Cloud the game changer maersk

11
Cloud – The Game Changer in HR 24 th October 2014, Peter Rasmussen

Transcript of Cloud the game changer maersk

Page 1: Cloud the game changer   maersk

Cloud – The Game Changer in HR

24th October 2014, Peter Rasmussen

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What we came from in 2012

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On-premise vs. Cloud

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Museum

Cherry-picking

Turtle

Shinkansen

Where were we?

• Optimized SAP

HCM

• Limited process

Integration

• Limitations with

existing SAP

functionalities

• Unable to cater for

latest business

requirements

• Some cross-

functional system

integration

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Insert department name via

‘View/Header and Footer…’

Feasibility study

Charter agreement

Business Case Sign Off

Review with BU

HR Board Update -April

Feasibility Study

Kick off

Performance Management

Recruitment

Learning

Legal

Commercial

Succession

Analytics

Compensation

Technical

Master data

Week 5-13 Completed

Feasib

ilit

y S

tud

y M

an

ag

em

en

t

Week 5 Completed Apr’14 Apr-May’14 Jun’14

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Feasibility Study Key Findings

Perform Gap Analysis

Evaluate SF BizX suite

Compare SF BizX with Workday

Conclude Functionality

Obtain price information from SAP

Compare SF BizX TCO with current SAP HCM TCO

Establish TCO during

transition Conclude Commercial

Review SF BizX Data Processing and Security agreement Conclude Legal

Establish SF BizX implementation effort

Establish migration effort

Conclude Effort

Slide no. 6

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What has happened since?

Maersk Line’s pilot Succession Planning and Talent Reviews

Maersk Oil’s pilot on Talent Acquisition

Feasibility study in APMT around combined predictive analytics

Current Learning platform will be decommissioned in Aug’ 2016

Q1 2014

Q3 2014

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Where are we today?

Museum

Cherry-picking

Turtle

Shinkansen

• Talent Management

• Candidate Relation

Management

• Workforce Analytics

• Learning

Management

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New Governance Model

HRIT Steering Committee and Group

Functional Owners

HRIT

HR Board

1. New Layer

created with HR

Board minus 1 in

order to drive

strategic

partnership with

HRIT and drive

faster decision

making

2. Ensure project

prioritization

aligned with

functional

process owners

Business Reference Group

1. HRIT Leaders

2. BU content owners

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HRIT Strategy Enablers

Process

Improvement

Cloud

Solution

Strategy

Business

Partnership

Governance

Model

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Maersk Company Presentation | page 11