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Seminar C2 Moving from Transactional to Strategic
HR to Add Value to Your Business
MOVING FROM TRANSACTIONAL TO STRATEGIC HR
TO ADD VALUE TO YOUR BUSINESS
Mark Judd, VP, HCM Product Strategy, EMEA
Alison Cowdall, Senior Director HR Services, AstraZeneca
Helen Gowler, Global HR Technology Lead, Avon
Workday Confidential Your Success Is Our Success
Technology Designed for the Digital Age
One architecture
One community
One source of truth
One experience
One security model
One version
One Deployment model
Moving from Transactional To Strategic HR
Using Technology to Add Value Alison Cowdall- CIPD Conference October 2017
AstraZeneca – Who are We?
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59,700 employees globally; 13,700 in N. America
Focus on discovery, development, commercialization of primary/specialty-care meds
137 projects in clinical pipeline; 11 new molecular entities in late-stage clinical development or under regulatory review
Achieve Scientific
Leadership
Return to Growth
Be a Great Place to
Work
3 Strategic Priorities
Oncology Respiratory, Inflammation & Autoimmunity
Cardiovascular & Metabolic Diseases
Infection, neuroscience, and gastrointestinal
Opportunity-Driven Main Therapy Areas
A
7
The Problems We Needed to Solve:
Non Consistent
Global Processes
Payroll Accuracy
Multiple sources of
data
No consistent HR Metrics
Inconsistent Administration and Delivery
No seat at the strategic business table
Data gathering rather than decision making
Perception of Inefficiency
HR Technology Transformation Timeline:
Oct 2016
HCM Performance Succession
Launch My HR Advisory Teams July 20 – December 2016
Apr 2017
Jan 2016
Wor
kday
H
R F
unct
ion
May 2015
Advanced Comp 50 countries 2016
Recruiting 53 countries
Aug 2016
Nov 2017
Change Payroll arrangements – 73 countries January 2016 – November 2017
Deployment of Workday Time / Absence 58 countries October 2016 – January 2018
Recruiting 20 countries
Launch new Global Career
Site
Deploy Field Glass 9 countries November 2017 –
June 2018
Deploy SABA Cloud to all countries
Advanced Comp 23 countries
Jan 2017
9
HR….Possibly Too Exhausted to be Strategic………
10
Challenges of Transitioning to a Strategic Approach:
Change fatigue
Capability
Culture
Adoption of new
Processes / governance
Data Accuracy
11
Becoming a more strategic HR – Using Data
Execution Focused
Goal setting Linking reward
to performance Capability Gap
Development
Metrics Driven
Recruitment Performance
Employees with plans
Benefits Achieved
Financially Savvy
Manage spend in annual reward
Tracking of recruitment costs
Might seem like that sometimes
and comments questions
? ?
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The Journey from Transactional to Strategic HR
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Helen Gowler
CIPD Conference
Who are we?
Our Vision
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Just 3 years ago
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What was the problem we were trying to solve
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No centralised
people analytics strategy
Missing or incorrect
data
Lack of core Global HR processes
Inconsistent definition of data fields
• Innovative, designed for speed, usability, flexibility
• Cloud-based technology, lower total cost of ownership
• Global source of truth for human capital management
• Actionable insight using sophisticated HR Analytics
• Constant innovation, new version every six months
• Intuitive user interface
What did we need?
HR Technology Timeline:
Oct 2015
HCM Comp 64 countries
Launch Global Data Governance Program
Mar 2016
Oct 2014
HR
Tec
hnol
ogy
Wor
kday
Apr 2014
Nov 2014
July 2017
Deploy case management tool with enhanced functionality
Launch review of Global HR Portal
Diagnostics for WF Planning, Recruiting, Learning solutions
Jan 2016
16 additional payroll countries
Advanced Comp 64 countries
Advanced Review of Scorecards and Dashboards
Workday Value Realisation Study
Global Talent Review and Succession Planning 64 countries
Performance Management 64 countries
Workday
Advanced Comp, HCM, Talent, Performance, Scorecards and Dashboards
Supporting Technology
Diagnosis of Workday Usage, Global Portal and Case Management Review, Advanced
Analytics, review of Payroll
Validation of findings and assumptions
Activities to support the implementation of our people strategy
Value Realisation of our core system of record Workday, deployment of core modules
Analyse which areas can improve in terms of business value and provide an enhanced associate experience
Investigate additional areas for future HRIS solutions, including portal, workforce planning, recruitment and learning platforms
Phas
e A
ctiv
ity
2014 - 2016 2017
Stra
tegy
* Names and roles in appendix
HR Technology Landscape: Where is Avon Cosmetics vs. High Performers
4
1
2
3
Leading Edge
Advanced
Emerging
Foundational
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50HR Strategy Alignment
HR Service Delivery Model
Talent Management
HR Technology Landscape
HR Business Process Definition
HR Data and Analytics
High Performers Maturity Score Your Maturity Score
Apply Business Judgement through Change
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Avon has outlined a high-level action plan to achieve leading edge
• Leverage full capabilities of insights, dashboards, worklets, alerts, reports, and harmonize the data model
• Drive evidence based decision making supported by robust reporting framework
Maximise the value of the people data
Unified Business Analytics Strategy
• Leverage Workday functionalities current suite and mobile • Assess other HRIS solutions to improve HR processes • Leverage single sign on to access Workday process
Enhance the Associate Experience
Integrated Associate Centred Technologies
• Harmonize processes with end-user lens: roles, responsibilities, governance • Leverage additional functionality to enhance the User Experience
Maximise HR strategic advantage with effective
process design HR Core Processes
• Review business process design to leverage self service: simple, predictable process and maximise functionality to store key documents
• Refine Global Security Model: simplify model and architecture; improve control and audit procedures; enable HR to access and view relevant data
Enable process and technology to support HR
future roadmap People Data Framework
and Service Model
Headline Actions Objective
Future Opportunity
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Questions?