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River Thames
Riv
er
Ch
erw
ell
River Wey
River Lee
Rive
rC
oln
eRiver Kennet
Banbury
Swindon
Oxford
Reading
Slough
High Wycombe
Guildford
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What else makes us special?
We‟re high profile
National opinion formers live and work in our area
One quarter of all customers in England
The country‟s capital city is at the heart of our supply area
Biggest scarcity of water with the highest population density
2012 Olympics
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Administrative
& Advisory
Services
HR
Leadership
Team
Design core HR solutions
and programmes for
organisational wide usage
and serve as the HR
knowledge centres of
excellence
Focus: Expert HR
design services,
business and local fit
while taking advantage
of best practice
Deliver HR services to agreed service
standards in a cost-effective manner
Focus: Technology enabled, standardised
processes. Cost-effective service delivery
of HR administrative work
Outstanding relationship
managers with a commercial
edge. Understand the “pulse” of
the organisation. Concentrating
on delivering the right solutions in
partnership with the Business and
the Centres of Excellence.
Focus: Commercial edge,
strategic interventions,
Connecting HR and the
Business
Corporate leadership in development of
organisation-wide HR strategies and policies
Focus: Creating a culture of engagement and
a Talent Management Philosophy
HR
Business
Partners
Centres of
Excellence
HR Operating Model
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SAP HR Project at Thames Water
Scope Organisation Management, Nakisa OrgCharting &
OrgModelling Employee / Non-Employee Administration Time Attendance & Evaluation Payroll Processing Talent Management
– Online PDRs (Performance Management) – Learning Solution – Succession Planning & Talent Reviews – Skills Profiles – e-Recruitment
Employee & Manager Self Service (ESS / MSS) Case Management Management and Operational Reporting
Improvements Self Service & automation of HR processes
Improving process governance & automation
Automated business rules, e.g. expenses, time and payroll
SAP enabled processes for Performance Mgt, Learning &
Capability, e-Recruitment and Reward
Control and visibility of employee /non-employee data
Improved capability and provision of HR based reporting &
Management Information
Key Business Impacts Greater use of Self Service within the HR processes, not
offline tools such as spreadsheets
Alternative processes required for field based operational
staff that will not have access to Self-Service
Completion of coverage of timesheet recording across the
business
Governance & automation of processes gives visibility of
data, providing „real time audit‟
Reporting / KPIs Single source of employee and payroll information
Improved capability for key workforce analytics – Headcount,
Recruitment, Performance Mgt, Reward Mgt
Improved HR Case Management analytics of workload &
performance
A common HR systems
platform for all
functions with a set of
robust and efficient
manager/employee
self-service
applications,
enterprise HR
management reporting
capabilities
HR to complete the
transformation from
‘High Volume Low
Value’ to value adding
STRATEGIC partners
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Learning Solution & Skills Profiles
Old world (pre SAP) Oracle system with training records
Spreadsheets and offline administration
Offline approvals of training requests
Skills profiles stored on spreadsheets and saved locally in the
business
Manual approach to demand planning
New world (SAP) Online training catalogue available for scheduling courses and
managing course demand
Accurate training demand and prioritisation
Supports compliance & self-regulation to regulatory audit
requirements (e.g. DWI)
Automated training approval and cancellation requests
E-mail reminders for expiry of skills/qualifications
Centralised view of skills profiles and competency gaps
through profile match-ups
Ability for managers to book employees onto courses (through
EhP4)
MI reporting
SAP challenges & System enhancements Ability for managers to enter start date on
qualifications
Evidence of competency recorded against
employee skills
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Performance Management
Old world (pre SAP) Paper Based PDR documents
No central view of Performance Documents, their status or
their content
PDR peer reviews offline and data collated in spreadsheets
Centralised reporting through complex spreadsheet
calculations
Challenge of Accuracy „No single source‟
New world (SAP) PDRs completed online with a facility to print as required
PDR rating history available online with full PDR history
available going forward
Reporting functionality supports Manager‟s information on
PDR status, results and for PDR peer reviews
Increased visibility for Managers of direct reports and full
organisation structure they are accountable for - including
PDRs and progress status
Team goals cascaded by line managers as part of EhP4
functionality
Integration with Learning Management through online PDR
documents
Performance ratings linked with Talent Management for Talking
Talent Reviews
Integration with pay review and reward management
MI on PDR = improved support, governance and analysis
SAP challenges & System enhancements Customised print layout of PDR
Managers entering objectives on behalf of offline
users
Bespoke program to update manager/employee
assignments through employee movements
MI & BI development
Duplicate goals against employees through higher
level managers cascading the same goals
Usability – Manager‟s are „hitting‟ the wrong button
(Save not status)
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The PDR Annual Cycle
Thames Water
Corporate Objectives
Peer Review
Objectives
Step 2
PDR: Half Year Review of employee behaviours
Profile Matchup: identify development needs
Development Plan: discuss gaps identified
during Profile Matchup
Step 3
PDR: Final Year End review and
overall performance rating
Peer Review
Performance
Ratings
BI
Peer Review
Performance
Ratings
BI
Throughout the year
Regular Review and Feedback
Employee Manager
Business Unit
Objectives
Step 1
PDR: agree individual objectives
Profile Matchup: identify development needs
Development Plan: identify skills gaps during
Profile Matchup and book training as required
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Talent Management & Succession Planning
Old World The succession planning process was paper-based with
supporting templates
„Talking Talent‟ process which includes Succession Planning
and Performance Potential matrix
There is difficulty in viewing succession across the
organisation together analysis/reporting
The career development and succession model was one
which incorporated all positions and all incumbents of
positions rather than focussing only on key strategic positions
SAP HR is used in isolation, but provides PDR ratings to
support Succession Planning
Assessment of potential in the organisation is not made using
the same visible criteria and assessment methods for various
levels are not clearly defined.
New World Leverage the SAP HR solution that is already in place,
including ESS and MSS functionality
One source of the truth for accurate HR and organisational
data in SAP HR for identifying talent in Succession Planning
Succession Planning will be against the current status of the
organisation structure, identifying key positions and critical
roles
Talent team and managers are able to prepare and conduct
„Talking Talent‟ meetings online
SAP challenges & enhancements Our due diligence determined SAP succession
planning on EhP3 was not fit for purpose and
deferred as part of the SAP HR implementation
Succession planning, using the E-Recruitment
solution, is not going to be developed by SAP
beyond EhP3
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What is Nakisa Talent
Visualisation?
Graphical-based succession
management solution
Visualisation and execution
of succession plans and
Talent Management
Displays data from SAP HR
as at today and updates the
system in real-time
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What is Nakisa Talent
Visualisation?
Official SAP Solution
Extension in their Talent
Management suite
Jointly developed with SAP
for seamless integration,
unrivalled in any competitor
solution
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What are the benefits?
Data is held in SAP, not external sources, so there is no duplicated or unaligned data
SAP security and authorizations are leveraged so data is protected and only available to the right people
It helps to identify any ‘knock-on’ effects as individuals or positions change
Suitable potential successors for strategic and key positions are identified, selected and matched to these positions
Effective risk management by having effective contingency cover and depth of succession (bench strength)
Ensures the organisation can fill roles in the right way, at the right time and with the most appropriate person
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Integration with the Talent Review
Process
Employee Review talent
profile &
conduct Talent
Assessment
Setup and
Prepare Talent
Review Meeting
Conduct Talent
Review Meeting
Follow Up
Activities
Management Team &
Talent Management
Specialist
Manager
Talent Management
Specialist
Talent Management
Specialist, Manager
& Employee
Maintain
Talent Profile