brian bowden, aer lingus - selection & implementation

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HRO WITHIN HR TRANSFORMATION AT AER LINGUS Brian Bowden - Director of HR Transformation, Aer Lingus Paul Davies - Principal, Debunk HR 1 HR Tech Europe – 25 th October 2013

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  1. 1. Brian Bowden - Director of HR Transformation, Aer Lingus Paul Davies - Principal, Debunk HRHRO WITHIN HR TRANSFORMATION AT AER LINGUS HR Tech Europe 25th October 20131
  2. 2. Revised Strategy & Turnaround in Trading Performance New Corporate and HR Leadership appointed in 2009. Strategy Repositioning Aer Lingus as Value Carrier. Between LCC and Legacy Demand led Quality core product that can be augmented through benefit driven a la carte paid options Award winning customer service at low fares. New Strategy underpinned substantial Business turnaround. Review of all functions capability strategy and contribution.Source: Most recently published Annual Report for each respective airlineHR enlisted Debunk to help us look at ourselves.
  3. 3. Why Change HRHigh HR load and cost per employee Process BenchmarkingPayrollAdmin T&ARecording Expense&Travel LeaveAdmin AdminChanges Hire&ExitAdmin EmployeeResourcing Comp&Reward Dev&Training EmployeeRelations BenefitsAdmin H&S Total %ofTotalTotal 22 9 5 16 13 7 9 3 10 7 6 3 110 Technology Pot Actual 22 15 8 1 5 0 14 1 12 1 3 2 9 0 3 0 7 0 0 0 4 0 1 0 88 20 80% 18%SelfService Pot Actual 5 1 6 3 4 0 13 1 9 0 5 0 6 0 2 0 3 0 0 0 3 0 1 0 57 5 52% 5%SharedService Pot Actual 22 16 9 0 5 0 16 5 13 12 7 7 9 4 3 3 5 3 7 6 6 6 1 0 103 62 94% 56% Complexity Policy Process 5 2 1 0 1 2 2 11 5 9 1 6 2 5 2 0 3 3 1 0 4 0 0 0 27 38 25% 35%IT 4 7 0 11 6 6 0 0 0 0 0 0 34 31%
  4. 4. 3 Integrated Projects 1. Develop Strategic HR Capabilities New Organisation, strategic hires, re-deploy & re-skill retained staff1. Do what we currently do better Rationalise systems landscape, centralise admin, increase process efficiencies1. Transform HRIT, Services and core HR processes Source systems, outsource delivery services, Improve core HRGoals of Transformation OutsourcingCore HRUpgraded systems and data 70% internal effort strategicEfficient delivery of HR servicesStep change in high value processesStandard admin processes online recruitmentConsistent service & quality learning managementProcess and System integration talent developmentBetter information to Mgrs & StaffTalent & dev informationAchieve cost savingsChange & bus improvement focus
  5. 5. Needs&Wants5
  6. 6. Supplier & Technology Choice and Implications Why we Picked NGA HRImplicationsROI & Airline Payroll ExperienceOn-time smooth Payroll switch overLocal PresenceService Centre on our SiteIntegrated SystemIT Backing, sacrifice of functionality v best of breedESS/MSS PortalStep change with new release meant phasing implementationFunctionality improvement commitmentProject Resource and Implementation time, No bespoke developmentCultural fit, size and balanceHelpful in getting through implementation and development without undue trauma 6
  7. 7. Supplier & Technology Choice and Implications What did we findAnd where next Remote, 24/7 on-line, self-service adminMobile more Facebook than formfillingUp-to-date, more accurate and more full employee informationBut employee knowledge management is what we aspire toSmooth, low impact workflow and approvalsIs there a way to fully crack position management?Faster and more relevant talent data processing and decision supportIts not yet intelligent or predictive.Lower costsWe want vanilla and flexibility.7
  8. 8. Key Change Themes8
  9. 9. The Implementation Timelinelaunched March 2013201 1 HR Business Partners and CoEs introduced20122013Careers site launched and web based recruitment introduced2014Payroll successfully cut over from Cyborg to ResourceLink MyView launch self service portal for ResourceLink system
  10. 10. Project-Key Learnings Micro Be serious about Due Diligence Invest time in getting the SOW and Contract right. Project needs set up. Dont go straight from contract to implementation. Solution design is iterative and time-consuming- Its not a couple of workshops Go with your own knowledge transfer model. Deploy front-end separately.-Solution Have a plan to implement the improved quality strategic end, not just an outsourcing or HRIS strategy Know how offshore youre prepared to go and what the org can take Consider services higher up the professional ladder. Dont be afraid of embedded service models Technology cant fix broken processes.10
  11. 11. Project-Key Learnings Macro There are no perfect solutions only the one that you believe has the best chance of working for your organisation. Involve deliverers in design (You and Vendor) and get someone who has done it before. Get the business on-board Value the intangibles Relationships matter a lot-Solution Know where you can and will trade-off: Specification Time Money Know where not to compromise! Prioritise what you need over what you want. Look at solutions through 2 lenses: Where you have come from Where you want to be11
  12. 12. Cultural JourneyDominant Preferred In Balance Preferred DominantFirefightingPlanningHunch DrivenData DrivenExperientialAnalyticalUnion OrientatedStaff OrientatedAdmin FocusedTalent FocusedBespokeStandardisedAd hocProcess DrivenCorp Staff StartBusiness Resource TargetCurrent