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HR BPO Journey. Charles-Henry Duroyon Group HR Systems & Efficiency Director. Agenda. About Faurecia Setting the Scene – Building the sourcing case Achievements to date Key success factors Influencing the future. Faurecia at a Glance. Annual Revenue. Worldwide Presence. Employees.

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hr bpo journey

HR BPO Journey

Charles-Henry Duroyon

Group HR Systems & Efficiency Director

agenda
Agenda
  • About Faurecia
  • Setting the Scene – Building the sourcing case
  • Achievements to date
  • Key success factors
  • Influencing the future
faurecia at a glance
Faurecia at a Glance

Annual Revenue

Worldwide Presence

Employees

$15 billion

220 sites in 32 countries

70,000 employees including 791 HRs

setting the scene hr in faurecia

791 HR covering 67,000 employees

65% at site level (220 sites)

Setting the Scene : HR in Faurecia

EVP Group

Human Resources

Faurecia University

ASBG HR

France

Management & Development

CBG HR

Germany

PG HR

Compensation Benefits

ESBG HR

North America

Recruitment

ISBG HR

Portugal

Countries

Industrial Relations

MSBG HR

Slovakia

Employee Empowerment

Spain

HR EfficiencyInformation System

South America

HR Controlling

United Kingdom

setting the scene preliminary studies in 2005 showed the following facts

Total cost of HR Administration is €25,40 per employee/month in HCC

Setting the Scene> Preliminary Studies in 2005 showed the following “Facts”
  • Multiplicity of Systems and environments (35)
  • No Interfaces possible between systems
  • No Central Database for all employees (core system)
  • Historical and Local Operating Rules
  • Weak Underlying Processes leading to discrepancies and/or major inefficiencies
  • On-going and Mandatory Investments
  • Weak launches and new country implementations
our initial objectives

Quality, Simplicity, and Efficiency

Our initial objectives
  • Align payroll, personal administration and Time & Attendance organization and processes
  • Improve HR Quality of Delivery and Efficiency
  • Ensure perfect control over HRIS and Payroll costs and limit financial and legal uncertainty
building our case

2.5m€/y

Building our case

-20 +X % per ee per month

direct

Temps

Renewals

X : Retained Organization

Compliance

IT

ADP Processing

Costs

Initial

TCO

Personal

CSPs/MS Costs

Target

Final Case

our hr bpo model
Our HR BPO Model
  • Hybrid in High Cost Country (>800 ee)
    • Outsourcing “Means” to ADP Globalview for HR, PA, Payroll, Time Management (Processing Services)
    • Shared Services Center operated by country/region (Min Cluster is 5k ee)
  • Full BPO in Low Cost Country (>400 ee)
    • Complete Outsourcing to ADP GV for HR, PA, Payroll, Time Management (Managed Services)
  • Outsourcing to either ADP Streamline or Local Best of Breed for other smaller countries
global hris architecture
Global HRIS Architecture

SSC, Site HR, Local administrative

ADP SSC

Data entry

Data entry

Recruitment

Data entry

Talent management

Self

Service

MTS Self

Service

Personal Administration

Payroll

Time Management

Compensation

Interface

Learning Mgt Syst

Interface

Global HR Process Layer

Interface

Financial Systems

Other FRC

Dowstream Systems

HR Business Intelligence

DW

Group HR Reporting on 21 Key Indicators

functional scope
Functional Scope
  • Time Management
  • Manager Self Service
  • Manager portal
  • Personal Administration workflows
  • Personal Administration
  • Faurecia Core System
  • 60 common employee data worldwide
  • Common Processes for Hire, Transfer, Expatriates, Temps
  • HR
  • Secure all employee data in one place
  • M&P only
  • Payroll
  • Common SAP Engine
  • Secured, Consistent, Compliant
  • Robust controls & employee satisfaction
  • Interfaces
  • Reporting
  • SAP FI, CO
current priorities
Current Priorities
  • 1. Secure Vendor Relationship
  • Stabilize France and Spain
  • Share Best Practices among countries
  • Establish Standards and Processes
  • Control Change Request Volume
  • Ticket Management Level II ( No ticket aging >14 days Group Wide)
  • Follow Global KPI and Satisfaction Survey
  • 2. Global Interfaces Deployment
  • Deploy GV/DW Interface
  • Extend to Additional HR Indicators
  • Introduce Cost Reporting
  • Monitor and Measure existing Interface
  • Deploy MTS to Spain and France
  • Reinforce SAP FI/CO Interfaces and Process sharing
  • 3. Extend
  • GlobalView Scope
  • Address HR data Transfer into GlobalView
  • Introduce Organization Management
  • Deploy Solution for Training Management and Salary Review
  • Reinforce HR Data Management Processes
  • Evaluate ESS/MSS opportunities
  • Automate Finance Integration
  • 4. Address
  • New countries
  • Deploy Remaining Countries : MEX, BRA, SVK, POL, CHN, SKA, MAR, remaining acquisition by end of 2011
  • Adapt methodology following France Implementation
  • Evaluate ADP “Managed Services” Model

Increase Project Value for Low Cost Countries

lies lies and damn statistics
“Lies, Lies and Damn Statistics”
  • The Bad and the Ugly
  • France, French, les français…
  • Implementation is a tiring and complex journey
  • Retained organisation above anticipated figures
  • Resolution vs Responsiveness (SLA)
  • Extended Transition phase
  • SAP Job Market currently difficult
  • Global Model in low cost countries is challenging
  • Agility of Global Solution vs Local Solution

The Good

  • 56,000 payroll processed every month
  • Payroll accuracy over 99%
  • No SLA penalties ever
  • Over cost 8% above of initial estimate
  • Average ADP satisfaction Rate at 4,3/6
  • Governance model in place
  • High Cost Country model very competitive
  • Move from Financial to Partnership
  • I survived..
client services escalation model
Client Services Escalation Model
  • Service Scope change (Global level)
  • 4th Escalation step

Level 4

Global

Sponsor

Jean-Pierre Sounillac

Executive Sponsor

Todd Sprague

Executive Sponsor

Level 3

Global

Support

  • GRM support for GSDM on Service escalations
  • Commercial escalations
  • Service Scope Change (Global level)
  • Service Escalations
  • 3rd Escalation Step

Charles-Henry Duroyon

Global Engagement Manager

Nicolas Aimez

Global Relationship Manager

Global Field Services

Americas

APAC

EMEA

Level 2

Regional

&

Global

Support

America’s

EMEA

APAC

  • RRM support for Regional CS Director and SDM on service escalations
  • Contract monitoring
  • Service scope changes
  • 2nd escalation step

GV Service Delivery Manager

Corporate Service Coordinator

Level 1

Regional

& Local

Monitoring

  • Service Scope change (Regional/Local level)
  • Service/SLA monitoring
  • 1st escalation step

Regional SC

Regional SC

Regional SC

Regional SDM

Regional SDM

Regional SDM

  • Daily Operations
  • Case resolution
  • according to SLA in single CRM tool through Tier 1

Operations

Country Service Centre Tier 1 &2

Country HR operational

GlobalView Team or Country lead

StreamLine

Partners/

Central Team

the 10 commandments
The 10 Commandments
  • You will ensure your vendor does a proper transition between Sales/Pre-sales and Implementation
  • You will have a shared governance model as of day 1 and monitor it closely
  • You will spend sufficient time in Global Preparation and Project Management tools before starting the project
  • You will ask your provider to have systematic Gap Analysis on functionalities but also on Level of Services
  • You will keep financial arbitration separate from day to day local project management
  • You will not underestimate your own workload
  • You will need internal SAP expertise to possibly challenge some implementation choices
  • You will request local consultants and management for complex payroll countries (e.g. Belgium, France, Italy)
  • You will be inflexible on quality, unit and regression testing before starting your User Acceptance Testing phase
  • You will keep your key people in the governance model after go live