Organizational Change Driven by Vision & Courage Breda, 26 Maart 2013
12 Juni 2006 H R 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 Affiliates Centralized Services Central Strategy and Processes HR Bus Partner Employees/Managers Voice Message Web Machine Employee / Manager Self Service Virtual Agent Web or Voice Shared Service Center Generalists Employee Portal On Demand Web & Voice Components Knowledge Management & Analytics Specialists HR Corporate Contact DSSC CoE process owner 5
How is it going to work? Organization Level 1 Structure for PMI HR Senior VP HR 2 Global CoE Leader Global SSC Leader HR Corp. Decision Support Functional HR BPs Regional HR BPs 3 CoE Leaders Leader SSC LA&C Leader SSC Europe Leader SSC APac HR Corp. Decision Support Local HR BPs 4 5 CoE Team Leaders CoE Specialists QA & Contract Management SSC Team Leaders / Specialists SSC Op. & DSSC Managers SSC Managers SSC Team Leaders / Generalist Service Management Decentralized SSC 7 HR Corporate HR Function 6 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
HR HR Service Delivery To Be HR Operating Model Strategic Business HR Business Partners Operational 9
Sample of an employee s request All Employee Access Tier 0 ESS/MSS Via Interactive Voice Response KB and other ESS / MSS Solutions Accessed Via Web / Wireless Devices Tier 1 Contact Center Generalists Tier 2 Specialists Tier 3 CoE and BP 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
Role of Business Partner The new role of the Business Partner Business Knowledge HR Knowledge Portability of HR Knowledge Perception as Business Partner and credibility will shift 12
Role of Business Partner The new role of the Business Partner Business Knowledge HR 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 (leidinggevenden en medewerkers) Goede start
Grootste uitdagingen 16 Recruitment Payroll (outsourced) Kennisoverdracht SSC CoE Medewerkers Verschuiving van human touch nivo van HR naar de lijn Loslaten en nee zeggen
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 19 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
Schadeherstel op:: 20 Verlies arbeidsmarktpositie Ontwikkeling van mensen heeft prioriteit verloren Verzwakte talent pipeline binnen de HR organisatie Krediet en positie aan Management tafel
Maar waar we ook nu staan. 21 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
Waar zijn we sterker geworden 22 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.
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