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  1. Renewal Worldwide, Inc.A Map to the Future Bridgett Larkin, Sheri Schlicher, Justin Vollmer, Chinwen Wang December 4, 2007

  2. Agenda Outline of current challenges facing the organization Unveiling of Renewal’s new vision Timeline for Success Organizational Structure Identify key roles Introduction streamlined functions Centralized human resource department New compensation and benefits structure Communicating the need for change Change management department

  3. Current Challenges Ineffective Vision Scattered competence Redundant and overlapping processes IT staffing ERP Solution Business Strategy • Lack of a cohesive business model • Existing structure • Political issues • Existing pay & benefit plans • Costly • Lack of internal equity among business units • Negative impact on morale

  4. Renewal’s New Vision Existing Vision: To provide innovative IT solutions to all commercial public sector, and higher education organizations • New Vision: • To provide innovative and affordable IT solutions to all customers through the effective optimization of our diverse and unified talent pool; utilizing organizational communication and commitment.

  5. Time Line – A Map of the Future Overall integration project to be completed within 18 months • 1. Initial meeting with C-Suite • Create a new, unifying vision • Generate buy in for new plan • 2. Meeting with 28 existing CEO’s • Gain buy in • Identify & address potential problems • 5.Contact individual HR departments • Conduct job analysis • Conduct salary analysis • 6. Prepare report for C suite to review. • Compile data from general & salary surveys and job analysis • Report includes cost cutting suggestions • 9. Unveil new plan to employees • Bring CEO’s into the step to assist with the Plan • Need to demonstrate how the new • structure will benefit them • 10. Roll out new compensation • & benefit plan Phase 1: Organizational Structure 2 Months Phase 2: Systems Integration 9 Months Phase 3: “My Renewal” 4 Months • 3. Talk to employees • Administer general satisfaction survey • Communicate new vision & goals • Answer questions & address concerns • 4. Meet with 28 CEO’s • Unveil new org chart • Inform them of new assignment; allow them to begin to assemble their team • 7. Investigate and select outsourcing vendors • Payroll • Benefits – Employee self service • 8. Systems Testing • Running of parallel systems • 11. Review & Audit • Remove parallel systems • 12. Dissolve Task Force • Integrate members into SBUs • 13. Continue Integration & Follow Up • Project completion

  6. Internal Consulting Team Create a Weston Consultant Group Hold Expert Knowledge Global information management consulting Specialization in benefit, pension, payroll, and delivering software vendor solutions Cost effective Eliminates high cost of external consultant Weston group is already familiar with Renewal’s culture and processes

  7. Gap Analysis – Relationships of Renewal Current Status Personnel Processes Data Input/Output Skills & Competencies Culture Identification of Pain Areas Gap Analysis Personnel Processes Data Input/Output Skills & Competencies Culture Observations, Recommendations and Deliverables

  8. Gap Analysis – Recognizing Impacts Develop “As Is” Baseline Process Mapping and Flowcharts Define desired end state Identify Opportunities Eliminate redundancies within SBUs Streamline processes through consolidation Identify Risks Data discrepancies Missing competencies Future compatibility

  9. Gap Analysis – Ensuring the Gap is Closed Performance Improvements must be measured Training is developed and standardized Resistance will be addressed Needs to be conveyed and engrained in culture Champions identified from top and bottom Information shared and feedback encouraged

  10. The Future of Renewal – Organization Chart Scott Blanchard Chairman & CEO Board of Directors And/or Planning Committee CIO EVP HR CFO Chief Legal EVP Change Management Jason Weston COO EVP Business Development Change Initiatives IT Staffing and Recruiting Enterprise Solutions Business Strategies Integration Task Force New SBU’s

  11. Incentive Programs • Profit Sharing Plans • Distribute a fixed percentage of total organizational profits to employees. • Suggestion Systems • Formal method of obtaining employees’ ideas about improvements • Reward based on the successful use of an idea

  12. Benefit Program • Cafeteria Plan (Section 125) • Increase employee choices • Cost will be offset by payroll savings • Ability to shift cost to employee • Tax benefits

  13. Hybrid Payroll Solutions Stand-alone Payroll Package Select and use desired applications Flexible systems User friendly intuitive interface UltiPro HRMS Payroll Solution Applicable for companies with 10,000+ employees Manager and employee self-service Web based benefits open enrollment Many optional modules available to meet specific needs

  14. Successful Change Management Employee’s participation in decision making Effective communication among all levels Full support and authority of change department Alignment of leadership styles Suggestion incentive system – Promotes employee buy in Establishment of effective training programs Commitment at all levels of the organization Acknowledgement of former culture

  15. Change Management Solicit employee participation through committees Internal surveys General satisfaction Job analysis Salary surveys Creation of a permanent Change Management Department Allow for smooth transition of future acquisitions

  16. Communication Focus differs according to level Top management :compensation strategies Mid-management : how to link performance evaluation and compensation sys General Employees: compensation policy, Detail, Procedure Intranet system – Offers a centralized location for organization communication

  17. MyRenewal – The Community Portal Conveys brand identity and message Promotes cultural cohesion Use across all business units Centralizes necessary tools and resources Project management Knowledge management Relevant news Acquisitions Feedback Survey repository

  18. MyRenewal – The Community Portal MyRenewal Investor Center Client Center Employee Center • Communication for stakeholders: • Employee Center • Benefits • Workflow • Training & Development • Organization Bulletins • Client Center • Case Issue Resolution • eRooms • Vendor Links • Investor Center • Financial Reports • Market Analysis

  19. Hybrid Performance Appraisal System Components: MBO-Management by objectives 360 Degree evaluation BSC-Balance Score Card Broad Band Salary Design

  20. Performance Management Set clear business and department goals with employees and mid-level managers on an annual basis Evaluations based on team performance Evaluations from multiple sources Multi-manager (fair for cross-function projects) Employees of other departments (encourages cooperation and integration ) Team members

  21. Performance Management Continued Reduce but broaden salary level—Pay by competency not position Retain highly professional workers Maintains organizational structure Reduce resistance of position cutting Frequency After every project, 6 Month, 1 Year Long-term: Lead in BSC for each sector Look after both short term profits goal and core competitiveness

  22. On Boarding Employees Ensure understanding across the board Prepare and Offer Training Training modules with e-system (UPK) Create incentives for training attendance Continually Communicate Change!

  23. Questions?