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TRANSCRIPT
1
Challenges & the road ahead
May 30, 2012
Driving Performance and Talent Management in a
Multi-Business Conglomerate
• About Godrej
• Our Vision
• HR & Technology Challenges
• Godrej Capability Factors
• Our Approach - HR Technology Roadmap & Vision
• SuccessFactors Implementation
• What has changed post SF implementation
AGENDA
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ABOUT GODREJ
• 113 years young (estd. 1897)
• Largely privately owned by the Godrej family
• US$ 4 billion turnover
• 21,000+ people
• 100 manufacturing locations in India & abroad
• Diversified – 7 major companies (4 publicly traded)
• Global operations in 16 countries
GROUP OVERVIEW
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“I hold my brother Godrej in such high regard that if your enterprise is likely to harm him in anyway, I regret
very much that I cannot give you my blessings”
- Mahatma Gandhi to a favour seeking competitor
Godrej touches the lives of 470 million Indians everyday
• The Godrej brand touches more Indian’s on a daily basis than any other Indian
owned group or brand today.
• Godrej sells 6 billion candies a year, that’s approximately one candy for every man,
woman and child on the planet.
• We produce over 1 billion cakes of soaps a year, and the Godrej No.1 brand of
soap is amongst the highest selling soaps in the country today.
• Godrej sells one refrigerator every 30 seconds in India.
• Business Week lists GCPL amongst Asia’s 100 fastest growing Companies.
• Three out of every four Indian banks are secured by Godrej.
• Godrej manufactures Cryogenic engines that power India’s space program.
INTERESTING FACTS
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LEGEND
Holding Company Division Corporate Entity Joint Venture International Subsidiary
GODREJ & BOYCE
Appliances
Construction
Electricals
Interio
Lawkim Motors
Locks
Material Handling
Precision Engineering
Precision Systems
Prima
Process Equipment
Security Solutions
Storage Solutions
Tooling
Godrej Infotech
Godrej Efacec
GODREJ INDUSTRIES
Chemicals
Estate
Finance
Godrej Consumer Products
Godrej Properties
Godrej Agrovet
Godrej Household Products Limited
Godrej Hersheys
Godrej Tyson Foods
Keyline Brands
Kinky
Rapidol
Godrej Global Middle East
Godrej Nigeria
Megasari Group
Issue Group
Argencos
GROUP STRUCTURE
OUR BUSINESSES
We are a group of 6 companies. Godrej Industries operates a
chemicals business and is a holding company for the associated
companies. We are 7500 + people strong and undertake global
operations in Asia, Africa and Latin America, which are the key focus
international markets outside India.
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BUSINESS VISION
OUR IMPERATIVES AS A GROUP
OUR 2020 VISION HAS 4 IMPERATIVES HR IMPERATIVES
Grow 10 times in the next 10 years
•Provide strong leadership and global talent
from within Godrej
•Cost efficiency
•Integrate acquisitions
Be the most trusted and innovative Indian
brand
•Have an authentic and edgy employer
brand
Foster an inspiring place to work •Build the culture around our capability
factors Create shared value through ‘Godrej Good
and Green’
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A LARGE GLOBAL PRESENCE BY 2020, BACKED BY AN HR
VISION WHICH IS TO BE SIMPLE, AUTHENTIC AND EDGY
simple authentic edgy + +
1. Processes 2. Tough Love 3. Leadership Pipeline
4. Technology
5. Differentiated remuneration
• HR Cost/ Employee
• HR process feedback
• Manager Scorecard (Godrej
In tune)
• 360 Degree Score (Leading
Others)
• Employee Engagement Score
• Talent Attrition
• Employee Cost as a percentage
of Contribution
• Internal Successors/ Critical
Positions
• Compensation Positioning –
Fixed and Variable
OUR MEASURES OF SUCCESS
CURRENT HR CHALLENGES
Talent Identification not based on quantitative or qualitative data
Performance process unable to identify “What” from “How”
Employee Capability /Leadership development not following a framework
Group level information not captured & available in one single system
Interlinkages between different HR processes not readily understandable
Technology not attractive enough for managers to “visit” the system
Current HR platform (Peoplesoft) not scalable
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TECHNOLOGY CHALLENGES
OUR IT SYSTEMS DO NOT SUPPORT
OUR GOALS
All employees
HR Users
Payroll Users
Applications operate in silos,. There is no integration between the major HR applications at all. Data is uploaded / downloaded via excel / flat file extracts between systems.
There is no standardized implementation platform. Skills ranging from .Net, Mfg-Pro, PeopleSoft, SAP etc are required to maintain these applications
There are multiple applications to run Payroll back-office. Group companies have implemented either SAP-Payroll, Mfg-Pro or use range of applications (Agrovet).
No Golden Data Source: Same data is entered in multiple systems individually. For example: new employee record is inserted in multiple systems.
Portfolio comprises of legacy and non-supported platforms: Mfg-Pro is a legacy platform, while Godrejite is implemented on an old version of MOSS (2007).
Stability of GEMS: Stability of GEMS post PMS customization is a concern area.
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GODREJ CAPABILITY FACTORS (GCF)
THE GCF FRAMEWORK
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THE GCF MODEL IS BASED ON THE 3 PILLARS OF OUR LEADERSHIP PHILOSOPHY
Leading Self Fundamental to successful development as a leader is an understanding of self –
of one’s own abilities and areas of improvement. Leading yourself is a commitment
towards a continuous journey of learning and growth.
Leading Others Leaders interact with others in many ways, whether as supervisor, mentor,
manager, team member, team leader, peers, or co-workers. Leading others is
working with and influencing those you work with to achieve common goals.
Leading Business Leading business is about delivering results and about being able to see the
bigger picture today and acting on it. It is also about leaving a legacy and creating
a brighter Godrej.
COMPETENCY BASED TALENT MANAGEMENT
Recruitment
Induction
Talent Management & Leadership Development
Learning
360 Degree Feedback
Performance & Career
Management
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OUR APPROACH - HR TECHNOLOGY
ROADMAP & VISION
• We partnered with a leading consulting organization to study our HR processes & the technology supporting it
• They studied our As-Is processes & systems
• They gave recommendations about the To-Be processes & the supporting systems
• They prepared a HR Technology roadmap
HR TECHNOLOGY ROADMAP
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HR IT STUDY
• Leverage economies of scale
across the group companies
• Self service driven flexibility
Customer
Intimacy
Design
Excellence
Operational
Efficiency
Integrated Talent Management
HR
Analytics
Godrej – HR Vision
HR Focus Themes
• HR measurement and budgeting
model
• Enabling strategic decision making
through workforce insights
• New Competency framework
planned with linkage to PMS
• Leadership development is driven
by corporate
HR IT Road Map
Functional Applications
Sourcing Options
Rent
Buy off the shelf
Outsourcing
HRMS
SAP
PeopleSoft
Best of Breed
HR-IT LANDSCAPE OPTIONS
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PROCUREMENT STRATEGY –
EVALUATION MATRIX USED
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Criteria as discussed in Prioritization Workshop Suggested
Weightage
Suggested Option Scores
Custom
Developed
Buy Off-the-
Shelf
Rent
(SaaS)
The system scores high on usability and can be rolled
out to users with minimal training 25% 2 1 3
Low Total Cost of Ownership over the product lifecycle 15% 1 2 2
Ability to handle technology obsolescence 11% 1 1 3
Integration is easy with existing processes and data and
applications 10% 3 2 1
Codifies best-practices and processes 7% 1 3 3
Low implementation risk: Fast and assured
implementation 7% 1 2 3
Low vendor related risks 7% 3 2 1
Low initial costs 5% 1 1 3
Low exit costs 5% 1 2 3
Enterprise-development and user-support organizations
are not required 4% 1 2 3
Less likelihood of defects 4% 1 2 3
Total Scores 1.59 1.66 2.51
Scoring Scale: 1: doesn’t satisfy requirement 2: partially satisfies requirement 3: fully satisfies requirement
LIST OF PROJECTS IDENTIFIED
Projects Description Target Outcomes
1 Payroll outsourcing Fully outsourced payroll processes for all in-scope Godrej companies
Live Employee payroll-service interface
Operational Service support framework (L1, L2 support)
2 Talent Management
System
Design Skill Gap Analysis, Performance Improvement Framework and Individual Development Plan
Define Succession Profiles
Define Employee Appeal Process
Define Reward and Retention process
3
Learning
Management
System
Define Training strategy, Needs Assessment and the budget forecasting process
Define a Common Learning Measurement framework
Implement a Group-wide Certification Program and Learning Management Model
Establish Communities of Practice and a Learning Vendor Management program
Create a Content Development and Management Framework
4 Intranet redesign
and upgrade
Detailed usability analysis and identified wire-frames / mock-ups
Migrate existing functionality to new site
Live new functionality (CKM and profile management)
Operational Service support framework (L1, L2 support)
5 HR Portal Define HR portal roadmap / strategy
Define HR Portal integration and information architecture
6 ESB Implementation Define target integration architecture and messaging design
Build adapters for Intranet, PeopleSoft and other HR applications
Implement middle-ware, test and deploy
7 HR Analytics Integrated HR analytics and decision support platform at Godrej
Live pre-defined and configurable dashboard, reports based on user profile
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LEADING TO THE HR IT ROAD MAP…
Project/Phase 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Preparation for roadmap
Payroll Outsourcing
Performance Management system
Learning Management System
ESB Implementation
Intranet Redesign / Upgrade
HR Portal
HR Analytics
HRIS Assessment
(Upgrade versus replace analysis /
decision)
2011 2012 2013 2014
HR-IT STRATEGIC ROADMAP - PROGRAM PORTFOLIO TIMELINE
OUR HR IT VISION
• An easy to use and intuitive technology platform for all employees
• Scalable and global
• A predictable cost structure and overall lower investment in HR systems
• HR Analytics driving business decision making
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SUCCESSFACTORS
IMPLEMENTATION
HOW SUCCESSFACTORS WAS EVALUATED
• We evaluated leading traditional on premise software
• Organization broad goal to move to cloud based systems helped start the
evaluation process
• SF India presence gave it an edge over Taleo, Saba etc
• Evaluated SF over 2 months with demos to multiple stakeholders e.g. HR
process owners, HR heads & finally to the management committee
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• Engagement with SuccessFactors spread over 5 months
• Modules launched in a phased manner as opposed to a “big bang” approach
• Alignment with our HR process calendar
• Roll out planned for 1000 international employees & with multi lingual capabilities in
the next few months
IMPLEMENTATION ROADMAP
360 degree
Top Talent Management
Performance Management
Career Development
Succession
Planning
• First process that was launched on SF
platform
• Used the new competency framework
• Launched within 2 months of starting the
engagement
• 600 managers globally got their 360 degree
feedback
• Record high scores of completion - ~93%
Feedback on ‘360 degree feedback’:
“my compliments on the excellent format and
presentation this year.
Great to see such quality work.”
360 DEGREE FEEDBACK PROCESS
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• Launch of the 9 Box process – called
top talent management integrated
with competency framework
• Integration of the GLF promotion
process with the GCF
Feedback :
“My compliments to HR on a stronger
and employee development / career
plan, focused mode.”
TALENT MANAGEMENT/CAREER DEVELOPMENT
• Annual performance integrated with GCF – SF’s biggest launch for over 3700
employees worldwide
• Old goal sheets with previous quarter ratings migrated from Peoplesoft
• For employees it was a seamless transition as data was available as before
• Moderation carried out by Function Heads in the system – reduction in numerous
spreadsheet preparation & thus errors
ANNUAL PERFORMANCE REVIEWS
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POST IMPLEMENTATION
One stop shop for all talent data across the group companies e.g. Talent data of top 100 employees.
Increased usage of quantitative data to make decisions in calibration & even in Godrej awards
360 degree evaluation is now increasingly used for downstream developmental initiatives
Reduction in HR effort for addressing standard manager queries
Reduction in cycle time for launching & completing HR processes like 360 degree feedback, 9 box with new competencies, moderation
Minimal change management intervention while rolling out SF
System look & feel, intuitiveness making it “pull” based for managers
WHAT HAS CHANGED POST IMPLEMENTATION
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SOME TIPS & LESSONS
TIPS
• Do not be tempted to roll out all modules at once; ensure that modules are released
after doing adequate change management
• Completed the process documentation before we started the implementation
• Get buy in from all stakeholders, esp in a multi business environment
• Ensure you have the project team formed & staffed adequately esp during testing
phases
• Data clean up is very important – e.g. Org Hierarchy
LESSONS
• 360 – too many raters for an individual e.g. for top management some had as many as
20 raters
• 360 – participants should have been chosen by employee
THANK YOU FOR YOUR TIME AND CONSIDERATION
Contact me at [email protected]