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ANGELA NELLGold Fields / Vice President Talent, Performance and Leadership development

An HR transformational journey using SuccessFactors in a Mining company

Insert company logo here

• Gold Fields’ journey and project objectives• Implementation process• Change management• Lessons learnt• Implementation• Summary


Our business case and journey


Gold Fields asked SuccessFactors to meet the following requirements:

• Expansive performance and talent system, and infrastructure

• Standardised HR systems across the group to support standardised processes with flexibility for regional nuances

• Integrated HR reporting and consistent HR data


Talent and Performance management system standardised over 2 year period (manually maintained)

HR Payroll on SAP for Ghana, Peru, Australia

South Deep commenced SAP payroll/HCM implementation

Mineware bonus systems

Ghana – SAP training and events

Australia used Taleo for Recruitment

HR reporting on SAP portal – manual data input

Gold Fields system landscape for HR was

complex

• Multiple HR systems used across the

group

• Manually inputting and consolidating

data

• Manual systems – mostly Excel based

• High cost of different systems across the

regions


• SuccessFactors was chosen initially as the technological system to drive better performance and talent management

• Gold Fields started a journey of standardising and optimising the HR function

• Business needs exceeded the original scope

• Processes and systems have been identified, optimised and standardised to reduce system scope during the implementation

SuccessFactors was seen as a critical driver of Human Resource Transformation

Responsibility rests with EVP People and Organisational Effectiveness - ExCo support


• SuccessFactors implementation required across Gold Fields’ four regions plus the corporate office

• Implementation had to be in Spanish as well as English


Variable pay on hold

Implemented In Progress Business case phase

June- Oct2015

June 2015 to March 2016

(Tech)Launch April

2017

Aug 2015 –April 2016Again April

2017 changes

June- Oct2015

Sept 2015 – March

2016

Aug 2015 –Dec 2015 –

break – restart March 2016

June- Oct2015


Why start with talent modules?

• Start with the key business needs and

build credibility

• Get buy in with fun and engaging

modules

• Build HR capability with systems in

areas we know well

• Employee Central is a fundamental

change to how HR operates

• Focus on adding value in the journey Talent modules

Employee Central

On boarding

Workforce analytics

Strategic workforce planning


Change management approach


SuccessFactors for Gold Fields was a Transformational Change

…….not just a system change. Therefore the change effort was not underestimated – we changed business processes and systems and the roles of people!

11

DevelopmentalChange

Improvement of skills, knowledge, practice,

or performance

Transitional Change

Replacement or redesign of strategy, structures, systems,

processes, technology or work practices

Transformational Change

Overhaul of strategy, structure, systems,

processes, technology, work, culture,

behavior, and mindset


• Awareness campaign that

embedded the strategy

• Road shows

• Videos by module

• How to guides

• Toolkits linked to policies –

new


Jam is a great tool

to raise awareness

during your

roll-out

Extensive usage


Recruitment Module overview video (v2)

Recruitment PosterLearning module overview video

Superuser how to cheat sheets

Supplement in-house

communications programme

with SucessFactors job aids

as well as guides for

standard implementations

and/or processes

Saphila/GoldFields Recruitment Module_HQ_11 May 2016 Final.mp4


Detailed guides for complex modules e.g.

succession

With “placemats” for complex talent concepts

Manager vs end user guides

Complexity of the module determines the change effort required –Succession was complex for our audience and despite being one of the later modules it is now integrated


Communications job never stops

What did we learn?

• Entrench the SuccessFactors processes in induction and

policy documents Re-launch in some regions was required to

increase buy in depending on maturity in the regions

• Train as many HR people as possible to be superusers–

people leave and then your training has to start again

• Upgrades require change management

• Educate executives around the possible challenges with a

cloud-based solution – support calls; upgrades; downtime


HR competency requirements required more attention from us in this roll-out – balance between traditional HR and Business Partner models.

HR datafication

Virtualisation, Globalisation and Virtual Tools Mobile tools

http://www.lbisoftware.com/blog/wp-content/uploads/2014/01/social-media-word-cloud-click-here.jpg

https://www.google.co.za/url?sa=i&rct=j&q=&esrc=s&source=imgres&cd=&cad=rja&uact=8&ved=0ahUKEwiolL7JuYPUAhWIWxoKHePAAM0QjRwIBw&url=http://technologyadvice.com/blog/human-resources/best-hr-software-for-small-business/&psig=AFQjCNH5a48H3hnvnb1llAYlEGm27n0RTg&ust=1495540744110168


Module overview


Employee profile

• Base – steep learning curve

• Data mapping

• Understanding terminology

• UDF

Goals and performance

• Template driven

• Business process is key

• Standardisation is possible

• Start with basics and don’t get too complex

Recruitment

• Template driven

• work

• Balance between standardisation and regional nuances


Learning

• Takes longest

• Hardest to learn as it is complex for administrators

• Loading courses is time consuming

• Jam and learning go hand in hand

Succession

• Integrated with other modules

• Position-based model is different to other modules

Compensation

• Build this right from the start to allow for annual updates

• Complex

• A lot of code required


Employee central

• Complex

• Event derivation standardisation

• Permission at field level

• Complex SAP data mapping

Meeting business expectations

• Is the next challenge

• Keeping up to date with upgrades

• Updates according to business process changes


Objectives & performance Ease of implementation

Was a standardised process in the business

Form-based with standard settings

Ran a pilot for end-of-year ratings for 2 regions

Business process well documented and understood

Extended scope by adding Performance improvement forms; 360 assessment; Exit interview templates and values recognition scheme

Competency libraries available are good, but you need to understand what they do

Challenges Calibration did not work as we had a decimal point in the rating scale

Business process change required for the calculation of a final rating

Manually importing objectives mid-year is onerous, complicated – benefits doubtful


Performance forms

are versatile

But start simple.

Start with what

you need, not what

you want!


Recruitment (did not purchase on-boarding module)

Ease of implementation

Australian region had a very effective recruitment department and that was used as a Blueprint

Module lead was a recruitment expert in Gold Fields and excellent on previous recruitment systems

Template driven implementation

Mobile application for approvals was extremely well received

Great to have internal applicant and external applicant site – some initial teething problems

Challenges Uploading of historical data – CVs loaded on the previous database on previous system was difficult to upload and we struggled with a technical solution. It took a long time to upload once a solution was received

Variations on route map and template required later for different regions - don’t try and force standardisation where it does not make sense

Slow uptake in regions, which did not have fully fledged recruitment departments

Generating the reports and dashboards were challenging

Manual setting-up of permissions groups – dynamic groups were not set up

Upgrades did affect permission settings on mobile


SuccessionEase of implementation

Most complex of the talent modules – introduction of the MDF• opted for a position model due to journey to Employee Central

9 box matrix mapping works well

Links with performance forms possible

Presentation function works exceptionally well for talent reviews – though settings cannot be updated automatically

Challenges Position model does not sync automatically with person-based model – two structures now needed to be maintained

Permissions tended to be more complex – talent data is sensitive

9 box matrix mapping to correct data points on x and y-axis was a challenge- it averaged ratings over 2 years etc

Calibration of 9 box was not automatic – developed a workaround to calibrate ratings without affecting performance score history

Technical support and leadership on this module was key


Career developmentEase of implementation

We implemented CDP lite

Only implemented the individual development plan Other elements will be launched once business is ready

Challenges Business needs to map the roles, competencies etc if module is used to its full potential – need updated role profiles, competencies etc Job profile builder is on our new road map


Learning and JamEase of implementation

Most complex of the modules into terms of admin functionality and HR time to build

Based on Plateau platform and not Bizex like other modules, which does allow additional flexibility

A range of additional off-the-shelf, subscriber content is available now for e-learning content e.g.Linda.com/ HarvardManager, etc

Training the trainer on this module is onerous

Surprisingly good uptake of Jam – creation of groups by employees, particularly via mobile

All SuccessFactors learning material was loaded on Jam for users

Challenges Significant effort required to create a course catalogue/ load content

E-learning content must be in a specific format – SCORM. We trained our team on Adobe Captivate but producing learning content is an art

Need to launch learning with content to have an impact

Need to clear history before you go live after loading courses

Check bandwidth in your operations to play video content

Content server set-up and replication is a technical requirement


CompensationEase of implementation

Not easy to implement – get to know the functionality of this module before implementing. Most of what we wanted to do would have been better in variable pay

Challenges Workflow variations were challenging - map roles and workflows in all modules first and develop a role-based permissions framework upfront

Manual intervention required to make our salary increase, bonus and long term incentive plans work

Used an extended UDF for this module, which caused problems when this module was running in parallel with other modules – think about the timing of implementing this module – map the data to SAP instances early on

No room for error with compensation – role based permissions must be right up front

Needed additional templates to accommodate all the rules for the regions

Plan for the annual changes you require – don’t hard-code as this requires a lot of rework


Employee CentralEase of implementation

Complex implementation when working across different SAP instances that are not standardised

Challenges Scoping this work upfront is challenging – devil is in the detail and impossible to plan up-front in its entirety

Balance between standardisation and regional requirements

Bridging the gap between business process understanding and technical understanding – we started with the stage gate of scoping the work first and then re-scoped

RDS (Rapid deployment solution) is quick to implement but didn’t meet our unique needs

Data migration is a large effort – ensure you have the right expertise

Integration with phase 1 modules – particularly recruitment, succession, on premise SAP

Workflow standardisation – we had in excess of 150 workflows

Completely needed to rework role-based permission set up from phase 1 modules

Technical leadership on this module is a key success criteria – ensure you implementation partner provides this leadership

Change effort is large – requiring some org re-design in some instances


SF Preferred care

IT support and call logging

(partner)

Experts by module

SAP call logging

Implementation partner post go

live support

Business Support

(processes and how to)

Superusers per module

Superusers per region

Gold Fields Support model – is evolving over time


Lessons learnt


Integration between modules requires system thinking

Language pack

Role based permissions framework

Business process mapping and standardisation

Technical leadership from implementation partner

Upgrades during go live

Skills of business team

Data mapping for UDF

Know enough of the detail to make good decisions

Agree on a support model

Lessons learnt

THANK YOU


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