Reflections Saas Adoption - Melanie Sowerby and David Thornewill

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REFLECTIONSSAAS ADOPTION

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The context

Reflections SaaS Adoption | HR Tech Paris | 27 October 2015

2011• Existing bespoke Performance Management system on path to sunset

– then eRecruiting system

– then Learning Management System

• Additional ‘People Development’ requirements costly to develop in existing system

• Compensation management requirement for Global Application & link to performance results

• Duplication of ‘master data’ maintenance as no integration between ERP’s and Global Applications

• Introduction of business unit charging for Global Applications

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The mission


Implement an ‘off-the-shelf’ solution:Replace legacy systems

Meet new business requirements

Leverage the opportunity to:

benefit from market best practice in performance management, recruitment & learning

address data quality and integration issues

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2015The status


Achievements

• Implemented data hub for 400,000+ employees• Launched ‘Recruiting’ for 2,000 recruiters;

12k posted positions and 210k applicants• Launched ‘Learning’ for 400k users;

470k course bookings across 100k participants• Set up steady state ‘Platform Management’ and

‘Support’ organisations & processes• Launched 2015 Performance & Talent cycle for 4,000

executives• Launched 2015 performance year end processes for

+28,000 employees and executives

Plans

• Transition ‘Performance & Talent’ from project to steady state

• Launch ‘Performance Management’ for c.8,000 users in Germany population

• Develop + implement bespoke compensation solution• Determine Performance & Talent roadmap• Continue roadmap development and release

management for Recruiting, Learning

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Reflections (1/4)


Approach

Culture

• Lower cost (but it’s more than the subscription)

• Data protection

• Best practice adoption

• Focus on configuration and not on technology

• Demands a single data feed

• Perceived ‘lock-in’ constraint

To SAAS or not to SAAS

Data

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Reflections (2/4)


Approach

Culture

• User master data clean-up – authentication & access rights

• Data structures and definitions to be explored and determined up front with vendor involvement

• Process data requirements and data mapping

• On-going data management responsibilities and organisation requirements


Data

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Reflections (3/4)



Data

Approach

Culture

• Required a more agile, inclusive style of working

• Jointly define requirements through configuration workshops

• Opportunity to shift dialog from what isn’t possible to solution options

• Configuration workshops are a critical change management event – more than only determining technical configuration

• Decision makers must be part of project team every day – join configuration or really delegate authority

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Reflections (4/4)



Data

Approach

Culture

• Deep, rich and specific discussion with the business / key stakeholders about dimensions of change, degree of flexibility and governance scope / span

– Processes and standards

– Data clean-up and ongoing management

– Support model and helpdesk

– Charging model

• How to make the changes stick

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Reflections (4/4)



Data

Approach

Culture

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Reflections (4/4)



Data

Approach

Culture

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The ripples


Vendor quarterly releases

Business roadmaps & requirements

Regular service and security reviews

Other regulatory or compliance requirements

change is constant

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The key take-aways


SaaS

Change Management

• Consistent suite vs. heterogeneous BoB (best of breed per module)• Interface & infrastructure considerations eliminated• Consistent look & feel• Rigorous data integrity

• Standardization – pre-requisite or forced through a system• Determine degree of acceptable change • Work together - Project & BAU teams; HR & IT teams• The ‘project’ never ends - ongoing config, change, training + comms

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REFLECTIONSSAAS ADOPTION

Reflections Saas Adoption - Melanie Sowerby and David Thornewill

Recruiting & HR

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