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TRANSCRIPT
ANGELA NELLGold Fields / Vice President Talent, Performance and Leadership development
An HR transformational journey using SuccessFactors in a Mining company
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• Gold Fields’ journey and project objectives• Implementation process• Change management• Lessons learnt• Implementation• Summary
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Our business case and journey
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Gold Fields asked SuccessFactors to meet the following requirements:
• Expansive performance and talent system, and infrastructure
• Standardised HR systems across the group to support standardised processes with flexibility for regional nuances
• Integrated HR reporting and consistent HR data
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Talent and Performance management system standardised over 2 year period (manually maintained)
HR Payroll on SAP for Ghana, Peru, Australia
South Deep commenced SAP payroll/HCM implementation
Mineware bonus systems
Ghana – SAP training and events
Australia used Taleo for Recruitment
HR reporting on SAP portal – manual data input
Gold Fields system landscape for HR was
complex
• Multiple HR systems used across the
group
• Manually inputting and consolidating
data
• Manual systems – mostly Excel based
• High cost of different systems across the
regions
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• SuccessFactors was chosen initially as the technological system to drive better performance and talent management
• Gold Fields started a journey of standardising and optimising the HR function
• Business needs exceeded the original scope
• Processes and systems have been identified, optimised and standardised to reduce system scope during the implementation
SuccessFactors was seen as a critical driver of Human Resource Transformation
Responsibility rests with EVP People and Organisational Effectiveness - ExCo support
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• SuccessFactors implementation required across Gold Fields’ four regions plus the corporate office
• Implementation had to be in Spanish as well as English
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Variable pay on hold
Implemented In Progress Business case phase
June- Oct2015
June 2015 to March 2016
(Tech)Launch April
2017
Aug 2015 –April 2016Again April
2017 changes
June- Oct2015
Sept 2015 – March
2016
Aug 2015 –Dec 2015 –
break – restart March 2016
June- Oct2015
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Why start with talent modules?
• Start with the key business needs and
build credibility
• Get buy in with fun and engaging
modules
• Build HR capability with systems in
areas we know well
• Employee Central is a fundamental
change to how HR operates
• Focus on adding value in the journey Talent modules
Employee Central
On boarding
Workforce analytics
Strategic workforce planning
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Change management approach
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SuccessFactors for Gold Fields was a Transformational Change
…….not just a system change. Therefore the change effort was not underestimated – we changed business processes and systems and the roles of people!
11
DevelopmentalChange
Improvement of skills, knowledge, practice,
or performance
Transitional Change
Replacement or redesign of strategy, structures, systems,
processes, technology or work practices
Transformational Change
Overhaul of strategy, structure, systems,
processes, technology, work, culture,
behavior, and mindset
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• Awareness campaign that
embedded the strategy
• Road shows
• Videos by module
• How to guides
• Toolkits linked to policies –
new
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Jam is a great tool
to raise awareness
during your
roll-out
Extensive usage
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Recruitment Module overview video (v2)
Recruitment PosterLearning module overview video
Superuser how to cheat sheets
Supplement in-house
communications programme
with SucessFactors job aids
as well as guides for
standard implementations
and/or processes
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Detailed guides for complex modules e.g.
succession
With “placemats” for complex talent concepts
Manager vs end user guides
Complexity of the module determines the change effort required –Succession was complex for our audience and despite being one of the later modules it is now integrated
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Communications job never stops
What did we learn?
• Entrench the SuccessFactors processes in induction and
policy documents Re-launch in some regions was required to
increase buy in depending on maturity in the regions
• Train as many HR people as possible to be superusers–
people leave and then your training has to start again
• Upgrades require change management
• Educate executives around the possible challenges with a
cloud-based solution – support calls; upgrades; downtime
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HR competency requirements required more attention from us in this roll-out – balance between traditional HR and Business Partner models.
HR datafication
Virtualisation, Globalisation and Virtual Tools Mobile tools
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Module overview
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Employee profile
• Base – steep learning curve
• Data mapping
• Understanding terminology
• UDF
Goals and performance
• Template driven
• Business process is key
• Standardisation is possible
• Start with basics and don’t get too complex
Recruitment
• Template driven
• work
• Balance between standardisation and regional nuances
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Learning
• Takes longest
• Hardest to learn as it is complex for administrators
• Loading courses is time consuming
• Jam and learning go hand in hand
Succession
• Integrated with other modules
• Position-based model is different to other modules
Compensation
• Build this right from the start to allow for annual updates
• Complex
• A lot of code required
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Employee central
• Complex
• Event derivation standardisation
• Permission at field level
• Complex SAP data mapping
Meeting business expectations
• Is the next challenge
• Keeping up to date with upgrades
• Updates according to business process changes
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Objectives & performance Ease of implementation
Was a standardised process in the business
Form-based with standard settings
Ran a pilot for end-of-year ratings for 2 regions
Business process well documented and understood
Extended scope by adding Performance improvement forms; 360 assessment; Exit interview templates and values recognition scheme
Competency libraries available are good, but you need to understand what they do
Challenges Calibration did not work as we had a decimal point in the rating scale
Business process change required for the calculation of a final rating
Manually importing objectives mid-year is onerous, complicated – benefits doubtful
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Performance forms
are versatile
But start simple.
Start with what
you need, not what
you want!
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Recruitment (did not purchase on-boarding module)
Ease of implementation
Australian region had a very effective recruitment department and that was used as a Blueprint
Module lead was a recruitment expert in Gold Fields and excellent on previous recruitment systems
Template driven implementation
Mobile application for approvals was extremely well received
Great to have internal applicant and external applicant site – some initial teething problems
Challenges Uploading of historical data – CVs loaded on the previous database on previous system was difficult to upload and we struggled with a technical solution. It took a long time to upload once a solution was received
Variations on route map and template required later for different regions - don’t try and force standardisation where it does not make sense
Slow uptake in regions, which did not have fully fledged recruitment departments
Generating the reports and dashboards were challenging
Manual setting-up of permissions groups – dynamic groups were not set up
Upgrades did affect permission settings on mobile
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SuccessionEase of implementation
Most complex of the talent modules – introduction of the MDF• opted for a position model due to journey to Employee Central
9 box matrix mapping works well
Links with performance forms possible
Presentation function works exceptionally well for talent reviews – though settings cannot be updated automatically
Challenges Position model does not sync automatically with person-based model – two structures now needed to be maintained
Permissions tended to be more complex – talent data is sensitive
9 box matrix mapping to correct data points on x and y-axis was a challenge- it averaged ratings over 2 years etc
Calibration of 9 box was not automatic – developed a workaround to calibrate ratings without affecting performance score history
Technical support and leadership on this module was key
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Career developmentEase of implementation
We implemented CDP lite
Only implemented the individual development plan Other elements will be launched once business is ready
Challenges Business needs to map the roles, competencies etc if module is used to its full potential – need updated role profiles, competencies etc Job profile builder is on our new road map
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Learning and JamEase of implementation
Most complex of the modules into terms of admin functionality and HR time to build
Based on Plateau platform and not Bizex like other modules, which does allow additional flexibility
A range of additional off-the-shelf, subscriber content is available now for e-learning content e.g.Linda.com/ HarvardManager, etc
Training the trainer on this module is onerous
Surprisingly good uptake of Jam – creation of groups by employees, particularly via mobile
All SuccessFactors learning material was loaded on Jam for users
Challenges Significant effort required to create a course catalogue/ load content
E-learning content must be in a specific format – SCORM. We trained our team on Adobe Captivate but producing learning content is an art
Need to launch learning with content to have an impact
Need to clear history before you go live after loading courses
Check bandwidth in your operations to play video content
Content server set-up and replication is a technical requirement
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CompensationEase of implementation
Not easy to implement – get to know the functionality of this module before implementing. Most of what we wanted to do would have been better in variable pay
Challenges Workflow variations were challenging - map roles and workflows in all modules first and develop a role-based permissions framework upfront
Manual intervention required to make our salary increase, bonus and long term incentive plans work
Used an extended UDF for this module, which caused problems when this module was running in parallel with other modules – think about the timing of implementing this module – map the data to SAP instances early on
No room for error with compensation – role based permissions must be right up front
Needed additional templates to accommodate all the rules for the regions
Plan for the annual changes you require – don’t hard-code as this requires a lot of rework
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Employee CentralEase of implementation
Complex implementation when working across different SAP instances that are not standardised
Challenges Scoping this work upfront is challenging – devil is in the detail and impossible to plan up-front in its entirety
Balance between standardisation and regional requirements
Bridging the gap between business process understanding and technical understanding – we started with the stage gate of scoping the work first and then re-scoped
RDS (Rapid deployment solution) is quick to implement but didn’t meet our unique needs
Data migration is a large effort – ensure you have the right expertise
Integration with phase 1 modules – particularly recruitment, succession, on premise SAP
Workflow standardisation – we had in excess of 150 workflows
Completely needed to rework role-based permission set up from phase 1 modules
Technical leadership on this module is a key success criteria – ensure you implementation partner provides this leadership
Change effort is large – requiring some org re-design in some instances
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SF Preferred care
IT support and call logging
(partner)
Experts by module
SAP call logging
Implementation partner post go
live support
Business Support
(processes and how to)
Superusers per module
Superusers per region
Gold Fields Support model – is evolving over time
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Lessons learnt
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Integration between modules requires system thinking
Language pack
Role based permissions framework
Business process mapping and standardisation
Technical leadership from implementation partner
Upgrades during go live
Skills of business team
Data mapping for UDF
Know enough of the detail to make good decisions
Agree on a support model
Lessons learnt
THANK YOU
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