Sap World Tour Talent Mgmt 2010


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How Air Products uses the integration of SAP HCM to manage their workforce talent

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Sap World Tour Talent Mgmt 2010

  1. 1. Talent ManagementEnabled by SAPat Air Products and Chemicals, Inc.<br />Sherryanne H. Meyer<br />Manager, Employee Systems<br />22 September 2010<br />
  2. 2. Who is Air Products?<br /><ul><li>A leader in world markets for seven decades
  3. 3. 40 countries
  4. 4. 19,000 employees
  5. 5. A Fortune 500 company
  6. 6. Innovative
  7. 7. Responsible
  8. 8. Supplier of Gases, Chemicals, Performance Materials, Equipment and Services</li></li></ul><li>The Air Products Difference<br />3<br />
  9. 9. “One Company” Philosophy Supported by One Global System<br />Compensation<br />Self<br />Services<br />Appraisals<br />Payroll<br />Benefits<br />Org<br />Management<br />Personnel <br />Admin<br />Structural Security<br />4<br />ECC5.0, Portal 5.0,Netweaver 6.40, ITS <br />
  10. 10. 5<br />AP Portal – One Stop for Managing Talent…<br />
  11. 11. Global Processes in 25 Countries<br />UK<br />Ireland Belgium Netherlands Germany France<br />Poland<br />Czech Republic<br />Slovakia<br />Canada<br />United States<br />Spain, Italy, Portugal<br />Israel<br />Egypt<br />Brazil<br />Indonesia, Singapore, Malaysia<br />China, Hong Kong<br />Japan, Korea, Taiwan<br />6<br />6<br />
  12. 12. Deliver the Difference Defines Our Corporate Strategic Goals<br />7<br />Personal Accountability/Initiative<br />Change Innovation<br />Integrity Ethical Conduct<br />Respect for Others/Values Differences<br />Environmental Health and Safety Focus<br />Teamwork<br />Problem Solving / Decision Making<br />Communication/Openness<br />Work Process Focus<br />Customer/Internal Client Focus<br />
  13. 13. …and Management of these Objectives is enabled with SAP<br />8<br />
  14. 14. Organization Management and Structural Security form the Foundation<br />9<br />Salary Budgeting and Appraisal Managers, <br /><ul><li>Hold a “Chief” security role
  15. 15. Have relationships to specific Organization Units
  16. 16. Have PD Profiles which control which positions & employee they see and what activities they can complete
  17. 17. Are limited by the security profile to performing activities and viewing sensitive data only at the point in time in which the employee reported to the manager.</li></ul>Manager’s Organization<br />
  18. 18. Performance Enhancement Timeline<br />10<br />
  19. 19. FY-Q1: Setting Objectives<br />11<br />Predefined Qualification Objects align with Corporate Goals<br />Text boxes allow the manager to provide specific coaching<br />When objectives are set – and later, when development plan has been completed – Compliance with the process is monitored<br />
  20. 20. FY-Q2 and Q3 – Succession Planning<br />Enabled by Organizational Structure in SAP<br />Supported by Appraisal documents<br />Enhanced via our Relative What and How Processes<br />During RWH discussions the following are tracked and maintained:<br />Grade Potential within Five Years<br />VP Potential<br />Top Talent<br />International Experience<br />Cross function/business area experience<br />At Risk<br />12<br />
  21. 21. FY-Q2 and FY-Q3: Performance Against Objectives - What And How<br />13<br />
  22. 22. End of FY-Q3  Beginning of FY-Q4: Managers Conclude Performance Feedback<br />14<br />Predefined Performance Levels are assigned to each objective – and the manager uses this to deliver a definitive performance assessment.<br />
  23. 23. Once Completed, the Employee has a Record of His/Her Performance in ESS<br />15<br />
  24. 24. FY-Q1- Compensation based on Performance<br />Base salary increase decisions take into consideration: <br />Individual Performance as assessed in terms of relative assessment <br />Compa-Ratio – which is each employee's salary relative to the defined salary range <br />Budget for overall salary increases for the department<br />Specifics on the “HOW” and the “WHAT” are derived from the Appraisal feedback.<br />High<br />HOW<br />Good<br />Low<br />16<br />Low Good High<br />WHAT<br />
  25. 25. Lessons Learned<br />Languages – You can deliver an appraisal form in local language – but consider the entire process – how are actual discussions handled? And printed languages always tend to be subject to variations in interpretation<br />Cultural changes – Check your meanings…manage change…ensure local and global acceptance<br />Ownership model – ensure continued care and feeding of your process as it is enabled in the system<br />Compliance – internal and external requirements<br />The system does not replace our Performance Enhancement process – but, rather, enhances it<br />17<br />
  26. 26. tell me more<br /><br />