Challenges
- A global software company that had acquired two additional companies made up of 40+ sub entities each had no global processes, data or HRIS to deliver the people services effectively.
- Each company had a limited HR function with minimal processes, and a lack of standardisation – the two organisations were different sizes, had different levels of maturity when it came to their processes, operating model, ways of working, etc. This caused complications when looking to migrate to the new system (Workday).
- No global consistent people technology, limited core data, and no trusted system of record, data accuracy issues.
- Disparate people experiences across regions, countries, service lines and studios.
- Lack of experience and or expertise internally for HR digital transformations leading to knowledge / resource gaps and challenges.
How LACE helped
Process blueprint
Provided guidance and advisory in defining the process scope, priorities, localisations and overall ownership to define the core global process journeys underpinned by the data visibility and security by company.
Support model and service transition support
Provided expertise in defining the transition activities to integrate the two new companies into the existing cloud support model, underpinned by user simulations that defined the handoffs and process flows between the service delivery model Tiers with the new processes and ways of working.
Business readiness
Provided expertise and advisory on defining the key activities for business readiness including the detailed cutover planning, the new ways of working and training required by the core personas and defining detailed action plans and mitigations against each change impact.
What outcomes did LACE deliver?
Process blueprint
- Defined global process priorities – Identifying and advising on priorities to ensure the launch of a minimum viable product (MVP) for the software – being able to launch from day one of scheduled and agreed go-live.
- Documented eight global process journeys, including the localisations for each company – For example in recruitment, identifying the whole candidate life cycle from initial application through to hire (responsibilities, process steps, document storage and management, etc).
- Defined data visibility matrix including security by company and role – documentation of who has visibility to see and undertake tasks within the system (access management).
Support model and service transition
- Defined user simulations to support the transition to the new processes and new ways of working – Developing scenarios to define how HR and system queries will be administered in the future business requirements. For example, different tiers of the service delivery model were responsible for supporting catalogue of queries that come in to the HR function (reference letters, system administration changes, business process configuration changes – each have a different tiering).
- Defined the support model alignment for the acquired companies, including the introduction of the cloud support model service and the new processes for managing system changes (e.g. management of changes at a local company level versus group company level).
Business readiness
- Defined seven core personas - employee, manager, HRBP, recruiter, learning admin, manager’s manager, HR admin – to explain to the business who is responsible for what within the business, when an employee has to ‘self-serve’, etc.
- Defined detailed cutover plan including the transition to the new support model - Identifying the activities need pre, during and post go-live, mapping out a checklist of all of key requirements needed in order to send the system live, to aid business readiness for go live – in addition, the completion of key data activities to ensure data quality and integrity upon go live was managed by the LACE team.
- Defined change impacts and converted into a tangible action plan – examples within the plan included categories in the plan broken down into training, change management, communications, process adoption, technical configuration and operating model – everything that would support readiness for go-live (a gap analysis between the current state and the ‘to be’ state)
