May 22, 2012 ... Organisation Management, Nakisa OrgCharting &. OrgModelling. ▫ ....
Integration with pay review and reward management. ▫. MI on PDR ...
Thames Water 22nd May 2012
River Cherwell
Banbury
e r Coln Rive
hames River T
Ri ve rL ee
Oxford High Wycombe
Swindon Slough
River Kenn et
Reading
Guildford
ey er W Riv
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What else makes us special? We‟re high profile
National opinion formers live and work in our area One quarter of all customers in England The country‟s capital city is at the heart of our supply area Biggest scarcity of water with the highest population density 2012 Olympics
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Our mission…
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HR Operating Model Corporate leadership in development of organisation-wide HR strategies and policies Focus: Creating a culture of engagement and a Talent Management Philosophy Outstanding relationship managers with a commercial edge. Understand the “pulse” of the organisation. Concentrating on delivering the right solutions in partnership with the Business and the Centres of Excellence. Focus: Commercial edge, strategic interventions, Connecting HR and the Business
HR Business Partners
Centres of Excellence HR Leadership Team
Administrative & Advisory Services
Design core HR solutions and programmes for organisational wide usage and serve as the HR knowledge centres of excellence
Focus: Expert HR design services, business and local fit while taking advantage of best practice
Deliver HR services to agreed service standards in a cost-effective manner Focus: Technology enabled, standardised processes. Cost-effective service delivery of HR administrative work
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SAP HR Project at Thames Water Improvements
A common HR systems platform for all functions with a set of robust and efficient manager/employee self-service applications, enterprise HR management reporting capabilities
Self Service & automation of HR processes Improving process governance & automation Automated business rules, e.g. expenses, time and payroll SAP enabled processes for Performance Mgt, Learning & Capability, e-Recruitment and Reward Control and visibility of employee /non-employee data Improved capability and provision of HR based reporting & Management Information
Key Business Impacts HR to complete the transformation from ‘High Volume Low Value’ to value adding STRATEGIC partners
Scope
Organisation Management, Nakisa OrgCharting & OrgModelling Employee / Non-Employee Administration Time Attendance & Evaluation Payroll Processing Talent Management – Online PDRs (Performance Management) – Learning Solution – Succession Planning & Talent Reviews – Skills Profiles – e-Recruitment Employee & Manager Self Service (ESS / MSS) Case Management Management and Operational Reporting
Greater use of Self Service within the HR processes, not offline tools such as spreadsheets Alternative processes required for field based operational staff that will not have access to Self-Service Completion of coverage of timesheet recording across the business Governance & automation of processes gives visibility of data, providing „real time audit‟
Reporting / KPIs
Single source of employee and payroll information Improved capability for key workforce analytics – Headcount, Recruitment, Performance Mgt, Reward Mgt Improved HR Case Management analytics of workload & performance
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Learning Solution & Skills Profiles Old world (pre SAP)
Oracle system with training records Spreadsheets and offline administration Offline approvals of training requests Skills profiles stored on spreadsheets and saved locally in the business Manual approach to demand planning
New world (SAP)
SAP challenges & System enhancements
Ability for managers to enter start date on qualifications Evidence of competency recorded against employee skills
Online training catalogue available for scheduling courses and managing course demand Accurate training demand and prioritisation Supports compliance & self-regulation to regulatory audit requirements (e.g. DWI) Automated training approval and cancellation requests E-mail reminders for expiry of skills/qualifications Centralised view of skills profiles and competency gaps through profile match-ups Ability for managers to book employees onto courses (through EhP4) MI reporting
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Performance Management Old world (pre SAP)
Paper Based PDR documents No central view of Performance Documents, their status or their content PDR peer reviews offline and data collated in spreadsheets Centralised reporting through complex spreadsheet calculations Challenge of Accuracy „No single source‟
New world (SAP)
SAP challenges & System enhancements
Customised print layout of PDR Managers entering objectives on behalf of offline users Bespoke program to update manager/employee assignments through employee movements MI & BI development Duplicate goals against employees through higher level managers cascading the same goals Usability – Manager‟s are „hitting‟ the wrong button (Save not status)
PDRs completed online with a facility to print as required PDR rating history available online with full PDR history available going forward Reporting functionality supports Manager‟s information on PDR status, results and for PDR peer reviews Increased visibility for Managers of direct reports and full organisation structure they are accountable for - including PDRs and progress status Team goals cascaded by line managers as part of EhP4 functionality Integration with Learning Management through online PDR documents Performance ratings linked with Talent Management for Talking Talent Reviews Integration with pay review and reward management MI on PDR = improved support, governance and analysis
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The PDR Annual Cycle Thames Water Corporate Objectives
Business Unit Objectives
Step 3 PDR: Final Year End review and overall performance rating Throughout the year Regular Review and Feedback Employee Manager
Peer Review Objectives
Step 1 PDR: agree individual objectives Profile Matchup: identify development needs Development Plan: identify skills gaps during Profile Matchup and book training as required
BI
BI
Peer Review Performance Ratings
Step 2 PDR: Half Year Review of employee behaviours Profile Matchup: identify development needs Development Plan: discuss gaps identified during Profile Matchup
Peer Review Performance Ratings
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PDR Screen Shot
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PDR Screen Shot
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Talent Management & Succession Planning Old World
SAP challenges & enhancements
Our due diligence determined SAP succession planning on EhP3 was not fit for purpose and deferred as part of the SAP HR implementation Succession planning, using the E-Recruitment solution, is not going to be developed by SAP beyond EhP3
The succession planning process was paper-based with supporting templates „Talking Talent‟ process which includes Succession Planning and Performance Potential matrix There is difficulty in viewing succession across the organisation together analysis/reporting The career development and succession model was one which incorporated all positions and all incumbents of positions rather than focussing only on key strategic positions SAP HR is used in isolation, but provides PDR ratings to support Succession Planning Assessment of potential in the organisation is not made using the same visible criteria and assessment methods for various levels are not clearly defined.
New World
Leverage the SAP HR solution that is already in place, including ESS and MSS functionality One source of the truth for accurate HR and organisational data in SAP HR for identifying talent in Succession Planning Succession Planning will be against the current status of the organisation structure, identifying key positions and critical roles Talent team and managers are able to prepare and conduct „Talking Talent‟ meetings online
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Overview of Nakisa Talent Visualisation
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What is Nakisa Talent Visualisation? Graphical-based succession management solution Visualisation and execution of succession plans and Talent Management Displays data from SAP HR as at today and updates the system in real-time
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What is Nakisa Talent Visualisation? Official SAP Solution Extension in their Talent Management suite Jointly developed with SAP for seamless integration, unrivalled in any competitor solution
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What are the benefits? Data is held in SAP, not external sources, so there is no duplicated or unaligned data SAP security and authorizations are leveraged so data is protected and only available to the right people It helps to identify any ‘knock-on’ effects as individuals or positions change Suitable potential successors for strategic and key positions are identified, selected and matched to these positions Effective risk management by having effective contingency cover and depth of succession (bench strength) Ensures the organisation can fill roles in the right way, at the right time and with the most appropriate person
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Integration with the Talent Review Process
Employee
Maintain Talent Profile
Talent Management Specialist, Manager & Employee
Follow Up Activities
Manager
Review talent profile & conduct Talent Assessment
Management Team & Talent Management Specialist
Talent Management Specialist
Setup and Prepare Talent Review Meeting
Conduct Talent Review Meeting
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Functionality and Capabilities
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Visualise Organisational Structure
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Key Position / Succession Plan
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Successor Pools
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Competency Framework
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Profile Matchup: Position Requirements > Employee Competency
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Analytics Dashboard
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Talent Grid
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