brian bowden, aer lingus - selection & implementation
TRANSCRIPT
HRO WITHIN HR TRANSFORMATION AT
AER LINGUS
Brian Bowden - Director of HR Transformation,
Aer Lingus
Paul Davies - Principal, Debunk HR
1
HR Tech Europe – 25th October 2013
Revised Strategy & Turnaround in Trading Performance
Source: Most recently published Annual Report for each respective airline
•New Corporate and HR Leadership appointed in 2009.
•Strategy Repositioning Aer Lingus as Value Carrier.
•Between LCC and Legacy•Demand led•Quality core product that can be augmented through benefit driven a la carte paid options•Award winning customer service at low fares.
•New Strategy underpinned substantial Business turnaround.
•Review of all functions capability strategy and contribution.
•HR enlisted Debunk to help us look at ourselves.
Why Change HR
High HR load and cost per employee
Total Technology Self Service Shared Service Complexity Pot Actual Pot Actual Pot Actual Policy Process ITPayroll Admin 22 22 15 5 1 22 16 5 2 4T&A Recording 9 8 1 6 3 9 0 1 0 7Expense & Travel 5 5 0 4 0 5 0 1 2 0Leave Admin 16 14 1 13 1 16 5 2 11 11Admin Changes 13 12 1 9 0 13 12 5 9 6Hire & Exit Admin 7 3 2 5 0 7 7 1 6 6Employee Resourcing 9 9 0 6 0 9 4 2 5 0Comp & Reward 3 3 0 2 0 3 3 2 0 0Dev & Training 10 7 0 3 0 5 3 3 3 0Employee Relations 7 0 0 0 0 7 6 1 0 0Benefits Admin 6 4 0 3 0 6 6 4 0 0H&S 3 1 0 1 0 1 0 0 0 0
Total 110 88 20 57 5 103 62 27 38 34% of Total 80% 18% 52% 5% 94% 56% 25% 35% 31%
Process Benchmarking
3 Integrated Projects1. Develop Strategic HR Capabilities
New Organisation, strategic hires, re-deploy & re-skill retained staff
2. Do what we currently do better
Rationalise systems landscape, centralise admin, increase process efficiencies
3. Transform HRIT, Services and core HR processes
Source systems, outsource delivery services, Improve core HR
Outsourcing
•Upgraded systems and data
•Efficient delivery of HR services
•Standard admin processes
•Consistent service & quality
•Process and System integration
•Better information to Mgrs & Staff
•Achieve cost savings
Goals of Transformation
Core HR
• 70% internal effort strategic
•Step change in high value processes
• online recruitment
• learning management
• talent development
•Talent & dev information
•Change & bus improvement focus
Needs & Wants
5
Supplier & Technology Choice and Implications
6
Why we Picked NGA HR Implications
ROI & Airline Payroll Experience On-time smooth Payroll switch over
Local Presence Service Centre on our Site
Integrated SystemIT Backing, sacrifice of functionality v best
of breed
ESS/MSS PortalStep change with new release meant
phasing implementation
Functionality improvement commitment
Project Resource and Implementation time, No bespoke development
Cultural fit, size and balance Helpful in getting through implementation and development without undue trauma
Supplier & Technology Choice and Implications
7
What did we find And where next …
Remote, 24/7 on-line, self-service admin
Mobile more Facebook than form-filling
Up-to-date, more accurate and more full employee information
But employee knowledge management is what we aspire to
Smooth, low impact workflow and approvals
Is there a way to fully crack position management?
Faster and more relevant talent data processing and decision support
It’s not yet intelligent or predictive.
Lower costs We want vanilla and flexibility.
Key Change Themes
8
The Implementation Timeline
2011
2012 2013 2014
HR Business Partners and CoEs introduced
launched March 2013
Payroll successfully cut over from Cyborg to ResourceLink
Careers site launched and web based recruitment introduced MyView launch
self service portal for ResourceLink system
Project - Key Learnings Micro - Solution
• Be serious about Due Diligence
• Invest time in getting the SOW and Contract right.
• Project needs set up. Don’t go straight from contract to implementation.
• Solution design is iterative and time-consuming- It’s not a couple of workshops
• Go with your own knowledge transfer model.
• Deploy front-end separately.
• Have a plan to implement the improved quality strategic end, not just an outsourcing or HRIS strategy
• Know how offshore you’re prepared to go and what the org can take
• Consider services higher up the professional ladder.
• Don’t be afraid of embedded service models
• Technology can’t fix broken processes.
10
Project - Key Learnings Macro - Solution
• There are no perfect solutions only the one that you believe has the best chance of working for your organisation.
• Involve deliverers in design (You and Vendor) and get someone who has done it before.
• Get the business on-board
• Value the intangibles– Relationships matter a lot
• Know where you can and will trade-off:-– Specification
– Time
– Money
• Know where not to compromise!
• Prioritise what you need over what you want.
• Look at solutions through 2 lenses:– Where you have come from
– Where you want to be
11
Cultural Journey
Dominant Preferred In Balance Preferred Dominant
Firefighting Planning
Hunch Driven Data Driven
Experiential Analytical
Union Orientated Staff Orientated
Admin Focused Talent Focused
Bespoke Standardised
Ad hoc Process Driven
Corp Staff Business Resource
Start Target Current