The secret of driving cultural and strategic transformation through HR

5. The secret of driving cultural and strategic transformation through HR

6. WDS, A Xerox Company • Think about the last time you had to call for tech-support. It doesn’t matter how proficient the support agent was, wouldn’t you have rather not had to call at all? • That’s why we help our clients to deliver a better customer service experience by automating the process of care, identifying pain points and applying strategies to prevent problems (not just manage them) • Customer Services Transformation through outsourced services, technology products and consulting. • Dedicated to the wireless industry since 1995. A Xerox Company since 2012.

7. Agenda • Business Challenge • What was the problem we were facing? • Business Requirements • What did we do to address the problem? • Key Lessons • What did we learn? • What are the key takeaways?

8. Agenda • Business Challenge • What was the problem we were facing?

9. Business Strategy • Focussed on Telecoms, but broadening to other verticals. • Selling solutions that understand and then improve the Customer Experience. • A highly consultative sales approach. • Performance metrics geared to developing value based relationships with customers. • Requires a global network of experts to deliver growth (6 trial customers) • And this is our limiting factor. Not cash. Not customers.

10. The key challenges facing WDS • The ability to scale to meet the market opportunity (destiny in our hands!) • And doing it in a sustainable way • The key enabler was developing Talent (Experts) • Which prompted lots of questions… What do we mean by “Expert”? Are they good enough? Who are they? Where are they? How many do we have? 12 or 128? What are they expert in? What is the potential value of our talent pool? Do we need more? And if we do, how do we “create” them? Do I have “latent” talent available to be sold? What does the pipeline look like? Is it right? How fast are we developing them? Is it fast enough? How can we speed up?

11. Agenda • Business Requirements • What did we do to address the problem?

12. What is the Organisation Design? • Start with your Vision & Strategy • What are the Core Behaviours that underpin the desired culture? • A Role Library identifies the roles needed to deliver the Vision • Clear accountabilities and competencies for each Role. • Bring them together in a Structure • Establish standards for each step of the employee lifecycle. • Incorporate the Organisation Design components into HR processes. • Align the approach globally to allow the business to scale. Organisation Design Components Role Library Role Profiles Competency Library

13. This led to the following HR Technology requirements • Global • Simple • Maps to our Employee Lifecycle • Configures to our Organisation Design • Price • Self Serve - A tool primarily for Employees and Managers. Managers are the Channel. Equip them. Tool them up. They look after our most valuable asset • Provide a Single source of truth. • Integrates with other systems • Roadmap • Reporting • Cloud based

14. What impact were we looking for? • The right number of Experts, in the right place at the right time • More high performers, fewer low performers • Retention of key talent. Less attrition where it hurts • Better hiring decisions and more jobs filled internally • Improve productivity • Clearer, more aligned goals • Managers and employees empowered • HR efficiency • Increase employee engagement. • Reduce risk – data integrity • Increased Profit per employee • HR as a Profit Centre... “The talent factory...” Human Capital Scorecard:

15. More about impact… • Organisation Design: • Roles • Culture • Values • Core Competencies • Structure • Processes • Etc • Know what questions to ask. • But don't necessarily keep asking the same questions • Instead, let the data take you on a journey!

16. Competency map

17. Screen shot - HELIX

18. Screen shot – Management Dashboard

19. Agenda • Key Lessons • What did we learn? • What are the key takeaways?

20. Before you start... ....really get to know your business

21. Who decides about investments in HR Technology in your organisation? (Poll) HR (providing you know your business). And beware of what you don't know. Role of IT?

22. Get the right team... ... and make sure they all know what you’re buying

23. Move at pace... ...and recognise you can’t have everything from day 1

24. Implementation Principles • Global unless it can’t be • Keep it simple, consistent and global • Iterate: try, learn, enhance • Walk before we can run • Get stakeholders hands-on and get some wins • The single source of truth for Employee data. • Empower Employees and Managers (aligned to culture) • Managers are the Channel to employees (like distributors are channels to customers). • Accountability (workflow design) • Transparency

25. Know the questions you want answers to But let the data take you on a journey

26. Its a journey. • Things will change. • Embrace it and be brave (or stupid!)

27. Questions?

28. wds.co david.bowes@wds.co @wdscompany