Driving Performance and Talent Management in a Multi-Business Conglomerate

Transcription

1 Driving Performance and Talent Management in a Multi-Business Conglomerate Challenges & the road ahead May 30, 2012 AGENDA About Godrej Our Vision HR & Technology Challenges Godrej Capability Factors Our Approach - HR Technology Roadmap & Vision SuccessFactors Implementation What has changed post SF implementation 1

2 ABOUT GODREJ GROUP OVERVIEW 113 years young (estd. 1897) Largely privately owned by the Godrej family US$ 4 billion turnover 21,000+ people 100 manufacturing locations in India & abroad Diversified 7 major companies (4 publicly traded) Global operations in 16 countries 2

3 I hold my brother Godrej in such high regard that if your enterprise is likely to harm him in anyway, I regret very much that I cannot give you my blessings - Mahatma Gandhi to a favour seeking competitor INTERESTING FACTS The Godrej brand touches more Indian s on a daily basis than any other Indian owned group or brand today. Godrej sells 6 billion candies a year, that s approximately one candy for every man, woman and child on the planet. We produce over 1 billion cakes of soaps a year, and the Godrej No.1 brand of soap is amongst the highest selling soaps in the country today. Godrej sells one refrigerator every 30 seconds in India. Business Week lists GCPL amongst Asia s 100 fastest growing Companies. Three out of every four Indian banks are secured by Godrej. Godrej manufactures Cryogenic engines that power India s space program. Godrej touches the lives of 470 million Indians everyday 3

4 GROUP STRUCTURE GODREJ & BOYCE Appliances Construction Electricals Interio Lawkim Motors Locks Material Handling Precision Engineering Precision Systems Prima Process Equipment Security Solutions Storage Solutions Tooling Godrej Infotech Godrej Efacec LEGEND Holding Company Division Corporate Entity Joint Venture International Subsidiary GODREJ INDUSTRIES Chemicals Estate Finance Godrej Consumer Products Godrej Properties Godrej Agrovet Godrej Household Products Limited Godrej Hersheys Godrej Tyson Foods Keyline Brands Kinky Rapidol Godrej Global Middle East Godrej Nigeria Megasari Group Issue Group Argencos OUR BUSINESSES We are a group of 6 companies. Godrej Industries operates a chemicals business and is a holding company for the associated companies. We are people strong and undertake global operations in Asia, Africa and Latin America, which are the key focus international markets outside India. 4

5 BUSINESS VISION OUR IMPERATIVES AS A GROUP OUR 2020 VISION HAS 4 IMPERATIVES Grow 10 times in the next 10 years HR IMPERATIVES Provide strong leadership and global talent from within Godrej Cost efficiency Integrate acquisitions Be the most trusted and innovative Indian brand Have an authentic and edgy employer brand Foster an inspiring place to work Create shared value through Godrej Good and Green Build the culture around our capability factors 5

6 A LARGE GLOBAL PRESENCE BY 2020, BACKED BY AN HR VISION WHICH IS TO BE SIMPLE, AUTHENTIC AND EDGY simple + authentic + edgy 1. Processes 2. Tough Love 3. Leadership Pipeline 4. Technology 5. Differentiated remuneration OUR MEASURES OF SUCCESS HR Cost/ Employee HR process feedback Manager Scorecard (Godrej In tune) 360 Degree Score (Leading Others) Employee Engagement Score Talent Attrition Employee Cost as a percentage of Contribution Internal Successors/ Critical Positions Compensation Positioning Fixed and Variable CURRENT HR CHALLENGES Talent Identification not based on quantitative or qualitative data Performance process unable to identify What from How Employee Capability /Leadership development not following a framework Group level information not captured & available in one single system Interlinkages between different HR processes not readily understandable Technology not attractive enough for managers to visit the system Current HR platform (Peoplesoft) not scalable 6

7 TECHNOLOGY CHALLENGES OUR IT SYSTEMS DO NOT SUPPORT OUR GOALS No Golden Data Source: Same data is entered in multiple systems individually. For example: new employee record is inserted in multiple systems. All employees HR Users Payroll Users Applications operate in silos,. There is no integration between the major HR applications at all. Data is uploaded / downloaded via excel / flat file extracts between systems. Stability of GEMS: Stability of GEMS post PMS customization is a concern area. There are multiple applications to run Payroll back-office. Group companies have implemented either SAP- Payroll, Mfg-Pro or use range of applications (Agrovet). There is no standardized implementation platform. Skills ranging from.net, Mfg-Pro, PeopleSoft, SAP etc are required to maintain these applications Portfolio comprises of legacy and non-supported platforms: Mfg-Pro is a legacy platform, while Godrejite is implemented on an old version of MOSS (2007). 7

8 GODREJ CAPABILITY FACTORS (GCF) THE GCF FRAMEWORK 8

9 THE GCF MODEL IS BASED ON THE 3 PILLARS OF OUR LEADERSHIP PHILOSOPHY Leading Self Fundamental to successful development as a leader is an understanding of self of one s own abilities and areas of improvement. Leading yourself is a commitment towards a continuous journey of learning and growth. Leading Others Leaders interact with others in many ways, whether as supervisor, mentor, manager, team member, team leader, peers, or co-workers. Leading others is working with and influencing those you work with to achieve common goals. Leading Business Leading business is about delivering results and about being able to see the bigger picture today and acting on it. It is also about leaving a legacy and creating a brighter Godrej. COMPETENCY BASED TALENT MANAGEMENT Recruitment Performance & Career Management Induction 360 Degree Feedback Talent Management & Leadership Development Learning 9

10 OUR APPROACH - HR TECHNOLOGY ROADMAP & VISION HR TECHNOLOGY ROADMAP We partnered with a leading consulting organization to study our HR processes & the technology supporting it They studied our As-Is processes & systems They gave recommendations about the To-Be processes & the supporting systems They prepared a HR Technology roadmap 10

11 HR IT STUDY HR Focus Themes Leverage economies of scale across the group companies Self service driven flexibility Operational Efficiency Godrej HR Vision Integrated Customer Talent Intimacy Management HR Design Excellence Analytics New Competency framework planned with linkage to PMS Leadership development is driven by corporate HR measurement and budgeting model Enabling strategic decision making through workforce insights HR-IT LANDSCAPE OPTIONS Functional Applications HRMS PeopleSoft HR IT Road Map SAP Best of Breed Sourcing Options Outsourcing Buy off the shelf Rent 11

12 PROCUREMENT STRATEGY EVALUATION MATRIX USED Criteria as discussed in Prioritization Workshop The system scores high on usability and can be rolled out to users with minimal training Suggested Weightage Custom Developed Suggested Option Scores Buy Off-the- Shelf Rent (SaaS) 25% Low Total Cost of Ownership over the product lifecycle 15% Ability to handle technology obsolescence 11% Integration is easy with existing processes and data and applications Scoring Scale: 1: doesn t satisfy requirement 2: partially satisfies requirement 3: fully satisfies requirement 10% Codifies best-practices and processes 7% Low implementation risk: Fast and assured implementation 7% Low vendor related risks 7% Low initial costs 5% Low exit costs 5% Enterprise-development and user-support organizations are not required 4% Less likelihood of defects 4% Total Scores LIST OF PROJECTS IDENTIFIED Projects Description Target Outcomes 1 Payroll outsourcing Fully outsourced payroll processes for all in-scope Godrej companies Live Employee payroll-service interface Operational Service support framework (L1, L2 support) Talent Management System Learning Management System Intranet redesign and upgrade Design Skill Gap Analysis, Performance Improvement Framework and Individual Development Plan Define Succession Profiles Define Employee Appeal Process Define Reward and Retention process Define Training strategy, Needs Assessment and the budget forecasting process Define a Common Learning Measurement framework Implement a Group-wide Certification Program and Learning Management Model Establish Communities of Practice and a Learning Vendor Management program Create a Content Development and Management Framework Detailed usability analysis and identified wire-frames / mock-ups Migrate existing functionality to new site Live new functionality (CKM and profile management) Operational Service support framework (L1, L2 support) 5 HR Portal Define HR portal roadmap / strategy Define HR Portal integration and information architecture 6 ESB Implementation Define target integration architecture and messaging design Build adapters for Intranet, PeopleSoft and other HR applications Implement middle-ware, test and deploy 7 HR Analytics Integrated HR analytics and decision support platform at Godrej Live pre-defined and configurable dashboard, reports based on user profile 12

13 LEADING TO THE HR IT ROAD MAP HR-IT STRATEGIC ROADMAP - PROGRAM PORTFOLIO TIMELINE Project/Phase Preparation for roadmap Payroll Outsourcing Performance Management system Learning Management System ESB Implementation Intranet Redesign / Upgrade HR Portal HR Analytics HRIS Assessment (Upgrade versus replace analysis / decision) OUR HR IT VISION An easy to use and intuitive technology platform for all employees Scalable and global A predictable cost structure and overall lower investment in HR systems HR Analytics driving business decision making 13

14 SUCCESSFACTORS IMPLEMENTATION HOW SUCCESSFACTORS WAS EVALUATED We evaluated leading traditional on premise software Organization broad goal to move to cloud based systems helped start the evaluation process SF India presence gave it an edge over Taleo, Saba etc Evaluated SF over 2 months with demos to multiple stakeholders e.g. HR process owners, HR heads & finally to the management committee 14

15 IMPLEMENTATION ROADMAP Engagement with SuccessFactors spread over 5 months Modules launched in a phased manner as opposed to a big bang approach Alignment with our HR process calendar Roll out planned for 1000 international employees & with multi lingual capabilities in the next few months 360 degree Performance Management Successio n Planning Top Talent Management Career Development 360 DEGREE FEEDBACK PROCESS First process that was launched on SF platform Used the new competency framework Launched within 2 months of starting the engagement 600 managers globally got their 360 degree feedback Record high scores of completion - ~93% Feedback on 360 degree feedback : my compliments on the excellent format and presentation this year. Great to see such quality work. 15

16 TALENT MANAGEMENT/CAREER DEVELOPMENT Launch of the 9 Box process called top talent management integrated with competency framework Integration of the GLF promotion process with the GCF Feedback : My compliments to HR on a stronger and employee development / career plan, focused mode. ANNUAL PERFORMANCE REVIEWS Annual performance integrated with GCF SF s biggest launch for over 3700 employees worldwide Old goal sheets with previous quarter ratings migrated from Peoplesoft For employees it was a seamless transition as data was available as before Moderation carried out by Function Heads in the system reduction in numerous spreadsheet preparation & thus errors 16

17 POST IMPLEMENTATION WHAT HAS CHANGED POST IMPLEMENTATION One stop shop for all talent data across the group companies e.g. Talent data of top 100 employees. Increased usage of quantitative data to make decisions in calibration & even in Godrej awards 360 degree evaluation is now increasingly used for downstream developmental initiatives Reduction in HR effort for addressing standard manager queries Reduction in cycle time for launching & completing HR processes like 360 degree feedback, 9 box with new competencies, moderation Minimal change management intervention while rolling out SF System look & feel, intuitiveness making it pull based for managers 17

18 SOME TIPS & LESSONS TIPS Do not be tempted to roll out all modules at once; ensure that modules are released after doing adequate change management Completed the process documentation before we started the implementation Get buy in from all stakeholders, esp in a multi business environment Ensure you have the project team formed & staffed adequately esp during testing phases Data clean up is very important e.g. Org Hierarchy LESSONS 360 too many raters for an individual e.g. for top management some had as many as 20 raters 360 participants should have been chosen by employee Contact me at nikhil.shembekar@godrejinds.com THANK YOU FOR YOUR TIME AND CONSIDERATION 18