Add e for evolution

first_img Comments are closed. e-HR has the potential to transform HR if implemented properly, as RonCollard of PricewaterhouseCoopers can testify. He explains how the PeopleSoftprogramme has led to cultural change at the companyMuch has been written about the development of e-HR and it’s potential fortransforming HR. And while many organisations have taken a tentative look atthe new technology, when it comes to the crunch they find it hard to justifythe business case for a roll-out programme. Indeed, for e-HR to work there needsto be a clear strategy, a strong business case and structured implementation. Developing a business case The main business drivers to consider in any business case shoulddemonstrate that e-HR and the associated HR transformation is part of a widerchange programme in line with business strategy. To achieve this the followingneed to be considered: – The brand – shape and focus the brand to match business requirements –ensuring the employment brand visible in the marketplace is in line with the e-businessbrand – Efficiency gains achieved through technology – choose user-friendlyadministration that will allow front-line managers and staff to focus on theirclients – Gaining greater value from HR – what are the main people issues in yourorganisation? – Return on investment – what cost reductions will be made? PricewaterhouseCoopers’ approach to e-HR is based on delivering a globaltechnology platform – PeopleSoft – linked at territory level, with an HRtransformation programme based on full HR shared services. Installed across 14 of its major sites, covering 100,000 people – 60 percent of its workforce – PeopleSoft forms the hub for all people systems andtransactions at the consultancy. It provides the foundation to help managerecruitment, retention and redeployment of staff consistently and costeffectively. The application for Europe, Middle East, Africa (EMEA) countries, includingthe UK, is run from a single data centre, and allows PwC to upgradesimultaneously across all sites. It also means a single maintenance and supportteam can be centrally located, which brings significant savings in operatingand maintenance costs. The business drivers behind PwC’s e-HR programme – Facilitating global HR reporting and data storage standards – Enabling standardisation of HR processes – Cost saving by centralising system support – Providing territory management information (including legally required HRdata) within an overall framework – Replacing legacy systems with limited lifespan functionality Challenges during the implementation of the technology platform included: – Managing a global design with the inevitable demands from individual sitesfor customisation that had to be resisted to manage costs – Larger sites wanting much more sophisticated developments on thePeopleSoft platform than the smaller sites – Controlling scope drift and costs within the timetable – achieved byextensive user involvement supported by the top HR territory leaders – Managing cross-cultural issues where understanding and definitions indifferent countries required much investment in regular dialogue Adding value Once the technology platform was built and implemented, PwC considered howit could derive maximum benefit from the investment and significantly changeand improve the delivery of HR in the UK. The company wanted to transform the way it delivered HR, making full use ofthe relevant technology to develop a shared service approach to administrativetasks. It also wanted to give HR staff the opportunity to concentrate on addingvalue, through business-supporting activities Cultural change The changes that have been implemented have provided a basis for majorcultural change at PwC, including: – Employees being given more responsibility for their personaladministration – A transformed HR function providing a more value added service – State-of-the-art systems providing a better quality service link toe-business strategy – Client-focused professionals adding value to people activities, notadministration PwC has derived maximum benefits from its e-HR programme. It has enhancedthe external brand while achieving a better quality HR service, and has seen areturn on investment in three years. Its experience has shown HR can deliversuccessful employee service technology at global level while ensuring maximumbenefits are gained from local implementation. Ron Collard is a partner in the human resources consulting practiceat PricewaterhouseCoopers. He is responsible for developing HR transformationsolutions for clients and is the project leader both for PwC global PeopleSoftimplementation and the UK HR transformation project.  He will be presenting a Softworld Masterclass: Implementing an HRSystem on a Global Scale. 6 February 10-11am.Softworld HR and Payroll takes place in Hall N8 ExCel, London 6-7 FebruaryContact: Emma HarrisImark Communications 01932 730704 Related posts:No related photos. Previous Article Next Article Add e for evolutionOn 29 Jan 2002 in Personnel Todaylast_img read more