Organizational Change Driven by Vision & Courage Breda, 26 Maart 2013
12 Juni 2006
HR
U
P D A T E
H O T L I N E : ++ 4 1 2 1 6 1 8 6 1 1 8 2
Why do we need to change ?
All affiliates have full fledged HR departments Duplications, limited process standardization & sharing of best practices
Cost structure not optimal: FTE’s: more than double world class Costs per employee: 74% above world class
Minimal integration of HR systems HR too focused on transactional versus value added activities
HR market moving to Shared Services Model Opportunity to increase HR effectiveness/efficiency by focus on value added activities leveraging common systems and processes 3
How are we going to change ?
Moving from a locally driven organization to a centralized process based organization
Transferring transactional activities to Shared Service Center, leveraging self-serve technology
Centralizing strategies and processes in Centers of Expertise
Focusing affiliate HR on value added activities: Workforce planning and organization development Business oriented counsel and advice to line management on HR related topics 4
How is it going to work ? – Overall concept Centralized Services
Affiliates
Central Strategy and Processes
Employee / Manager Self Service HR Bus Partner
Employee Portal On Demand Web & Voice Components Knowledge Management & Analytics
Virtual Agent
Employees/Managers Voice Message Web Machine
Web or Voice
HR Corporate
Shared Service Center Generalists
Specialists Contact
CoE – process owner DSSC 5
How is it going to work ? – Organization Structure for PMI HR
Level 1
Senior VP HR
HR Corp. Decision Support
2
Global CoE Leader
3
CoE Leaders
Leader SSC LA&C
Leader SSC Europe
Leader SSC APac
4
CoE Team Leaders
QA & Contract Management
SSC Op. & DSSC Managers
Service Management
5 6
Global SSC Leader
SSC Team Leaders / Specialists
SSC Team Leaders / Generalist
Regional HR BPs
Local HR BPs
HR Corporate
SSC Managers
CoE Specialists
HR Corp. Decision Support
Functional HR BPs
HR Function Decentralized SSC 7
HR Local
Why is this a better model ? Will improve business added value, overall competitiveness and agility through:
Standardization of processes, policies and best practices Centralization of strategies, subject matter expertise, transactional activities Process automation and integrated global systems Information availability and accuracy Focusing HR affiliate resources on local business requirements
8
“To – Be” HR Operating Model
HR Service Delivery
Operational 9
Business
HR Business Partners
HR
Strategic
Sample of an employee’s request All Employee Access
Tier 0 ESS/MSS
Tier 1 Contact Center
Tier 2
Tier 3
Via Interactive Voice Response
KB and other ESS / MSS Solutions Accessed Via Web / Wireless Devices
Specialists
CoE and BP
Generalists
80% of Contacts
20% of Contacts HR
Service Delivery Model assigns the proper tier to the employee inquiry for a cost effective solution 10
HR Business Partner
The HR Business Partners will work with management to provide human resource strategy development, deployment of key “products and services” from HR, and consulting support to optimize human capital
11
The new role of the Business Partner
Role of Business Partner
HR Knowledge
Business Knowledge
Portability of HR Knowledge Perception as Business Partner and credibility will shift 12
HR Knowledge
Role of Business Partner
The new role of the Business Partner
Business Knowledge
Portability of HR Knowledge Perception as Business Partner and credibility will shift 13
Samengevat:………..
Implementatie model in 4 regionale fasen:
80% van de activiteiten inclusief gereduceerde totale Head Count van lokaal naar centraal
Introductie Business Partner rol
Van human touch naar high-tech service
Ontwikkeling nieuwe systemen
Opzetten SSC en CoE’s
Lokale Impact Bergen op Zoom (1750 mw)
HR van 34 naar 10 FTE
2 BP’s & 8 DSCC
Reductie volgens afspiegelings principe
Hoog commitment binnen HR (tot bekendmaking boventalligheid)
Change management
Goede start
(leidinggevenden en medew erkers)
Grootste uitdagingen
Recruitment
Payroll (outsourced)
Kennisoverdracht
SSC CoE Medewerkers
Verschuiving van human touch nivo van HR naar “de lijn”
Loslaten en nee zeggen
16
Watertrappelen
2010
“What de hell is going on with HR?” “We moved the project too far and we have to review and adjust the objectives”
Aanpassingen
Benoeming nieuwe Sr. Vice president HR
Additionele Headcount
Externe expertise naar binnen
Recruitment in 2 stappen terug van centraal naar lokaal
MOD activiteiten via regionaal concept terug naar lokaal
Recruitment van SSC naar MOD
19
Schadeherstel op::
Verlies arbeidsmarktpositie
Ontwikkeling van mensen heeft prioriteit verloren
Verzwakte talent pipeline binnen de HR organisatie
Krediet en positie aan Management tafel
20
Maar waar we ook nu staan….
Business Partner is weer HR Director of HR Manager
MOD en Recruitment zijn weer in de markt
Betere balans tussen process en service
Contact met en vertrouwen van de business is herstellende
Meer externe specialisten in CoE’s aangetrokken
Grotere zelfstandigheid bij managers en medewerkers
Rol van HR meer Business gedreven
21
Waar zijn we sterker geworden
Professionaliteit HR Funktie
Process efficientie
Stellen van prioriteiten
Business Awareness en focus binnen HR
Inhoud HR postities
Duidelijk wat prima centraal kan en absoluut lokaal moet worden georganiseerd.
22
Why do we need to change ?
All affiliates have full fledged HR departments Duplications, limited process standardization & sharing of best practices
Cost structure not optimal: FTE’s: more than double world class Costs per employee: 74% above world class
Minimal integration of HR systems HR too focused on transactional versus value added activities
HR market moving to Shared Services Model Opportunity to increase HR effectiveness/efficiency by focus on value added activities leveraging common systems and processes 23
Organizational Change Driven by Vision & Courage Breda, 26 Maart 2013
