Campbell Soup: Building a Sustainable HR Shared Services Program
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Transcript of Campbell Soup: Building a Sustainable HR Shared Services Program
© 2017 ServiceNow All Rights Reserved 1© 2017 ServiceNow All Rights Reserved
Campbell Soup: Building a Sustainable HR Shared Services Program
© 2017 ServiceNow All Rights Reserved 2
Presenters
Kaitlin ArcamonemyHR Services Americas Manager
Campbell Soup Company
Jeffrey GoreDirector, HR Product Management
ServiceNow
Mark GrimmelikhuijsenSenior Manager, Service and Business
TransformationCampbell Soup Company
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Why ServiceNow is the Obvious Choice
“We seem to be about 10 years behind in creating user-friendly, intuitive solutions online for our employees.”
“Should be a frictionless process…should not take away from my ability to do my job.”
“Make it fast and easy… replicate what we deliver for our customers everyday.”
“Empower managers… make our lives easier .”
Employee Service Expectations Have Changed
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“When is open enrollment?”“How do I promote someone?”
“There’s an error on my paycheck…”
ITHR
Operations
PayrollEmployeeRelations Facilities
DepartmentsHR Systems of Record
Poor ExperienceInefficient, Costly
No Visibility
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“When is open enrollment?”“How do I promote someone?”
“There’s an error on my paycheck…”
ITHR
Operations
PayrollEmploye
eRelation
s
Facilities
DepartmentsHR Systems of Record
• Consumerize the Employee Service Experience
• Increase HR Efficiency, Reduce Cost• Gain Visibility to Improve Service
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The ServiceNow SolutionEmployee Portal & Smart
ServicesCase & Knowledge
Management
• Manage the interactions between HR and employees
• Enable employee self-reliance • Make HR services employee centric
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440+ Companies Have Chosen ServiceNow for HR Service Delivery
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HR Service DeliveryJourney to Transformation
Managed Interactions
Self-Reliance
Smart Services
Low Tech,Manual
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Kaitlin ArcamonemyHR Services Americas Manager Campbell Soup Company
Building a Sustainable HR Shared Services Program
Insert Presenter’s
Photo
Mark GrimmelikhuijsenSenior Manager, Service and Business TransformationCampbell Soup Company
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Agenda
Background
Campbell Soup’s HR Shared Services transformation vision
Critical capabilities for HR service delivery
From vision to reality
How Campbell Soup expanded the delivery of shared services –across IT, finance, facilities, security, procurement, marketing, and sales
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Background
12 Brands with Sales Exceeding $100 Million~ 20,000 employees worldwide
$8 Billion Portfolio
12
Campbell Soup Declared Its Purpose. . .
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DRIVE THE TRANSFORMATION OF OUR CULTURE, TALENT AND CAPABILITIES THROUGHTHESE BOLD STEPS IN THE NEXT 3 YEARS:
Unleash the power of our purpose-driven, high performance culture
Build organization capabilities to deliver the strategy
Realize the holistic savings commitments
Advance our HR Transformation Journey
Amazing Teams | Amazing Culture | Amazing ResultsHR Purpose
Our Guiding Principles
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HR Operating Model
HR Services
BusinessPartnership
COE
HR Delivery
Deliver Business Outcomes
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HR Operating Model
Optimized Processes
Enabling Technology
Strong Employee
Portal
Manager & Employee
Self-Sufficiency
New Strategic
Capabilities
HR Transformation Goals
A holistic approach is necessary to unlock the value of HR Transformation
Living into the new HR ways of
working
Intuitive technology
—— Positive user experience
Streamlined——
Standardized——
Simple
Easy to find information
——‘One-stop-shop’
—— Content that matters most
Empowered to make
decisions they own——
HR analytical skills and
insights for predictive
intelligence
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How Employees Access the Model
HR Business Partners & COE’s
Tomorrow’s workforce &
enterprise needs
• Strategic workforce planning
• Organizational capabilities
• Analytics & Insights
MANAGERSLEADERS
HR DeliveryToday’s individual &
team needs
• Core People processes
• Recruiting• Team effectiveness• Talent Planning• Employee relations• Employee
development
HR ServicesTools for
self-sufficiency
• Self Service Portal• Electronic Forms and
Workflows• Workday transactions• Service Center – QA and
assistance
EMPLOYEES
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Service Delivery Escalation Tiers
Tier 0 (Online Self-Service Capability through Portal)• Information and tools• Web-enabled transaction processing• Easily accessible knowledge
Tier 1 (Service Center Representative)• Pre-defined answers• Basic to complex inquiries• Broad range of HR support and transaction processing
Tier 2 (myHR Services SMEs)• Technical issues/activities• Interpretation and problem solving• Advise and counsel
Tier 3 (COE, HR Bus Partners)• Critical incident support• Complex or high risk issue resolution
>70%
~20%
~10%
<5%
Target % Resolution
Service TierClient requests
escalated based on tiered model
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Requirements
Technology Requirements
• Automate and standardize business processes
• Create and track cases using case management tool
• Deliver metrics on accuracy, timeliness and customer satisfaction to business leaders
• Provide the ability for employees to research their questions and get answers
• Centralize requests for HR transactions
• User friendly interface• Easily configurable• Easy to support• Potential to expand to other
functions• Workday integration
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November 2013
HR Services Journey
February 2013
• Created HR Shared Service Center at WHQ
• HR Generalists make requests
• Excel Request Forms/Tracking through Access database
• New HR Operating Model
• ServiceNow launched for WHQ HR
– Request Forms
– Case Management Tool
July 2014
• HROM
• Optimized processes/policies
• Enabling Technology (Workday/Portal)
• MSS/ESS
• New Strategic Capabilities
July 2015
• Global HR Strategy/Structure
• People
• Process
• Tech
• Change Mgmt.
Aug 2015
• Global Shared Services
• People
• Process
• Tech
• Change Mgmt.
January 2016
• Implemented Additional Technology: Performance, Recruiting and Absence Tracking modules
• Added additional ServiceNow forms and workflows
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HR Volume through ServiceNow (Last Fiscal Year)
55,000 Total Requests into HR Services
26,000 HR Services Americas
16,000 Payroll Accenture
5,000 HR Services APAC
3500 HR Technology
2000 Benefits
1,500 Payroll >100
Comp
65 HR Fulfillers
19,500 requestors*
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Enabling High Performance through ServiceNow
HR Self Service
Manager Self Service
Employee Self Service
• Simplified approval process Automated workflow
• Provide visibility to HR Services requests
• Direct link to HR Services through SN
• Electronic Forms• Simplified approval process• Provide visibility to HR
Services requests• HR Business Partners spend
less time on concierge services and more time consulting with the business
• Integrated solution for self service and HR service delivery
• Simplified request processes • Electronic Forms• Direct link to HR Services via SN• Provide visibility to HR Services
requests
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Employee Access Points to ServiceNow within the HR Portal
Seamless integration with our HRIS system
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What We Are Able to Measure with ServiceNow
SLA Rate
Aged Cases
Customer Satisfaction
Case Volume/Workload
Management
Request Types/Trends
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• SLA’s significantly: 5 day to 2 day SLAs for high volume transaction
• 97% SLA attainment • 2 – 5 day approval turnaround• 75% in turnaround time• HR process administration: 98%
accuracy rate• 97% Customer Satisfaction rate
• Shift - HR operations to strategic business partner
• Over 50 Processes Standardized• Introduced HR Service
Management• Time spent more effectively and
efficiently • Opportunity to leverage one
technology for multiple services
HR Wins
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AmericasSimple Meals
and Beverages
Global Biscuitsand Snacks
CampbellFresh
Supported by IGS
Three Divisions & Corporate Supported by Integrated Global Services (IGS)
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The IGS Mission – Transform the Way We Work
Campbell created IGS to unlock value. The savings and efficiencies can be reinvested in the growth of the company.
CapabilityPromote the use of global best practices through engaging
existing capabilities across the enterprise
EfficiencyReduce cost and improve efficiency through shared
services, enabling the business to run more effectively
FocusPosition divisions to focus on core competencies through a
complementary partnership
Greatness AgendaGrowth
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Our Service Areas
HR
IT
General Accounting
Master Data
Sales Revenue Management
Procurement
Security
Facilities
MarketingFinance - Transactional Services
Financial Planning & Analysis
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Go, Go, Go
Transparency
>200,000 Requests per year
Transformation Room
Video training
Track satisfaction
~900 IGS employees
+450 Estimated Processes
Unstructured mailboxes
Structured processes
3 months
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Develop a Roadmap
Basic Foundational Capabilities
Process Optimization
Workflow, self service,electronic approvals, transparency, basic system integration, and basic performance analytics
Request tracking, reporting and survey
Cap
abili
ty
Time
Process Automation
End-to-End Process
Integration
Automation and integration of routine activities across processes, improve data capture; basic hands free processing, advanced performance analytics
Advanced end-to-end process integration (e.g. Enterprise onboarding); Advanced hands free processing; self-fulfillment
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• Performance analytics
• Advance knowledge management
• Enterprise onboarding
• Cross functional integration
• Further enterprise integration
What We’re Currently Working on
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• Build the framework. Get organized before you start building
• Ensure you have identified those in the business that are going to take ownership
• Make sure you fully understand your processes
• Don’t under estimate the resourcing, development and testing time needed
• Need a marketing plan – awareness campaign – Where is it? What is it?
• Discipline needed – following the new process
Things to Consider
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Learn more:• HR Summit: Consumerizing the Employee Service Experience - Coming to a
city near you
• Don’t miss Knowledge17, May 7 – 11, Orlando
• Join us at the HR Shared Services & Outsourcing Summit in Chicago in May
• Learn more at www.servicenow.com/hr