Delivering HR Services in a Virtual Environment
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Transcript of Delivering HR Services in a Virtual Environment
Delivering HR Services in a virtual environment
Denise Sefton
Global Business Services HR Director, Europe & Eurasia Africa
May, 2011
Launched new HR Service Delivery Model July 2010
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HR Global Business Services Team ‐
Scope
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Compensation &
Benefits
Administration,
Payroll, Time
Management
Talent Acquisition
(Recruitment)
Performance
Management
(Objectives, Career
planning) & Talent
Management
Mobility ‐
Supporting
internationally across
the organisation
Data Management,
Reporting & Analytics
Employee Relations
including grievance &
performance
misconduct
C.1,500
c.1,500
The Coca‐Cola Company is a Franchised Operations operating in 206 countries across the world
‐
Focus on Europe & Eurasia Africa
5 GroupsNorth America GroupLatin America GroupEurope Group Eurasia & Africa GroupPacific Group
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The challenge we found ourselves with
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EG• Spain• Austria• Belgium• Italy• Greece• GB• Hungary• Poland• Germany• Denmark• Romania
Files
Management
•Local Language•Hardcopy•“Wet”
signature
requirements
Files
Management
•Local Language•Hardcopy•“Wet”
signature
requirements
Payroll
•64 vendors with
local language
•Manual
intervention
•Physical pay slip•Physical
signatures
required to sign
monthly payroll
Payroll
•64 vendors with
local language
•Manual
intervention
•Physical pay slip•Physical
signatures
required to sign
monthly payroll
Mobility
• “Local plus”
programs
• Local management
required in varying
degree across
programs
Mobility
• “Local plus”
programs
• Local management
required in varying
degree across
programs
Benefits
• 1500+
benefits
programs
• Local
language
forms and
requirements
Benefits
• 1500+
benefits
programs
• Local
language
forms and
requirements
• C.3000 associates across 90 countries
• Language (in excess of 30 languages)
– Vendors
– Government / Works council
– Forms
• Process variations for ‘lift & transition’
processes
– Payroll, Benefits, Separation,
Mobility
• Audit and legal requirements in country
To solve some of the complexity we have set‐ up the team virtually across 22 Countries
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Eurasia Africa• Turkey• Morocco• India• Russia• Kenya• Dubai• South Africa• Nigeria• Cairo• Ivory Coast
Europe• Spain• Austria• Belgium• Italy• Greece• GB• Hungary• Italy• Germany• Poland• Denmark• Romania
In addition – continuing to transform processes to reduce complexity where possible:
• Translating all contracts• Standardising Mobility programs• Global Payroll review• Standardising training budget approach with Finance• Standardising candidate expense process
Over‐coming an challenges with virtual working
Consistency
Isolation
Employee
Morale
•Build a strong sense of community:
•Weekly team Video- conference•Quarterly GBS HR EAG EG Webex•‘One-Team HR’• Annual Meeting (face to face)
• Use ‘the tools’•Instant messaging•Phone •Email •Webex
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Organisation Evolution
Compensation &
PayrollWFA
Talent, Learning & Mobility
Employee RelationsBenefits
Global Business ServicesHR Director
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Organisation Evolution
Compensation &
PayrollWFA
Talent, Learning & Mobility
Employee RelationsBenefits
Global Business ServicesHR Director
Compensation Payroll
& BenefitsEAG
MobilityTalent,
&Learning
Employee Relations
Global Business ServicesHR Director
Compensation Payroll
& BenefitsEG
WFA
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Process Improvements• Re‐configuration of the EG & EAG GBS team
• Mobility –
identify & review existing processes with the goal
of streamlining, creating transactional improvements and
overall a better customer experience
• Portal content – reviewing all policies by country, what’s
available, standardising & filling the gaps
• Payroll review with Finance to reduce number of vendors
across Europe & Eurasia and standardise process
• Talent Acquisition solution in place to create ‘offer packages’
• Review and Standardise Time & Attendance process
• Review of Benefits with CoE and where possible
rationalisation
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With hindsight ....
• Being totally purist in the roles in a diverse Geography doesn’t work if you haven’t transformed
– i.e. Comp & Payroll
• Wouldn’t have tried to go live with all processes at once – would have phased it
• Made sure that employee contracts are transformed and translated prior to go live
• Made sure that all the ‘other’
work has a ‘home’ before going live
– Otherwise you inherit it, even if it’s not meant to be in
scope
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