As a result of having many disparate Human Capital Management (HCM) systems, a global hospitality company was experiencing a lack of human resource (HR) process transparency, HR self-service capabilities for employees and managers and a systematic way of transferring employees between its properties. Accenture was chosen to leverage its deep technical experience to assist with the planning, configuration and design of a Workday Core HR software implementation, which would harmonize the company’s HR processes and create one single HR system—and one single reference point. This single HR system consolidation streamlined business processes with extensive employee and manager self-service capabilities through enhanced transactions and reporting; it also created greater efficiencies by freeing up time and effort that could be allocated to other activities.

Client background This global hospitality company operates luxury hotels and resorts. The company has more than 80 properties in 35 countries and over 36,000 employees.

Business challenge The company was experiencing operational challenges as a result of having multiple, disparate HCM systems and business processes for its many different properties across various countries. The problems the company faced included a lack of HR process transparency and a lack of HR self-service capabilities for employees and managers. In addition, there was no systematic way to transfer employees between properties.

The company started a Global Human Capital Management (HCM) Solutions project to harmonize and integrate its HCM portfolio of systems and processes for all its hotels and employees using Workday Core HR cloud software. The project’s goal was to transition the client from its current state to an integrated HRMS portfolio of systems and harmonized processes for over 36,000 employees and contingent workers across 36 countries.

Global Hospitality Company-Workday Implementation (SaaS/HCM)

The company chose a Workday solution for several reasons. The company had a lean IT organization, which meant that a Service-as-a-Software model would work better from a production support perspective. Workday also met the project’s functional needs and costs less than an on-premise HR solution.

How Accenture helped Due to Accenture’s global network and the fact that it was one of the first to have an offshore component for Workday, the company sought Accenture’s help in consolidating fifty HR systems to give its employees a common set of tools and to promote mobility between its various properties, regions and countries.

Accenture drove the planning, configuration and design of the Workday implementation. The scope of Accenture’s responsibilities consisted of:

•Programmanagement.

•Functionalprocessdesignandconfiguration.

•Developmentofin-scopeintegrationsand reports.

•Dataconversion,testingandtrainingdevelopment.

Throughout the entire project lifecycle, Accenture served as the primary implementation partner for the global project. The design was focused on replacing a suite of disparate systems used to manage corporate employees in multiple geographies. The work was rolled out in 4 releases over the course of 15 months for all properties and scope, but Arabic Language was not available in Workday until the

last month of the project, so that functionality was released then.

Accenture leveraged its established methodology for HR Implementations and HR Transformations to manage the effort. These tools, templates, and processes were used to guide the Accenture resources as well as the functional and client resources throughout the project.

The delivery team was made up of a mix of Canadian and US resources working on-site, along with an off-shore development team based in Accenture’s Global Delivery Center in Bangalore, India. The team was structured into sub-teams for ProjectManagement,Functionaland Test, Conversion, Development and Integration, and Training. Expert resources from Workday supplemented the team to provide delivery assurance

and business process knowledge.

High performance delivered In less than 15 months, the company harmonized their HR processes for all employees at its multiple international properties. In addition, there was now an agile technological foundation available for future system enhancements.

The project eliminated many HR systems, creating a single HR system of record with accurate and consistent employee data for about 36,000 users across 36 countries.

Extensive employee and manager self-service capabilities streamlined business processes and improved the efficiency and accuracy of reporting and other HR transactions (such as payroll, compensation and transfers).

Also, centralizing the HR system allowed a single, global view of data, enhancing talent management processes by making data and talent profiles more accessible. Employees and managers now have more time to concentrate on their duties rather than working on HR processes that took too much effort under the old system.

The new system allowed integration to local payroll and benefits providers globally and other high level integrations including:

•ADP–forallUSandCanadianhotelsfor payroll.

•AONHewitt–forallUShotelsbenefits.

•Automatedpayrollintegrationstoover 30+ individual systems/hotels globally.

Furthermore,thenewsystemmadeHR processes more transparent, more visible, and easier to understand and to use; making compliance more easily achievable.

About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 275,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended August 31, 2013. Its home page is www.accenture.com.

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