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HR BPO Journey

HR BPO Journey. Charles-Henry Duroyon Group HR Systems & Efficiency Director. Agenda. About Faurecia Setting the Scene – Building the sourcing case Achievements to date Key success factors Influencing the future. Faurecia at a Glance. Annual Revenue. Worldwide Presence. Employees.

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HR BPO Journey

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  1. HR BPO Journey Charles-Henry Duroyon Group HR Systems & Efficiency Director

  2. Agenda • About Faurecia • Setting the Scene – Building the sourcing case • Achievements to date • Key success factors • Influencing the future

  3. Faurecia at a Glance Annual Revenue Worldwide Presence Employees $15 billion 220 sites in 32 countries 70,000 employees including 791 HRs

  4. 791 HR covering 67,000 employees 65% at site level (220 sites) Setting the Scene : HR in Faurecia EVP Group Human Resources Faurecia University ASBG HR France Management & Development CBG HR Germany PG HR Compensation Benefits ESBG HR North America Recruitment ISBG HR Portugal Countries Industrial Relations MSBG HR Slovakia Employee Empowerment Spain HR EfficiencyInformation System South America HR Controlling United Kingdom

  5. Total cost of HR Administration is €25,40 per employee/month in HCC Setting the Scene> Preliminary Studies in 2005 showed the following “Facts” • Multiplicity of Systems and environments (35) • No Interfaces possible between systems • No Central Database for all employees (core system) • Historical and Local Operating Rules • Weak Underlying Processes leading to discrepancies and/or major inefficiencies • On-going and Mandatory Investments • Weak launches and new country implementations

  6. Quality, Simplicity, and Efficiency Our initial objectives • Align payroll, personal administration and Time & Attendance organization and processes • Improve HR Quality of Delivery and Efficiency • Ensure perfect control over HRIS and Payroll costs and limit financial and legal uncertainty

  7. 2.5m€/y Building our case -20 +X % per ee per month direct Temps Renewals X : Retained Organization Compliance IT ADP Processing Costs Initial TCO Personal CSPs/MS Costs Target Final Case

  8. Our HR BPO Model • Hybrid in High Cost Country (>800 ee) • Outsourcing “Means” to ADP Globalview for HR, PA, Payroll, Time Management (Processing Services) • Shared Services Center operated by country/region (Min Cluster is 5k ee) • Full BPO in Low Cost Country (>400 ee) • Complete Outsourcing to ADP GV for HR, PA, Payroll, Time Management (Managed Services) • Outsourcing to either ADP Streamline or Local Best of Breed for other smaller countries

  9. Global HRIS Architecture SSC, Site HR, Local administrative ADP SSC Data entry Data entry Recruitment Data entry Talent management Self Service MTS Self Service Personal Administration Payroll Time Management Compensation Interface Learning Mgt Syst Interface Global HR Process Layer Interface Financial Systems Other FRC Dowstream Systems HR Business Intelligence DW Group HR Reporting on 21 Key Indicators

  10. Functional Scope • Time Management • Manager Self Service • Manager portal • Personal Administration workflows • Personal Administration • Faurecia Core System • 60 common employee data worldwide • Common Processes for Hire, Transfer, Expatriates, Temps • HR • Secure all employee data in one place • M&P only • Payroll • Common SAP Engine • Secured, Consistent, Compliant • Robust controls & employee satisfaction • Interfaces • Reporting • SAP FI, CO

  11. Milestones

  12. Current Priorities • 1. Secure Vendor Relationship • Stabilize France and Spain • Share Best Practices among countries • Establish Standards and Processes • Control Change Request Volume • Ticket Management Level II ( No ticket aging >14 days Group Wide) • Follow Global KPI and Satisfaction Survey • 2. Global Interfaces Deployment • Deploy GV/DW Interface • Extend to Additional HR Indicators • Introduce Cost Reporting • Monitor and Measure existing Interface • Deploy MTS to Spain and France • Reinforce SAP FI/CO Interfaces and Process sharing • 3. Extend • GlobalView Scope • Address HR data Transfer into GlobalView • Introduce Organization Management • Deploy Solution for Training Management and Salary Review • Reinforce HR Data Management Processes • Evaluate ESS/MSS opportunities • Automate Finance Integration • 4. Address • New countries • Deploy Remaining Countries : MEX, BRA, SVK, POL, CHN, SKA, MAR, remaining acquisition by end of 2011 • Adapt methodology following France Implementation • Evaluate ADP “Managed Services” Model Increase Project Value for Low Cost Countries

  13. “Lies, Lies and Damn Statistics” • The Bad and the Ugly • France, French, les français… • Implementation is a tiring and complex journey • Retained organisation above anticipated figures • Resolution vs Responsiveness (SLA) • Extended Transition phase • SAP Job Market currently difficult • Global Model in low cost countries is challenging • Agility of Global Solution vs Local Solution The Good • 56,000 payroll processed every month • Payroll accuracy over 99% • No SLA penalties ever • Over cost 8% above of initial estimate • Average ADP satisfaction Rate at 4,3/6 • Governance model in place • High Cost Country model very competitive • Move from Financial to Partnership • I survived..

  14. Client Services Escalation Model • Service Scope change (Global level) • 4th Escalation step Level 4 Global Sponsor Jean-Pierre Sounillac Executive Sponsor Todd Sprague Executive Sponsor Level 3 Global Support • GRM support for GSDM on Service escalations • Commercial escalations • Service Scope Change (Global level) • Service Escalations • 3rd Escalation Step Charles-Henry Duroyon Global Engagement Manager Nicolas Aimez Global Relationship Manager Global Field Services Americas APAC EMEA Level 2 Regional & Global Support America’s EMEA APAC • RRM support for Regional CS Director and SDM on service escalations • Contract monitoring • Service scope changes • 2nd escalation step GV Service Delivery Manager Corporate Service Coordinator Level 1 Regional & Local Monitoring • Service Scope change (Regional/Local level) • Service/SLA monitoring • 1st escalation step Regional SC Regional SC Regional SC Regional SDM Regional SDM Regional SDM • Daily Operations • Case resolution • according to SLA in single CRM tool through Tier 1 Operations Country Service Centre Tier 1 &2 Country HR operational GlobalView Team or Country lead StreamLine Partners/ Central Team

  15. The 10 Commandments • You will ensure your vendor does a proper transition between Sales/Pre-sales and Implementation • You will have a shared governance model as of day 1 and monitor it closely • You will spend sufficient time in Global Preparation and Project Management tools before starting the project • You will ask your provider to have systematic Gap Analysis on functionalities but also on Level of Services • You will keep financial arbitration separate from day to day local project management • You will not underestimate your own workload • You will need internal SAP expertise to possibly challenge some implementation choices • You will request local consultants and management for complex payroll countries (e.g. Belgium, France, Italy) • You will be inflexible on quality, unit and regression testing before starting your User Acceptance Testing phase • You will keep your key people in the governance model after go live

  16. Questions?

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