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1、Enterprise HR Operations and Delivery HR Process Standardization Project Strategy OverviewSeptember 7, 2009HR Operations & Delivery2Objectives: Provide an example of how you can integrate project management and organization readiness with LSS techniques Review project management techniques Review or
2、ganizational readiness strategies applied to a global projectAgenda: Ingersoll Rand Overview Project Overview Project & Change Management Overview Project Management Highlights Organization Readiness Highlights Lesson LearnedObjectives and AgendaHR Operations & Delivery3A $13 billion diversified ind
3、ustrial companyOver 60,000 employees worldwideAbout 100 manufacturing facilities worldwide Operations in every major geographic regionStrategic brands are #1 or #2 in their marketsIngersoll Rand Who We AreHR Operations & Delivery4Market-leading Brands#1 US #2 Worldwide Commercial HVAC Equipment#1 No
4、rth America lock and door hardware#1 Worldwide golf cars #1 North America display cases #1 North America service provider#1 Worldwide transport refrigeration#1 North America air compressors, air toolsComfort and Climate Control BrandsIndustrial BrandsSecurity BrandHR Operations & Delivery5Business O
5、perating System (BOS)Common structure, tools and methodology to drive a culture of continuous improvement that will achieve breakthrough performance and exceptional customer value.HR Operations & Delivery6Human Resources Vision Op Ex AlignmentBuild Talent& CapabilityFacilitate ChangeEngage Employees
6、Improve Processes & SystemsStrategicOperationalOrganizationIndividualContributions to Ingersoll RandThe role of HR OpEx is to drive change and improve processesto enable the HR organization to focus on Building talent and Employee EngagementHR Operations & Delivery7HRMS Conversion Program Goals: Est
7、ablish standard Human Resource Processes Enterprise design for Human Resource data and storage One program / Five Projects: PeopleSoft upgrade to 9.0 HRMS and Payroll conversion to PeopleSoft 9.0 (AKA “HRMS Conversion”) Retiree and ex-employee data migrating from GEAC to PeopleSoft Migrate Financial
8、s and Purchasing from Shared Services North America instance to Ireland instance HR Process / Data Standardization and Policy HarmonizationTomorrow: 1 HR Core Data SystemIR - Global PeopleSoftToday: 4 HR Data SystemsTrane PS USTrane PS ESAIR GEACIR HRMS & BasicHRMS Consolidation ProgramHR Operations
9、 & Delivery8Project Scope and DeliverablesPOLICY HARMONIZATIONPROCESS / DATA STANDARDIZATION Enhanced HR Service Delivery Model Standardized HR Systems, forms, & templates Integrated reporting capabilitiesPeople Soft 9.0 HRMSTwo primary deliverables:HRMS data standards for the PeopleSoft (PS) techni
10、cal team Standard HR processes and harmonized HR policies for the enterpriseHR Operations & Delivery9Project OverviewHR Process StandardizationProject PhasePhase DeliverablesTools EngagedDefine (Align)Determined project goals, scope, and deliverablesProject Charter, Project Plan, Work Breakdown Stru
11、cture, Organization Assessment, Change Assessment, Employee Engagement Survey ResultsMeasure (Current State)Gather current sector best practices and external best practicesProcess Maps, Stakeholder Analysis, Gap AnalysisAnalyze (Design)Designed the new processes, tools, and templates, obtained leade
12、rship approvalKaizen, Process Maps, Readiness Assessment, Affinity diagrams, Is-Is Not analysis, Communication Plan, Training Needs AnalysisImprove (Deploy)Training completed & new processes implementedFocus Groups, PilotsControl (Governance)Process in place to control & monitor compliance and impro
13、ve the standardsGovernance Map, Sustainment planHR Operations & Delivery10Define - Where to startHR Process StandardizationTalent AcquisitionOn-boardingTransition OutCareer EventsLife EventsLeave EventsEmployee Life-Cycle Value Stream HR Operations & Delivery11Our Project Process Standardization Mea
14、sureCurrent State AnalysisEach Business Sector HR independently defined their own “unique” processes, tools, and templates Variation existed within business sectors and geographies minimal documentation existed, no common location for documents lacked common tools and methodologies had different ser
15、vice delivery models (different ways of working with Shared Services) possessed a strong internal sense of autonomy had unique organizational structures and job descriptions had trained greenbelts , many were underutilized People looking for projects, instead of projects looking for peopleHR Operati
16、onal Excellence was not represented at Corporate levelHR Operations & Delivery12Policies Cross Sector Policy review committee integratedConstitution completedVoting and non voting members namedApproval process in placeChange request share point developedAnalyze & ImprovePutting it all together:HR Process Standardization1. Process Maps
