campbell soup: building a sustainable hr shared services program

© 2017 ServiceNow All Rights Reserved 1© 2017 ServiceNow All Rights Reserved

Campbell Soup: Building a Sustainable HR Shared Services Program

© 2017 ServiceNow All Rights Reserved 2

Presenters

Kaitlin ArcamonemyHR Services Americas Manager

Campbell Soup Company

Jeffrey GoreDirector, HR Product Management

ServiceNow

Mark GrimmelikhuijsenSenior Manager, Service and Business

TransformationCampbell Soup Company

© 2017 ServiceNow All Rights Reserved 3© 2017 ServiceNow All Rights Reserved 3

Why ServiceNow is the Obvious Choice

“We seem to be about 10 years behind in creating user-friendly, intuitive solutions online for our employees.”

“Should be a frictionless process…should not take away from my ability to do my job.”

“Make it fast and easy… replicate what we deliver for our customers everyday.”

“Empower managers… make our lives easier .”

Employee Service Expectations Have Changed


“When is open enrollment?”“How do I promote someone?”

“There’s an error on my paycheck…”

ITHR

Operations

PayrollEmployeeRelations Facilities

DepartmentsHR Systems of Record

Poor ExperienceInefficient, Costly

No Visibility


“When is open enrollment?”“How do I promote someone?”

“There’s an error on my paycheck…”

ITHR

Operations

PayrollEmploye

eRelation

s

Facilities

DepartmentsHR Systems of Record

• Consumerize the Employee Service Experience

• Increase HR Efficiency, Reduce Cost• Gain Visibility to Improve Service


The ServiceNow SolutionEmployee Portal & Smart

ServicesCase & Knowledge

Management

• Manage the interactions between HR and employees

• Enable employee self-reliance • Make HR services employee centric


440+ Companies Have Chosen ServiceNow for HR Service Delivery


HR Service DeliveryJourney to Transformation

Managed Interactions

Self-Reliance

Smart Services

Low Tech,Manual

9

Kaitlin ArcamonemyHR Services Americas Manager Campbell Soup Company

Building a Sustainable HR Shared Services Program

Insert Presenter’s

Photo

Mark GrimmelikhuijsenSenior Manager, Service and Business TransformationCampbell Soup Company

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Agenda

Background

Campbell Soup’s HR Shared Services transformation vision

Critical capabilities for HR service delivery

From vision to reality

How Campbell Soup expanded the delivery of shared services –across IT, finance, facilities, security, procurement, marketing, and sales

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Background

12 Brands with Sales Exceeding $100 Million~ 20,000 employees worldwide

$8 Billion Portfolio

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Campbell Soup Declared Its Purpose. . .

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DRIVE THE TRANSFORMATION OF OUR CULTURE, TALENT AND CAPABILITIES THROUGHTHESE BOLD STEPS IN THE NEXT 3 YEARS:

Unleash the power of our purpose-driven, high performance culture

Build organization capabilities to deliver the strategy

Realize the holistic savings commitments

Advance our HR Transformation Journey

Amazing Teams | Amazing Culture | Amazing ResultsHR Purpose

Our Guiding Principles

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HR Operating Model

HR Services

BusinessPartnership

COE

HR Delivery

Deliver Business Outcomes

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HR Operating Model

Optimized Processes

Enabling Technology

Strong Employee

Portal

Manager & Employee

Self-Sufficiency

New Strategic

Capabilities

HR Transformation Goals

A holistic approach is necessary to unlock the value of HR Transformation

Living into the new HR ways of

working

Intuitive technology

—— Positive user experience

Streamlined——

Standardized——

Simple

Easy to find information

——‘One-stop-shop’

—— Content that matters most

Empowered to make

decisions they own——

HR analytical skills and

insights for predictive

intelligence

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How Employees Access the Model

HR Business Partners & COE’s

Tomorrow’s workforce &

enterprise needs

• Strategic workforce planning

• Organizational capabilities

• Analytics & Insights

MANAGERSLEADERS

HR DeliveryToday’s individual &

team needs

• Core People processes

• Recruiting• Team effectiveness• Talent Planning• Employee relations• Employee

development

HR ServicesTools for

self-sufficiency

• Self Service Portal• Electronic Forms and

Workflows• Workday transactions• Service Center – QA and

assistance

EMPLOYEES

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Service Delivery Escalation Tiers

Tier 0 (Online Self-Service Capability through Portal)• Information and tools• Web-enabled transaction processing• Easily accessible knowledge

Tier 1 (Service Center Representative)• Pre-defined answers• Basic to complex inquiries• Broad range of HR support and transaction processing

Tier 2 (myHR Services SMEs)• Technical issues/activities• Interpretation and problem solving• Advise and counsel

Tier 3 (COE, HR Bus Partners)• Critical incident support• Complex or high risk issue resolution

>70%

~20%

~10%

<5%

Target % Resolution

Service TierClient requests

escalated based on tiered model

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Requirements

Technology Requirements

• Automate and standardize business processes

• Create and track cases using case management tool

• Deliver metrics on accuracy, timeliness and customer satisfaction to business leaders

• Provide the ability for employees to research their questions and get answers

• Centralize requests for HR transactions

• User friendly interface• Easily configurable• Easy to support• Potential to expand to other

functions• Workday integration

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November 2013

HR Services Journey

February 2013

• Created HR Shared Service Center at WHQ

• HR Generalists make requests

• Excel Request Forms/Tracking through Access database

• New HR Operating Model

• ServiceNow launched for WHQ HR

– Request Forms

– Case Management Tool

July 2014

• HROM

• Optimized processes/policies

• Enabling Technology (Workday/Portal)

• MSS/ESS

• New Strategic Capabilities

July 2015

• Global HR Strategy/Structure

• People

• Process

• Tech

• Change Mgmt.

Aug 2015

• Global Shared Services

• People

• Process

• Tech

• Change Mgmt.

January 2016

• Implemented Additional Technology: Performance, Recruiting and Absence Tracking modules

• Added additional ServiceNow forms and workflows

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HR Volume through ServiceNow (Last Fiscal Year)

55,000 Total Requests into HR Services

26,000 HR Services Americas

16,000 Payroll Accenture

5,000 HR Services APAC

3500 HR Technology

2000 Benefits

1,500 Payroll >100

Comp

65 HR Fulfillers

19,500 requestors*

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Enabling High Performance through ServiceNow

HR Self Service

Manager Self Service

Employee Self Service

• Simplified approval process Automated workflow

• Provide visibility to HR Services requests

• Direct link to HR Services through SN

• Electronic Forms• Simplified approval process• Provide visibility to HR

Services requests• HR Business Partners spend

less time on concierge services and more time consulting with the business

• Integrated solution for self service and HR service delivery

• Simplified request processes • Electronic Forms• Direct link to HR Services via SN• Provide visibility to HR Services

requests

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Employee Access Points to ServiceNow within the HR Portal

Seamless integration with our HRIS system

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What We Are Able to Measure with ServiceNow

SLA Rate

Aged Cases

Customer Satisfaction

Case Volume/Workload

Management

Request Types/Trends

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• SLA’s significantly: 5 day to 2 day SLAs for high volume transaction

• 97% SLA attainment • 2 – 5 day approval turnaround• 75% in turnaround time• HR process administration: 98%

accuracy rate• 97% Customer Satisfaction rate

• Shift - HR operations to strategic business partner

• Over 50 Processes Standardized• Introduced HR Service

Management• Time spent more effectively and

efficiently • Opportunity to leverage one

technology for multiple services

HR Wins

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AmericasSimple Meals

and Beverages

Global Biscuitsand Snacks

CampbellFresh

Supported by IGS

Three Divisions & Corporate Supported by Integrated Global Services (IGS)

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The IGS Mission – Transform the Way We Work

Campbell created IGS to unlock value. The savings and efficiencies can be reinvested in the growth of the company.

CapabilityPromote the use of global best practices through engaging

existing capabilities across the enterprise

EfficiencyReduce cost and improve efficiency through shared

services, enabling the business to run more effectively

FocusPosition divisions to focus on core competencies through a

complementary partnership

Greatness AgendaGrowth

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Our Service Areas

HR

IT

General Accounting

Master Data

Sales Revenue Management

Procurement

Security

Facilities

MarketingFinance - Transactional Services

Financial Planning & Analysis

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Go, Go, Go

Transparency

>200,000 Requests per year

Transformation Room

Video training

Track satisfaction

~900 IGS employees

+450 Estimated Processes

Unstructured mailboxes

Structured processes

3 months

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Develop a Roadmap

Basic Foundational Capabilities

Process Optimization

Workflow, self service,electronic approvals, transparency, basic system integration, and basic performance analytics

Request tracking, reporting and survey

Cap

abili

ty

Time

Process Automation

End-to-End Process

Integration

Automation and integration of routine activities across processes, improve data capture; basic hands free processing, advanced performance analytics

Advanced end-to-end process integration (e.g. Enterprise onboarding); Advanced hands free processing; self-fulfillment

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• Performance analytics

• Advance knowledge management

• Enterprise onboarding

• Cross functional integration

• Further enterprise integration

What We’re Currently Working on

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• Build the framework. Get organized before you start building

• Ensure you have identified those in the business that are going to take ownership

• Make sure you fully understand your processes

• Don’t under estimate the resourcing, development and testing time needed

• Need a marketing plan – awareness campaign – Where is it? What is it?

• Discipline needed – following the new process

Things to Consider


Learn more:• HR Summit: Consumerizing the Employee Service Experience - Coming to a

city near you

• Don’t miss Knowledge17, May 7 – 11, Orlando

• Join us at the HR Shared Services & Outsourcing Summit in Chicago in May

• Learn more at www.servicenow.com/hr

http://www.servicenow.com/hr