Spotlight on delivery in defence: Transforming HR processes
Our Approach Project One was engaged to provide leadership in the areas of programme management, solution architecture, IT system interface management, business change and operational readiness. Our team worked with stakeholders across HR, head office, IM&T and all business units, whilst managing the third-party suppliers to deliver this programme. Project One's leadership of business change, helped to assess, plan, prepare and deliver appropriate change management in order to standardise the HR processes and to embed SAP SuccessFactors. This spanned 10 autonomous business units, each of which had its own HR processes and c38,000 users of the HR IT system. The approach Project One put in place for business and operational readiness was pivotal in landing a 'Go' decision across the organisation. The programme was delivered in three phases, with the first deploying SAP SuccessFactors modules for Learning and Performance Management and the second delivering a new HR operating model and Employee Central (the main HR functions of hiring and moving) and Compensation. The third phase focused on delivering a new Payroll system to supersede the long-standing system, which had a clear date beyond which the vendor would no longer provide support.
The Challenge With a complex landscape of autonomy, local systems, and processes that had been embedded for decades, the organisation was addressing multiple challenges. These ranged from gaining buy in from business units into a single HR operating model and processes, with an alignment in culture and behaviour, through to deploying technology across multiple sites, whilst managing an extensive set of business unit IT systems to work with SAP SuccessFactors. localised processes and a range of systems. Through the design and introduction of a new operating model, combined with cloud-based SAP SuccessFactors, the organisation aimed to deliver its long-standing ambition to standardise and transform HR. The organisation also faced the challenge of replacing its payroll system, which supported the payroll team with the payment of over 38,000 employees. This FTSE 100 organisation comprised a set of autonomous and diverse business units, which spanned heavy manufacturing, asset maintenance, professional services, head office and internal shared services. Each had its own HR function,
“I think the impact that I’ve seen in terms of the people I’ve worked with is, we now seem to hit the timescales, and we seem to hit the promises that we’re making. That’s clearly not all Project One, but having them as part of the
“A seamless experience for the end-user is credit to the good work carried out and the Project One team, under difficult circumstances.” CIO Global defence business
The Value Add and Outcomes This complex HR Transformation
team, they help drive for that.” Transformation Director
impacted over 38,000 employees and saw a technology enabled shift towards a self-serve approach for employees The introduction of a standardised set of processes and ways of working across a set of diverse and autonomous businesses within the organisation With the support of Project One, the organisation delivered the largest SAP SuccessFactors deployment in Europe (at the time of implementation) alongside a new payroll system.
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real change • real difference
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