global human capital management | hr services | syngenta: our hcm story
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http://bit.ly/ZnURBR - The HCM Journey From strategy and decision making to implementation and service delivery, Mark Brinkler – Head of HR | Services for Syngenta explores the challenges and lessons learned throughout the journey to rethink human capital management - http://bit.ly/ZnURBRTRANSCRIPT
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Syngenta: Our HCM Story Mark Brinkler Head of HR Services, Syngenta
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Syngenta Has Three Businesses
SEEDS LAWN & GARDEN CROP PROTECTION
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Over $1 billion annual R&D investment and 5,000 staff
Over 27,000 employees in some 90 countries
Sales in 2011: $13.3 billion
Syngenta Has Passionate People And A Strong Platform For Growth
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Did You Know…?
4 million tonnes of cotton are grown using our crop protection
products, that’s the equivalent of 20 billion t-shirts every year
1 in 6 tomatoes is grown using Syngenta seed
32% of the global market of sweet corn,
5 million tonnes, is from Syngenta seed
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Did You Know…?
By 2050, global population will rise by
about a third to 9 billion people…
Source: FAO, World Bank statistics, Syngenta
…but global calorie demand
will increase by 50%
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Our Question – How Can We Help Small and Large Farms Meet the Challenges of Global Food Security?
With greater food security in an environmentally sustainable way to an increasing
populous world by creating a worldwide step-change in farm productivity
8M Large-scale farms
>100 Ha
450M Smallholder farms
~100 Ha
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Looking Back We Saw Global Challenges Providing Us With Unique Growth Opportunities
However growing in the future would require change…
HOW DO WE FEED A GROWING WORLD POPULATION?
Get more from existing farmland
Farm new land
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Our Opportunities To Shape Our Future
Building and Investing
Growth Through Acquisition
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We Launched Our Syngenta Business Services (SBS) Transformation In 2009 With The Challenge To:
• Develop standardized processes and platforms utilizing technology
• Develop scalable solutions through strategic partnerships
• Develop more integrated ways of working
• Develop new capabilities to support our strategy “get ready”
Every dollar we save in operational efficiency can be reinvested into R&D and fund future growth
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Our HR Services Journey
Oct 2010 Oct 2012 June 2014 2014 + onwards
Seamless transition
Consolidation
Improved service excellence
Standardisation
Release workforce performance
Leverage
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Classification: PUBLIC
World wide HR outsourcing footprint
Full organizational integration
New global service management organization
World wide policies
Single point of truth (e-HR) and HR platform world wide
Since October 2010 Within HR Services We Have…
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We Have Seen Benefits In a Number of Areas Already...
Classification: PUBLIC
Speed
Scalability and leverage
Compliance
Visibility
Efficiency and streamlining
Enabling global policy
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Finally, Our Transformation Journey Has Been About a Mindset Shift
Managing Change
Process
Procedure Task
Mechanism
Measurement
About relationships and people
Taking people on a journey
Helping them let go
Helping them embrace
Leading Change
Don’t confuse with
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Thank you Mark Brinkler Head of HR Services, Syngenta
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Air Products and Chemicals Inc. The Journey to Global Business Support Services Lonnie Maddox - Director Global HR Services Ferdinand Dragtstra - Manager HR Services Europe
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• Global atmospheric, process and specialty gases, performance materials, equipment and services provider
• Fortune 500 Company
• Over 40 countries
• 21,300 employees
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Our Journey to Global Business Support Services (GBSS)
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GBSS History 2000 • New direction to manage as “One Company” with consistent work processes
• Global, single-instance ERP system initiative began
2007 • Functionally aligned shared services • Inconsistent practices • Risk of having high cost centers
2008 • Global, single-instance ERP system initiative complete (>93% on SAP) • Global infrastructure review kicked off by CEO
2009 • Multi-functional shared services established, GBSS
2010 • GBSS employees (>97%) located in one of four regional centers • Single instance ERP covering >95% of business operations
2013 • Expansion of scope each quarter (including M & A)
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Clear Vision & Mission
“Enhance our customers’ experience
and enable Air Products to win by delivering
exceptional service at competitive cost”
Air Products and Chemicals Inc.
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Clear Vision & Mission
Integrate the voice of the customer
Provide employees with the skills,
training, tools, and environment
Ensure correct, credible, and
accessible data
Execute
Drive flawless execution
Deliver consistent and predictable
cost productivity
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Business Support Services: An Evolving Journey
Service culture
Leading practices
Products/service innovation
Infrastructure
Functions Work Process Service
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Multi-Functional Shared Services
Common Interface with Business Units
Workstreams are organized horizontally into end-to-end Business Services
Contract to order (TSS)
Order to deliver
Invoice to cash
Hire to Retire
Requisition to pay EN
AB
LEM
EN
T &
CI
Business Units
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Why Create a Multi-functional Global Business Support Services Organization? • Natural evolution of shared services strategy • Build on successful Functional SSC implementations • Enable step change from functionally delivered support services to shared
services delivering functional cost efficiency and overhead reduction • Provide ability to optimize the competitive advantage of global processes
and single instance ERP platform • Best practice in industry for process optimization
Enable growth while improving the customer experience with speed, agility and be a recognized source of competitive advantage
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Leverage
Service culture
Leading practices
Product innovation
Infrastructure
Leveraging the best attributes
Decentralized Centralized
Redundant
Inefficient
Non- Standardized
Customer Focused
Business Intelligence
Unresponsive
Detached from business
Inflexible
Economies of Scale
Standardized Processes
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How GBSS became successful for Air Products
CEO Engagement & Executive Alignment
Rigorous Project Governance
Common Underlying
Work Process
Managing by Principles vs. Prescription
Constructive Conflict Builds
Alignment
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Lessons Learned
• Early and sustained top-down leadership essential • Resistance proportional to the difference between the “as-is”
and the “to-be” • Formation time shorter; stabilization time longer • Training curricula critical for fast formation and accommodate
service center staff turnover rates • Tracking KPIs from start; automatically available to all • Avoid transferring in ‘legacy’ tasks that are not process-aligned • Leverage knowledge of our users
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Thank you Lonnie Maddox - Director Global HR Services Ferdinand Dragtstra - Manager HR Services Europe
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