hr goes cloud: sap journey facts & figureshr services are provided by hr. service tickets...

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Pietro Iurato, HR Director, SAP South Europe

February 6, 2019

HR goes Cloud: SAP JourneyFacts & Figures

HR Services are provided by HR.service tickets handled in 2018 with an NPS of 83.3%.

Our consumers are satisfied with the services we deliver

8.0consumer satisfaction (scale 1-10) with HR Services in 2018 HR Feedback Survey.

We transform to Run Simple and in the Cloud of SAP HR’s processes are in

the Cloud with 70+ Cloud go-lives in 2018. We focus on usability, performance and simplification.100%

130 legal entities in 67 countries

HR Guiding Principles: - Simplify- Standardize- Consumer satisfaction

We are a truly global business support organization

The digital world connects peoplelike never before.

Fast Facts* SAP HR

We attract, develop, retain people and enable organizationsto inspire innovation - lead change - create consumer satisfaction

We support SAP’s transformationto be the MOST INNOVATIVE Cloud Company powered by SAP HANA. In this role we are the custodians of SAP’s talented people.

We measure our 2018 success

1,600+HR professionals, 75% women, 39years on average, are working across 51 countries (main locations: Walldorf, Prague, Newtown Square, Manila) as one HR team to design & deliver great consumer experiences.

Hires overall18,000

63

1.1 m Learning offerings*

293,000

25.4% Women in management

281 Employer of Choice awards

© 2019 SAP SE. All rights reserved.

Consumer

*without compliance trainings

* End of 2017

5 generations

expecting a fully digital workplace

200 bn

connected devices

90 %

connected people on social networks

Our HR Focus Areas span our entire employee lifecycle from being a talent magnet to embracing an inclusive culture.

Version 01

96000 employees

3PUBLIC© 2019 SAP SE or an SAP affiliate company. All rights reserved. ǀ

We continue to boost HR Customer Satisfaction*

*Source: Annual HR Customer Feedback Survey

2017 data point refers to data collection January 2018 (retrospective assessment of 2017)

6.36.5

6.3

7.0 6.9

7.5

7.8

8.0

5

5,5

6

6,5

7

7,5

8

8,5

9

9,5

10

2006 2008 2010 2012 2014 2015 2016 2017


People Survey 2017 – Key ScoresEmployee Engagement remains high, Leadership Trust and Business Health Culture

continue to improve

68

77

79 7977

82

85

29

47

57

52

Employee

Engagement1

Leadership

Trust2

2013 2014 2015 2016 2017

2 The Leadership Trust NPS was measured for the first time in 2013.

61

85

2010 2011 2012 2013 2014 2015 2016 2017

1 Index was simplified from 7 to 5 questions

Business Health

Culture3

59

6566

72

69

75

7879

2010 2011 2012 2013 2014 2015 2016 2017

3 Business Health Culture Index was updated in 2015 (exchange of 2 Work-Life


And the market agrees. In 2018 alone, we received 281 employer awards*

*Several awards have been received in multiple locations.


WHY? Change is the new normal

The new world of work operates differently, and how work gets

done in HR is changing

• HR must deliver "experiences”

• HR is expected to drive measurable change

• HR must be fluent in data analytics and predict outcomes tied to

the business strategy.

• Solutions must integrate seamlessly with finance and other

business processes.


Cultural Transformation

From

PROFIT

To

PURPOSE

From

CONTROLLING

To

EMPOWERING

From

HIERARCHIES

To

COMMUNITIES


Our HR Guiding Principles aim at world-class HR consumer experiences

Consumer satisfactionDeliver enjoyable HR services

with human touch

StandardizeScale while providingpersonalized HR services

SimplifyMake HR interactions

smooth and easy Consumer experiences


Today our HR processes are already run in the cloud

SAP SuccessFactors runs on HANA at SAP

LMS

Executive &

Professional

Recruiting

▪ Pre-start Portal

▪ Onboarding Forms

Onboar-

ding

Learning

Workforce

Analytics

HR

Analytics

Social

collaboration

SAP Jam

HR Core

▪ Continuous Performance

Management

▪ Performance and Goals

▪ Development Planning

▪ Mentoring (Pilot)

▪ 360°Feedback

▪ Succession Management

Total

Rewards

SAP Talk

&

▪ Recruiting Marketing

▪ Recruiting Management

▪ Recruiting Posting

▪ Career Site Builder

SAP

Cloud

PlatformLearning

Compass

Talent

Market-

place

SAPAnalytics

CloudDigital

Board

Room

HC

Dash-

board

…

Fit@SAP

▪ People Profile

▪ Employee Central

▪ Annual

Compensation Review

▪ Equity

…

Appreciate

HR

Cloud

= =

Fieldglass

External Workforce

Management

Initial Performance measurements show that the average page load time in

SAP SuccessFactors has improved between 25-50% with HANA.

Click on bubble

for available

facts & figures

Succession


Main phases of our SAP HR Goes Cloud Journey over time

Integrated

Talent

Management

Employee

Central

Side-by-Side

One-Stop-Shop

Learning

First HANA

Cloud Platform

Extensions

Succession

Management– Apple

Partnership

Mobile

SAP Talk

20142013 2015 2016 2017

Best Practices

Next Generation Practices

Career Site

Builder

Phase 1: Talent Hybrid Phase 2: Side by Side Phase 3: Full Cloud

Global

Compensation

Cycle

Enterprise

“Facebook”

PP+JAM

Digital

Boardroom HR

One Recruiting

Platform

Run Your Way

with IoT

integration

EC-HCM

Business

Integration

Builder

2018

Executive

Recruiting

Employee

Central Full

Cloud

Mentoring

HR Chatbots


Our Vision: Intelligent data-driven HR system

Continuous Updates

Monthly mobile updates

Quarterly new features

DIGITAL

ASSISTANTS

Voice assistance

Personalized & Context sensitive

Data-driven via

One Single Source of Truth

Agile delivery

MOBILE CONSUMPTION

FOR ALL SERVICES

SPECIAL CONSUMPTION

FOR SELECTED CASES

Machine learning

Chatbot

SAP Analytics Cloud incl. DiBo

SAP Leonardo

SAP Cloud Platform Extensions

Social


The purpose of change management is to deliver a structured and ongoing program

that enables the organization to transition from a current to a desired future state.

Change Management


Change Management

“96% of organizations with mature

(excellent) change programs met or

exceeded objectives, whereas only

16% of organizations with immature

(poor) programs met objectives.”

“Organizations with mature (excellent)

programs are 59% more likely to be on

time and 40% more likely to stay on

budget.”

Execution Success Financial Success

Source: https://www.prosci.com/change-management/why-change-management


Planning Readiness Awareness Engagement Sustainment & Reinforcement

• Purpose & Scope

• Gain Sponsorship

• Integrated Project Plan &

Timeline

• Structure & Resources

• Governance

Program/Process

• Stakeholder Analysis

• Readiness

Assessment

• Impact Analysis

(Continuous)

• Change Strategies

• Communication Plan

• Branding (if applicable)

• Develop Messaging

• Launch Communications

• Awareness Survey (ongoing)

• Sponsor/Champion

Network Plan

• Identify

Sponsors/Champions

• Launch Sponsor/Champion

Network

• Sponsor/Champion

Effectiveness Survey

• Training Plan

• Training Development

• Launch Training

• Training Effectiveness

Survey

• Adoption Criteria

• Measurement & Adoption

Plan

• Measure Adoption

Effectiveness

• Reinforcement Criteria

• Reinforcement Plan

• Measure Reinforcement

Effectiveness

Change Management Phases & Activities


3. Influence1. Sponsorship 2. Meaning

When is Change Successful?


According to John Kotter (creator of the 8-Step Process

for Leading Change), only 30% of Change Management Programs

Succeed due to manager resistanceand management sponsorship.

However, …


Engagement is the difference between Commitment & ResistanceC

om

mit

me

nt

Buy -In

Bu

sie

ns

s

Ou

tco

me

s

Competing

Priorities

Re

sis

tan

ce

Poor Adoption

Business Sets

ExpectationsBusiness

Engagement

Executive

Commitment

Business

Alignment

Business

Reinforcement

Business

ConfusionNo

Value

Business

Disconnect


Buy-in is a purchasing decision

Sponsorship is a commitment to engage


• Leading by doing – be a role model

• Providing visible, active support of the change

• Communicating consistently and confidently about the change

• Actively interested in the project, tracking milestones and progress

• Personally engaged → sponsorship cannot be delegated

• Prepared to manage resistance

• Passionate and enthusiastic about the change

• Creating a strong network of sponsors throughout

the organization

• Persistent and patient about the change

Ideal sponsor profile


Programs that encourage employees to take the initiative and contribute to change

had five times the success rate of those with a purely top-down thrust.

Wide Participation: Ambassadors


“If you always do what you’ve always done, you’ll always get what you’ve always got.”

Anonymous

Find a purpose

Thank you.

Pietro Iurato

[email protected]

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hr goes cloud: sap journey facts & figureshr services are provided by hr. service tickets...

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