FTSE 250 multinational goods and services organisation – Transforming and Optimising the HR function.

The Situation

When BIE was contacted, the business had begun a SuccessFactors implementation. They were seeking short term advisory support to assess the feasibility and investment required to mobilise a broader programme. The key goals included reviewing the HR target operating model, consolidating systems and processes, as well as reviewing the payroll solutions and HR operations.

Due to the organisation operating in a federated model, there was a high resistance to change. Additionally, as they had recently been through major transformation in other functional areas there was still significant change fatigue to overcome.

The Solution

BIE worked with the client to understand the specific requirements of the support needed and provided a number of high quality candidates for the role of Interim HR Programme Director.

In early 2022, Colin Gibbons, was appointed for the role. Colin is an experienced functional expert in HR and has designed and implemented a number of major transformations in the past, making him a perfect fit for the role.

Initially, Colin advised on the requirements of establishing a broader HR transformation programme. However, in doing so uncovered a number of critical risks and issues with the current SuccessFactors implementation, that the client was unaware of.

Based on Colin’s advice, the programme was paused, and a new plan was designed to enable a successful go live. This included:

• Re-organisation of the team and resources – PMO and Change Management capability added.
• Establishing programme governance and ways of working with external vendors.
• Establishing and leading executive SteerCo meetings with representation from both the HR and global executive teams.
• Renegotiation of contracts with external suppliers.
• Resetting the implementation plan to a phased approach in line with business processes.
• Rebranding the programme to gain buy in.
• Establishing an HRIS team to be part of the project and own the solution post go live.
• Designing the Business Case and secured funding for global payroll programme with extended scope.
• Working with the HR leadership team to design an operating model for the function.

The Outcome

• SuccessFactors successfully delivered over two phases to circa 20,000  employees, across 30 +  markets and multiple languages, on time and on budget.
• Successfully piloted the global payroll programme in Asia, utilising an outsourced model.
• Collaborated with the global HR leadership team to align the operating model with business needs, addressing divestment, acquisition and growth requirements.
• Successfully piloted the new operating model in APAC including payroll and HR Shared Services, along with an approach to implement.
• Improved internal capability within the HR function to scope and deliver future programmes; which included, change management, PMO and establishing a new global HRIS team, none of which existed before.
• Improved commercial agreement with SAP, both financially and refining the scope for future business requirements.

Having implemented SuccessFactors, built internal capability, and successfully piloted the global payroll and operating model programmes, the client was well placed to deliver future phases of other transformation programmes.