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TRANSCRIPT
Jenni Hardy, Lee Compeers
AstraZeneca HR Outsourcing with NGA Our Experiences To date
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Jenni Hardy AZ Global HR Services
Introduction
Elena Schackman NGA EMEA Regional HR Services
Summary
What AstraZeneca & NorthgateArinso set out to achieve... our business case & ambition assumptions
The story so far...
100+ countries ‘live’ with the core solution in 2 years the challenges along the way
If we had our time again...
what we would repeat and do differently;
Moving East Dynamic Business Change
Shifting business shape
HR Consulting HR Technology HR Outsourcing
• 1,000+ ERP HR implementations globally
• 3,000+ ERP HR specialist associates
• 6 million+ employees served on NGA installed ERP systems
NGA Company facts
Global Footprint
• 400 ResourceLink customers
• 1,100 Preceda customers
• 50+ euHReka customers • 5 EOD/EOP early
adopter customers • 750,000 employees on
euHReka
• 7 global HR service delivery centers
• 30+ HR service delivery points worldwide
• Clients in over 100 countries speaking 25+ languages
• Over 100 HR BPO customers
Peoplesoft install base • 600,000 employees served • 7 customers • 8,500 staff in 35 countries
• 1 out of 4 of Fortune 500 • 1 out of 3 of Fortune 10 • supporting over 1/3 of the UK
workforce
• 1,000+ international customers
• 2,700 large/medium customers
• 7,000 small/medium customers
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Survey Business Strategy Weigh
Options Select Right
Partner
Align
Confirm Expect- ations
Set Priorities
Define Tasks
Implement Monitor Measure Improve
Vendor selection process
• Manage 60,000+ employees in over 100 countries, • No global HRIS in place – patchwork of 900
applications • Significant HR cost improvement required • Global Talent Management strategy needed urgently • PeopleSoft platform (partly rolled-out) outdated • Innovation and best in class HR services needed • Changing business context: cultural and behavioural
change needed to cope with changing environment (drug pipeline)
Challenge
• Standard service and processes to fast track process to drive world class processes into AZ
• Easy to access (internet) and simple to use • Available for all employees in all countries – in many
languages • All transactions available through self service • Minimal effort to deploy this out of the box software • Change management services included to support the
deal
Solution: HRO powered by euHReka (EOD)
• Uniform HR systems landscape • 900 systems reduced to 1 global system • PeopleSoft and others replaced by SAP HCM globally • SAP global rollout less costly compared to
complement and upgrade the partially installed PeopleSoft system
• Change management utilized in addition to other transition services
• Minimal resources required of AZ IT department
Results
• HRO solution powered by SaaS technology • User experience • Low cost through multi-tenant and productized platform • Multilingual capability, balance global/local expertise • Integrated payroll expertise • Strong references & proof of delivery • Collaborative working relationship SAP-NGA-AZ • Executive confidence
Why NGA
Business Case Rationale for AZengage and NGA
Our shared ambition
AstraZeneca A global ‘emerging’
partner we could grow with/ learn to effectively Outsource Enabled core HR & e2e
talent management SAAS
NGA A global partner for ‘full
HRO product’ from which we could grow future business/global footprint First of its kind
implementation in the industry
Leverage competitive advantage
NGA business model: all around HR
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HR Consulting The world’s largest HR-
centric business consulting and systems
integration practice supporting a variety of
ERP-focused and best-of-breed technology platforms
HR Outsourcing Through 7 primary service delivery centers and 30+ total service locations , we deliver HRO services in 25 languages in over 100 countries around the world.
In HR Technology, we provide the widest choice in HR-centric software options available in the marketplace. We enable platform-based HRO through our IP.
Global Service Delivery Network
BUENOS AIRES, AR
GRANADA, ES
DALIAN, CN
MANILA, PH
KATOWICE, PL
KOCHI, IN HYDERABAD, IN
285 employees
420 employees
80 employees
525 employees
471 employees
270 employees
30 employees
NGA has 30+ service delivery points supporting more than 25 languages across the globe, including 7 Global Service Delivery Centers.
Processes in scope Level1
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2000 Payroll
2010 Benefits
2020 Time &
Attendance
2030 Workforce
Administration
Country Processes (20)
1000 Organisational Management
1020 Global
Reporting
Enable Processes (10)
3010 Performance Management
3020 Rewards
3030 Talent Management / Succession
Planning
3040 Learning
Global Processes (30)
3050 Recruiting
ARCHITECTURE (50) 5000 Interfaces 5010 Data Migration
Support Processes (40) 4000
Application Management Outsourcing
4010 Infrastructure
Services Outsourcing
4020 Contact Center
4040 Service Delivery
Management
4030 Quality
management
The Process Design Methodology
Level of Detail
Level 1
Level 2
Level 3
Level 4
Level 5
HR Process
Framework Process Hierarchy
& SIPOC Logical combination of sub-processes abstracted from main HR Processes
Process “Swim lanes” Role-Activity mapping describing the sequence of
activities mapped to roles
Standard Operating Procedures Detailed description of roles and activities including
system support, decisions, responsibilities and document flow of a sub-process
Work Instructions Function- or work based guidelines describing the way activities within a process need to be
executed
Recruit & StaffRecruit & Staff
3. DevelopBranding &
communication
1. DevelopRecruit & Staff
Framework
5. Vacancy Need
2. DevelopRecruit & Staff
plan7.
Sourcing
9. Assess & Select
10. Hiring management
11. Measure & evaluate
Recruit & Staff process
6. JobProfiling
4. Talent Database
Management
8. Job Posting
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100000 MAINTAIN ORGANIZATIONAL STRUCTURE.VSD
Approved By:Date:
100000 MAINTAIN ORGANIZATIONAL STRUCTURE.VSDMaintain org.struct.
Global OpX
Business Partner
T1 – Agent
T2 - SME
Business Partner
AMO lead
T3 – Payroll Manager
LSDM
Employee
ManagerRequest change Organiszational
Structure
Check change request
Approve request?
Criticize change request
Authorization OK?
Analyze consequences
Apply change in organizational
structure
Inform Business Partner
Approve request? End
Start
InformManager
Data correctly applied?
no EndAdjust and/or
complete request change
Convert request change in SCM ticket
InformBusiness Partner
yes
Endno
yes
no
yes
yes
no
C
Request changeOrganizational
Structure Start
End
Escalate SCM ticket
to T2
Close SCM ticket
Archive
Inform 3rd parties & departments
involved if necessary
Engl
ish
AZ
part
: 30
lang
uage
s N
GA
par
t: En
glis
h
Global Program Set-up &
Preparation
Global Template & Planning
Global realization
Global Maintenance
& Support
Waves and Country Rollouts
Glo
bal
Rea
lizat
ion Pilot
Country Rollout
Glo
bal
Rea
lizat
ion Final
Template & Core System
Glo
bal
Rea
lizat
ion Roll-out all
countries (in waves)
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Transition approach Integrated Program Plan
Integrated Country Project Plans (Large SAP, BDO medium, BDO small)
Prepare Fit-Gap Design Build Deploy Close Operate
Prepare Fit-Gap Design Build Deploy Close Operate
Prepare Fit-Gap Design Build Deploy Close Operate
Global On Boarding Approach
Fit To Standard approach
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~10 weeks Fit To Standard
Kickoff • Global NGA + AZ to
host • Audience : All key
stakeholders • Overall Project
objectives and context • Schedule and resource
plan • ½ day
Fit to Standard workshop • Global NGA + AZ to host • NGA operations to
participate to cover the service aspects
• Audience : HRD - business • Explain, discuss and
finalize OM, WFA, global time & pay interaction and global reports
• Confirm the interfaces scope
• Confirm the key data migration parameters
• English discussion and documentation; by exception facilitated
Fit to Standard blueprint • Output of the 4 day fit
to standard workshop • Document with all
questionnaires filled in – all issues clarified and described (English)
• Exceptionally an open issue can be carried forward
• Signed off by the HRD
Payroll and time workshops • AZ Payroll manager / clerk • Local NGA / BDO payroll
and time consultants • Workshop 1 – 2 approach
for payroll and time calculation rules – detailed schedule to be agreed depending on expected complexity
• Workshops in local language
• 5-6 weeks
Payroll and time blueprint • Detailed description of
payroll and time rules in the local language
• Detailed review with Q&A foreseen to ensure first time right
• WFA update triggered by payroll & time if required
• Payroll and time blueprint to be signed off by the HRD
Plan & Define Tollgate • Formal
acceptance of the tollgate
• Start of payroll build activities
Interfaces blueprint • Detailed functional
and technical design of the local interfaces in scope
• Interfaces blueprint to be signed off by the HRD
Interfaces workshops • AZ local/global HR
IS • NGA Global (and
Local) Interface consultants
• Agreed workshop schedule and format based on volume and expected complexity of workshops
Data migration Cycle 1 DM activities organized and executed by global team as per plan
eWS early
solution build Earlier start of AZengage frontend build based on signoff to allow for earlier start of testing
Current status and year ahead Live today Jan 2013
Countries 104 US and Sweden
Languages 25
Global Processes
Performance Management Learning
DoA (2012) Reward (2012) Succession (2012) Recruitment (2013)
# Employees 45.000 10.000
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| Title of presentation | 00 Month Year (Go Header & Footer to edit this text) 16
AZengage Governance “return authority”
Executive Leadership Board
(AZ / NGA) Stakeholder engagement; approval based on DOA
Programme Steering Committee (AZ / NGA)
Transition (AZ / NGA)
Decision making body; approval based on DOA
BAU Operations (AZ / NGA) Led by Budget Owners
Wave Level Regional Level (AZ / NGA)
Country Level Country Level
1. 2.
3.
4.
5.
Assumptions we made (that turned out to be accurate vs not)
AstraZeneca HR are the biggest resistor
to the change ‘Open book’ drives trust Cultural fit Partnership is crucial More languages the better NGA deliver 80% Global
standard solution
NGA Ability to jointly implement
challenging roll-out schedule Ability to implement first rate
joint people readiness Leverage the global footprint
and expertise Ability to achieve self
service targets within year 1 Under 25% system
localization
What it takes to get 100+ countries ‘live’ ... in just 2 years
AstraZeneca Visible ownership by the
business Good project & commercial
management Ambitious & pace setting
CHRO Start small; leave large
countries till last Resilience x 100 and more
NGA Focused & determined
project management Visible senior leadership
global, regional & local Visionary CEO Commitment to governance Strong process
documentation & adherence Solution expertise (brightest
brains)
The challenges along the way
AstraZeneca Payroll ‘over-validation’ Delayed Functionality Controls & SOx We didn’t know what
we didn’t know…. Time vs Cost vs Quality
NGA Moving from consultants
to delivery of standard Consistency of service
and solution across country/region Expectation
management of what will be the ‘new world’
Pros & Cons of ‘advisors’
Fill critical Capability Gaps Know what questions
to ask & when Objective Remediation The ‘third person in
the marriage’ - mistrust Manage the $$$ vs
benefit rigourously
What we would repeat and do differently Repeat
Spend time detailing the contract; then work reality through together post deal signing e.g. SLAs Start small and build Talk to others who are ahead
on the journey Agree ‘local ways of working’
from day 1 Strong governance in place
Do Differently Define ‘good enough’ early Review and consistently
apply go-live ‘go/no go’ criteria Manage transition from
project to operational phases more closely Provide more context
around core ‘issues’ & ‘requirements’
Jenni Hardy, Lee Compeers
AstraZeneca HR Outsourcing with NGA Our Experiences To date