Talent Tessenderlo Group

Transcription

1 Talent Tessenderlo Group Hiring Management Performance Management Integrated Talent Suite global, single platform for Talent support key HR processes critical for implementation of HR strategy optional support of other HR processes supportive to the implementation of HR strategy Strategic HR function reset focus from HR admin to HR services and strategy remove paper-flow low cost, flexible, scalable solution Analytics support focussed HR action Learning & Talent Development Succession & Career Management Reward Management 1

2 Talent Tessenderlo group From business to HRIS strategy 3 HRIS challenges Choice for a SAAS Talent Suite Vendor selection process Realizing strategical benefits Branding & communication wizahrd launch & go live Experiences & lessons learned p. 3 From business to HRIS strategy Facts and figures A diversified international group active in chemical industry, natural derivatives, plastics converting, gelatin, pharma, agricultural solutions,... More than 8,000 employees worldwide achieving a consolidated revenue of 2.1 billion EUR in 2009 Leader in niche markets with emphasis on high market proximity Focus on sustainability: Unique business model with use of industrial sidestreams instead of virgin raw materials Contributing to the future needs for food & clean water Energy efficiency A multi local and entrepreneurial group Profitable since listing in 1937, except crisis year / General presentation 4 2

3 From business to HRIS strategy 58 plants Great Britain (5) Belgium (6) The Netherlands (5) Canada (1) Poland (2) USA (12) China (2) Germany (1) France (20) Italy (3) Argentina (1) Number of plants/ country 5 From business to HRIS strategy Germany South America A global workforce More than 8,000 employees worldwide Italy 285 Others 286 China 301 Netherlands 637 USA 721 UK 1,388 Belgium 2,016 France 2,

4 From business to HRIS strategy HRIS strategy Business model HR policies & processes HR Strategy Business strategy HRIS Tools p. 7 3 HRIS challenges 1st: Payroll landscape 44 employee data systems identified Cost and efficiency optimization business case Global HR tranformation project Introduce common definitions Define global employee lifecycle processes GLOBAL LOCAL Payroll 1 Payroll 2 Payroll 3 Payroll... Payroll 44 p. 8 4

5 3 HRIS challenges 2nd: Global Identity Management burning platform Need for single and unique source of global employees To support authorization & access management (2 way) To support global communication, processes & reporting Organisational Structure (Global) HR portal Who is who (Global) Reporting & Analytics (Global) GIMP GLOBAL LOCAL Payroll 1 Payroll 2 Payroll 3 Payroll... Payroll 40 p. 9 3 HRIS challenges 3rd: Global Talent System Support and facilitate implementation of key global HR processes Realize strategical benefits value case Organisational Structure (Global) Who is who (Global) Talent data (Global) HR portal Reporting & Analytics (Global) GIMP GLOBAL LOCAL Payroll 1 Payroll 2 Payroll 3 Payroll... Payroll 40 p. 10 5

6 Choice for a SAAS Talent Suite Proof of need Support changing role of HR Implementation of and compliance with strategic HR processes Strategic reward contribution based focussed on performance and talent Win the war for talent: beat yourself to begin with Selection process Across BG/BU and countries Initial SAP search no perfect functional fit at the time search broadened based on 2 focusses: evolution in technology and human capital management p. 11 Choice for a SAAS Talent Suite Technology changes generations & expectations p. 12 6

7 Choice for a SAAS Talent Suite p. 13 Choice for a SAAS Talent Suite what about human capital management? Global HRIS Global processes globalisation outsource TCO/SCC common systems cost Talent mgt Succesion mgt learning aging Work together Business demand and HR HR and IT p. 14 7

8 Choice for a SAAS Talent Suite What about human capital management? Strategic Planning Customer Service Administration Old World Role transformation Process Redesign Integrated Systems Strategic Planning Customer Service Administration New World p. 15 Choice for a SAAS Talent Suite Link technology HCM trends Talent suites Easy access HR Metrics p. 16 8

9 Choice for a SAAS Talent Suite Fit with Tessenderlo Group Limited implementation workload Compared to typical ERP systems Shortens implementation and allows flexibility later No footprint on IT infrastructure Start from our people Easy use replaces paper flows - nice reporting Easy to integrate Real time managers access to team data Budget Rent a service, licence beased, scalable solution p. 17 Vendor selection process 1st selection Best practices Analyst reports 2nd selection Detailed FRS document System demo sessions Final selection Cost Client references capex Functional requirements opex Ease of use p. 18 9

10 Realizing strategical benefits shift from tactical to strategical benefits p. 19 Realizing strategical benefits Talent strategy Reward strategy OD strategy Strategic Hire Manage Performance Manage careers Talent resource planning Learning management Manage Reward Manage Mobility Manage Exit Talent Management Processes Employee data Time & attendance Payroll Benefits Org management Grading competence Enabling Processes Request Handling HR Systems Management Service delivery Quality HR Reporting & Analytics Doc & Knowledge Mgt Compliance Support Processes Supporting Data Model & Technology GIMP WizaHRd p

11 Branding & communication A software wizard is a user interface that helps a user through complex or unfamiliar tasks and thus make them easier to perform. Our tool wants to do the same for the underlying recruitment, performance and appraisal processes. The 3 next to the avatar symbolize the connection: connection between manager and team member, between all individuals in the organization and between you and HR who sets up tools and processes to invest in our people hr is highlighted since we believe our human resources are the core value to guarantee our business success. The commitment of Tessenderlo Group HR department is to support the business to get the best out of our people The person in the middle, called an avatar is a computer users representation of himself/herself virtual alter ego. We have used this to indicate that the system does nothing more or less then providing a virtual follow up tool. The real day to day interaction between our employees stays key for a successful performance management! wizahrd launch & go live POC Communication plan Resources / WBS Double phased implementation Based on employee lifecycle Based on target groups For now organizational data & performance management live for pilot group p

12 wizahrd launch & go live Dashboard function Your Dashboard The Dashboard is your cockpit, it includes a TO DO list that indicates your tasks (supported by a mail notification) to review the goals of your team but also gives you access to different reports of your choice p. 23 wizahrd launch & go live Dashboard reportlets Your Dashboard The Dashboard provides standard reportlets to help provide KPI for as well employee as line manager p

13 wizahrd launch & go live Interactive org charting Interactive Org Chart - Enables individuals to identify where they fit in the organization, identify potential mentors and depending on security permission analyse the development plans for the incumbents in positions they are aspiring to move into. Managers and executives can use the Org Chart to analyse teams of users, review individual s current profile (strengths, weaknesses, etc) and initiate Development Plans, 360 analysis etc p. 25 wizahrd launch & go live Performance management Goal settting- Quickly identify and edit their goals / objectives, cascade them on to their direct reports, filter by goal type and drill up or down through their organization Goal settting- Leverage the goal explorer to navigate through their team s goals, Align themselves to the organization's goals and objectives and drill up or down through the organization p

14 wizahrd launch & go live Performance management Performance cycle - Workflow driven assessments can be distributed to reviewers or managers to evaluate talent Performance cycle - These reviews allow you to assess on goals / objectives, and give feedback during the goal setting process to your team members. p. 27 wizahrd launch & go live Talent resource planning Talent profile - A talent summary of every employee is created in the system, and accessible when comparing successors, searching for talent, browsing members of a talent pool, etc. Talent profile - The talent summary is the complete snapshot of all talent related employee information, and can be printed out into consolidated information about an employee. This summary includes all compensation, performance, succession and 360 review results. p

15 wizahrd launch & go live Development wizahrd Develop wizard The development wizard tool identifies an individuals strengths and weaknesses in comparison to their current or future role and then suggest a range of development items (formal training through the LMS and informal development activities identified in the competency s development library) which can be leveraged to create a development plan for the individual p. 29 wizahrd launch & go live Talent search Talent search - The talent search functionality allows a planner to locate high potential individuals by searching against Talent Profile information, historical review scores, education levels, and other employee specific information captured in the system. Searches can be limited to individuals within specific job functions or roles in the organization. The structure of the organization can also be used to filter results. The results returned by the search link to detailed information about every candidate. p

16 Experiences & lessons learned HR Talent Suite are more flexible compared to ERP Risk attached, stay close to out of the box Don t turn a buy into a make Support deployment of global processes Stable policies and processes is a must System choice Detailed functional requirement specs (ease of use, customer care & support, tool, vendor, fit in broader HRIS landscape, detailed key HR policy and process compliance Run a POC Go for proven quality No footprint on IT infrastructure p. 31 Experiences & lessons learned HR Talent Suite market is merging rapidly Risk of unstable partners US tradition: not always fit for European market Rapid deployment Detailed WBS & RACI required, depending on your org Free up dedicated resources implementation methodology: prototyping approach Separate implementation/building from onboarding Training remains important (unregarding intuitivity) Fixed price There is no such thing Ask insight in WBS of implementation partner p