Transcript
Page 1: Brian Bowden, Aer Lingus - Selection & Implementation

HRO WITHIN HR TRANSFORMATION AT

AER LINGUS

Brian Bowden - Director of HR Transformation,

Aer Lingus

Paul Davies - Principal, Debunk HR

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HR Tech Europe – 25th October 2013

Page 2: Brian Bowden, Aer Lingus - Selection & Implementation

Revised Strategy & Turnaround in Trading Performance

Source: Most recently published Annual Report for each respective airline

•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.

•HR enlisted Debunk to help us look at ourselves.

Page 3: Brian Bowden, Aer Lingus - Selection & Implementation

Why Change HR

High HR load and cost per employee

Total   Technology Self Service Shared Service   Complexity     Pot Actual Pot Actual Pot Actual   Policy Process ITPayroll Admin 22 22 15 5 1 22 16 5 2 4T&A Recording 9 8 1 6 3 9 0 1 0 7Expense & Travel 5 5 0 4 0 5 0 1 2 0Leave Admin 16 14 1 13 1 16 5 2 11 11Admin Changes 13 12 1 9 0 13 12 5 9 6Hire & Exit Admin 7 3 2 5 0 7 7 1 6 6Employee Resourcing 9 9 0 6 0 9 4 2 5 0Comp & Reward 3 3 0 2 0 3 3 2 0 0Dev & Training 10 7 0 3 0 5 3 3 3 0Employee Relations 7 0 0 0 0 7 6 1 0 0Benefits Admin 6 4 0 3 0 6 6 4 0 0H&S 3 1 0 1 0 1 0 0 0 0

Total 110 88 20 57 5 103 62 27 38 34% of Total 80% 18% 52% 5% 94% 56% 25% 35% 31%

Process Benchmarking

Page 4: Brian Bowden, Aer Lingus - Selection & Implementation

3 Integrated Projects1. Develop Strategic HR Capabilities

New Organisation, strategic hires, re-deploy & re-skill retained staff

2. Do what we currently do better

Rationalise systems landscape, centralise admin, increase process efficiencies

3. Transform HRIT, Services and core HR processes

Source systems, outsource delivery services, Improve core HR

Outsourcing

•Upgraded systems and data

•Efficient delivery of HR services

•Standard admin processes

•Consistent service & quality

•Process and System integration

•Better information to Mgrs & Staff

•Achieve cost savings

Goals of Transformation

Core HR

• 70% internal effort strategic

•Step change in high value processes

• online recruitment

• learning management

• talent development

•Talent & dev information

•Change & bus improvement focus

Page 5: Brian Bowden, Aer Lingus - Selection & Implementation

Needs & Wants

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Page 6: Brian Bowden, Aer Lingus - Selection & Implementation

Supplier & Technology Choice and Implications

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Why we Picked NGA HR Implications

ROI & Airline Payroll Experience On-time smooth Payroll switch over

Local Presence Service Centre on our Site

Integrated SystemIT Backing, sacrifice of functionality v best

of breed

ESS/MSS PortalStep change with new release meant

phasing implementation

Functionality improvement commitment

Project Resource and Implementation time, No bespoke development

Cultural fit, size and balance Helpful in getting through implementation and development without undue trauma

Page 7: Brian Bowden, Aer Lingus - Selection & Implementation

Supplier & Technology Choice and Implications

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What did we find And where next …

Remote, 24/7 on-line, self-service admin

Mobile more Facebook than form-filling

Up-to-date, more accurate and more full employee information

But employee knowledge management is what we aspire to

Smooth, low impact workflow and approvals

Is there a way to fully crack position management?

Faster and more relevant talent data processing and decision support

It’s not yet intelligent or predictive.

Lower costs We want vanilla and flexibility.

Page 8: Brian Bowden, Aer Lingus - Selection & Implementation

Key Change Themes

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Page 9: Brian Bowden, Aer Lingus - Selection & Implementation

The Implementation Timeline

2011

2012 2013 2014

HR Business Partners and CoEs introduced

launched March 2013

Payroll successfully cut over from Cyborg to ResourceLink

Careers site launched and web based recruitment introduced MyView launch

self service portal for ResourceLink system

Page 10: Brian Bowden, Aer Lingus - Selection & Implementation

Project - Key Learnings Micro - Solution

• Be serious about Due Diligence

• Invest time in getting the SOW and Contract right.

• Project needs set up. Don’t go straight from contract to implementation.

• Solution design is iterative and time-consuming- It’s not a couple of workshops

• Go with your own knowledge transfer model.

• Deploy front-end separately.

• Have a plan to implement the improved quality strategic end, not just an outsourcing or HRIS strategy

• Know how offshore you’re prepared to go and what the org can take

• Consider services higher up the professional ladder.

• Don’t be afraid of embedded service models

• Technology can’t fix broken processes.

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Page 11: Brian Bowden, Aer Lingus - Selection & Implementation

Project - Key Learnings Macro - Solution

• 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

• 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 be

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Page 12: Brian Bowden, Aer Lingus - Selection & Implementation

Cultural Journey

Dominant Preferred In Balance Preferred Dominant

Firefighting Planning

Hunch Driven Data Driven

Experiential Analytical

Union Orientated Staff Orientated

Admin Focused Talent Focused

Bespoke Standardised

Ad hoc Process Driven

Corp Staff Business Resource

Start Target Current


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