Download - SAP Succession Planning
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Case Study: How Brown-Forman Corporation
2011 Wellesley Information Services. All rights reserved.
pStreamlined and Automated Its Succession Planning ProcessTanya Carrico and Elaine BashamBrown-Forman Corporation
About Brown-Forman (B-F)
One of the largest American-owned spirits and wine companies among the top 10 largest global spirits companies
Brands sold in more than 135 countries with offices in cities across the globe
Portfolio of wines and spirits has more than 25 brands
4,120 people employed worldwide with about 1,000 located in Louisville
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In This Session
Learn how we took our succession planning process from a cumbersome, manual process to a time-saving, cost-effective, usable solution
See the benefits for both human resources and management Take a look at the technology and the newly integrated
components that are directly linked to performance management
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Employee biographies (bios)Nine-box performance or potential matrixSuccession attributes
Take advantage of what we learned and how you can streamline your implementation of succession planning
What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the story
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y Uncovering key learning points and challenges Wrap-up
Where We Were
Prior to launching the succession planning tool, everything was managed by Microsoft Excel and PowerPoint
Key positions, high potentials, potential successors Bios on employees were done manually, capturing data from SAP,
resumes, and performance appraisalsEmployees didnt see them or necessarily validate information
Manager pre-work for talent reviews was done via PowerPointCumbersome manual process that takes time
The update of all information was done annually through the talent review and succession planning meetings, therefore data could be dated
Process generated big binders full of paper and took much time to pull together
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Brown-Forman Talent Review and Succession Planning Cycle of Work
TalentReviews
Meetings across organization with business leaders from each area to accomplish the following: Discuss appropriate development opportunities for employees Help facilitate potential employee movement Identify key positions and potential successors
Review of key positions Review of potential successors
January-April
March
Succession Planning
Review of potential successors Bench strength evaluation
Performance PartnershipAppraisal
Review past performance Set goals for future performance Identify learning and development opportunities Ensure talent review feedback is integrated into the process Career Planning: Discuss career interests and identify possible next
positions
h-April
May-July
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What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the storyy Uncovering key learning points and challenges Wrap-up
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Business Needs
Enhance the talent review and succession planning processes through:
Better tracking with efficiency and accuracyAbility to manage metricsBetter reportingEasier tools for managers and HR
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gCreate a way for employees to better manage their own employee data (e.g., resume), ability to view employee profile
Leverage current systems of performance management and the employee career profile
Improve manager access to information needed for people management
Where We Wanted to Go
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Where We Wanted to Go (cont.)
We wanted a tool that would Further leverage investment in SAP, taking advantage of integration and HR functionality already implementedAllow for customizationProvide ability to add new functionality as required
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What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the story
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y Uncovering key learning points and challenges Wrap-up
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Before You Begin Scope and Requirements
Partner with a project champion in the business Enlist a project team that can support all aspects
Subject matter expertsHuman Resources (HR), Information Technology (IT), Business, Training and Communication
Research and look at the alternatives select top-notch consultantsconsultants
Define your scope of work know your requirements Define who your users will be
Managers or HR managersFor initial rollout, we focused on approximately 200 out of 660 managers
Involve all the right stakeholdersHR, specific business partners, or Brown-Forman (B-F) leadership 12
Before You Begin Scope and Requirements (cont.)
Essential pre-work required for successExpand Organization Management (OM) to includechief relationship for MSSClean up existing SAP organization structureCreate audit reports to ensure org structure and chief relationships remain uniform
No longer Mgr delimit Chief RelationshipNo longer Mgr delimit Chief RelationshipEE is mgr - org should be diff than mgrEE not mgr-org dif-shld rpt to or be in mgr orgA012 (Chief) org should = A003 (reports to) orgPositions Org does not rpt to Mgrs OrgEE org = co-workers org who is now mgr
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These processes are time consuming
Define Project Requirements 2009
System that would enable us to manage and track talent information more efficiently and effectively
Information that could be updated at any timeEfficient way to share knowledge across the organization
Access to multiple managers and matrix organizationDetermine how deep to go; dual report only or dual and
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p g p yall reports?
Efficient way to track bench strength and gapsAbility to manage metricsEasier tools for managers and HRCreate and track talent pools for key roles
Define Project Requirements 2009 (cont.)
Ability for all employees to manage their own dataCareer goalsPotential next positionsResume or Curriculum Vitae (CV)RelocationLanguage
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LanguageExperiences
Tools to help managers prepare for talent review meetings
Components Needed for the Process
Employee bio Nine-box performance potential grid Succession attributes
Readiness ratingsHigh potentialCritical expertCritical expertRetention riskKey position designator
Ability to set metrics and identify potential successors Reporting capability
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What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the story
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y Uncovering key learning points and challenges Wrap-up
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Career Profile
Launched with the rollout of the Performance Management system, the career profile, with a few enhancements, could be leveraged for succession planning and talent reviews
Provides the employee a forum to identify professional goals, potential next positions, and relocation preferences
Also offers the ability to input experiences, certifications, and l bilitilanguage abilities
An employee can upload a Word document of their resume or CV
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Employee Bio
A generated reportInformation from the career profile the employee has completedPosition competencies generated as part of the performance management processOther general SAP employee information
Employee bio and career profile can be accessed by the p y p yemployee, HR, and the employees manager
Managers or HR managers see employee successor information on their version of the employee bio, in addition to other employees who have expressed interest in the role
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Employee Bio (cont.)
Employee bio is made up of
Career Profile Info Performance Mgmt Info Basic SAP InfoExternal Work History Performance Rating History Employee numberCommunity Involvement Competencies with Ratings NameTraining History Position TitleRelocation Business Area
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Relocation Business AreaPrevious Experience Hire DateLanguages Years of ServiceCertifications EducationSelf-Selected Next Positions Internal Work HistoryEmployee Career Goals Leadership Development
(custom infotype)
Employee Bio Example
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Employee Bio Example (cont.)
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Employee Bio Example (cont.)
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Employee Bio Example (cont.)
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Employee Bio Example (cont.)
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Employee Bio Example (cont.)
Manager version only
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Career Profile and Employee Bio How We Use Them
First step employees take in letting the company know what they want to do and what they bring to the company
Employee bio is used to help facilitate the talent review discussion
Information is leveraged to consider candidate slates, as we look at career goals and employee-identified next steps
Helps to start the dialogue between managers and employees:Discuss what they want to do in the futureHow to get thereDevelopment opportunities that will help them reach their goals
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Performance Potential Grid (Nine-Box Model)
Allows organizational units to quickly identify:Highest performersPotential leadersThose ready for new opportunitiesThose at risk
Tool used in preparing for talent review meetingsTool used in preparing for talent review meetingsAllows managers to generate a visual assessment for identifying potential leaders and talent that may be ready for new opportunities
Mechanism to use to consider possible coaching interventions based on employees current performance and potential
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Performance Potential Grid (Nine-Box Model) (cont.)
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Drag-and-drop employee names in the pertinent box Succession attributes can be assigned here by clicking on the
drop down next to the name
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Performance Potential Grid (Nine-Box Model) (cont.)
Nine-box model report example
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Performance Potential Grid (Nine-Box Model) (cont.)
Nine-box model change logs example
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Succession Planning Tools
Ability to create and maintain succession plans Define key positions, high potentials, and employees that are at
risk for retention and those that are critical experts Search for employees and view employee profile Compare employees Set metrics for key positionsy p View bench strength Create and manage talent pools View reports specific to organization
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Succession Planning Tools The Boxes
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Dark blue = Direct report Light blue = Dual report
Manager logged in does not see his/her own information
Succession Planning Tools Find a Successor
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Click next to the employees name to get the Attribute List Click Find Successor Find a successor by choosing a name or choosing a
talent pool
Succession Planning Tools Succession Overview
Successors, Succeeds, and Expressed Interest are all relationships on a position
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Expressed Interest is set by an employee when choosing next position during the performance management process
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Succession Planning Tools Set Attributes
Click the drop down next to the name to display the Action menu where you can select succession attributesS t b HR
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Set by HR managerKey positionLeadership pool
Succession Planning Tools Search
Search List: Those colored blue are within the managers span of control, thus within the org structure. The manager can choose the others as successors, but will see limited information.
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Employee drop-down selection
Succession Planning Tools Employee Compare
Click X to remove employees from compare
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Compare is found under Search (side panel) or View (toolbar)
Click to add more employees to compare
Succession Planning Tools Employee Compare (cont.)
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You can compare employee information for those in the managers span of control
Reporting Capabilities
Ability to report on all data captured for succession planningPosition review
Key positionsIdentifies positions key to the company along with bench strength (candidates ready now or ready later)
Talent reviewTalent OverviewTalent Overview
Overview of specific attributesGeographic Mobility report
Those employees who identify themselves as mobilePerformance ratings
Overview of ratings for all employeesEthnicity and Gender report
Overview of ethnicity and gender-specific attributes40
Reporting Capabilities (cont.)
Ability to report on all data captured for succession planning (cont.)
Successor informationSuccession overview
Identifies number of potential candidates or lack thereofSuccession risk
Overview of all positions with no ready now candidatesSuccession plan
Overview of succession plan by personCritical expert
Overview of all positions marked as critical expertHigh potential
Overview of all positions marked as high potential41
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Succession Planning Tools Reports
Succession overview exampleCan adjust to report against direct or indirect employees
Indirect are those reporting under first tier of managersIndirect does not equal matrixed reports
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What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the story
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y Uncovering key learning points and challenges Wrap-up
Succession Planning Demo
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What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the story
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y Uncovering key learning points and challenges Wrap-up
Key Learning Points: Launch and Rollout
Key components to consider: communication and trainingEnvironment can determine roll-out plan
How transparent do you want to be?How many managers do you have?
Rollout was staggered for managers based on scheduled talent review meetingsg
Advantage of small controlled introductionSystem tools provided only after they had seen product in action and been given appropriate training support
Captive audienceMultiple training techniques are required to support a global rollout
Webinars, recorded webinars, captivate simulations, quick reference cards, and FAQs 46
Key Learning Points: Challenges and Risks
Involvement of key stakeholders Project team, usability testing, involved in progress updates
Available internal and external resourcesImpact of other projects and resource assignments
Timeframe five months (extremely aggressive) Setting expectations for customizations
Manage scope creep! Data Integrity
Keeping the organization structure maintained timely and accurate
Communicate, communicate, communicate Testing ensure you have business users, HR, and IT involved Plan to ensure data is current and refreshed only as good as
what has been provided47
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What Well Cover
Looking at where we were Determining the business needs Defining the scope and requirements Exploring the new technology Walking through our use of succession planning pictures tell
the story
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y Uncovering key learning points and challenges Wrap-up
Whats in the Works
Feedback formCollection of development planning information
Movement readinessPotential next positionsStrengths and opportunities for developmentActions and other notesActions and other notes
Ability to identify and capture successors outside the organization
Succession overview print capabilities Rollout to (450+) more managers Implement systems with B-F Mexico (128) managers
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Resources
Succession planning white papershttp://succession-planning.hr.toolbox.com/research/
Corporate Executive Board (www.executiveboard.com)*High-Impact Succession Management, From Succession Planning to Strategic Executive Talent Management (Washington D.C.: Corporate Executive Board, 2003).Realizing the Full Potential of Rising Talent (Volume I), A Quantitative Analysis of the Identification and Development of High-Potential Employees (Corporate Executive Board, 2005).
LinkedIn SAP HCM Talent Management www.linkedin.com/groups?gid=152688
Demo slides included on the conference CD
50* Requires membership
Resources (cont.)
Dr. John Warner, Using a Performance and Potential Grid to Guide Coaching Interventions (Warner Results Coaching (WRC), 2009).
www.linkageinc.com/thinking/linkageleader/Documents/Jon_Warner_Using_a_Performance_and_Potential_Grid_to_Guide_Coaching_Interventions.pdf
SAP T l t M t d T l t D l t SAP Talent Management and Talent Developmenthttp://help.sap.com/erp2005_ehp_04/helpdata/en/3f/6efcf555334d9e981c36e253dc2aec/frameset.htm
SAP PressJeremy Masters and Christos Kotsakis, SAP ERP HCM Performance Management (SAP Press, 2007).Jeremy Masters and Christos Kotsakis, Implementing Employee and Manager Self-Services in SAP ERP HCM (SAP Press, 2008).
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7 Key Points to Take Home
User involvement and acceptance testing is key Roll-out plan is critical needs to be determined based on your
environment and organizationConsider training, communications, and tools
Highly sensitive process and informationProvide a way to track changes
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y g Data integrity org structure audit reports are required
(enormous effort to maintain SAP org structure)Very visibleManager and employee movement was, and is, biggest hurdle for ongoing support and maintenanceDont underestimate the maintenance effort
7 Key Points to Take Home (cont.)
Must have a methodology for employees to update their career information while keeping all employee data up-to-date
Provide the cycle of when it should be updatedSuccession planning is fluid and changes
Ensure processes are integrated so that management can better identify and assign successors and coach employees
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Leverage your performance management and career data to include position competencies and self-identified positions of interest
Matrix reporting structures within an organization will require system customization, which can be challenging
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Your Turn!
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How to contact us:[email protected]
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