Page 19/18/2015 Movex User Association Conference – 22 October 2008 Implementing Lawson’s Strategic Human Capital Management A Customer Case Study Kristin.

Page 104/19/23Movex User Association Conference – 22 October 2008

Implementing Lawson’s Strategic Human Capital Management

A Customer Case Study

Kristin Trecker

SVP- HR


Agenda Company vision and link to our implementation

Implementation Objectives

The Global Implementation Process

Success Measurements and KPI’s

Lessons Learned


Vision

To be the global leader by:

Focusing our development and go-to-market effort in our target markets

Offering our customers a superior experience

Attaining world-class performance in each of our functional disciplines




Stop Paving the Cow Paths

Jim Highsmith



1. Establish processes to drive efficiencies around the globe (avoid paving the cow path!)

Assessed where Global Programs/Polices/Process were appropriate and where local / regional should apply

Reduce number of systems which require the same data (9 systems required the same employee information)

Automate / reduce manual work where possible

Identify “real” reporting needs



2. Establish foundation for World Class Performance

Improve data integrity by allowing those closest to the information to own it

Improve management effectiveness by reducing time spent on “administrivia”

Launch global talent management approach (no small feat!)


3. Be one of the four charter beta-sites

System met our requirements for global HR system

New application, technology, and SAAS model met new challenges that we were ready for



Global Implementation



Pre Roll-Out

– Developed multi-tactic communication plan including them of “Claim Your Space”

– Prioritized geographical roll-out

– Held in-country training for power-users specific to their role (e.g. payroll, HR)

– Created triage for helpdesk

– Established “operations center” to take escalated calls

– Conducted an audit led by HR Generalists and then asked employees to validate their information



Pre Roll-Out, continued

– Identified regional champions (HR or Payroll people)

– Created role-specific training (e.g. HR Generalist, Payroll, Manager, Employee, Helpdesk, etc) and role-specific communication

– Established daily 30 minute meeting with team and weekly 60 minute meeting with executive sponsors



Day One-Go Live

– Video announcement reminding employees of objectives

– Created a “war- room” for escalated triage and changes employees could not make

– Had back-up team in place in the event that volume exceeded expectations



Live on:

– Talent Acquisition

– Global System of Record

– Compensation


Success Measurements and KPI’s


Measuring our Success Talent Acquisition System:

− Reduction in hiring agency usage by minimum of 30% (approx. £1.5M annually)

− Real-time global view of hiring activity

− Increases accuracy and visibility of openings report

− Improves ability for employees to review and apply for global openings

− Provides a shared global database of candidates

− Ease in allowing recruiters globally to assist each other during peak periods


Measuring our Success Talent Acquisition System:

− Reduced paper-based processes

− Helps manage excessive resume volume

− Allows managers to be engaged and / or inspect the hiring process more closely putting greater accountability on all

− Captures important data about the hiring process (e.g. source, new applicants, screened, declined, etc)

− Automation allows better way to assess ROI of different job boards and sources


Measuring Our Success

Global System of Record

− Automatic feed of data from Talent Acquisition application improved data integrity and reduced administrative processes including multiple data entry points

− Reduced employee entry from 9 systems to 2 (and to 1 in December) and automates on-boarding tasks

− Approximately 700 adds/changes made in the first two weeks

− Small volume of calls to helpdesk. Most around security/access issues. Most resolved in 1 day.


Measuring Our Success

Compensation System

− Incentive plans rolled out electronically

− All incentives payments (other than sales) will be automated using this tool

− Required signatures for all employees to “force” usage of tool

− Automate Merit increase process using market rates by country


Lessons Learned


Lessons Learned

What Went Well

− Process mapping process was invaluable

− Data audits conducted by HR in advance “fixed” many errors

− It helped that incentive payments process “forced” people to go to website


Lessons Learned IT support changes (SaaS model- do we really

need IT???)

Spend a lot of time on the ground where the changes will be considered the biggest

Link in various functions early in project - never too early

Communication is by role - don’t forget any

Ensure you have dedicated resources

Turn off access to other sources


Lessons Learned

Communicate, communicate, communicate

Be clear about how you measure response time

Beware of a company restructure before go-live

Leverage “outsiders” for review of communication and training

Screen shots for training purposes were found to be helpful


What Next?

Prioritize implementation of additional functionality. This is the foundation for global Talent Management.

Continued focus on global adoption of technology.


QUESTIONS


Lawson’s Driveto

Our Journey Towards World-Class PerformanceA Case Study From Lawson

Kristin TreckerSVP- Human Resources

22 October 2008

Page 19/18/2015 Movex User Association Conference – 22 October 2008 Implementing Lawson’s Strategic Human Capital Management A Customer Case Study Kristin.

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