Supporting a global workforce with simpler HR processes - Creating workforce insight and business value

Ivo Kukavica Vice President, HR Common Services and Solutions, TeliaSonera

*

Agenda

T E L I A S O N E R A - I N B R I E F

O U R G R O U P H R M A S T E R D A T A A N D

M E T R I C S O B J E C T I V E

O U R S O L U T I O N A N D V A L U E

A C H I E V E D

Intro

5 min

10 min

TeliaSonera in brief

TeliaSonera provides network access and telecommunication services that help

people and companies communicate in an easy, efficient and environmentally

friendly way, all the way from the Nordic countries to Nepal. We are also a leading

wholesale provider who owns and operates one of the world’s most extensive fiber

backbones.

4

TeliaSonera - in brief

• Result of a merger of the Swedish incumbent Telia AB

and Finnish incumbent Sonera Corporation in December 2002

• Head office in Stockholm, Sweden

• 2014 net sales SEK 101.1 billion

• Approximately 26,000 employees

• Market capitalization approximately USD 26 billion* (SEK221 billion)

July 2015

The world of TeliaSonera

5

NORWAY

NORWAY

NORWAY

NORWAY

NORWAY NORWAY

NORWAY

NORWAY

NORWAY

NORWAY

NORWAY NORWAY

NORWAY

NORWAY

NORWAY

NORWAY

NORWAY

Subsidiaries

Associated companies

Customers recognize us in each of our markets by our common identity.

Our icon represents the international strength of TeliaSonera combined

with a strong local connection as represented by our well-known local brand names

Our strategic agenda puts new requirements on HR and our People Agenda

6

We need to raise our People strategy ambition to

match the Winning 2018 – e.g. high performing

culture and making people a priority topic for all

managers

Focus our effort around clear strategic priorities

in line with the overall strategy – attract, develop

and foster new talent, establish real performance

management

Build a simple and powerful HR function as a

foundation – e.g. simplify the way we work,

teamwork across organizations, efficient and clear

ownership and processes

Ambition

Priorities

Foundation

Excellent delivery of HR processes is a foundation in our People Strategy

Establishing the fundamentals, then moving to more value add processes

Value oriented

Functional

Fundamental

• People Review

• Career planning

• Business partnering

• Change mgmt

• Employer Branding

• Performance reviews and feedback

• Learning and development

• Leadership development

• Talent and Career mgmt

• Compensation mgmt

• Recruitment process optimization

• Compliance mgmt

• HR services and master data

• Base and Variable pay mgmt

• Clear end to end process definitions

• Clear ownership and responsibilities defined at

group, regional and local level

• Simple and efficient supporting tools and

frameworks

• Understand and measure value add and

efficiency of processes

• Accurate and global KPI reporting based on

Group HR Master data

Wanted position

Group HR Master Data Consolidation – Conceptual Solution

…

Source Systems Consuming Systems

Reports

Global Consolidated

HR Master Data Solution

• Global HR data for

(person + organization)

• Data Repository

• Time Stamped Data

• Supports data quality

process

• Defined data load period

Consolidated HR Global Master Data in ONE place available for TS common processes and reporting

Reduce cost Faster and easier Improve data quality

access to global data

Reduced number of interfaces

between local HR systems and

global applications

Reduced need for manual

consolidation of data from many

different sources

ONE consistent view of HR

global master data (with history).

Aligned terms and definitions.

Enables central monitoring of data

quality and feed back to local contacts.

(Responsibility for data quality remains

local)

WHAT

WHY

Da

ta

Re

qu

ire

me

nts

S

olu

tion

re

qu

ire

me

nts

Data profiling Fit/gap analysis

HR prioritization

Benefit

Effort

Quality

Scoping Input Scope criteria's

Urgency

Quick Win

Priority

Evaluation

Scope

Plan

Pro

ject P

lan

Available time

We used a Value based method for scoping of Release 1

Our Solution was Successfully Implemented within months with SuccessFactors Employee Central (EC)

High-level Overview of the Employee Central solution

Employee

Central (EC)

TeliaSonera

Integration

Services

Online

Report

Designer

(ORD)

Common interface

• Common definitions

• Common format

Reports

Reports

Outgoing

interfaces

(not yet in place)

Through user interface:

- Access Control

- Manual upload of centrally maintained data

- Re-upload of failed records

- Monitoring of jobs

- Data analysis –issue resolution

- Design and run reports

Cu

rre

ntl

y:

11

So

urc

e S

yste

ms (

9 S

AP

an

d 2

no

n-S

AP

)

32

co

un

trie

s

59

co

mp

an

ies (

lega

l e

ntitie

s)

Inbound

interfaces

Employee

Central

Dashboard

A number of Group wide HR and non-HR processes are now enabled through MDC / EC…

Current Data Requirements (prio 1)

Implemented by project in release 1

Enables key processes/reports/interfaces

Current Data Requirements (all current)

Implemented in release 2

Enables all existing processes/reports/interfaces

Future Data Requirements (future need)

Implemented in coming releases

Enables future processes/reports/interfaces

All (by project) identified data requirements:

-Mandatory data requirements (~60 HR attributes)

-Nice-to-have requirements

-Future data requirements TS HR data attributes

Data and processes:

(illustrative mapping only)

…and it supports our current and future HR KPI’s & Metrics Needs

Value Delivered and Achieved

A number of HR and non-HR processes are improved with more accurate and timely HR data

I M P R O V E D P R O C E S S E S

A number of manual steps and integrations/consolidations are removed

Faster and easier access to global HR and workforce data enabling Workforce Analytics

R E D U C E D C O S T

B E T T E R I N S I G H T

Success Criteria and Lessons Learnt

1. Integration, Integration, Integration

2. Reference Meetings/Customers are important before, during and after

3. You need to understand and accept the Cloud model…you can not change everything, but you can

configure a lot

4. Cloud projects are not different from others…it still involves people and it requires good project

management

5. Commitment with local countries…if they don’t buy-in to the idea and solution, they will never commit to

deliver quality data

6. 2 thoughts at the same time…build for the future but start with what you need today

7. Principles need to be in place…for example “data corrected in the source system”

Our Group HR Master Data and Metrics Roadmap Ahead

2015 2015

2016

2014

2017

Continued expansion of data and

metrics

First full Group HR Dashboard

and Metrics in

place

MDC/EC Release 2

--------

Expanded data scope Outbound interfaces Improved

data quality

All inbound interfaces

and systems in

place

MDC live based on EC

--------

First Metric reports and

simple Dashboard

created

One source of global

HR data

Improved data quality

New set of Global KPIs

delivered

Global processes

enabled and rolled out

2018

In summary – if you are thinking about a Cloud Journey…

• Our experience is that you need to have a long term vision, roadmap and target picture but

be able to execute with a clear yearly plan where you have carefully evaluated your priorities,

benefits and ability for the HR team and the business to implemented the wanted/needed

changes. We can do a lot, but without the organization and people with you, you will not

succeed.

• The benefits are evident, because with common processes, systems and data you will be

able to deliver on a global HR strategy and agenda, that also supports the business needs.

Thereby enabling efficiency, operational excellence and a “one company” approach. The

benefits will not be realized over night, it will grow and develop over time.

• The challenges are to keep up with the business needs, demands and transformation and at

the same time drive the long term development. Be able to prioritize and willing to develop

step-by-step. Another challenges is to keep up with the new HR IT technologies and to have a

delivery-oriented IT organization.

18