SAP Succession Planning

1

0

Case Study: How Brown-Forman Corporation

2011 Wellesley Information Services. All rights reserved.

pStreamlined and Automated Its Succession Planning ProcessTanya Carrico and Elaine BashamBrown-Forman Corporation

About Brown-Forman (B-F)

One of the largest American-owned spirits and wine companies among the top 10 largest global spirits companies

Brands sold in more than 135 countries with offices in cities across the globe

Portfolio of wines and spirits has more than 25 brands

4,120 people employed worldwide with about 1,000 located in Louisville

2

In This Session

Learn how we took our succession planning process from a cumbersome, manual process to a time-saving, cost-effective, usable solution

See the benefits for both human resources and management Take a look at the technology and the newly integrated

components that are directly linked to performance management

3

Employee biographies (bios)Nine-box performance or potential matrixSuccession attributes

Take advantage of what we learned and how you can streamline your implementation of succession planning

What Well Cover

Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell

the story

4

y Uncovering key learning points and challenges Wrap-up

Where We Were

Prior to launching the succession planning tool, everything was managed by Microsoft Excel and PowerPoint

Key positions, high potentials, potential successors Bios on employees were done manually, capturing data from SAP,

resumes, and performance appraisalsEmployees didnt see them or necessarily validate information

Manager pre-work for talent reviews was done via PowerPointCumbersome manual process that takes time

The update of all information was done annually through the talent review and succession planning meetings, therefore data could be dated

Process generated big binders full of paper and took much time to pull together

5

2

Brown-Forman Talent Review and Succession Planning Cycle of Work

TalentReviews

Meetings across organization with business leaders from each area to accomplish the following: Discuss appropriate development opportunities for employees Help facilitate potential employee movement Identify key positions and potential successors

Review of key positions Review of potential successors

January-April

March

Succession Planning

Review of potential successors Bench strength evaluation

Performance PartnershipAppraisal

Review past performance Set goals for future performance Identify learning and development opportunities Ensure talent review feedback is integrated into the process Career Planning: Discuss career interests and identify possible next

positions

h-April

May-July

6

What Well Cover


the storyy Uncovering key learning points and challenges Wrap-up

7

Business Needs

Enhance the talent review and succession planning processes through:

Better tracking with efficiency and accuracyAbility to manage metricsBetter reportingEasier tools for managers and HR

8

gCreate a way for employees to better manage their own employee data (e.g., resume), ability to view employee profile

Leverage current systems of performance management and the employee career profile

Improve manager access to information needed for people management

Where We Wanted to Go

&

9

Where We Wanted to Go (cont.)

We wanted a tool that would Further leverage investment in SAP, taking advantage of integration and HR functionality already implementedAllow for customizationProvide ability to add new functionality as required

10

What Well Cover


the story

11


3

Before You Begin Scope and Requirements

Partner with a project champion in the business Enlist a project team that can support all aspects

Subject matter expertsHuman Resources (HR), Information Technology (IT), Business, Training and Communication

Research and look at the alternatives select top-notch consultantsconsultants

Define your scope of work know your requirements Define who your users will be

Managers or HR managersFor initial rollout, we focused on approximately 200 out of 660 managers

Involve all the right stakeholdersHR, specific business partners, or Brown-Forman (B-F) leadership 12

Before You Begin Scope and Requirements (cont.)

Essential pre-work required for successExpand Organization Management (OM) to includechief relationship for MSSClean up existing SAP organization structureCreate audit reports to ensure org structure and chief relationships remain uniform

No longer Mgr delimit Chief RelationshipNo longer Mgr delimit Chief RelationshipEE is mgr - org should be diff than mgrEE not mgr-org dif-shld rpt to or be in mgr orgA012 (Chief) org should = A003 (reports to) orgPositions Org does not rpt to Mgrs OrgEE org = co-workers org who is now mgr

13

These processes are time consuming

Define Project Requirements 2009

System that would enable us to manage and track talent information more efficiently and effectively

Information that could be updated at any timeEfficient way to share knowledge across the organization

Access to multiple managers and matrix organizationDetermine how deep to go; dual report only or dual and

14

p g p yall reports?

Efficient way to track bench strength and gapsAbility to manage metricsEasier tools for managers and HRCreate and track talent pools for key roles

Define Project Requirements 2009 (cont.)

Ability for all employees to manage their own dataCareer goalsPotential next positionsResume or Curriculum Vitae (CV)RelocationLanguage

15

LanguageExperiences

Tools to help managers prepare for talent review meetings

Components Needed for the Process

Employee bio Nine-box performance potential grid Succession attributes

Readiness ratingsHigh potentialCritical expertCritical expertRetention riskKey position designator

Ability to set metrics and identify potential successors Reporting capability

16

What Well Cover


the story

17


4

Career Profile

Launched with the rollout of the Performance Management system, the career profile, with a few enhancements, could be leveraged for succession planning and talent reviews

Provides the employee a forum to identify professional goals, potential next positions, and relocation preferences

Also offers the ability to input experiences, certifications, and l bilitilanguage abilities

An employee can upload a Word document of their resume or CV

18

Employee Bio

A generated reportInformation from the career profile the employee has completedPosition competencies generated as part of the performance management processOther general SAP employee information

Employee bio and career profile can be accessed by the p y p yemployee, HR, and the employees manager

Managers or HR managers see employee successor information on their version of the employee bio, in addition to other employees who have expressed interest in the role

19

Employee Bio (cont.)

Employee bio is made up of

Career Profile Info Performance Mgmt Info Basic SAP InfoExternal Work History Performance Rating History Employee numberCommunity Involvement Competencies with Ratings NameTraining History Position TitleRelocation Business Area

20

Relocation Business AreaPrevious Experience Hire DateLanguages Years of ServiceCertifications EducationSelf-Selected Next Positions Internal Work HistoryEmployee Career Goals Leadership Development

(custom infotype)

Employee Bio Example

21

Employee Bio Example (cont.)

22


23

5


24


25


Manager version only

26

Career Profile and Employee Bio How We Use Them

First step employees take in letting the company know what they want to do and what they bring to the company

Employee bio is used to help facilitate the talent review discussion

Information is leveraged to consider candidate slates, as we look at career goals and employee-identified next steps

Helps to start the dialogue between managers and employees:Discuss what they want to do in the futureHow to get thereDevelopment opportunities that will help them reach their goals

27

Performance Potential Grid (Nine-Box Model)

Allows organizational units to quickly identify:Highest performersPotential leadersThose ready for new opportunitiesThose at risk

Tool used in preparing for talent review meetingsTool used in preparing for talent review meetingsAllows managers to generate a visual assessment for identifying potential leaders and talent that may be ready for new opportunities

Mechanism to use to consider possible coaching interventions based on employees current performance and potential

28

Performance Potential Grid (Nine-Box Model) (cont.)

29

Drag-and-drop employee names in the pertinent box Succession attributes can be assigned here by clicking on the

drop down next to the name

6


Nine-box model report example

30


Nine-box model change logs example

31

Succession Planning Tools

Ability to create and maintain succession plans Define key positions, high potentials, and employees that are at

risk for retention and those that are critical experts Search for employees and view employee profile Compare employees Set metrics for key positionsy p View bench strength Create and manage talent pools View reports specific to organization

32

Succession Planning Tools The Boxes

33

Dark blue = Direct report Light blue = Dual report

Manager logged in does not see his/her own information

Succession Planning Tools Find a Successor

34

Click next to the employees name to get the Attribute List Click Find Successor Find a successor by choosing a name or choosing a

talent pool

Succession Planning Tools Succession Overview

Successors, Succeeds, and Expressed Interest are all relationships on a position

35

Expressed Interest is set by an employee when choosing next position during the performance management process

7

Succession Planning Tools Set Attributes

Click the drop down next to the name to display the Action menu where you can select succession attributesS t b HR

36

Set by HR managerKey positionLeadership pool

Succession Planning Tools Search

Search List: Those colored blue are within the managers span of control, thus within the org structure. The manager can choose the others as successors, but will see limited information.

37

Employee drop-down selection

Succession Planning Tools Employee Compare

Click X to remove employees from compare

38

Compare is found under Search (side panel) or View (toolbar)

Click to add more employees to compare

Succession Planning Tools Employee Compare (cont.)

39

You can compare employee information for those in the managers span of control

Reporting Capabilities

Ability to report on all data captured for succession planningPosition review

Key positionsIdentifies positions key to the company along with bench strength (candidates ready now or ready later)

Talent reviewTalent OverviewTalent Overview

Overview of specific attributesGeographic Mobility report

Those employees who identify themselves as mobilePerformance ratings

Overview of ratings for all employeesEthnicity and Gender report

Overview of ethnicity and gender-specific attributes40

Reporting Capabilities (cont.)

Ability to report on all data captured for succession planning (cont.)

Successor informationSuccession overview

Identifies number of potential candidates or lack thereofSuccession risk

Overview of all positions with no ready now candidatesSuccession plan

Overview of succession plan by personCritical expert

Overview of all positions marked as critical expertHigh potential

Overview of all positions marked as high potential41

8

Succession Planning Tools Reports

Succession overview exampleCan adjust to report against direct or indirect employees

Indirect are those reporting under first tier of managersIndirect does not equal matrixed reports

42

What Well Cover


the story

43


Succession Planning Demo

44

What Well Cover


the story

45


Key Learning Points: Launch and Rollout

Key components to consider: communication and trainingEnvironment can determine roll-out plan

How transparent do you want to be?How many managers do you have?

Rollout was staggered for managers based on scheduled talent review meetingsg

Advantage of small controlled introductionSystem tools provided only after they had seen product in action and been given appropriate training support

Captive audienceMultiple training techniques are required to support a global rollout

Webinars, recorded webinars, captivate simulations, quick reference cards, and FAQs 46

Key Learning Points: Challenges and Risks

Involvement of key stakeholders Project team, usability testing, involved in progress updates

Available internal and external resourcesImpact of other projects and resource assignments

Timeframe five months (extremely aggressive) Setting expectations for customizations

Manage scope creep! Data Integrity

Keeping the organization structure maintained timely and accurate

Communicate, communicate, communicate Testing ensure you have business users, HR, and IT involved Plan to ensure data is current and refreshed only as good as

what has been provided47

9

What Well Cover


the story

48


Whats in the Works

Feedback formCollection of development planning information

Movement readinessPotential next positionsStrengths and opportunities for developmentActions and other notesActions and other notes

Ability to identify and capture successors outside the organization

Succession overview print capabilities Rollout to (450+) more managers Implement systems with B-F Mexico (128) managers

49

Resources

Succession planning white papershttp://succession-planning.hr.toolbox.com/research/

Corporate Executive Board (www.executiveboard.com)*High-Impact Succession Management, From Succession Planning to Strategic Executive Talent Management (Washington D.C.: Corporate Executive Board, 2003).Realizing the Full Potential of Rising Talent (Volume I), A Quantitative Analysis of the Identification and Development of High-Potential Employees (Corporate Executive Board, 2005).

LinkedIn SAP HCM Talent Management www.linkedin.com/groups?gid=152688

Demo slides included on the conference CD

50* Requires membership

Resources (cont.)

Dr. John Warner, Using a Performance and Potential Grid to Guide Coaching Interventions (Warner Results Coaching (WRC), 2009).

www.linkageinc.com/thinking/linkageleader/Documents/Jon_Warner_Using_a_Performance_and_Potential_Grid_to_Guide_Coaching_Interventions.pdf

SAP T l t M t d T l t D l t SAP Talent Management and Talent Developmenthttp://help.sap.com/erp2005_ehp_04/helpdata/en/3f/6efcf555334d9e981c36e253dc2aec/frameset.htm

SAP PressJeremy Masters and Christos Kotsakis, SAP ERP HCM Performance Management (SAP Press, 2007).Jeremy Masters and Christos Kotsakis, Implementing Employee and Manager Self-Services in SAP ERP HCM (SAP Press, 2008).

51

7 Key Points to Take Home

User involvement and acceptance testing is key Roll-out plan is critical needs to be determined based on your

environment and organizationConsider training, communications, and tools

Highly sensitive process and informationProvide a way to track changes

52

y g Data integrity org structure audit reports are required

(enormous effort to maintain SAP org structure)Very visibleManager and employee movement was, and is, biggest hurdle for ongoing support and maintenanceDont underestimate the maintenance effort

7 Key Points to Take Home (cont.)

Must have a methodology for employees to update their career information while keeping all employee data up-to-date

Provide the cycle of when it should be updatedSuccession planning is fluid and changes

Ensure processes are integrated so that management can better identify and assign successors and coach employees

53

Leverage your performance management and career data to include position competencies and self-identified positions of interest

Matrix reporting structures within an organization will require system customization, which can be challenging

10

Your Turn!

54

How to contact us:[email protected]

[email protected]

DisclaimerSAP, R/3, mySAP, mySAP.com, SAP NetWeaver, Duet, PartnerEdge, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP.

55

Wellesley Information Services, 20 Carematrix Drive, Dedham, MA 02026

Copyright 2011 Wellesley Information Services. All rights reserved.

/ColorImageDict > /JPEG2000ColorACSImageDict > /JPEG2000ColorImageDict > /AntiAliasGrayImages false /CropGrayImages true /GrayImageMinResolution 300 /GrayImageMinResolutionPolicy /OK /DownsampleGrayImages true /GrayImageDownsampleType /Bicubic /GrayImageResolution 300 /GrayImageDepth -1 /GrayImageMinDownsampleDepth 2 /GrayImageDownsampleThreshold 1.50000 /EncodeGrayImages true /GrayImageFilter /DCTEncode /AutoFilterGrayImages true /GrayImageAutoFilterStrategy /JPEG /GrayACSImageDict > /GrayImageDict > /JPEG2000GrayACSImageDict > /JPEG2000GrayImageDict > /AntiAliasMonoImages false /CropMonoImages true /MonoImageMinResolution 1200 /MonoImageMinResolutionPolicy /OK /DownsampleMonoImages true /MonoImageDownsampleType /Bicubic /MonoImageResolution 1200 /MonoImageDepth -1 /MonoImageDownsampleThreshold 1.50000 /EncodeMonoImages true /MonoImageFilter /CCITTFaxEncode /MonoImageDict > /AllowPSXObjects false /CheckCompliance [ /None ] /PDFX1aCheck false /PDFX3Check false /PDFXCompliantPDFOnly false /PDFXNoTrimBoxError true /PDFXTrimBoxToMediaBoxOffset [ 0.00000 0.00000 0.00000 0.00000 ] /PDFXSetBleedBoxToMediaBox true /PDFXBleedBoxToTrimBoxOffset [ 0.00000 0.00000 0.00000 0.00000 ] /PDFXOutputIntentProfile () /PDFXOutputConditionIdentifier () /PDFXOutputCondition () /PDFXRegistryName () /PDFXTrapped /False /Description > /Namespace [ (Adobe) (Common) (1.0) ] /OtherNamespaces [ > /FormElements false /GenerateStructure true /IncludeBookmarks false /IncludeHyperlinks false /IncludeInteractive false /IncludeLayers false /IncludeProfiles true /MultimediaHandling /UseObjectSettings /Namespace [ (Adobe) (CreativeSuite) (2.0) ] /PDFXOutputIntentProfileSelector /NA /PreserveEditing true /UntaggedCMYKHandling /LeaveUntagged /UntaggedRGBHandling /LeaveUntagged /UseDocumentBleed false >> ]>> setdistillerparams> setpagedevice

SAP Succession Planning

Documents

Transcript of SAP Succession Planning