Session 199 VWR's Global Journey: Connecting Practices and Systems to Transforming HR

Transcription

1 Session 199 VWR's Global Journey: Connecting Practices and Systems to Transforming HR Patrick Crane, Director HR Services, VWR International Steve Parker, SVP NA & Strategic Advisor, Jeitosa Group International

2 About the Presenter: VWR International is a $4.1B global laboratory supply and distribution company doing business in 29 countries with over 8,000 associates working to streamline the way researchers across North America, Europe, and Asia Pacific stock and maintain their labs. VWR enables the advancement of the world's most critical research through the distribution of a highly diversified product line to most of the world's top pharmaceutical and biotech companies, as well as industrial, educational, and governmental organizations. Patrick Crane is the Director of HR Shared Services at VWR International. In this role, Patrick is responsible for supporting VWR through planning, developing, and implementing both global and domestic HR technology solutions. His 20-year career has included HR functional and IT management roles, which ignited his passion in establishing strategic direction for enterprise-wide global HR solutions as well as their implementations and optimizations. Patrick received his MBA in Human Resources Management from the University of Connecticut and BA in Social Psychology from the University of Rochester. He also holds a Project Management Professional (PMP) certification from the Project Management Institute (PMI).

3 About the Presenter: Jeitosa Group International is a global advisory and deployment firm that helps make global business possible by supporting organizations in their globalization efforts. Jeitosa offers broad global reach with hands-on knowledge of global best practices, local business processes, and country-specific requirements around the world. Steve Parker, Senior Vice President of North America and a Strategic Advisor with Jeitosa Group International, has over 30 years of experience working with clients to transform their HRIS applications. He has worked with many Fortune 500 companies on developing successful HR strategies and solutions. Steve has assisted organizations develop strategies that encompass in source, out source and BPO solutions that best meet their varied business needs.

4 Agenda Introductions VWR History / Business Overview Transformation of VWR HR Function Patrick Crane Workday Business Case Implementation Strategy Steve Parker Results and Next Steps Lessons Learned Patrick Crane Questions & Discussion

5 VWR Corporate Overview Patrick Crane

6 Enabling Science Since 1852 Empowering continuous improvement in many markets through Strength, Vision & Innovation From a foundation in Gold Mining to Global Leader in Laboratory Supplies Distribution

7 Creating Value: Global Footprint & Sourcing

8 DEDICATED community of highly trained people. Diverse Product Mix to Meet Your Diverse Needs

9 Transformation of VWR HR Function Frequent Ownership Changes - Impeded growth of HR Function Country-Focused HR Departments - Systems & processes designed to fulfill countryspecific or, at best, regional-specific needs Unsophisticated HR Systems (or none at all) - Became the norm Poor Technology Solutions - Chosen based on ease of implementation; low cost of ownership; minimal staff support required Labor-intensive, administratively burdensome HR processes But that all changed in 2006

10 Transformation of VWR HR Function VWR purchased by new private equity firm focused on long-term growth and future Initial Public Offering Majority of senior executive leadership replaced New leadership team individually selected to globalize the organization and bring it public HR Transformation SVP HR defined strategic vision for HR functional and implemented new organizational structure to support it Global HR Shared Services Global Centers of Excellent Geographic and Organizational Strategic HR Business Partners Single HR Technology platform identified as foundation for Globalization of HR function Standardization of HR processes and programs Establishment of Shared Services Infrastructure

11 Workday Business Case Steve Parker

12 VWR Global HR System Business Case Most countries tracked HR data Independently At least 17 separate solutions, 5 countries have no system Few common data elements, e.g. name, address, manager No common data structures, e.g. associate Ids Inconsistent data definitions Varying levels of data quality (driven by relationship with local payroll system) Varying levels of sophistication from unsecured Excel spreadsheets to HR process workflow automation Inconsistent HR practices (Job Titling, Salary Administration) and no regional / global visibility No Automated Integration HR functional applications (Recruitment, Performance Management) VWR applications, e.g. Security, Lotus Notes, Global Directory, Financials, Expense Reimbursement, Intranet Limited & Labor Intensive Global HR Data Reporting / Analysis

13 Global HR System Strategy Implement few systems to fulfill as many functional requirements as possible, as opposed to using point solutions and extensive integration Desire to minimize integration requirements, Fairly mainstream HR functional processes, Workday delivered functionality proved acceptable for majority of VWR HR requirements Provide a global HR solution to address local HR system regulatory and business requirements Alternative approach would have been to keep in-country HR applications in place and deploy a central data repository

14 Single Global HRIS Solution as Local System of Record Global HRIS Associate & Non- Associate Data Single, Global Application Fulfills Local Language and HR Regulatory Requirements Local Payroll Local Payroll Local Payroll Local Payroll Multiple Local Applications Fulfills Local Payroll Compliance Requirements Automated Feed Manual Entry

15 Why We Chose Workday SaaS/On-Demand Platform Information Services (IS) has no resources or funding to support any other platform New solutions & implementation could not exceed current costs Relatively rapid implementation Cloud-Based Integrations Specific Solution Provides multi-language, multi-function capabilities for a single HR system of record for all VWR employees globally Country-specific security, local regulatory & Safe Harbor compliance Ease of use, intuitive, leading edge technology Integration capabilities Scalability Can easily and quickly add new employees and functionality that is financially sensible and cost neutral Full Employee and Manager Self-Service Global access to employee contact information and real-time organizational charts

16 Implementation Strategy Steve Parker

17 Implementation Strategy DESIGNED AND SOUGHT AGREEMENT ON GLOBAL BUSINESS PROCESSES FIRST Reviewed delivered business processes for acceptability and standardization, creating a standard, global set of processes Met with global HR leaders to review VWR standard processes and establish global baseline Recognized that there will be local modifications based on regulatory and business requirements DEVELOPED ON-GOING GLOBAL GOVERNANCE MODEL Established Project Oversight Committee Established Executive Steering Committee

18 Implementation Strategy DEVELOPED PHASED IMPLEMENTATION APPROACH Only viable option given that every country was on a different local HR system Chose to pilot non-us countries to reduce perception of a Corporate US system being forced to work globally Implementation priority based upon local business needs Sought strong supporters within each country/region to champion project ADDRESSED DATA PRIVACY Pursued Safe Harbor Certification for HR data To gain acceptance from European Data Privacy Authorities and Works Councils To ensure we have global policies and practices in place to protect the personal information of our associates

19 Communication, Training, & Change Management Communication Associate Town Hall Meetings Individual briefings with all C-Level Executive members blasts to all Associates Training Manager training 2-3 hours, Associate training 30 minutes Specific approach defined with each HR Business Partner and their Business Leader based on each organization/location requirements Use of simulation tool, Uperform, to aide in training development and delivery Change Management HR Collectively Responsible for the Adoption of New Processes & Behavioral Change HR Services provides the tools, but HR Business Partners make it happen Daily emphasis, one-on-one coaching when required Teach, do not do it for them We are no longer Bank Tellers we are helping associates and managers get comfortable using ATM s

20 Change Management Enabler - Social Media VWR Pilot! LIFERAY or Lotus Live / IBM Connect Launch with North American Go Live Remain available for at least 6 months If pilot is successful, may be adopted by VWR as the social media solution Features Will Include: Calendar for tracking project activities The ability to store training and reference documents Forums, blogs, and Wikis to allow users to share information and see and respond to what others have shared FAQ s Will be monitored by HR Services staff Simplified Sign-On : Same User ID & Password as Network ID & Password

21 Change Management Enabler - Interactive Voice Response (IVR) Roll Out: 855-VWR-HRNA ( ) On-line in July Every option will lead you to a direct person or vendor Will be announced through blasts Options: Press 1 for questions about Workday, Employee or Manager Self- Service Press 2 for questions about Payroll, Earnings, deductions, or Time & Attendance Press 3 for questions about Benefits Press 4 for questions about Employment Verification Press 5 for questions about Recruitment Services Press 6 for questions about PMP or Objective Setting processes Press 7 for questions about Training and Development Press 8 to speak with your HRBP about Employee Relations Questions Press 9 to anonymously report issues regarding fraud, code of conduct, or business ethics (Global Compliance)

22 Change Management Enabler - Interactive Voice Response (IVR)

23 Change Management Enabler - Interactive Voice Response (IVR)

24 Change Management Enabler - Interactive Voice Response (IVR)

25 Results and Next Steps Patrick Crane

26 VWR Global Implementation Timeline

27 Workday Usage

28 Mobile Technology Blackberry App Corporate Global Directory Workday Process Execution: Approvals, To Dos, Requests ipad App Corporate Global Directory, including Contact Information and Business Title Org Charts Google Maps for Office Locations Workday Process Execution: Approvals, To Dos, Requests Interactive Workforce Analytics iphone App Corporate Global Directory Workday Process Execution: Approvals, To Dos, Requests Expense Reporting, including electronic receipt capture Time off Requests and Approval

29 Mobile Technology Logon enabled through Single Sign On, same approach as Workday web application Apps are free to Download, Implement, and Use Why is mobile technology important? Provides access to Self-Service for all employees, even those who work remotely or travel extensively More convenient than using a laptop or desktop Touch screen interaction provides a more engaging, intuitive experience Strategic direction for business technology

30 Mobile technology usage

31 Data Privacy Protection and Safe Harbor Certification Required for transfer of HR Data from Europe to the US European Senior Management team European Works Councils and Data Privacy Authorities VWR standard for global HR data privacy protection provides all employees confidence VWR is committed to respecting their privacy Major Components of Global Data Privacy Initiative Formation of a Data Privacy Steering Committee Issuance of VWR s Global HR Data Privacy Standard Certification under the Safe Harbor framework and commitment to the Safe Harbor Privacy Principles (Notice, Choice, Onward Transfer, Security, Data Integrity, Access, Enforcement) Ongoing program to comply with data privacy laws wherever VWR operates

32 Current State HR System Architecture PROCESS Benefits (Trion) Absence Management Employee Self-Service Position Management Applicant Tracking for NA (Taleo) PMP (Piloted) Electronic Onboarding/Offboarding for NA (Red Carpet) IS Service Desk PEOPLE PMP, Succession Planning, Comp (Success Factors) Labor Management Manager Enablement Global Directory Learning Mgmt Solution (Learn.com) Time Capture System (ADP) Payroll (US Only) Online Org Charts Lotus Notes Global Directory Country- Specific Payroll Systems General Ledger (SAP for Canada, Oracle for US) Automated Workflow Mobile Apps for iphone, ipad, & Blackberry TECHNOLOGY HR Analytics (Being Deployed) Key Custom Interface Manual Data Entry

33 Future State HR System Architecture PROCESS Trion and/or Directly to Carriers Absence Mgmt US Benefits Employee Self-Service Position Management Global Applicant Tracking (Taleo) Access & Asset Mgmt Sustainability, Volunteerism, Giving (Angel Points) IS Service Desk PEOPLE Labor Mgmt Safety Incident Tracking Manager Enablement Automated Work flow On- Boarding & Off- Boarding PMP, Succession Planning, Talent, 9- box, Comp Expense Reimbursement Global Directory General Ledger (SAP) Corporate Credit Card Vendor Time Capture System (Kronos) Country- Specific Payroll Systems Payroll for US & Canada General Ledger (SAP) Mobile Apps for iphone, ipad & Blackberry HR Analytics TECHNOLOGY Online Org Charts Tuition Reimbursement Key Custom Interface Manual Data Entry Supported Interface Global Learning Mgmt System (CornerStone)

34 Lessons Learned Pat Crane

35 Implementation Lessons Learned Close partnership with IS Build a great team Centrally and regionally Particularly important given Workday strategy to deploy more tools directly to customers (EIBs, Studio, etc.) Pay them well! Develop global baseline BPs before doing anything else Phase implementation, pilot in countries outside of corporate Non-standard global HR practices complicate implementation Security Compensation

36 Implementation Lessons Learned Work closely with Europe s Workers Councils and local Data Privacy Officers Consider pursuing Safe Harbor Certification for global organizations Get the staffing model decision right the first time, or if wrong, fix it early Absence Management most popular functionality but difficult to deploy and maintain globally every country is different Manage scope (or at least try to) Great total cost of ownership, but few head count reductions

37 Implementation Lessons Learned Employee and Manager adoption of self service was far simpler than expected HR adoption of self service was more difficult than expected Self service uncovered several security issues that we didn t know existed EE sharing logons and passwords Mobile technology is a game changer

38 Conclusion, Questions, & Discussions

39 For more information on this or any other HR technology topic go to

40 IHRIM needs your feedback! Please complete a session evaluation for Session 199 VWR's Global Journey: Connecting Practices and Systems to Transforming HR Pat Crane, Director HR Services, VWR International Steve Parker, VP North America & Strategic Advisor, Jeitosa Group International Thank you!