best practices for managing a global successfactors rollout
DESCRIPTION
Learn how to navigate the complexities of a global SuccessFactors rollout. Get tips for utilizing a multi-step approach for your global rollout to ensure your unique organizational goals have been met, and explore: - Methods to execute a transition strategy that focuses on meeting the organization's most relevant goals - How a Strategic Advisory Board can help ensure long-term cross organizational consistency and support, by not only guiding your vision, but also monitoring and managing it - How to create a governance structure for long-term success - Tips to leverage product pilots to evaluate technical functionality and the user experienceTRANSCRIPT
Knowledge. Performance. Impact.
Best Practices for Managing a
Global SuccessFactors Rollout Bill Finegan
April 9, 2014
MBI – GP Strategies Company Confidential
2
Today’s PRESENTER
Bill Finegan – Vice President, GP Strategies
Corporation
• Vice President of GP Strategies Enterprise Technology Solutions group.
• More than 20 years of experience working within the HR technology industry helping
customers leverage a combination of process and technology to meet their strategic
objectives.
• Specific experience working with integrated HCM product suites, Learning Management
Systems, Learning Content Management systems, Content Management Systems, as well as
portal tools and business intelligence products.
On Twitter? Expand the conversation by following @GPCorp using the hashtag #GPWebinar
3 3
Presentation Agenda
• Welcome
• Current Trends in Human Capital Management
• The Times Are Changing: Mobile, Social, and Analytics
• Impact on the Organization
• Best Practices for Global SuccessFactors Implementations
• Case Study: Global Implementation
• Questions & Answers
Knowledge. Performance. Impact.
Current Trends in Human Capital Management
5 5
Current Trends In Human Capital Management
• In a recent study by PwC, 60% of CEOs surveyed
said they’re concerned about not having enough
talent.
• Businesses are responding by investing more in
employee development, with training budgets
increasing 15% in 2013.*
• Mature L&D organizations spent 37% more per
learner than their less mature counterparts. *http://www.bersin.com/News/Content.aspx?id=17193
6
Current Trends In Human Capital Management
• Within 3 years, many companies will have 50% contingent workers and 50% full-time workers.
The workforce continues to grow in diversity
• The “consumerization” of enterprise technology has led to increased employee expectations around functionality and user experience.
Employees demand easy to use and engaging technologies
• With explosion of Big Data, Executives now expect HR Organizations to collect and analyze HCM data to drive business results.
Executives a demanding analytics-driven decision making
• HR is accountable for employees and their success.
Strong emphasis placed on accountability across the organization
• SaaS adoption has rapidly expanded, especially with diminished concerns around security issues.
SaaS now accounts for the majority of enterprise implementations
• Smartphones, laptops, and tablets enable anywhere communication, learning, and administrative work that is transforming the traditional 9-5 workday.
Mobility allows employees to work from anywhere
• Social media is focusing on new opportunities for networking, partnering and training.
Informal learning and the NEW mentoring have gained significant traction
Knowledge. Performance. Impact.
The Times Are Changing:
Mobile, Social & Analytics
8 8
Mobile
Mobile is here:
• The mobile workforce is expected to surpass 1.3 billion people by 2015
(representing 37.2% of the world's overall work force).*
• 12% of learning assets in the United States are mobile-enabled
• 31% of large organizations in the United States are deploying learning to mobile
devices
• Creating & implementing a strategy for mobile learning is no longer optional – it is
now a mandatory requirement for HR Organizations
9 9
Social
• A recent McKinsey study found that 90% of executives whose companies use social
media report measurable business benefits.
• By 2020, millennials are expected to make up almost half of the global workforce.
• Access to social collaboration tools in order to complete day-to-day work is now
expected by employees. Common tools being utilized include:
Communities of practice
Blogs, Wikis, and Forums
Expert Directories
Integration with LMS functionality
10 10
Reporting & Analytics
• According to a Bersin by Deloitte survey, only 15% of the organizations believe that
their HR teams have strong credibility in talent metrics and analytics today.
• Data analysis is currently highly reactive, primarily fielding ad-hoc requests rather
than pushing data to business leaders.
• Many organizations lack the single source of employee data necessary to derive
meaningful insights.
• Organizations that are able to collect and leverage Big Data now will benefit from a
significant first mover advantage.
Knowledge. Performance. Impact.
Impact on the Organization
12
How Does This Impact My Organization?
With all of these developments impacting HR organizations, the need for an integrated
talent management solution is more pressing to ensure that your organization can:
• Manage a mobile, multi-national, multi-generational workforce.
• Reduce complexity of user experience and engage employees.
• Capture and leverage HCM data to drive meaningful business results.
13
But How?
How can you ensure that your global SaaS
implementation is successful?
Knowledge. Performance. Impact.
Best Practices for Global
SuccessFactors Implementations
15 15
Top 10 Best Practices for Global Implementations
1. Start with a sound transition strategy
2. Establish a Global Strategic Advisory Board
3. Create a governance structure for long-term success
4. Ensure Testing/QA protocols include end-users and non-technical representatives
from key regions and functions
5. Leverage product pilots to evaluate technical functionality and user experience in a
specific geographic areas
6. Identify business processes followed that will ‘go away’ and redesign them with a
formal change management effort
16 16
Top 10 Best Practices for Global Implementations
7. Keep IT engaged throughout implementation, and don’t let them walk away when
done!
8. Create a process to review quarterly updates:
Existing features may change even if new functionality is not turned on
Conduct impact analysis for new functionality
Plan to test accordingly
9. Define a communication strategy:
End-user communication strategy to ensure buy in
Communication protocol between teams using different modules. Actions
made to one module’s configurations can impact others
10. Language pack(s) and translated verbiage needs to be considered and evaluated for
impact
Knowledge. Performance. Impact.
Case Study: Global Implementation
18 18
Case Study: Global Implementation
Client Background
• Global conglomerate with automotive, electronics, insurance, and real estate
business units
• 44,000 employees working in 29 different countries
• Based in Dubai, United Arab Emirates
Project Details
• Global implementation of Employee Profile, JAM, Learning and Succession
• Organization’s first enterprise-wide human capital management system
• Solution needed to be scalable to support customer’s aggressive acquisition plans
19 19
Case Study: Global Implementation
The Solution:
• Worked with global stakeholders to create a phased implementation plan
• Started with Business Process Mapping
• Completed extensive pre-configuration training to ensure global audience had
background necessary to make optimal configuration decisions
• Discussed social strategy prior to technical implementation
• Incorporated key regional representatives in UAT testing process
20 20
Case Study: Global Implementation
Lessons Learned:
• Discuss social strategy prior to implementation
• Identify social champions, discuss potential incentives for participation
• Representation from both HR vs IT departments is essential to project success
• Keep time zone restrictions in mind when creating project schedule
• Determine ideal meeting times to for global team and stick to it
• Determine which SuccessFactors data center will be utilized at the onset of the
project and ensure that the location meets business requirements
21
Questions?
© 2014 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse,
Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises, Prospero Learning Solutions, Lorien Engineering Solutions, GPiLEARN,
GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners.
Proprietary to GP Strategies Corporation
gpstrategies.com
Bill Finegan
Enterprise Technology Solutions
Office: (443) 367-9632
Mobile: (410) 336-5798
@BillFinegan