© 2010 Fluor. All Rights Reserved.

Achieving HR Strategic Objectives

through Project Management

GSHRM Conference

HR Impact: Delivering Business Results

August 2017

Speaker Introduction

♦ Stephanie Frazier

– Director, HR at Fluor Corporation

– Greenville, South Carolina

– Experience in domestic and

international locations serving

diverse industries

– “Not a typical HR person!”

14 Years of Experience

2 companies

6 Years in HR roles

8 Years in other roles

8 offices

3 relocations + 1 assignment

3

4

HR Transformation

The Future of Human Resources

♦ Analytics and big data is changing the future of HR.

♦ Video by SAP

♦ How will this effect our future work?

– Recruiting

– Talent Management

– Retention

– Compensation

– Etc.

“There is a renewed recognition of the important role

that human capital plays in driving both revenue and

growth”

Today’s Agenda

♦ Why Project Management in Human Resources?

♦ 5 key phases of PM

♦ Real life examples

♦ Takeaway Templates

♦ Conclusion

Why Project Management?

Why do projects often fail?

More importantly!

Top 5 Reason HR Projects Fail

1. Lack of clear executive leadership

2. Skills of staff

3. Governance not set-up properly

4. Not managing stakeholders effectively

5. Project complexity across multiple businesses and

geographies

http://www.glassbeadconsulting.com/

5 key phases of Project Management

♦ Initiation

♦ Planning

♦ Execution

– Change Management

– Risk Management

♦ Monitoring & Control

♦ Close

Real Project Examples in Human Resources

1. Mergers & Acquisitions

2. Selecting/Implementing a new HR system

3. Developing employee job descriptions

4. Implementing new FLSA status

An Example: Mergers & Acquisition

♦ Company named by

Westinghouse Electric Company

to Manage Construction of

Nuclear Power Projects in

Georgia and South Carolina.

♦ The acquired workforce

represents ~6,000 new hires.

“Company to support transition planning and develop definitive agreements related to Plant Vogtle Units

3 & 4 and Generating Units at the V.C. Summer Nuclear Station” www.fluor.com

“CB&I Out, Fluor In at Vogtle and V.C.Summer Nuclear Power Plant Construction Projects” -Power

Magazine

“SCE&G brings in Fluor to take over V.C.Summer plant nuclear construction” – The State Newspaper

Continued Example: Mergers & Acquisition

♦ Challenges for Human Resources:– Aggressive project schedule (6 months)

– Unknowns with incumbent contractor

– Unclear scope to “minimize disruption “ to new employees

– Coordination of dispersed project team over multiple locations

♦ What worked well?– Certified PMP required to closely align different teams: Client,

Communications, Unions, Legal, Payroll, IT, Operations,

Benefits, TD, Policy, Recruiting, etc.

– Pre loading the employee data into our HR system

– Coordinating one start date for orientation of new employees

– Improved / electronic on boarding for craft utilizing on site

laptops/scanners/printers

– Pre populated tax forms based on client data, reduced errors and

improved processing time.

– Individualized confirmation letters and new hire orientation

invitations provided to salaried employees

– Organized group orientation sessions (including three

customized videos) at site prior to effective start date

– Toll-Free on boarding help line

Continued Example: Mergers & Acquisition

Example:

Selecting/Implementing New HRIS System

♦ How to choose a new HR system?

– Initial Assessment

– Assessing the Organizational Needs

– Assessing the Project Parameters/Constraints:

• Budget

• Technology

• Time

– Evaluate available systems against needs & parameters

– Select the project committee

– Request for Proposal (RFP)

– Demonstrations

– Choose between the finalists; then the real fun begins!

Example: Employee Onboarding system

evaluation

Takeaway Templates

♦ Project Charter

♦ Project Schedule

Conclusion

• Through training and implementation of project

management principles and processes, your

organization can reap the benefits of:

• clear communications

• an understanding of performance expectations

• vertical alignment of human resources (people) to

drive strategic goals and objectives

• improved overall productivity

http://www.leoforce.com

References

♦ Project Management Institute (www.pmi.org)

♦ Strategic Initiative Management, The PMO Imperative

by BCG and PMI, Nov 2013.

♦ Society of HR Management (www.shrm.org), How to

Select an HRIS