navigating the movement of mobility services to a shared ...file/ey... · navigating the movement...

Avoid the bumps

Navigating the movement of mobility services to a shared service center

26–29 October 2014

Disclaimer

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Avoid the bumps

Introducing our session and speakers

► Carmen Lothian – VP Global MobilityPearson

► David Wells – Global Mobility DirectorDiageo

► Tom McCabe – Partner, Global HR Performance Improvement LeaderErnst & Young LLP (UK)

Avoid the bumps

What we will cover

An interactive discussion► What is happening in the market► How and why Pearson and Diageo are making this

journey► Debate and discussion from across the room

Avoid the bumps

The benefits organizations are looking for

Reduced service delivery costs through benefits of scale

Reduced service delivery costs through consolidation

Improved service quality through standardization

1

2

3

4 Increased focus by the Centres of Expertise (CoE) on strategy design and execution

Avoid the bumps

Self-service

Tier 0

Customer contactTier 1

Tier 3

Specialist advisors

Manager self-service and employee self service

Development specialists

Reward and GM specialists

Resourcing specialists

Advice and problem resolution on all in-scope issues not cleared by Tier 1 –policy, procedures, vendor management, etc. (indicative examples shown)

Customer contact (telephone instant query handling and user system support)

Employee self-service Manager self-service Web portal

PayrollPerformance management team

► Account management► Operations planning► Service management► Service development

► Health and safety ► Systems support► Finance support

Ser

vice

del

iver

yS

ervi

ceop

erat

ions

► Mailroom and scanning► HR support► Facilities and security

CorporateHR

team

Business unit (BU)

HR teams

Center of excellence

teams (e.g., GM)

Overall service

Tier 2 Transaction admin support teams (data and bulk admin task handling)

Where does global mobility (GM) fit in the shared services model?

Avoid the bumps

Where do the mobility functions best fit in shared services?

Global mobilityOnline portaland contact

service

1. Strategic direction

3. Case execution

2. Case consultation

4. Supplier management

Center of expertise:► Design, maintain and govern the policy► Design and govern the delivery model► Create awareness about

current mobility programsand associated costs

Shared services/outsourced tier 1 and 3:► Explain the mobility benefits► Advise on compliance ► Provide cost calculations

Shared services/outsourced tier 2:► Invoice auditing and authorization► Claim handling► Vendor coordination

Shared services/outsourced tier 2 and 3:► Payroll execution and management► Preparation of the agreement► Initiation of all required services► Maintenance of the system data

Avoid the bumps

Looking across our clients

17%

17%

25%8%

17%

17%

2. Where are services located?

HR

HR Shared ServicesOnshoreHR Shared ServicesOffshoreTax

Compensation andBenefitsOther

42%

17%

17%

17%

8%

3. Technology platform used

Assignment ProOther big fourEYIn-houseExpenture

4. Use of Workflow across shared services and GM center► 60% using Workflow

software

1. 17 key clients► Telcos, consumer products,

banking, tech and manufacturing

► Supporting between 100 –300 assignees

Avoid the bumps

Our questions for discussion

1. What operating model are you moving from and to?2. What are the advantages and opportunities of shared

services for GM?3. How are you making the change happen?4. How do you feel about the change?

Slide courtesy of Pearson

Our strategy is designed to create and deliver integrated learning products, platforms and services across global markets in a way that makes a measurable difference to learners across the world.

We put the learner at the heart of everything we do

80 countries

£5.2bn Revenue

40,000employees

Serving millions of learners


Our products and service models

Whether it’s designing digital learning products in the US, developing qualifications and assessment in the UK, training school leaders in the Middle East, teaching English in China, or educating professionals through publications like the Financial Times, we help millions of people make more of their lives through learning.


Becoming One HR…

Talent COE

Office of the CHRO

HR Operations

Generalists

Global Platforms

Reward COE Organisation Effectiveness COE

Business Partners

CHRO and Leadership


Global Mobility Data

128 country combinations 2013 DataSlide courtesy of Pearson

• Core operational frame-work

• Population awareness• Core global compliance (Tax support, immigration)• In-team governance• Technology standardisation

2012• Globally co-ordinated, proactive management of compliance, finance and risk mitigation

• Strong global service delivery model with an evolving policy framework

• Processes optimised and streamlined through technology

• Vendor Management and governance

• Management reporting• Thought leadership and market awareness

2013

• Business partnering model

• Policy & talentalignment review

• Re-launch on global collaboration tool

• Expenses being managedcentrally

2014

Operational effectiveness Operational excellence Strategic operations

• Full TABIA sign off on assignments incorporating performance, financial, business and talent management metrics

• Consistent, global experience

• Mobility approach and policies are aligned to business and the Pearson career framework….

…and the work will continue

2015

Talent Mobility

Global Mobility – Moving from Tactical to Strategic


This is Diageo….David Wells, Director of Global Mobility

Slide courtesy of Diageo

17

• The world’s leading premium drinks business

• 36,000 employees across 80 countries

• Approx. 400 IA’s in 61 countries

Celebrating life, everyday, everywhere


18

• “[growth will come from] geographical breadth…outstanding brands…..and the expertise of its people”

• Number one international spirits company in Asia, Latin America and Africa – emerging markets are expected to deliver 50% of net sales by 2015 (2005 = 20%)

• Business strategy built around 6 “must do’s” including talent and costs

Our business strategy drives the way we look at mobility….


Avoid the bumps

What needs to be done in transition to the shared services center (SSC)?

Phase 3:Design

Phase 5:Sustain

Phase 4: Deliver

Phase 2:Diagnose

Phase 1:Identify

Knowledge transfer

BU support

New SSCteams

Rampdown

Preparation phase: 2 to 3 months

New center increasingly starts to undertake tasks. BU monitors and supports this to ensure work is well understood and performed

Business unit starts to decrease its work as the new center picks up responsibility and stabilizes the new service

BU and CoE staff perform their duties, with trainers from the new center observing in order to assist the transfer of knowledge

Meetings and roads shows to discuss and communicate the approach

Impact on processes, people, and technology are assessed together with project team, and activities planned for smooth transition

What thislooks like for the business

Transition phase: 2 to 3 months

(Depending on impact in BU)

Project team Project management, communications and change management

Impact assessmentPreparation and Planning

Service migrationStabilization Run

Communications and planning

Impactassessment Perform

Perform

Go-live 1

Set up Service deliveryPerform

Service migration

Support

Observe SupportTrain

Let’s talk


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