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This presentation contains no controlled technical data or technology.
Implementing HR TechnologyShahbaz Alibaig, Sr. Director, HR Operations
Kellie Lacabanne, HR Program Manager, HR Operations
Contains no controlled technical data or technology.
Agenda
• Challenges of Implementing HR Technology
– Why Change
– Journey
– Challenges & Best Practices
• Q&A
Esterline Explained, January 2017 3
• Strong global footprint for sales and manufacturing
• More than half of ~13,000 employees outside the U.S.
• Specialized global manufacturer of custom-engineered
solutions for aerospace & defense.
Advanced Materials
Avionics & Controls
Sensors & Systems
About Esterline
Contains no controlled technical data or technology.
Why Change from on-premise solution?
• Product expiring – so upgrade or start fresh
• Mostly paper and HR Data entry
• Designed for decentralized business model
• No manager access
• Narrow visibility of talent
• Outdated & highly customized technology
• Good at data flow but not data analytics
Contains no controlled technical data or technology.
Cloud Computing Defined
7
Advantages
• You don’t host
• Monthly patches
• Major upgrades 2x per year (not as
lengthy as on-premise but still a very
structured process)
Disadvantages
• Can’t fix it yourself
• Can’t customize at will
• Can’t control what they break
Contains no controlled technical data or technology.
Initial Approach
8
• “Big Bang”
– All Locations/Countries
– All functionality configured
– MSS/ESS
– Learn
– Payroll Interface
• Talent management, compensation/focal
processes to begin as needed based on
COE requirements
Contains no controlled technical data or technology.
Challenges with this approach• Limited resources
• Change management required for size/scope of
change
• Shared Services, or lack thereof
• 60% production
• Lack of IT infrastructure
9
Contains no controlled technical data or technology.
Revised Approach• Smaller “Big Bang”
– All Locations/Countries
– HR-only access at go live
– Configure/Test all Functionality
– Learn
– Payroll Interfaces
• Talent management, compensation/focal
processes to begin as needed based on
COE requirements
10
Payroll
Integration
Compensation
Learning
TalentBenefits
Core HR
Contains no controlled technical data or technology. 12
Implementation Go Live Decline Recovery Stability
Conversion, prep
new system,
business process
Go live signifies
both a beginning
and an ending
Right after go-live
performance,
productivity and
customer
satisfaction/ morale
often decline as
people adapt to new
system and
processes
As people get
comfortable with the
system and as
issues are resolved,
then we can start to
recover and become
more stable
With stable
environment, we
can then take
advantage of
additional features
and functionality and
realize benefits.
Expectations of Change
(r)evolution
13
RevolutionOld system to new system
EvolutionNew features, Performance, Talent, Compensation, Learning, Manager/Employee Access, Recruit
Contains no controlled technical data or technology.
Best Practices for project • Know your objectives & set expectations early
• Clear project scope & priorities Watch scope creep
• Global team – validate requirements
• Project team – make sure you have the right people
• Language identification
• Governance model -- during and after project
• Testing Cycles (UAT1, UAT2, CRP)
• Change management & ongoing support
• Communicate! Communicate! Communicate!
14
Looking Back
15
• What has worked
– Global feedback
– Process simplification
– Slow roll – phased rollouts
– Contingency plans
– Open Mic calls
– HR TTT and VOC feedback
– HR Ops back-up data entry support for HRIS Specialists
– Governance Model
• Work in Progress
– IT infrastructure & Communication
– Global Access – Kiosks