sap world tour talent mgmt 2010
DESCRIPTION
How Air Products uses the integration of SAP HCM to manage their workforce talentTRANSCRIPT
Talent ManagementEnabled by SAPat Air Products and Chemicals, Inc.
Sherryanne H. Meyer
Manager, Employee Systems
22 September 2010
Who is Air Products?
A leader in world markets for seven decades
40 countries
19,000 employees
A Fortune 500 company
Innovative
Responsible
Supplier of Gases, Chemicals, Performance Materials, Equipment and Services
The Air Products Difference
3
“One Company” Philosophy Supported by One Global System
LSO
4ECC5.0, Portal 5.0, Netweaver 6.40, ITS
Appraisals
Self
Services
Org
Management
Personnel
Admin
Payroll Benefits
Compensation
Structural
Security
5
AP Portal – One Stop for Managing Talent…
Global Processes in 25 Countries
66
UK
Ireland
Belgium
Netherlands
Germany
FranceUnited
States
Canada
Spain, Italy, Portugal
Indonesia, Singapore, Malaysia
China, Hong Kong
Japan, Korea, Taiwan
Israel
Poland
Czech Republic
Slovakia
Egypt
Brazil
Deliver the Difference Defines Our Corporate Strategic Goals
7
Personal Accountability/Initiative
Change Innovation
Integrity Ethical Conduct
Respect for Others/Values Differences
Environmental Health and Safety Focus
Teamwork
Problem Solving / Decision Making
Communication/Openness
Work Process Focus
Customer/Internal Client Focus
…and Management of these Objectives is enabled with SAP
8
Organization Management and Structural Security form the Foundation
9
Salary Budgeting and Appraisal Managers,
Hold a “Chief” security role
Have relationships to specific
Organization Units
Have PD Profiles which control which
positions & employee they see and what
activities they can complete
Are limited by the security profile to
performing activities and viewing
sensitive data only at the point in time in
which the employee reported to the
manager.
Manager’s Organization
Performance Enhancement Timeline
10
FYQ1
Oct-Nov-Dec
FYQ2
Jan-Feb-Mar
FYQ3
Apr-May-Jun
FYQ4
Jul-Aug-Sep
FY-Q1: Setting Objectives
11
Text boxes allow the
manager to provide
specific coaching
Predefined
Qualification Objects
align with Corporate
Goals
When objectives are
set – and later, when
development plan has
been completed –
Compliance with the
process is monitored
FY-Q2 and Q3 – Succession Planning
Enabled by Organizational Structure in SAP
Supported by Appraisal documents
Enhanced via our Relative What and How Processes
– During RWH discussions the following are tracked and maintained:
– Grade Potential within Five Years
– VP Potential
– Top Talent
– International Experience
– Cross function/business area experience
– At Risk12
FY-Q2 and FY-Q3: Performance Against Objectives - What And How
13
End of FY-Q3 Beginning of FY-Q4: Managers Conclude Performance Feedback
14
Predefined
Performance Levels
are assigned to each
objective – and the
manager uses this to
deliver a definitive
performance
assessment.
Once Completed, the Employee has a Record of His/Her Performance in ESS
15
FY-Q1- Compensation based on Performance
Base salary increase decisions take into consideration:
– Individual Performance as assessed in terms of relative assessment
– Compa-Ratio – which is each employee's salary relative to the defined salary range
– Budget for overall salary increases for the department
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HL HG HH
GL GG GH
LL LG LHLow Good High
High
Good
Low
WHAT
Specifics on the
“HOW” and the
“WHAT” are
derived from
the Appraisal
feedback.
Lessons Learned
Languages – You can deliver an appraisal form in local language – but consider the entire process –how are actual discussions handled? And printed languages always tend to be subject to variations in interpretation
Cultural changes – Check your meanings…manage change…ensure local and global acceptance
Ownership model – ensure continued care and feeding of your process as it is enabled in the system
Compliance – internal and external requirements
The system does not replace our Performance Enhancement process – but, rather, enhances it17
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