RWE GBS HR Journey to efficient HR shared services operations

Transcription

1 RWE GBS HR Journey to efficient HR shared services operations Oliver Henrichs, GPO HR, RWE Hendrik Schmahl, Director, Deloitte Linda Gross, Senior Manager, Deloitte

2 RWE today: Leading positions in core markets* * Market positions of the RWE Group in terms of sales, No. 1 in the German electricity market and in the East gas market No. 3 in the German gas market No. 4 in the UK RWE npower electricity and No. 5 in the gas market No. 2 in the Dutch electricity market and gas market 2

3 RWE today: Facts & Figures as of 31 December 2013 RWE s customers in million 16 Electricity 9 Water Renewable Production Virtual Power Plants 7 Gas RWE s key figures in Mio External revenue Legal entities DE EBITDA Legal entities Europe Operating results Employees Characteristics of the energy & gas industry Energy Efficiency Financial Regulation Almost Deloitte Shared Services, GBS & BPO Conference 2014

4 Initial Situation of the HR Journey Lack of focus on an overall HR Model and a missing group wide HR Strategy were the starting point of the HR Evolution Program for the RWE Group Start of 2013 Initial Situation Ongoing economic pressure on the RWE Group in the German and European market High and increasing expectations on the support functions to add value for the change Requirements set to HR to provide support to the business units in their change management and efficiency programs for HR in the context Independent and heterogeneous HR structures and focus areas in the business units Different initial situations of HR model in Germany, in the UK and in the Netherlands Moving from an HR SSC and GBS project to an holistic HR program - based on feasibility study, the focus was on initialization an HR SSC in a multi-tower environment High cost pressure on the supporting functions including HR Initial steps focus on HR SSC only without considering an holistic view of all HR functions and roles Demand to define a group-wide HR strategy and to move to an holistic HR program 4 Deloitte Shared Services, GBS & BPO Conference 2014

5 Framework of the HR Journey The HR Evolution Program encompassed a holistic transformation starting from the HR Strategy to the implementation of an overall HR Model Organization Burning Platform & Business Strategy HR Story (2020) HR Management Agenda (2015) Process Technology People RWE 2015 & Vision Mission Framework of the HR Evolution Program 5 Deloitte Shared Services, GBS & BPO Conference 2014

6 Embedment of the GBS HR The GBS HR is an integrated part of the HR Journey and an essential building block within RWE s House of HR and focussed on four defined HR Cluster during the HR Transformation Journey RWE s House of HR * HR Population (target) 10% HR Business Partner Group HR Center of Expertise 10-15% Scope of the GBS HR Transformation Journey Organization Process 25% Local HR HR Shared Services HR Governance 50-60% Technology People 6 Deloitte Shared Services, GBS & BPO Conference 2014

7 Journey of the GBS HR The GBS HR transformation journey was divided into four phases each phase was structured along the HR Clusters HR Cluster Plan & Vision Design Build Operate Organization Process Technology People Feasibility Study Business Case HR Service Delivery Model HR Technology Strategy HR SSC Governance HR IT Governance HR SSC Org Design HR SSC Network Global Process Design Transition Approach Functional Requirements HR Portal GBS HR Transformation Build the GBS HR Organization Built up DE SSC Hub (Lift&Shift) Built up UK SSC Hub (Lift&Shift) Serving 60,000 customers (and 50,000 pensioners) after transition /14 Since 06/ our approach 2014 our approach Today 7 Deloitte Shared Services, GBS & BPO Conference 2014

8 Journey of the GBS HR What did we do so far? The GBS HR transformation journey was divided into four phases each phase was structured along the HR Clusters HR 150 Cluster to-be processes Plan & Vision Design Build Operate Feasibility Study 30 workshops HR SSC Org with 900+ HR employees designed within 3 GBS HR Serving 60,000 Organization 70 RWE Business Case Design experts transferred during months up to level 5 Transformation customers involved HR Service HR SSC in process transition into Build the GBS (and new 50,000 Delivery Model design Network from all over HR Organization roles pensioners) after Process HR Technology Global Europe Process Built up DE SSC transition Strategy Design Hub (Lift&Shift) HR SSC Transition Built up UK SSC Technology Governance Approach Hub (Lift&Shift) Gathered, validated and Involvement of HR all IT Functional agreed on multiple stakeholder groups Governance Requirements 7 months of requirements for CoE, IT, including HR Portal People workers transition phase Reporting and Portal council 8 Deloitte Shared Services, GBS & BPO Conference /14 Since 06/ our approach 2014 our approach Today

9 Value driver # 4: Benefiting from Outsourcing HR Shared Services Network The aspiration level of the Business Case and RWE s regional structure / culture led to the HR SSC Network Value driver # 1: Enforced Migration time line The Migration approach enables the set up of the HR SSC network Group-wide HR cost savings < 30% of HR population Value driver # 2: Process-by-Process migration approach Value driver # 3: Increased bundling & & efficiency commitment 9 Deloitte Shared Services, GBS & BPO Conference 2014

10 HR SSC Network Design The ShS Network Design followed a holistic approach and reflected the European Governance structure HR Cluster HR SSC Org Structure Organization Process Technology People SSC Governance Process Ownership (GPO HR) HR IT Governance (GPO HR) Training & Enablement Regional Head UK Regional Head NL GPO HR Operation & Delivery Payroll, Comp & Ben. (PO) Pensions (PO) Sourcing (PO) People Management (PO) HR Services & Admin. (PO) Service Management HR Technology HR IT Demand Management HR IT Architecture & Solutions Portfolio Management Coordination & Project Mgmt Strategic HR Controlling 10 Deloitte Shared Services, GBS & BPO Conference 2014

11 HR SSC Org & Governance Design Sharing experience along our GBS HR journey What are we proud of? What are typical pitfalls you should be aware of? Detailed To-Be process design phase in less than a year Continuous, comprehensive management of all stakeholders Management of co-determination Smooth transition of OpCo go-live Agreed approach of all roles in the former HR model Alignment of all new HR roles Strive for continuous and sustainable communication and change management Strive for transparency Communication to the HR community on the process to lay off people Obtain strong support and buy in from Top Executive Level and what are your thoughts/experiences? 11 Deloitte Shared Services, GBS & BPO Conference 2014

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