hr transformation overview

Copyright © 2009, Banner Solutions Corporation. All rights reserved.

HR OperationsHR OperationsMoving to World Class

A Sample Case Study Integrating Business Transformation, Technology Integration and Change Management

Last Revised: 29-Apr-2009


Organizational SummaryOrganizational SummaryRapidly growing organizationEmployees experience frequent and substantial changeDiverse and energetic workforceSupports HR mostly with custom-built technologies but have implemented SAPGrowth and globalization increasingly challenge the efficiency and effectiveness of existing HR service models


Sample GoalsSample GoalsTransition HR service delivery to World-Class standards in terms of effectiveness and efficiency.

Self-service and data managementOrganizational effectivenessHuman capital managementPolicy administration

Define the appropriate technology mix to support World-Class service delivery given continued growth and an increasingly global presence.

Oracle ERP and other COTS applicationsCustom in-house solutionsOutsourced providers

Manage the organizational change resulting from this sort of transformation and validate value through ROI, retention and employee satisfaction.


Approach as an FTEApproach as an FTE

• Integrate vision and strategies with the benchmark results

• Prioritize recommended portfolio of initiatives based on benchmark and best practice gap assessment results

• Review strategy• Create roadmap

document including key recommendations with a high level timeline

• Build the business case for the first phase

• Consider• Strategy• Value• Achievability• Client buy-in

• Performance metrics analysis

• Interview key executives and selected regional/ functional leads

• Review processes, roles, technology and governance

• Collect other data as appropriate

• Assessment of processes against a best practice repository

• Identification of primary business process improvement initiatives and quick wins

• Clarify technology integration points

Baseline Assessment Gap Analysis

2-3 Weeks

PrioritizedQuantification

1-2 Weeks

ImplementationPlanning

1-2 Weeks• Define a Vision

and High-Level Strategy based on the following results:

• Outcomes• Outputs• Interim

Results• Clarify any

guiding principals

Visioning

2-3 Weeks

Change Management

7-9 Weeks6-8 Weeks

Get acclimated


Approach as a ConsultantApproach as a Consultant

• Integrate vision and strategies with the benchmark results

• Prioritize recommended portfolio of initiatives based on benchmark and best practice gap assessment results

• Create roadmap document including key recommendations with a high level timeline

• Expand your strategy to account for interim results

• Build the business case for the first phase

• Consider• Strategy• Value• Achievability• Client buy-in

• Performance metrics analysis

• Interview key executives and selected regional/ functional leads

• Review processes, roles, technology and governance

• Collect other data as appropriate

• Assessment of processes against a best practice repository

• Identification of primary business process improvement initiatives and quick wins

• Clarify technology integration points

Baseline Assessment Gap Analysis

2-3 Weeks

PrioritizedQuantification

1 Week

ImplementationPlanning

1-2 Weeks• Define a Vision

and High-Level Strategy based on the following results:

• Outcomes• Outputs

• Clarify any guiding principals

• Complete project logistics

Visioning

1-2 Weeks

Change Management

7-9 Weeks5-7 Weeks


Managing ChangeManaging ChangeEstablish a

Strong Foundation

• Articulate the compelling need for change

• Create an executive steering team

• Clarify the vision for the future and communicate

Assess the Environment

• Survey a cross sampling of employees

• Interview key stakeholders

• Complete a readiness assessment considering:

• Culture• Communication• Training• Impact• Leadership• Risks and

Issues• Incentives

Enable Change

• Build and implement your communication strategy

• Leverage the low hanging fruit

• Remove barriers for adoption

• General• Based on

departmental impact analyses

• Design and deliver the appropriate training

• Obtain feedback and modify tactics

Sustain the Change

• Increase momentum based on proven success

• Reinforce adoption and adopters

Stakeholder Analyses


Key HR Technology ConsiderationsKey HR Technology ConsiderationsStart simple and incrementally build on success

Emphasize quick winsAnchor with a compelling solution

Use a phased-in approach Establish a strong foundationIncrease demand and momentum with solutions clients wantExpand accessibility so they can use itIntegrate into a single B2E solution

Accommodate service demand and

HR business needsManage with a steering team and functional ownershipWork within the IT umbrellaExecutive sponsorship and HR Leadership Team embracementAccount for organizational readiness, placing strong emphases on

communications, marketing and change management


SAMPLESSAMPLESVision and Mission StatementsHigh-level World-Class HR Model (Includes Technology)World-Class Web Solutions ModelStrategic Implementation Plan (For Technology Integration)


Vision, Mission Statements and Vision, Mission Statements and Core ValuesCore Values

Company NameCompany Name

Company Name

Company Name


Sample WorldSample World--class HR Model class HR Model

Field

GeneralistsIT &

HRIS

Integrated Service Center

Cent

ers

of

Exce

llenc

e

Specialized HR expertise

and program requirem

entsSpecial issues

Information on business opportunities and use

resources to solve issues

Program design and supporting tools

Stan

dard

ope

ratio

nal

issu

es

IVRSelf-Service

Cust

om

Data

Reports

Scorecards


Sample WorldSample World--Class Integrated Class Integrated Web Solutions ModelWeb Solutions Model

B2B

WebSolutions

(Portal, Strategy,

Business Analyses,Vendor Management, Content Management)

B2E

B2C

SecuritySecurity

Infra

stru

ctur

e

Infra

stru

ctur

e Database

DatabaseRe

venu

e Ge

nera

tion

and

cons

umer

per

cept

ion

B2E

Cost reduction and employee satisfaction

Efficiency and cost

reduction


Strategic Implementation PlanStrategic Implementation Plan Business to employee solutions

1999Initial Implementation Phase

2000Compelling Product

2001Accessibility

2002Integrated B2E

2003Single Corporate Platform

New Development Focus

- Dev elop and implement- Basic Transactions- Consolidation- Information

- More transactions- Functional enhancements

- Life ev ents- Client Sponsored Projects- PeopleSoft Integration- Internet Access- Security

- We bring w hat y ou need to y ou- Reorganization/Redesign- Personalize/Customize- Surv ey ing Solutions- Career Maps- Div ersity

- Initial consolidation of Southern Today and PeopleNet- Seamless login- Total Policy solution

Key Features

- Web Platform- Information Repository- Communications Tool- Consolidated Transactions- Access to Personal Data- Created New Sites- Administration Tool- Support Role

- Personal Data Update- Prototy pe HR Adv isor - On-line pay roll functions- PeopleSoft Adv isor- Training Web applications- Ex ternal Web Bridges

- Internet access- Web Authentication- YGTB Adv isor- Phy sical's Adv isor- Contractor ex ceptions- Terms and Conditions- Employ ee Direct Access- LearningSOurce

- Migration to PeopleSoft 8- New Employ ee login- Adv anced HR Adv isor- Database Search- Opinionw are- Upw ard Assessment- Leadership Dev elopment- JobSOurce- Basic Personalization- Basic Customization- .net Security

- .net integration- Seamless login w ith v endors- Know ledgebase business case- Job Agent Job Finder- WebTrends- Add Gulf materials- Complete site automation- Update Personalization- Update Customization- Manager Dashboard- Search engine updates- RoboHelp and PDF support

Challenges

- Compressed time- IR partner uncertainties- Transaction culture shift- Limited resources/budget

- Budget limitations- Resources- Getting Employ ee Direct Access to w ork- Help desk role

- Budget limitations- Resources- Getting employ ees to use Employ ee Direct Access

- Resources- PeopleSoft/PeopleNet Integration- Office 2000

- Finding content across serv ers- Consolidate HR Policies- Coordination of resources- Platforms and technology- Consistency and QA- Funding and cost allocation

Benefits

- Established a foundational platform for eHR solutions from w hich w e could build.- Established the basis for future ROI

- Prov ided ROI that offset dev elopment and maintenance costs- Sav ings from 1999 implementation solutions generated net ROI to HR

- ROI continued to generate net sav ings for HR- Prov ided a platform for access from home, w ork or other locations on or off a company computer- Supported training at a greatly reduced cost

- Employ ee efficiencies- Meets div ersity requirements- Greater net ROI- SHIPS user efficiencies- Ease of finding information

- Design, dev elopment and maintenance efficiencies- Employ ee efficiencies from consistent and unified presentation- Greater manager support- Greater net ROI- Improv ed ov erall quality- Ease of finding information- Greater industry standard support

Budget 454K 499K 997K 1.15M 1.5M

NOTE: This strategic implementation plan is short enough to easily fit on a PowerPoint slide. I have samples of HR strategic implementation plans that are much larger.


ABOUT MARK J GAVORAABOUT MARK J GAVORA

OverviewQuotes About Me and My WorkReferences


OverviewOverviewSUMMARY

I am a senior change management leader with 15 years experience transforming businesses, managing organizational change and integrating technology. My experience includes benchmarking, best practice alignment, readiness assessments, communication planning and training design. I have a results-oriented yet friendly personality complimented by high energy and am particularly driven by roles letting me define solutions that demonstrate sustained adoption as well as value. While I enjoy leading people and processes, I am happy to roll up my sleeves as needed to get the job done.

PERSONALITYProactiveCollaborativeInnovativeStrategicResults-drivenStructured

DISTINCTIVE POINTSENERGY & DRIVE:

I become energized talking about strategy, implementation and technology integration provided there is a clear link to value.

My enthusiasm derives from my history of success and the opportunity to focus my skillset

on needs I am confident I can solve. VISIONARY:

No matter how you choose to define visionary, I have demonstrated that I am one. With technology innovation, for example, I defined a strategy and balanced the appropriate level of technological innovation with cultural readiness.

Change was managed through awareness campaigns that included road shows, town halls and on-site training.

The results were staggering with unprecedented adoption of innovations, skyrocketing demand for more automation and the record-breaking satisfaction ratings. My solutions served as a foundation for work at Home Depot, SouthTrust Bank, RandStad, SunTrust and Emory University.

More recently, at CPS Energy, I drove the transformation of HR Departments to world-class effectiveness and efficiency with a four year strategic plan, clearly defined metrics and a proposed organizational structure. CHANGE AGENT:

I embrace change as an agent, sponsor and advocate.

I led change initiatives for ERP, general technology and global organizational initiatives both as an employee and as a consultant. I am experienced with the full change lifecycle and have had to foster buy-in with employees at corporate and in the field (at plants and as part of line crews).

At the same time, I have worked with executives (including C-level) in assigning the appropriate urgency, articulating a vision for change and defining a change management strategy.


What Others Say About Me and My What Others Say About Me and My WorkWorkI recommended Mark to my leadership in HR to assist with our strategic planning efforts and like me, they were extremely impressed with his depth and breadth of knowledge from Information Technology to HR.

—Chris Knox, CPS Energy

Mark's expertise proved invaluable to our project. Very thorough and methodical. Great visionary. Ability to quickly learn the culture and business.

—Sylvia Vasquez, CPS Energy

While we have contracted with other agencies and experienced a number of consultants, I am very impressed with the professionalism, dedication and overall excellence of the products delivered. I would recommend him highly for providing leadership on complex change management initiatives at other organizations.

—Joe Valdez, California Department of Motor Vehicles

Our vision was to create a self-service platform and make HR products and services more accessible and convienient

for employees, while realizing a real-dollar return on investment. PeopleNet

has clearly achieved that goal and much more.

—Chris Womack, Southern Company

Southern Company’s eHR

solutions are leaps and bounds ahead of other businesses regardless of industry line.

—Patti Steelman, Cedar Consulting Services

Mark was hired as a SME for Change Management for a corporate-wide initiative and was instrumental in establishing our successful Change Management process.

—Frank Segoria, CenterPoint

Energy

Mark was recognized as a leader in HR portal technology and was a frequent speaker at conferences. Mark is particularly effective at research and strategy development and may be counted on to take you to the next level of performance.

—Greg Huddleston, Southern Company

Mark is a great people-person with a keen eye for pleasing the client. Under Mark, I was able to quickly come up to speed and help the client through their critical SAP integration needs.

—Greg Mantel, National Institute of Health


ReferencesReferences Full contact information is available on request

Organizational Strategy/HR Transformation1.

Howard W., Southern Company

Project Manager, Office of the General Counsel

(Formerly Director, Human Resource Strategy)

2.

Anna L., CPS Energy (Retired 2008)

Client Sponsor, HR Business Consulting

3.

Devan S., Formerly The Hackett Group

Project Manager, Motorola Global HR Transformation Initiative

Technology Integration1.

Greg H., Southern Company

Director, Human Resource Business Systems

2.

Gary N., Gas South (Formerly Southern Company)

Director, Applications Services (at Southern Company)

3.

Dorinda R., Rolle and Associates

President

Change Management1.

Julienne S., CenterPoint

Energy

Client Project Manager

2.

Rosa S., California Department of Motor Vehicles

Client Project Manager

3.

Wayne U., Alvarez and Marsal

Senior Director