host HR for him/her to gather the approval of the Destination Business Unit. Once signed, the form will be sent to the Home HR for the signature of the Origin Business Unit.
  14. 14. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 14  Finally the form will be signed by the Responsible of the HR Administration and Pension Fund.  As all the parts involved have given their approval, the process of expatriation will be started by the Expat Administration Unit. Practically, the calculation of the expatriation package and benefits and starting of the processes connected with the immigration, legal issues and social security, where this service is applicable.  Expat Administration Unit sends the final calculation of the expatriation package and benefits to EGP Home HR. If every point of this list is not completed, the employee can’t be recorded on SAP GL2. Often, the expatriation of the employee starts before completing all the steps, especially if there are urgent needs for the company, and the resource will result on SAP on average one month after. Italy in particular, is very slow in this process because is the country with more bureaucratic problems, and there are Impatriates in Italy who are not recorded in SAP from about one year. As you can understand, the process is complex and not linear, obviously there are a lot of communication and bureaucratic problems. For this reason on the EGP HR SharePoint (web platform where we share the documents) every area/country HR unit updates a .xls file called EGP EXPATS GLOBAL REPORT, with some basic info about the expatriation and other accounting data . In this way every authorized HR employee can have a global vision about the expats.
  15. 15. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 15 Expats/Impats on SAP GL2 “Impatriate” is the Employee Group where the employee is recorded in the system by the host country. When an employee is entered in the system, he is connected with the organizational unit and position of the country where he works. By the link with the organizational unit we can know the relevant cost center and job professional family too. In this way we have a real perception of the location of the employee and of what he really does. “Expatriate” is the Employee Group where the employee is recorded in the system by the home country. In Italy they are assigned to a particular organizational unit and they are part of a specific personnel area “EXPATS”, but this process is not the same for all the countries and data extracted from this area are not reliable. “Active” is the Employment Status that has to be set for the employee in the system by the host country. This field permits to differentiate between the ended impatriations and the ongoing ones. In this way we can make a real-time report that is able to say us who are the impatriates in the world in that moment. But the final objective is to have just one record per employee that will contain the global person number. Impatriation and Expatriation management processes still remain on local systems. Global 2.0 will receive data from three local systems and arranges all information together so that it will have the global vision of all employees groups status and location. There will be a new Global Portal to be accessed for managing global processes implemented and Global HR for incident management . The objective is to define a model of Help Desk and Trouble Ticketing for incident management in global processes.
  16. 16. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 16 From the Global CRM, users will be able to open tickets for each of the new global processes (i.e. MBO) or to connect to one of the two local ticketing tools in case they need to open a ticket for a “local” process (i.e. Payroll). Actually expatriate employees have two or more records, one for every expatriation they did, infact Enel lauched another project about the cleaning of these double records. Fig. 3 Records of an employee
  17. 17. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 17 IV. What we did Query creation To know immediately what Impats were present in the system and who not, we just made a simple query with the following inputs/outputs : Input : Output:  Employee Goup : Impatriate ● Personnel ID  Employement status : Active ● First Name ● Last Name ● Organizational unit ● Position
  18. 18. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 18 What situation did we find? Not all expatriates employees were recorded in the host country on SAP GL 2. The big work was to select one by one the missing ones, using the Global Expats Report on the Sharepoint and trying to have more data as possible for everyone. Very often the impatriates present in the system were not correctly recorded, with any missing info. Here we found another problem, the “Global Expats Report” file on the HR SharePoint for all the foreign countries was not updated, and no one had a global vision about this problem. Every HR employee had data, but these were not collected and, almost, not shared. So I talked with every area/country Hr unit around the world, to ask who were the impatriates in that country and why they were not recorded on SAP. Summarizing we found the following critical aspects : ● Bureaucratic problems, especially in Italy. ● Low priority to record the employees in SAP. ● Misunderstandings about the concept of impatriate. ● Low attitude to cultural change. ● Errors of superficiality. Check tool To remedy these critical aspects we had to create a “check tool” that permitted us to arise the quality of the managed data. In the first phase, together with Diana Alfonso, we made an “Expat Book”, exchanging between us the information about the expats, and creating finally a list with the real global situation of the employees who work in another country.
  19. 19. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 19 We made an information flow, together with the HR colleagues, in such a way that me and Diana are always updated about new expatriations. The “Global Expats Report” file on the HR SharePoint was updated correctly and every HR of each country was invited to keep it under control. We can therefore say that there was a revision of the process. In a second phase, found uncorret data on the system, we were committed to correct them , and it was really not easy. Also because, while we talked with the local HR, new employees started the expatriation, other ones finished it. So, we worked to be always updated about this and remained in close contact with the HR involved. Thinking to the future we took the opportunity to explain doubts to the colleagues and to resolve their technical problems. Our “check tool” was, and is, the double matching between the Global Expats Report file and the output of the query on SAP. Therefore, even if these instruments are not updated, the new information flow permits to have always a correct global vision, and to talk closely with the host country HR to have more data about the expatriation and the recharge contract. Monthly report Now, to show our work and the problems that we met to my boss and to the higher levels of the company, was necessary to create a structured presentation that was easy and immediate to understand, in such a way that this document can be shared with the HR unit of each area/country.
  20. 20. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 20 As in every big company attracting the attention of the top manager is not easy, the key to achieve this objective is to be clear and smart. In this sense was useful the advice of my boss : “In the Enel Group a rule reigns : if you are not able to explain your problem in the lift, from the ground floor to the office, your words will be vain.” So I made a PowerPoint presentation where I’ve highlighted :  Concept of “Active Impatriate” within the system.  Numbers and percentages of “Active Impatriates” in SAP HR GL2.  Numbers and percentages of “Active Impatriates” by functions.  Uncorrect data in records in SAP HR GL2.  Difference between Global Expats Report, SAP GL2 and the correct global vision. This document became the monthly report of the expats that shows the global vision and provides a valuation about the quality of the data in the system. (Attached file) Obtained Improvements Today almost Expats people are recorded like “Active Impatriates” in SAP GL2 in the host country. When we started to work for the Expats Management Process, the quality of the data was about 48% ( 35 employees recorded, real number 75), now the quality of the data is about 84% (57 employees recorded, real number 71) and, as further improvements, we understood what are the problems of the countries where the recording of the Impatriate is very slow .
  21. 21. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 21 Summarizing we can say that :  Talking with Paola Cecchetti (Expatriation Unit) we established that in Italy there is almost a bureaucratic problem. If the employees don’t show to the local HR all the requested documents they will not be recorded in SAP, even if their employment starts regularly. For this reason, it will be necessary a review of the process to understand what consequences can have a record on SAP for these people, from when they start the expatriation, even if they haven’t the requested documentation (Fiscal Code, Secondment Agreement, A1 Model, Insurance, exc..) Today this is not possible, and foreign employees who work in Italy from so much time are not recorded in SAP.  Talking with Irene Picazo (EGP HR unit in Spain) we established that in Iberia there is a very different situation. In Spain is not known the concept of Expatriate or Impatriate, but there’s an only employee group : Asignaciòn Internaciònal. In this way when we make the report we haven’t visibility of the Impatriate people in Spain. This problem is already known by the ICT department and they are trying to create an interface able to have a standardized language for all the HR units.  In Latin America, we resolved all the problems, but it remains to clear the position of two expats from EGP who work in Enel Group external companies (Endesa, Enersis).  For the future would be useful to create a special personnel area where record all the employees who we can’t see in the system as “Impatriates”, because they work in external entities (International Energy Agency for example).
  22. 22. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 22 V. Focal subjects for the future In order to avoid all these problems will be necessary many adjustments. Review of the process The actual process is so much complex and not linear. In every step of the process there’s a stop or a problem to resolve, probably also because is a “new procedure”. With the help of the experience, it can be improved a lot, and the steps will be faster and easier. Communication In this experience I understood how much is important the communication in a company, between the employees, between the different functions, for a logic of global work, that contributes to the achievement of the objectives of the company. No sharing of the data, and thinking only to own work, without a global vision of the company and of what can be useful for the colleagues is a loss. An employee who is not a team player, will never be productive for the growth of the company. I think it’s too important the optimization of the systems for the Knowledge Management and for the sharing of the best practices, already existing, but not used in the best way. Experience is a valor, that has to be preserved.
  23. 23. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 23 Exploitation of SAP potential As already said, SAP is a complete application for the company. In HR module the use of the application can be extended for :  Payroll  Complete Master Data of the employee  Retribution & Benefits  Deadlines and objectives  Training  Recruiting  Performance review  Climate Survey  Attendances and absences… and many other subjects SAP is the future for the company and for how much it costs, would be better to use it at 100%. Other projects Other projects in which I was included and are still ongoing :  Global data recovery payroll  Collection and implementation of the employees photos in SAP.
  24. 24. OMM – Operations & Maintenance Manager Student: X edizione – Biennio 2011-2013 RAITANO Paolo 24 Thanks to The experience in Enel Green Power let me know subjects that I have never studied before. I found myself merged in a new world, with new applications to use, with a new lifestyle, with new times to respect, with new people with whom interact. The feeling with the colleagues was not a problem, but the setting to understand the dynamics of the company and what steps to follow was of course more difficult. The first thing that I learned is that nobody will come to you to say : “Ehy, Do you want to learn anything today?”, but you have to be hungry for knowledge and open your eyes to understand what happens around you. In this, you have to be lucky too, but I found a young and open-mind ambience, that allowed me to accelerate the process of understanding the main processes in the HR function, even if I was involved in a small part. Then, the process of knowledge of the system, that I had never studied, whereby I have to thanks Claudio, who is the historical memory of SAP in Enel Green Power. Thanks to everyone in the office I understood what’s the best approach to the people and to resolve problems all together. I understood what’s the team play, and the ability to smile always in front of every problem. I learned a lot of things that go beyond the technical knowledge, but that maybe are more important. I had the opportunity to confront the world of a large company, that creates value for the people and it was a great pride. I grew up, and I believe, and hope that this is only the beginning… Paolo Raitano

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