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Transforming HR                                                      Service Delivery                                     ...
Global BrandsGood Food, All Day Long                  ®,™, 2010 Kellogg NA Co., © 2010 Kellogg Company                    ...
About Kellogg•   Over 100 years old•   31,000 employees globally, 2009 sales of $13 Billion•   Manufacturing in 18 countri...
Scope of Project:Global Design, Americas Implementation• 13 countries• Four languages: American English, Mexican Spanish, ...
Business Drivers• Align HR processes with Kellogg’s strategic objectives• Build for the future to support continued, susta...
Environmental Pain Points• Data decentralized, many hand-offs diluted accuracy and  efficiency• Answers to HR questions ca...
Our Tiered Model                                     Interaction            HR Service                                    ...
What Guided Our Efforts  Design                                       Description Principles               • Be easy to us...
Building Tech Requirements to Get WhereWe Needed to Be• Tightly controlled security and privacy• Deliver basic HR services...
Technology Platform Overview                                  WebSphere   Avaya CT, Enwisen CM           Enwisen KB       ...
Missing Link: Knowledgebase• Knowledge/content vs. data management• Required for effective and efficient Tier 0-2 response...
Value of an integrated systems:KB, Case Management, Portal             Improve efficiency in HR Service             Delive...
RFP to Implementation in Record Time• March – decision to issue RFP• April – select and contract with finalist    Selecte...
Preparing for Deployment• Audit content• Knowledge management: new skill set for HR    Managing thousands of documents an...
Lessons Learned• Stabilization in 3-6 months?   Realistic: 2 years• Data integrity grows slowly and, sometimes painfully•...
One year statistics• 235,000 Cases  Average 4,000 contacts   per week• MSS transactions  Average 3,000 per month• Almost...
Customer Satisfaction Surveys• 2,000 requests sent quarterly, ½ electronic ½ paper     US, Canada and Latin America, Empl...
Delivering Value to the Customer and the Business• Meeting or exceeding SLAs   30 seconds or less average Speed to Answer...
Multi-Tiered Approach to HR Service Delivery•    Gartner      •   HR experts today: 70-80% time administrative / respondin...
The CedarCrestone Model                                                      OnboardingCopyright © 2011 Enwisen, Inc. All ...
The Enwisen Model – Only SaaS,HR-Focused Multi-Tiered SolutionCopyright © 2011 Enwisen, Inc. All rights reserved.
The Enwisen Model – Only SaaS,HR-Focused Multi-Tiered Solution              More resources to help you with your HR Shared...
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HR Shared Services: Kellogg's Case Study

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This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.

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HR Shared Services: Kellogg's Case Study

  1. 1. Transforming HR Service Delivery Kellogg Customer Success StoryCopyright © 2011 Enwisen, Inc. All rights reserved.
  2. 2. Global BrandsGood Food, All Day Long ®,™, 2010 Kellogg NA Co., © 2010 Kellogg Company Proprietary and Confidential
  3. 3. About Kellogg• Over 100 years old• 31,000 employees globally, 2009 sales of $13 Billion• Manufacturing in 18 countries• Marketed in 180 countries• Significant growth through acquisition since 2000  Keebler, Morning Star Farms, Russia and China• HQ in Battle Creek, Michigan• Mission to be the Food Company of Choice for Customers, Shareholders and Employees
  4. 4. Scope of Project:Global Design, Americas Implementation• 13 countries• Four languages: American English, Mexican Spanish, Brazilian Portuguese and French Canadian• 17,000 active employees – 35,000 total lives, including retirees, vested terminated employees, dependents and survivors• 6 Core Process areas, Global design, many sub-processes – Org Mgmt, Employee Data Management, Compensation Planning, Staffing, Succession Management, Performance Management• 13 Technologies integrated and implemented – SAP HR, Talent Management, Compensation Planning, Telephony, Case Management, Document Management, Content Management, Portal, etc.
  5. 5. Business Drivers• Align HR processes with Kellogg’s strategic objectives• Build for the future to support continued, sustainable growth• Create a consistent customer experience• Give employees and managers more control of their information and career resources• Deliver timely, consistent and reliable data to the business and regulatory agencies• Support cash flow with cost-effective solutions
  6. 6. Environmental Pain Points• Data decentralized, many hand-offs diluted accuracy and efficiency• Answers to HR questions came from many different sources and could vary depending on source• HR intranet site was unreliable, difficult and time- consuming to navigate• Content was not centralized, audited or controlled• HR processes not documented, much in expert’s head• Technology was outdated or non-existent• Self-service US Benefits Open Enrollment only• Varying levels and styles of customer service depending on Service Area
  7. 7. Our Tiered Model Interaction HR Service Types Delivery Channels Face to Face HR Business •Strategic Partnership •Consultation •Advisory •Facilitation Tier 3 •Change Centers of Expertise Vendors Management •Program Design Tier 2 •Vendor SelectionRegional Service AreaService Center Specialists•Information Tier 1•Transactions•Case Management Customer Service•Data Management•Project & Vendor Tier 0Management•Compliance Self Service•HR SystemsGovernance
  8. 8. What Guided Our Efforts Design Description Principles • Be easy to use with minimal number of steps Simple • Create a clear and transparent customer experience • Drive decision making at the lowest appropriate level • Build usable global processes and standards • Minimize localization and customization preventingStandardized workarounds • Optimize and integrate HR service delivery model • Require global process ownershipStewardship • Enable the employee and manager to manage their data • Mandate discipline • Optimize the use of automation and technology Systems • Streamline collecting and reporting of timely, accurate data • Be scalable and flexible to meet future requirements
  9. 9. Building Tech Requirements to Get WhereWe Needed to Be• Tightly controlled security and privacy• Deliver basic HR services more cost-efficiently and effectively, leveraging Self-Service• Facilitate multi-tiered approach to HR service delivery• Leverage hosted solutions for lower cost of use• Configured, not customized, to leverage timely and low cost upgrades• Provide support for non-HR Legacy systems Travel and Entertainment, Payroll, Security, etc.• Cost-efficient, nimble implementation and ongoing maintenance
  10. 10. Technology Platform Overview WebSphere Avaya CT, Enwisen CM Enwisen KB SAP SAP SuccessFactors SAP – 3D view of data Taleo CedarCrestone 2009-2010 HR Service Delivery
  11. 11. Missing Link: Knowledgebase• Knowledge/content vs. data management• Required for effective and efficient Tier 0-2 response• Resource-intensive to maintain in-house, and not a core HR competency• Current KB solution integrated with HR database, and was Q&A only; couldn’t support multiple content types• Needed a KB that would:  Provide highly personalized content to the Portal and to Tier 1 & 2  Support multiple content types  Closely integrated with Case Management to provide fast answers  Lowest cost for content management and governance  Grow with the organizational needs
  12. 12. Value of an integrated systems:KB, Case Management, Portal Improve efficiency in HR Service Delivery Maximize use of Tier 0 by providing accurate and targeted information Enable HRSS to quickly target HR information for a diverse customer base Minimize volume of simple HR inquiries directed to HRBPs and COE staff
  13. 13. RFP to Implementation in Record Time• March – decision to issue RFP• April – select and contract with finalist  Selected solution with KB and Case Management• May – tech requirements and integration planning with all other technology already in plan• June-August: build• September-Mid-October: testing and fixing defects• October 25, 2009: GO LIVE!
  14. 14. Preparing for Deployment• Audit content• Knowledge management: new skill set for HR  Managing thousands of documents and serving accurately to the right audience is complex, technical and time consuming!  HR is liaison between IT and content owners  Understand what you want from data – and power of data• Closer to deployment: detailed plan from HR, IT and vendor partners  Hour-by-hour activities started, completed  Who’s on point to address issues, daily meetings with team leaders (six months out, down to twice weekly)
  15. 15. Lessons Learned• Stabilization in 3-6 months?  Realistic: 2 years• Data integrity grows slowly and, sometimes painfully• Change management – can’t underestimate or over deliver  Communicate early and often and then “shampoo, rinse and repeat”; have resource(s) dedicated post-go live• Generalist jobs changed most, not the HRSS staff  Train, train, train – systems, statistical analysis, strategy  Help generalists understand trends, data relationships  Enable and encourage them to point customers to HRSS• You can try to anticipate everything, but …  Can’t anticipate all reactions – example: people blaming MSS for not meeting their own targets/accountabilities  Solution? FLEXIBILITY, HUMILITY and LISTENING SKILLS
  16. 16. One year statistics• 235,000 Cases Average 4,000 contacts per week• MSS transactions Average 3,000 per month• Almost 624,000 visits to the portal, with about 5 million pages viewed 13,000 weekly visits on Average
  17. 17. Customer Satisfaction Surveys• 2,000 requests sent quarterly, ½ electronic ½ paper  US, Canada and Latin America, Employees and Retirees• 3.33 score out of 4 point scale (Q3, 2010 results - .23 improvement over Q1)  87% Sat/Very Sat with quality (accuracy, timeliness) +10% over Q1)  96% Sat/Very Sat with staffs attitude/willingness to help  86% Sat/Very Sat with overall experience (technology & service) +3%• Decreasing percent of Dissatisfied/Very Dissatisfied• Moving customers from Satisfied to Very Satisfied• Good insight on where our opportunities are, and we’re working on it:  Navigation and Content Placement  Application Functionality  End to End Process Improvements  Training and Communications  Regional Content
  18. 18. Delivering Value to the Customer and the Business• Meeting or exceeding SLAs  30 seconds or less average Speed to Answer  5% or less Abandonment Rate  60% or greater First Call Resolution – original target was 50%  75% or greater First Day Resolution – original target was 60%• Increasing efficiency in closing cases  13% reduction in time spent on First Call Resolution over a 4-month period• Delivering Self-Service simplifications  25% decrease in Self-Service coaching calls while maintaining volume of transaction  60% of survey respondents state they can do SS without help• Delivering tools for faster, more accurate MSS transactions  30% workflow complete in same day, 80% complete in 2 business days
  19. 19. Multi-Tiered Approach to HR Service Delivery• Gartner • HR experts today: 70-80% time administrative / responding to inquiries • Organizations with multi-tier HR service delivery spend average 20% less per employee; high performers in this area 50% less High Performers Enwisen 90% 6% in as little as Customers 80% - 90% 1st Call 6 months
  20. 20. The CedarCrestone Model OnboardingCopyright © 2011 Enwisen, Inc. All rights reserved.
  21. 21. The Enwisen Model – Only SaaS,HR-Focused Multi-Tiered SolutionCopyright © 2011 Enwisen, Inc. All rights reserved.
  22. 22. The Enwisen Model – Only SaaS,HR-Focused Multi-Tiered Solution More resources to help you with your HR Shared Services decisions are available at: Enwisens HR Shared Services A video version of this presentation follows – you may find it helpful for further insight and context.Copyright © 2011 Enwisen, Inc. All rights reserved.

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