the secret of driving cultural & strategic transformation through hr - david bowes
TRANSCRIPT
© WDS, A Xerox Company (2014)
© WDS, A Xerox Company. 2013 All rights reserved.
The secret of driving cultural and strategic transformation through HR
© WDS, A Xerox Company (2014)
WDS, A Xerox Company
• Think about the last time you had to call for tech-support. It doesn’t matter how proficient the support agent was, wouldn’t you have rather not had to call at all?
• That’s why we help our clients to deliver a better customer service experience by automating the process of care, identifying pain points and applying strategies to prevent problems (not just manage them)
• Customer Services Transformation through outsourced services, technology products and consulting.
• Dedicated to the wireless industry since 1995. A Xerox Company since 2012.
© WDS, A Xerox Company. 2013 All rights reserved.
Agenda
Business Challenge
• What was the problem we were facing?
Business Requirements
• What did we do to address the problem?
Key Lessons
• What did we learn?• What are the key
takeaways?
© WDS, A Xerox Company. 2013 All rights reserved.
Agenda
Business Challenge
• What was the problem we were facing?
© WDS, A Xerox Company (2014)
• Focussed on Telecoms, but broadening to other verticals.
• Selling solutions that understand and then improve the Customer Experience.
• A highly consultative sales approach.
• Performance metrics geared to developing value based relationships with customers.
• Requires a global network of experts to deliver growth (6 trial customers)
• And this is our limiting factor. Not cash. Not customers.
Business Strategy
© WDS, A Xerox Company (2014)
• The ability to scale to meet the market opportunity (destiny in our hands!)
• And doing it in a sustainable way
• The key enabler was developing Talent (Experts)
• Which prompted lots of questions…
Who are they?
What do we mean by “Expert”?
Are they good
enough?
What are they expert
in?
How many do we have?
12 or 128?
Where are they?
Do I have “latent” talent
available to be sold?
What is the potential value of our talent pool?
Do we need more?And if we do, how do we
“create” them?
What does the pipeline look like? Is it right?
How fast are we developing them?Is it fast enough?
How can speed it up?
The key challenges facing WDS
© WDS, A Xerox Company. 2013 All rights reserved.
Agenda
Business Requirements
• What did we do to address the problem?
© WDS, A Xerox Company (2014)
What is the Organisation Design?
• Start with your Vision & Strategy
• What are the Core Behaviours that underpin the desired culture?
• A Role Library identifies the roles needed to deliver the Vision
• Clear accountabilities and competencies for each Role.
• Bring them together in a Structure
• Establish standards for each step of the employee lifecycle.
• Incorporate the Organisation Design components into HR processes.
• Align the approach globally to allow the business to scale.
Resource Planning
Recruitment
On boarding
Performance Management
Learning & Development
Compensation and Benefits
Moving on
Standards
Accountability Unacceptable Acceptable Performing Exceeding
Understand the client arena, and develop an appropriate strategic response.
No strategy exists or is communicated. Responses are reactive and opportunistic, led by one person. Sales are tactical and transactional.
The CET understands the customer vision, strategy and imperatives; these are communicated in an Account Plan, and our response is appropriate, relevant to the client and aligned to our company vision of Enlightened Thinking.
The strategy is signed off by key stakeholders in the customer, who see Enlightened Thinking as a key part of shaping their user experience and service.
The customer contributes actively to developing the WDS strategy as they believe in the value Enlightened Thinking will derive.
Establish and co-ordinate strategically important relationships by networking in the customer.
There is a point to point relationship, where the Account Director holds relationships in the client to the exclusion of other members of the WDS team.
The Account Director systematically establishes networks of relationships inside the customer, so that the CET and other experts are able to engage and deliver through a team approach to the client, delivering expertise, solutions and value.
The Account Director escalates in the customer business, holding relationships that are influential, sit above the traditional technical buyers, and shapes the conversations between the members of the CET and the customer.
The Account Director develops the WDS brand inside the customer through leverage, positioning and teamwork. The relationships derive a competitive advantage in tendering and business development, and also ensure the client sees WDS as a value adding partner, not simply an outsource provider.
Takes accountability for developing propositions, solutions, socializing new ideas to help the customer and is responsible for the new business targets in the customer.
Personally writes all proposals and commercial responses, and is seen by the customer as the key contact for all technical and commercial negotiations.
Translates the needs of the customer into the CET, and co-ordinates a differentiating response which captures our technical capabilities to help the customer. The AD works with the CET to complete proposals,
Our solutions are of a high enough standard to impress the customer with our thinking, expertise and capability. We generate opportunities proactively that are in alignment with our brand values and we win deals that deliver to the
The tendering and business development effort shapes the thinking and procurement processes within the customer, so WDS derive unique information to aid the bid. Our customer-side allies provide support for our proposals because
Role Library Role Profiles
Competency Library
Organisation Design Components
© WDS, A Xerox Company (2014)
This led to the following HR Technology requirements
• Global
• Simple
• Maps to our Employee Lifecycle
• Configures to our Organisation Design
• Price
• Self Serve - A tool primarily for Employees and Managers. Managers are the
Channel. Equip them. Tool them up. They look after our most valuable asset
• Provide a Single source of truth.
• Integrates with other systems
• Roadmap
• Reporting
• Cloud based
© WDS, A Xerox Company (2014)
What impact were we looking for?
• The right number of Experts, in the right place at the right time
• More high performers, fewer low performers
• Retention of key talent. Less attrition where it hurts
• Better hiring decisions and more jobs filled internally
• Improve productivity• Clearer, more aligned goals• Managers and employees empowered• HR efficiency
• Increase employee engagement.
• Reduce risk – data integrity
• Increased Profit per employee
• HR as a Profit Centre... “The talent factory...”
Human Capital Scorecard:
© WDS, A Xerox Company (2014)
More about impact…
Recruitment and On-boarding:
Time to fill
Cost per hire, by band, by location, by role
Internal hire rate (for band 3 and above)
Voluntary attrition in first 180 days
% employees successful in their role after 1 year
Time taken to reach performance levels
Performance Management
Employee Engagement
Margin per employee
# experts at performance levels in their role
% employees at performance levels for their role
KPI grading rigour
The Value of our Human Capital
Learning and Development
Employee Engagement
Margin per employee
# experts at performance levels in their role
% employees fit for their role
The Value of our Human Capital
Resource Planning
Recruitment
On boarding
PerformanceL & D
Comp & Benefits
Moving on
Organisation Design:• Roles• Culture• Values• Core Competencies• Structure• Processes• Etc
Compensation and Benefits
Employee Engagement
Margin per employee by band
Retention
HR Effectiveness
HR Cost as % of Gross Profit
The Value of our Human Capital
The value of our Human Capital v revenue forecast
• Know what questions to ask.
• But don't necessarily keep asking the same questions
• Instead, let the data take you on a journey!
© WDS, A Xerox Company (2014)
Competency map
© WDS, A Xerox Company (2014)
Screen shot - HELIX
© WDS, A Xerox Company (2014)
Screen shot – Management Dashboard
© WDS, A Xerox Company. 2013 All rights reserved.
Agenda
Key Lessons
• What did we learn?• What are the key
takeaways?
© WDS, A Xerox Company (2014)
What are the secrets?
“A piece of information that is only known by one person or a few people and should not
be told to others”
Before you start...
....really get to know your business
Who decides about investments in HR Technology in your organisation?
HR (providing you know your business). And beware of what you don't know.
Role of IT?
Get the right team...
... and make sure they all know what you’re buying
Move at pace...
...and recognise you can’t have
everything from day 1
© WDS, A Xerox Company (2014)
Implementation Principles
• Global unless it can’t be– Keep it simple, consistent and global
• Iterate: try, learn, enhance– Walk before we can run– Get stakeholders hands-on and get some wins
• The single source of truth for Employee data.
• Empower Employees and Managers (aligned to culture)– Managers are the Channel to employees (like distributors are channels
to customers).– Accountability (workflow design)– Transparency
Know the questions you want answers to
But let the data take you on a journey
Its a journey.
Things will change.Embrace it and be brave (or stupid!)
