martha c. white, vice president, human resouces & csr...
TRANSCRIPT
Bridgestone Europe HR Transformation Martha C. White, Vice President, Human Resouces & CSR Bridgestone EMEA 9 September, 2015
© 2015 SAP SE or an SAP affiliate company. All rights reserved. 2
Agenda
Introductions
• Personal Introduction
• Bridgstone Europe: Who we are and what we do
Business Case for HR Transformation
Why NGA & SAP
Our Journey Conclusions
Introductions
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Personal Introduction
Martha C. White
Vice President, Human Resources & Corporate Social Responsibility Bridgestone Europe, Middle East, & Africa Joined Bridgestone May 2014 Prior to Bridgestone:
– VP Human Resources GSK Vaccines, Wavre, Belgium – Sr. Director Human Resources, Merck, Stockholm, Sweden – Sr. Director Human Resources, Schering-Plough, Kenilworth, NJ USA – Director Human Resources, Honeywell, Milan, Italy – Director Human Resources, AlliedSignal, Morristown, NJ USA
MBA, University of Virginia, Darden School of Business B.A. Economics, Boston University
±16,000 > 140,000
316 ¥ 126,354 million
€ 26,242 million € 2,147 million
*These figures have been converted from Japanese Yen at the rate of €1 = ¥140
(As of December 31, 2013)
84 2014
21 500 23 191 22 800
25 113
29 700
35 500
28 197
35 116
38 903
36 872 36 409
15 122
18 370 19 723 20 300 19 600 19 500
16 301
18 800
22 767 21 000
19 500
17 399
21 322
19 402
20 605
24 630 24 119
18 508
18 832
28 834 27 678 27 786
10 000
15 000
20 000
25 000
30 000
35 000
40 000
45 000
'03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13
Bridgestone
Goodyear
Michelin
12,500
21 Sales Companies (divided in 6 regions)
€ 3.1 billion
*These figures have been converted from Japanese Yen at the rate of €1 = ¥140
HR Transformation
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HR Transformation: Why?
While our business had changed to a European organization, the European HR organization was very
fragmented across countries without consistent processes, systems, or control mechanisms:
• HR Service levels, presence and process maturity varied significantly across locations.
• Little or no best practice sharing
• Local compensation practices, local talent management practices, different approached to payroll
• IT HR infrastructure was siloed by country with different levels of functionality and automation
• No European database
• No ability to provide workforce analytics
• No focus on the needs of the business
Transform HR Organization to a European one by leveraging on economies of scale, creating pools of
expertise and common HRIS infrastructure to obtain efficiency gains in order to further develop HR expertise to fulfill business needs.
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HR Transformation: What?
Adding strategic value by:
• Providing data to support the business transformation (structural), workforce planning (succession planning, performance
management), talent management (identify, develop, retain), and strategic reward (link performance and potential)
• Improve HR capability through an effective organization structure with clearly defined roles and reporting lines
Building a lean & robust foundation in administration by:
• Standardizing HR processes and regionalizing HR Operations to obtain efficiencies through and economies of scale
• Provide employees and managers with a consistent experience
• Outsourcing non-core transactional activities such as payroll calculation
• Rationalise European HR systems, delivering a common HRIS infrastructure and data warehouse that is scalable to
support future requirements
Transform HR Organization to a European one by leveraging on economies of scale, creating pools of
expertise and common HRIS infrastructure to obtain efficiency gains in order to further develop HR expertise to fulfill business needs.
© 2015 SAP SE or an SAP affiliate company. All rights reserved. 15
HRIS
HR Transformation: How?
Teams of HR experts • Talent acquisition • OD & Learning • Compensation & Benefits • Analytics
European Center of
Excellence Outsourcing of payroll
calculation enables HR
to allocate time to added
value activities
Outsourcing
• Counsel & support to executives and line managers on people matters impacting their business unit
• Support business transformation and culture change
• Labor & Employee Relations
HR Business Partners
• Shared Operation Centers • Perform and manage all transactional Hire
to Retire Processes • Respond to and resolve Employee queries • Manage payroll outsourcer
HR Operations
Leverage on economies of scale, pooling of expertise and a strong HRIS infrastructure to obtain efficiency gains, in order to further develop HR expertise to fulfil business needs
HR Business Partners
Centers of
Expertise
Managers Employees
Out- Sourcing
Of Payroll
Employee Self-Service
ESS
Manager Self –Service
MSS
HR Operations
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HR Transformation: Who?
Processes IT Application / Infrastructure
CENTER OF EXCELLENCE
• Performance Management (PPDP replacement)
• Reward Compensation & Benefits
• Learning • Succession Planning • Talent Management
HR OPERATIONS
• Organizational Management
• Employee data management
LOCAL HR
• Payroll calculation • Time & Attendance
Supporting
• Authorizations • Incident
management • Change
Management
Architecture
• Data migration • Interfaces*** • Hosting • Disaster recovery
HR Reporting SLA Reporting
• Payroll calculation outsourced in managed services (outsourcing partner calculates the gross to net, prepares the legal reporting, and resolves payroll queries by HR staff. Legal changes to be implemented by the partner)
• Bridgestone remains responsible for providing the time data, sales bonus calculation, manufacturing productivity calculations, and controlling the output of the calculation
• SaaS (Software as a Service), NGA, our partner provides the IT infrastructure and maintain all applications and legal changes
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Our Partnership with NGA
• 2010: Identified the need for a pan-European HRIS solution • Evaluated internal vs. outsourced options
• 2011: Request for Proposal (RFP) to various vendors • NGA selected based on footprint and integrated talent solution
• Data privacy
• 2013: Initiated program and project plan • 2013-2015: Country phased approach to implementation
• Leverage learnings throughout the process • Communication is critical • Ensure processes are fully scoped and understood • Ensure clarity on legal and contractual requirements
• 2014: Decision to use SuccessFactors hosted by NGA versus NGA’s EuHReKa • 2015: Design and piloting SuccessFactors Talent modules
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SuccessFactors
SuccessFactors
• 3.700 + customers worldwide • 177 countries • 25.000.000 + users • 60 + different industries • 45% of Fortune500 companies including
Bridgestone Americas
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Why SuccessFactors?
Why SuccessFactors?
• Technology is evolving to facilitate Manager Self Service of key people processes. Tools continue to become more user friendly
• Continued evolution of HRIS means that tools need to be dynamic and continue to evolve in their service offering in order to support business objectives
• SuccessFactors has been successfully implemented in BSAM
SuccessFactors (key features)
• Intuitive, easy to use and adopt user interface with mobile capabilities • Enables HR to manage the processes without IT development • Performance Management: Supports company strategy and targets by cascading business
goals through the organization • Compensation: Better management of compensation programs; line manager improved
transparency • Recruitment: Distributes job postings to most effective boards and uses social referral tools
to connect to candidates • Talent Management: Effective tool for line manager calibration, and talent tracking • Learning: Supports and streamline learning content delivery
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Our Journey
Business case drafted Selection of Partner NGA
Business case confirmed Project approved by the board Contract Signature with NGA Organization design & headcount targets agreed with local HR
Implementation of Workforce administration & centralization of HR Operations in each country: Belgium & The
Netherlands Spain
Implementation of Workforce administration & centralization of HR Operations in each country::
Poland Slovakia Baltics Czech Republic Bulgaria and
Romania Germany,
Austria and Switzerland
Italy Portugal
Implementation of Workforce administration & centralization of HR Operations in each country:: • France
• Hungary
• UK • Ireland • Sweden • Denmark • Finland • Mecamold
Talent & HR Analytics • Performance • Compensation • Recruitment • Analytics
Talent & HR Analytics • Recruitment • Succession • Learning • Analytics
2011 2012 2013 2014 2015 2016
Thank you
Contact information: Martha C. White Vice President, Human Resources & Corporate Social Responsibility Bridgestone Europe, Middle East, & Africa