teaming for success · • the four “c’s” of a successful outsourcing partnership: chemistry,...
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Teaming for Success: Making the Most of Your HR Outsourcing Partnership
Copyright NGA Human Resources. All rights reserved.
Meet the Presenters
Joel Hodes, NGA Human Resources Joel Hodes is a Global Account Director with NGA Human Resources, and has more than 30 years’ experience designing, implementing and operating large human capital and financial solutions in support of global clients.
Nitin Mittal, Boston Scientific Nitin Mittal is Director of HR at Boston Scientific. Nitin is responsible for the HR Operations function, which includes management of HR Service Delivery, HR technology, vendor partnerships, project portfolio and value improvement programs for HR. Nitin has been with Boston Scientific for three and a half years.
Stephanie Pittman, Boston Scientific Stephanie Pittman is the Vice President of Human Resources at Boston Scientific, a global provider of innovative medical solutions that improve the health of patients around the world. Stephanie is the senior HR business partner for the Executive Vice President of Global Operations, supporting the manufacturing, supply chain, quality, regulatory, IT, global shared services, lean and continuous improvement, corporate strategy and marketing, and research and development organizations.
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Making the Most of Your HR Outsourcing Partnership
Today’s Discussion
• Lessons in partnership: Real-world examples and insights • The four “C’s” of a successful outsourcing partnership:
chemistry, capability, commitment and cost • How to establish your outsourcing partner as an extension
of your team • How to manage cultural differences and master the art of
change management • How to remain agile when faced with changing business
needs or bumps along the road
NGA Human Resources and Boston Scientific: Strategic partners in Boston Scientific’s HR journey
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About NGA Human Resources
6m+ employees served on NGA- installed HR systems
Over 150 HR BPO customers
Working with
8,500+ employees in 35 countries
1,000+ HR system implementations
$834M FY2013 revenue
110+ Offering HR & Payroll services in
8 of 8 HR platforms on which NGA can deliver HR services 25 1 out of 5
Fortune 500 companies
countries
languages spoken in our HR service delivery centers
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About Boston Scientific
advancing – we are pushing the boundaries of today’s innovations that lead to tomorrow’s medical solutions
science – calls out our heritage of discovery, driving our passion for transforming lives
for life – we are committed to helping patients live healthier, longer lives
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Boston Scientific Overview – Quick Facts
Important numbers at a glance • 1 of the world’s largest medical device companies • 16,000+ patents issued; ~7,200 applications
pending worldwide • $7.380 billion revenue in 2014 • $817 million R&D investment in 2014 • ~24,000 employees worldwide • Market presence in approximately 100 countries
worldwide
Locations • Global corporate HQ: Marlborough, Massachusetts
(USA) • Regional HQs: Singapore and Paris, France • Major technology centers: Minnesota, California,
Massachusetts, Ireland, Costa Rica, China and India • 18 manufacturing facilities worldwide • Web site: www.bostonscientific.com
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• Create diverse external & internal talent pipelines for key roles
• Execute college relations and diversity recruitment strategies
• Expand early career talent development offerings & launch Global Women’s development initiative
• Enhance leadership assessments to accelerate development of our internal leadership bench
• Reshape organizational structures and practices to enhance speed, agility & innovation
• Deliver 2015 Engagement & Life/ Work Integration Survey to create focused actions based upon results
• Launch internal Inclusion Council
• Develop and introduce Cultural Awareness training
• Implement Talent Review Essentials & Toolkit across the organization
• Build commercial capabilities aligned with strategic imperatives
• Embed HR Global Platform Capabilities and launch Workforce Analytics
• Launch key Total Rewards initiatives designed to engage and retain our talent
Talent Culture Capabilities
Talent as a competitive advantage
Living our values everyday, in
everything we do Integrated Global
Solutions
HR Strategic Imperatives: Develop, Inspire, and Retain Our Talent
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HR Is Structured to Be a Strategic Business Partner with Strong Execution Capabilities
Global HR
Centers of Expertise • ‘Architects’ of HR programs & services • Design & align innovative HR policies,
products and programs across organization • Provide expert knowledge based solutions
and services to HRBPs & Shared Services • Keep appraised of leading practices in their
areas of specialty • Monitor and evaluate future legislation and
market trends
• Monitor exception processing and act as the final escalation point for advice on customer queries, transactions and requests that the Shared Service Center cannot resolve
HR Operations
• ‘Administrator & Delivery Platform ’ for all HR and Employee Services
• Owner of all HR processes, transactions & employee data
• Owner of all HR applications and shared service enablers
• Single point of contact for HR queries and requests
• Liaise with HR BPs and CoEs to achieve resolution for escalated queries
• Vendor performance management to ensure operations Excellence & continuous improvement
• Control operational cost and quality • Coordinate, review, negotiate and manage
vendor relationships
HR Business Partners
• ‘Market Representatives’ • Participate in management of the Business • Monitor organization performance & identify
capabilities required to execute the business strategy
• Collaborate with CoEs & SS to create & deploy HR services
• Provide feedback about HR solutions effectiveness
• Participate in the governance of the Shared Service Center to define and review the quality and the cost of the service provided
• Develop the leadership and manage the talent pipeline in the BUs
• Review and decide about the policy exceptions
HR Leadership - Setting the Strategy
• Leadership Capability • Workforce Performance
• Employee Engagement • Workforce Adaptability
• Ability to Change • Talent Mgt
• Human Capital Efficiency • Winning Culture
Program & Policy Design Business Advisory & Support Process, Tools & Execution
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Optimization & Continuous Improvement ‘Integrated services and capabilities’ • Technology
- Evolve capabilities of HR technology
• Service Delivery - Shift to more self-service / on demand - Continuous improvement of processes
• Structure - Centralized service management with
HR Operations team
Investment & Reengineering ‘New strategy, improved capabilities & cost’ • Technology
- Implemented integrated HR technology strategy - Centralized technology support w/BSC ownership
• Service Delivery - Centralized service delivery (in India) - Global processes - Improved customer satisfaction - Rebuilt partnership with NGA, re-negotiated the contract
• Structure - Hired necessary skill sets, new org design
2006-2010 2011-2014 2015
Boston Scientific’s HR Operations Evolution
Launch & Stabilization ‘High cost, low customer satisfaction, limited capabilities’ • Technology
- Lack of integrated HR systems - Technology owned by vendor
• Service Delivery - Inefficient non-standard processes - Sub-par contract terms with vendor
• Structure - Gap in skill sets - De-centralized service delivery management
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Boston Scientific’s Strategic HR Partnerships
Guiding Principle
Build strategic partnerships to build global HR capabilities, drive innovation, and simplify partner and infrastructure ecosystem
Strategic Partners
Business Process Services NGA Human Resources
HR Technology SuccessFactors
• Do not invest in building capabilities that already exist in the market place
• A strong outsourcing partner makes transformation journey more agile and efficient by leveraging best practices
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Key Elements of a Successful Partnership
• Strong value proposition driving efficiencies
• Flexible relationship • Long term
sustainability
• Organization & cultural match
• Open communication & collaboration
• One Team approach
• Domain expertise • Investment in
capabilities • Service excellence
• Strong executive commitment
• Alignment of long term & short term objective
• Win-Win partnership Commitment Capability
Cost Chemistry
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Boston Scientific and NGA Partnership
NGA works in partnership with Boston Scientific to provide a consistent global employee experience that incorporates continuous improvement and strives to exceed employee expectations.
NGA Service US Ireland International
Tier-1 Support X X X
401(k) Services X
Compensation X X X
Global Mobility X X X
Health & Welfare X X
Human Resources X X X
Learning Administration X X X
Payroll Services X
Support Services X X X
Talent Acquisition Administration X X X
Today, NGA provides the following services to BSC:
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Boston Scientific and NGA Partnership
• HR Expertise • Partners for Finding
Solutions • Transparency • Open Communication • Global Expertise
People Process Technology
• Global Standards • Inclusion of Best Practice • Rigorous Controls • Responsive to New
Requests and Changes • Risk Avoidance
• Driving Automation & Digitization
• Provides Global View of Employee Experience
• Best-in-Class Workflow Management Tools
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Mastering the Art of Change Management
About 70% of corporate transformation efforts fail to deliver expected benefits due to ineffective change management efforts!
Time
Empl
oyee
Pro
duct
ivity
Unmanaged Change Acceptable Level of Performance
Managed Change
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Strategies for Effective Change Management
Realize that HR is personal: It affects people’s paychecks, benefits, and life in general.
Consider role redesign: Internal resources used to manage people, now they
manage processes and outcomes.
Expect and enable a cultural shift.
Set expectations, and counter the internal fears of losing control.
Articulate the value proposition and highlight benefits and wins
on an ongoing basis.
Stay with it, even though it will be challenging at times!
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Boston Scientific Lessons Learned
• Stay aligned with your partner to enable transformational change
• Accept that not everything will be perfect
• Learn from the bumps in the road, and move on
• Treat your outsourced team as an extension of your internal team
• Establish effective governance • Don’t let the contract govern
the day to day relationship • Visit your outsourced centers
with regular frequency
Partnership
• Ensure commitment from senior leadership
• Articulate a clear value proposition
• Deploy a comprehensive change management program
• Define new roles and responsibilities and the new organizational structure
• Provide cultural awareness training
Organizational Transformation
• Establish a program management office to plan and execute the program
• Define the new organizational structure & transition to steady state post implementation
• Leverage vendor management subject matter experts to manage the contract and service delivery
• Utilize service delivery management mechanisms to manage performance
Processes & Tools
