It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.

Transcription

1 Dirk Ehlers

2 It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin

3 Preface Macsteel Board approved the IsiGuBhu (Beating to the rhythm of one beat!!! )Project for all Macsteel business units and for all SAP ERP Solutions. Human Resource Solution was to set the tone especially from a Learning Perspective.

4 What I ll cover

5 Project Background MACSTEEL SERVICE CENTRES SA (PTY) LTD Leading stockist, processor and distributor of various forms of steel and other metals 11 business units with a network of more than 60 branches in Southern Africa with staff Mission to create sustainable industrial businesses pursuing differentiation and low cost in their operating environments This mission is achieved via the IsiGuBhu program which is a Business Process Reengineering (BPR) initiative that aims to reduce organisational layers, eliminate activities and establish best business practices Firstly, redesign functional organisations into cross-functional teams Secondly, use technology to improve data dissemination and decision making

6 Project Background (MSCSA) Leading 11 stockist, processor and distributor business units staff 60 branches Sustainable industrial businesses

7 Project Background (MSCSA) The IsiGuBhu program is a Business Process Re-engineering (BPR) initiative that aims to reduce organisational layers, eliminate activities and establish best business practices

8 Project Background (MSCSA) Cross-functional teams to drive BPR objectives Improve data dissemination and decision making Facilitate Enterprise Learning through in-house developed e-learning programmes

9 IsiGuBhu Program Objectives Refocus on customer needs Redesign core processes Reorganise cross-functional teams with end-to-end responsibility Organisational and people issues Improve business processes across the supply chain and support structures

10 Project Background IsiGuBhu program expected benefits Reduces costs and cycle times Eliminate unproductive activities Decreases need for 8 management layers Accelerates information flow Eliminates errors and rework caused by multiple handoffs Improves quality by reducing fragmentation Establish clear ownership of processes Responsibility for output Measure performance based on prompt feedback Unlock the full potential of the organisation Corporatise organisation through a common, modern and effective IT platform

11 What I ll cover

12 The Human Resource Challenge Bill of materials approved upfront Level of maturity - especially HCM practices HR strategic direction and road map HR organisational structure No standard HR business processes Training and development strategy Authorisations

13 The Human Resource Challenge SAP HCM portfolio Workforce planning and analytics HCM Service Delivery Core HR and payroll Employee data Organisational data Competency data Time and attendance management Talent management

14 The Human Resource Challenge SAP HCM portfolio Workforce planning and analytics Executive analytics Ad hoc reporting Core HR and payroll SAP ERP HCM Phase I & II HR administration Organisational management Organisational visualisation Benefits enrolment and administration Payroll processing Employee file management Reporting and analytics Document presentment Time and attendance management Time management Workforce scheduling and optimisation Forecast and plan Rostering Analyse and schedule Employee data Organisational data Competency data HCM Service Delivery Employee self service Manager self service SAP Interactive & web forms Shared service framework Mobile SAP ERP HCM Phase II Talent management Employee performance management Compensation management Talent assessment Succession management Talent development and learning Recruiting

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16 Overall Strategy and Approach Re-confirm overall mandates and solution updates Conduct maturity assessment Reschedule project milestones and deliverables Provide upfront information on all SAP standard business processes, reports and business rules Compile e-learning (WPB) as well as voice recordings of business processes Establish ownership Monitor change adoption (R=I x A²)

17 Overall Strategy and Approach SAP HCM implementation & change objectives How to transform the HR department from a reactionary environment into a strategic planning organisation Understand all of the business processes Realise the corporate goals and objectives How to determine the critical integration points in SAP ERP HCM and other modules How to utilise this functionality throughout the company

18 Overall Strategy and Approach HR maturity assessment SAP HCM Implementation Roadmap (Macsteel) IsiGuBhu Project SAP ERP HCM Module Current Maturity Level OM 2 Structure management EA Process Value Chain Processes Level 2012 Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q Maturity Level Achieved Comment 5 3 All processes up to work centres PA 3 Employee management 5 3 Only biographical and excl benefits TEM 2 ETD management 5 3 Only catalogues, scheduling and bookings Monitoring, control and reports 2 HCM reporting SAP std 3 All levels (SAP Standard, ad-hoc, analytics) Earliest start for PD 2 People development 5 3 Adding value to TEM and OM Earliest start for PY (Oracle to SAP) 3 Payments & comp 5 3 Completing HCM foundational processes Earliest start for time mgmt (Kronos to SAP) 3 Employee management 4 4 Subject to decision on KRONOS

19 Overall Strategy and Approach HR maturity assessment SAP HCM Implementation Roadmap (Macsteel) IsiGuBhu Project Value Adding Modules Current Maturity Level Value Chain Processes EA Process Level 2012 Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q Maturity Level Achieved Recruitment 2 On-boarding 5 3 Blueprint and realisation Comment Performance management 2 Employee mgnt & dev 5 3 Blueprint and realisation Employment relations 2 Employment mgnt 5 3 Employment relations and wellness Compensation management 2 Payments & comp 5 3 More to do with compliance issues HRP/PCP 2 Planning and analytics 5 3 Setting strategic capabilities Monitoring, control and reports 2 HCM reporting All levels 3 Focusing on analytics and SWP NAKISA 1 Structure management 5 3 Organisational visualisation & planning and talent ESS/MSS 1 Service delivery 5 3 E-services

20 Overall Strategy and Approach HR maturity assessment SAP HCM Implementation Roadmap (Macsteel) IsiGuBhu Project Advanced Modules Current Maturity Level Value Chain Processes EA Process Level 2012 Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q Maturity Level Achieved Comment Portal enhancements 1 HRIS 2 4 E-services (Not started) e-comp 0 Payments & comp 2 3 E-services (Not started) e-recruitment 0 On-boarding 2 4 E-services (Not started) LSO 0 Employee mgnt & development 2 4 On-line learning capabilities (Not started) HCM value analytics 0 HCM forecasting 2 4 Integration with SEM Employee interaction centres 1 Service delivery 2 3 Part of re-structuring HCM SAP HANA 0 HR reporting and analytics 2 4 Subject to decision on timelines SAP success factors (Cloud) 0 HR reporting and analytics 2 4 Subject to decision on timelines Mobile Service delivery 2 5 Subject to decision on timelines

21 Overall Strategy and Approach HR maturity assessment SAP HCM Implementation Roadmap (Macsteel) IsiGuBhu Project Change Adoption Levers HR re-structuring and staffing Current Maturity Level Value Chain Processes EA Process Level 2012 Q Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q Maturity Level Achieved Comment 3 All All New HR model and capabilities Policy and practices 3 All All Organisational development BPM 1 All All Continuous improvement Datango 1 Employee mgnt & development All Training Change management 2 All All Communication Overall HCM capability maturity Refer to legend Legend Foundational/Core Modules (OM/PA; PY; TM) 1 to 2 years Value Added (Talent Management & Workforce Analytics) 2 3 years Service Delivery & Intelligence 3 5 years Business processes includes: human resource planning, org mngt, benefits and employee administration, payroll postings and time management SAP Employee Workforce Management Transactions ito: Org units, positions, jobs, employee benefits, personnel actions, payroll postings, planned/un-planned leave, time recording (attendances) Business processes involving the Employee Lifecycle wrt: recruiting, career and success planning, perf mngt, education, training and development SAP People Lifecycle Management Transactions ito: workforce planning, recruitment, perf mngt, training and development, reward and recognition, retention and exit management matured Value Added HR enabling informed decision making Business partnership (talent management, career and succession planning, pipeline management, ETD, assessment and interaction centres)

22 Overall Strategy and Approach HCM Road Map New HCM business architecture implemented Jul Start adopting to new HCM business architecture Mar Jun Inform business Redefine the HCM strategy and design principles Aug 2012 Blueprint and configure new SAP system Document required policy and procedures Install NAKISA and WPB Jan Change impact management Oct 2012 Nov 2012 Create new organisational design and structure Appoint new people to positions

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24 Lessons Learnt Competent and specialised project team and support structure/project governances Process ownership HCM strategy and plan Change management versus communication Structure management Training standards specifically e-learning Phased approach SAP Standard HCM business process architecture Policy and procedures reviews

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26 Key Points to take home SAP standard Change adoption Project governance Top cover and support Team work

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28 Contact