webinar presentation on talent management brand new hcm model for auto

HCM Talent Model for Auto3/6/2014

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© KPIT Technologies Limited

Introductions and KPIT Overview

3/6/20142

www.kpit.com

Thank you

© KPIT Technologies Limited3 3/6/2014

Your Speakers: Steve Bradley

Steve has over 8+ years experience with

SuccessFactors. As one of the first consulting

partners since 2005, Steve has served over 500

clients and completed 800 projects to date.

Steve is KPIT's HCM Cloud Sales Director (US).

Introduction: Rupert Fallows

Business Development SAP SBU

Rupert has worked in the software industry since

1993 including working for SAP (UK) Ltd for 7

Years


Agenda

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Today’s Topics

1 Introduction

2 State of the UK Auto Industry Labor Pool

3 Strategic Talent Management

4 Leveraging Talent Management in the Cloud

6 Q&A and Wrap up


Quick Housekeeping

• Chat Box is available if you have any

questions

• All attendees will receive a copy of the

slides/recording

• Twitter hashtag #KPIT

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If Vehicles get more complex then Managing

Talent becomes more complex

A survey of 2,000 motorists by Kwik-Fit found that

only 6 per cent of owners whose vehicle is three

years old or less believe it is simple to service -

compared with a third whose car is 11 years old or

more

‘Step by step, year by year, as technology has come

into modern vehicles, the chances of the DIY

mechanic being able to carry out servicing to their

car has reduced,’ said David White, the firm’s

customer services director. ‘Opening the bonnet is

like taking the lid off a PC.’

Daily Mail 11 December 2010

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Other Factors

3/6/2014


One Unified User ExperienceSAP On-Premise ERP HCM, SuccessFactors HCM Cloud Integration. You Decide

What is best for your company.

• Global HCM Cloud

SuccessFactors Practice

• Over 500 SFSF Customers

• Over 800 Projects Completed

• Solutions in ALL SFSF Modules

• 1600 SAP Consultants

• 2012 Impact Award Winner

• Gartner Recognized

• Joint Center of Excellence

with SAP

About Us


End To End SAP Solutions

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Implementations

Global Template Developments

Rollouts

Application Maintenance Services

Technical & Functional Upgrades

Migration to HANA Services

OS/DB Migration

Mobility & User Experience

SAP ERP (Ehp 7.0)

SAP CRM 7.0 | SAP HCM

SAP SRM | Analytics

SuccessFactors | BPC | SUP

PLM | Mobility | HANA

AutoEdge

ComponentEdge

HitechEdge

Stratos CRM

UtilitiesEDGE

UtilitiesEDGE COS

BW HANA Migration RDS

RDS for SAP Mobile Sales


KPIT Products and Solutions for Automobile and Heavy

Equipment Industry

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KPIT Products and Solutions for Automobile and Heavy

Equipment Industry

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• Product Innovation and Development

• Business Consulting and Operations Optimizations

• Enterprise IT Solutions• AUTOSAR & In-Vehicle Networks

• Body Electronics

• Chassis, Safety & Driver Assistance Systems

• Engineering Design

• Functional Safety - ISO 26262

• Infotainment

• Instrument Clusters

• Powertrain

• Vehicle Diagnostics


Why co-innovating is the name of the game

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Committed to Japanese

Tier1’s success since 2003,

transforming from a

Validation & Verification

(V&V) service provider to an

end-to-end Solutions Partner


Capabilities & Experience

Since 2005, as Learn2Perform and now KPIT, we’ve delivered

the best in Learning and Performance solutions to

SuccessFactors customers with all of the benefits of the

Cloud. Given our experience with both SuccessFactors and

SAP, we are uniquely qualified to help achieve Business

Execution with SuccessFactors BizX

1ST SuccessFactors Consulting Partner, established in 2005 (then as

Learn2Perform)

More than 800 projects and 500 customers since 2005

SAP HCM Partner since 2003

Expertise across entire BizX suite

Global / Multilingual project experience

1st Partner to deliver end-user training solution to market in 2006

We develop and deliver product mastery training to partners and

internal staff for SFSF

Authorized by SFSF to develop and deliver custom reports

Contracted by SFSF to deliver Customer Value Workshops to VIP

customers


State of the UK Auto Industry Labour Pool

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Challenges and opportunities

• “Skills: The scale of these future opportunities and meeting increasing

production demand has highlighted a shortage of engineers and other

skilled workers. The UK needs to build up a comprehensive talent pipeline

including in the supply chain, starting in schools and encouraging a career

path to apprenticeships, graduates and post graduates. Failure to do this will

make the UK less attractive as a place to invest and will restrict supply chain

growth”*

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July 2013 Study - Driving success – a strategy for growth and sustainability in the UK

automotive sector



The UK’s performance on the attained skill level of the workforce is not strong

enough internationally. UK trails not only western European competitors but also

those elsewhere in Europe and in the major emerging economies

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• The automotive sector's need for more skilled employees is urgent. 18 per cent

of establishments in the automotive sector reported vacancies, and indications

are that hard to fill vacancies in the sector are above average.

• Automotive sector establishments are also more likely to experience skills gaps

than others elsewhere in manufacturing or across the economy as a whole.

• 42% of the current technical workforce in automotive do not hold qualifications

at levels four or five.

• The sector has a need for a growing base of new, skilled employees to replace

future retirees – UKCES forecasts replacement demand of around 48,000 jobs

between 2010 and 2020

• The workforce in automotive is slightly older, on average, than in

manufacturing or across the whole economy as shown in the Chart below. This

is more pronounced in smaller companies.

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Employee age profiles by sector and business size



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46% 46% of staff in the Automotive Industry thought their jobs

were getting more difficult.

29% Only 29% of Automotive Managers thought they could get

the right talent.

53%53% of respondents said - We plan to move experienced

employees from our home market to newer markets to

circumvent skills shortages.

67%67% plan to develop and promote most of our talent from

within the company.

PWC survey 2012



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“If you can’t

measure it, you

can’t manage it.”*

* Attributed to Peter Drucker, Edwards Deming and several more…


Strategic Talent Management

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Business and Human Capital Strategies Must be Aligned

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Strategic Talent Management Process

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Setting Up The Talent Management Process

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Key Activities to Support a Strategic Talent Management

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Workforce

Planning

Integrated with the business plan, this process establishes

workforce plans, hiring plans, compensation budgets,

and hiring targets for the year.

RecruitingThrough an integrated process of recruiting, assessment,

evaluation, and hiring the business brings people into the

organization.

Performance

& Goal

Management

By using the business plan, the organization establishes

processes to measure and manage employees.

OnboardingThe organization must train and enable employees to

become productive and integrated into the company

more quickly.


Key Activities to Support a Strategic Talent Management

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Training &

DevelopmentProvide learning and development programs to all levels

of the organization.

Succession

Planning

As the organization evolves, people need to move people

into new positions. Succession planning, enables managers

and individuals to identify the right candidates for a

position.

Compensation

Planning

Organizations tie the comp plans directly to performance

management so that compensation, incentives, and

benefits align with business goals and business execution.

Analytics

Data gathered from the foregoing processes are

continuously monitored and evaluated against key measures

that determine effectiveness, efficiency and strategic

decisions.


Components of an Integrated Talent Management Program

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Leveraging Talent Management in the Cloud

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Reliable Data Requires Systemization and Consistency that

Can Only Be Achieved Through Integrated Technology

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CLOUD Solutions Provide Greater Flexibility and

Extensibility…Better Accessibility and Security and….


Social Learning and Collaboration

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Social

Collaboration

Social platforms provide for informal learning and

information sharing through virtual and global communities

of interest lead mentors and innovators

MobilityMobile access increases reach, engagement, productivity

and social connectivity across a geo-dispersed workforce


SuccessFactors BizX Suite

Get people workingon the right things

Find the right peopleand make them great

Run the business better

Employee Central Cloud HCM

Goals Workforce Planning

Performance AnalyticsJam

Align Your People Strategy with Your Business Strategy

Compensation SuccessionRecruiting LearningOnboarding


Beneficial Business Impacts Have Been Established

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How SuccessFactors Addresses the Industry’s Challenges

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46% 46% of staff in the Automotive Industry thought their jobs

were getting more difficult.

Training &

DevelopmentProvide learning and development programs to ensure

those in complex jobs are trained and mentored through

skill development

Social

Collaboration

Social platforms provide for informal learning and

information sharing through virtual and global communities

of interest lead mentors and innovators

MobilityMobile access increases reach, engagement, productivity

and social connectivity across a geo-dispersed workforce.

Make mentors and content more available for guidance

RecruitingEnsure that incoming talent has the right “stuff” by

identifying critical roles and skills required for them are

well screened by the interview and assessment process



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29% Only 29% of Automotive Managers thought they could get

the right talent.

RecruitingImprove local recruiting efforts by leveraging recruiting

marketing technics to find talent where it’s needed. Use

analytics to hone recruiting focus

Performance

& Goal

Management

Search employee profiles and org charts to quickly

identify candidates who have demonstrated a desire to

advance and work hard to learn new skills



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53%53% of respondents said - We plan to move experienced

employees from our home market to newer markets to

circumvent skills shortages.

RecruitingImprove local recruiting efforts by leveraging recruiting

marketing technics to find talent where it’s needed

Social

Collaboration

Break down distance barriers by making SMEs accessible

through virtual meeting rooms and collaborative sessions.

Provide a forum for knowledge sharing. Leverage Video

Training &

DevelopmentIdentify critical roles early and improve skill development

through career and succession planning

Workforce

Planning

Get a clear handle and future vision on workforce

requirements by location and product line



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67%67% plan to develop and promote most of our talent from

within the company.

Training &

DevelopmentProvide learning and development programs to ensure

those in complex jobs are trained and mentored through

skill development

Succession

Planning

As the organization evolves, people need to move people

into new positions. Succession planning, enables managers

and individuals to identify the right candidates for a

position.

Compensation

Planning

Align Comp and benefit plans to reward high performance

and innovation.

Performance

& Goal

Management

Use GM to set development goals and measure progress

through PM and 360 reviews


Wrap-up and Q&A

3/6/201437

New Hire

Engagement and

Time to Productivity

Process

EfficiencyAdministration

Contribution

Information

Socialization

Source: SuccessFactors ‘Research


Key Points

• KPIT is a global company and has 20 years experience in providing technology solutions to the Auto Industry

• KPIT is SuccessFactors’ most experienced partner and are experts in HCM

• The Auto industry must address a scarcity of skilled labor being brought on by an aging workforce and skill shifts due to rapid advances in technology

• The industry must be able to adapt quickly by making its Human Capital Management more Strategic and less Transactional

• The Industry can implement Cloud HCM technology faster and at a lower cost than traditional HCM systems take advantage of the flexibility and extensibility of Cloud technology

• SuccessFactors has the most comprehensive integrated solution on the market today and has more users than any other Cloud software in the world

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Questions

© KPIT Technologies Limited3/6/201439

[email protected] | kpit.com | 888-985-0301

Want To Know More? Contact Us With Your Questions.


THANK YOU!

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Unparalleled product knowledge

Unbiased, honest product & business advice

Best practice design and guidance

Extensive industry experience

Global Multi-business culture implementations

Trusted partner of SAP and SuccessFactors

Achieving Breakthrough

Performance

Cloud ExpertsThe HCM

8300+

Employees

1600+

SAP Consultants

Serviced over

300 SAP

Customers

Customers

across 25+

Countries

7 Global

Delivery Centers

& 34 offices


Introductions

41

Rupert FallowsBusiness Development Manager – UK

[email protected]

Steve BradleyGlobal HCM Cloud Practice Director

[email protected]

Account Management

mailto:[email protected]

mailto:[email protected]