continuous improvement and evolution in hr shared service centres daniel hernandez
TRANSCRIPT
October 24, 2014
HR TRANSFORMATION in SOCIETE GENERALE
Continuous Improvement and Evolution in HR Shared Service Centres
GROUP HUMAN RESOURCES DIVISION – DRHG/TRA/DIR
C1
| 12/5/2012 P.2 C1 | GROUP HUMAN RESOURCES DIVISION
CONTENTS
01_ SOCIETE GENERALE
02_ NEW SERVICE DELIVERY MODEL- FOCUS ON OUR HR SSC
03_ TRANSFER OF ACTIVITIES IN HR SSC
04_ CONTINUOUS IMPROVEMENT WITHIN HR SSC’S
05_LONG TERM POTENTIAL EVOLUTION OF HR SSC
| 24 October, 2014 P.3 C1 | GROUP HUMAN RESOURCES DIVISION
01
SOCIETE GENERALE
| 24 October, 2014 P.4 C1 | GROUP HUMAN RESOURCES DIVISION
SERVING OUR CUSTOMERS AND THE ECONOMY
SOCIETE GENERALE is a leading European Universal Bank
32 million clients
148 000 employees
Present in 76 countries
NBI EUR 23 bn
| 24 October, 2014 P.5 C1 | GROUP HUMAN RESOURCES DIVISION
CHAPTER 02
NEW SERVICE DELIVERY MODEL DEVELOPMENT OF OUR HR SSC
|
Organize global HR Operations
Simplify our HRIS
Leverage our 3 HR SSC
Put in place a Value Chain Approach
BUILD OUR NEW SERVICE DELIVERY MODEL OUR 4 PRIORITIES
24 October, 2014 P.6 C1 | GROUP HUMAN RESOURCES DIVISION
Technology
Information
Organization
&
Governance Process
Sourcing
Placement Skills &
Talents
SDM components
|
ENABLING OUR NEW SERIVICE DELIVERY MODEL PLACEMENT AS A KEY FACILITATOR LEVERAGING OUR 3 HR SSC
24 October, 2014 P.7 C1 | GROUP HUMAN RESOURCES DIVISION
Our 3 HR SSC
in Societe Generale
• Creation of the 1st onshore HR SSC in
France / PARIS - 2003
• Creation of HR SSC BANGALORE-
2010 for Asian & American entities & UK
• Creation of HR SSC BUCHAREST –
2012 for European entities
SGP
HKG
KOR JPN
CHN
IND SAU
USA
UK LUX
SW RO
HR SSC
BANGALORE
HR SSC
BUCHAREST
HR SSC
PARIS- CPP
Activities managed in
HR SSC
Workforce
administration
Learning distribution
Recruitment
administration
Contact Center
Reporting
Technology
Information
Organization
&
Governance Process
Sourcing
Placement Skills &
Talents
| 24 October, 2014 P.8 C1 | GROUP HUMAN RESOURCES DIVISION
CHAPTER 03
TRANSFER OF ACTIVITIES IN HR SSC OPPORTUNITY TO IMPROVE
| 24 October, 2014 P.9 C1 | GROUP HUMAN RESOURCES DIVISION
Reminder: Rebalancing between our HR SSC to capitalize on the strengths of each HR SSC
SGP
HKG
KOR
JPN
CHN
IND
SAU
USA
UK
LUX
SW
RO
HR SSC
BANGALORE
HR SSC
BUCHAREST
HR SSC
PARIS- CPP
Creation 2012
International scope
Multi languages
Creation 2003
French activities
| 24 October, 2014 P.10 C1 | GROUP HUMAN RESOURCES DIVISION
Some processes have been simplified just before
the transfer
• Knowledge transfer: an opportunity to challenge the AS IS
while writing/ rewriting / understanding procedures
• Quick wins
Employees files dematerialization as an major lever
of optimization
• Improve the operational efficiency – optimize document
processing (accessibility, storage, traceability….)
• Strengthen personnel data security
• Limit operational risks and improve document traceability
• Homogenize file processing, Unify the personal
administrative files, Take a first step in aligning processes
with legal requirements and constraints
During the project some improvements…
| 24 October, 2014 P.11 C1 | GROUP HUMAN RESOURCES DIVISION
CHAPTER 04
WITHIN BUCHAREST HR SSC EXAMPLE OF A CONTINUOUS IMPROVEMENT APPROACH
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Creation 2012
150 agents, HR & BPO expertise
mix, 70% French speakers
Activities
• Contact Center & HR operations
• HR IS & Reporting
• Transition & Quality
• Average of 25k tickets processed each
month
Geographical scope :
SOCIETE GENERALE BUCHAREST HR SSC In a nutshell
2012
Foundation
Romania & Corporate processes (French, English, Romanian)
2013
International Expansion
Luxembourg, Switzerland, Corporate processes in Czech & Russian
2014
New step: FRANCE operations
Bucharest as a regional Center of Excellence for HRIS deployment
| 24 October, 2014 P.13 C1 | GROUP HUMAN RESOURCES DIVISION
SOCIETE GENERALE BUCHAREST HR SSC Current organization
HR SSC LEAD
Contact Center Europe
Operations France
Operations
Relationship Management
Transition & Continuous
Improvement
HRIS & Reporting
ONE TEAM
|
Robust & agile model
People
Quality & CRM
Risk mgt Technology
Transition methodology
24 October, 2014 P.14 C1 | GROUP HUMAN RESOURCES DIVISION
SOCIETE GENERALE BUCHAREST HR SSC Robust and agile model
|
10/24/2014 P.15
Continuous Improvement Portfolio
Innovation
Minimize risk
Risk Mngt. Quality
SOCIETE GENERALE BUCHAREST HR SSC Continuous improvement approach
Create a quality culture within
SG HR SSC BUCHAREST
Initiatives: •Visual Performance
Management
•IDEA Program
•Quality Newsletter
•L6S certifications
Address risk in a proactive
manner & increase
transparency
Initiatives: •Knowledge Mngt – Standard
Operating Procedures audit
•Incident Framework
| 16
Provide management with the appropriate tools for measuring teams’
productivity
Increase awareness within operational teams in terms of overall performance
Focus on :
Accuracy
• Quality Checks Client: complains from customer
• Quality Checks Cross Teams: complains from other SSC teams
• Quality Checks Internal: random daily checks
Productivity
A FINAL RANKING is calculated for each individual based on productivity % and accuracy %
The winners are announced on a
weekly
monthly
quarterly
yearly basis
SOCIETE GENERALE BUCHAREST HR SSC Visual performance management
| 17
4 months results: 64 Ideas submitted 26 Ideas implemented
Olympics in Six Sigma
2013
• ~20 Lean Ideas implemented
• 2 Six Sigma Projects implemented
IDEA Program
2014
• Teams passing stabilization phase: 50% of the team members to have 1 lean idea implemented by FY14
• Teams under stabilization: 10% of the team members to have 1 lean idea implemented by FY14
SOCIETE GENERALE BUCHAREST HR SSC IDEA program
| 18
Lean6Sigma Certifications
2013/2014: Green Belt certifications Black Belt certification
Quality Awareness Lean6Sigma Training sessions
•2013 – Green Belt training session organized •2014 Objectives:
• Green Belt Training • Lean Management/BPM Overview • Yellow Belt Trainings – 40% of the overall population – HR
SSC trainers
Quality Newsletter
SOCIETE GENERALE BUCHAREST HR SSC Quality awareness & L6S certifications
| 24 October, 2014 P.19 C1 | GROUP HUMAN RESOURCES DIVISION
CHAPTER 05
LONG TERM POTENTIAL EVOLUTION OF HR SSC
| DATE 00/00/2011 P.20 C1 | CORPORATE HUMAN RESOURCES DIVISION
HR TRANSFORMATION JOURNEY A HIGH POTENTIAL OPERATING MODEL BASED ON SHARED SERVICE CENTERS
EXTENSION OF RANGE OF SERVICES
New activities handled by SSC
GLOBALIZATION OF SPECIFIC SERVICES
One service can be globally handled by one SSC
EXPANSION OF GEOGRAPHIC COVERAGE
New countries transfer their activities to a SSC
DECOUPLING
Split of a process between different SSCs
INTEROPERABILITY
Each SSC can replace an other SSC
Early Stage
1
5
4
3
2
STANDARDIZATION OF PROCESSES
Industrialization & standardization
6