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The Co-op Group and its Journey to Oracle Fusion HCM Cloud
- 1. Our Journey to Cloud February 2016 Speaker: Ioannis Boutaris HR Technology & Analytics Manager HR Shared Services Contact Details https://uk.linkedin.com/in/boutaris
- 2. Agenda No Description Duration 1 The co-operative Introduction to our business 5 mins 2 Our HR Shared Services Journey (strategy, vision) 5 mins 3 OneHR Programme Scope 10 mins 4 Why did we decide moving to Oracle Cloud 10 mins 5 OneHR Programme Implementation Roadmap Latest Update 10 mins 6 Q&A 5 mins 2
- 3. Introduction to our business The Co-operative Group, with revenue of over 9.4 billion pounds (US$13.5 billion) and 75,000 employees, is one of the worlds largest consumer co-operatives, owned by more than 8 million members. Among its wholly owned businesses are the UKs fifth-largest food retailer (almost 2,800 local, convenience, and medium-sized stores), largest funeral services provider, a major insurer, and a developing legal services firm. The group also has a minority interest in The Co- operative Bank and a joint-venture travel business with Thomas Cook. In addition to having clear financial and operational objectives, the group is a recognized leader for its social goals and community-led programs. Separately operated 2,900 stores The co-operative food Home, Motor, Pet The co-operative insurance 900 stores The co-operative funeralcare Online The co-operative electrical Will, Family Law, Estates, Claims The co-operative legal services 10,000 properties The co-operative estates 24% co-op owned The co-operative bank 400 high-street branches The co-operative travel 3
- 4. Key events in the past few years Our Business Portfolio changed significantly the last decade. Equally, the HR Service offering to our employee base was altered accordingly, however it was not streamlined due to time limitations. HR enablers (including HR technology, MI) were not standardised. Ended up customising our in-house solution, to accommodate for the non-standard processes & fragmented HR Shared Services Model 4 Employee Base: 64,000 2006 Merger with United Plus 22,000 86,000 2008 Acquisitions Britannia 4,000 Somerfield 22,000 Others 4,000 116,000 2009 Established Joint Venture with Thomas Cook Minus 6,000 110,000 2012 Re-structured our portfolio of businesses 110,700 2013 Disposals Bank 6,000 Pharmacy 7,500 Sunwin 750 Farms 600 95,000 2014 Current Employee Base following natural attrition & OD programmes 85,000 2015 Expecting Growth FUTURE
- 5. Our HR Shared Services - Strategy / Vision 5 Where we were in 2014 Process Business functions focused Multiple HR policies by business function, disabling HRSS from being able to streamline its operation Department 4 Tiered service delivery model introduced to HR SS, but with many exceptions, leading to inconsistency People Too many admin activities keeping service costs high, Processes time-consuming with increased probability of human error during execution Enablers Some Tier 0 enablers introduced but not offered to all our customers (exceptions by business). Bespoke custom design to accommodate devolving service model Target End Goal - 2017 Focus on event-based processes not Business functions (One HR Department) Integration of entire HR supply chain from HR policy to delivery (One Operating Model with Unified HR services) 4 Tiered service delivery model with single approach / SLAs for all business units New structure introduced streamlining service offering across HR Aim to deliver 1st class of Service, by refocusing operational efforts to support strategic workforce management Simplified design effectively supported Tier 0 enablers: Knowledge base systems, case management, Intranet, (integrated HR Systems) Employee and manager self-service for all Shifting traffic from Tier 1,2 channels to Tier 0
- 6. Our HR Shared Services - Goal The end result offers a new way of delivering HR services that puts the business first, enhancing the customer experience and improving the insight and value HR brings The revised structure, channel approach and service technology landscape will result in tangible benefits both for the business, and our HR function: An improved and consistent service - For customers, our efforts to launch HRSS will mean a faster and more efficient level of service, with HR activities that are easier to access and navigate based on a unified user experience. A culture of performance measurement and tracking will drive accountability for maintaining the high quality of service expected across HRSS Greater MI and insight into the workforce - By moving from a basic level of reporting to a robust analytics capability, the business will be provided insight about its people, the trends that are impacting them and their talent needs. This will enable our Group to take better decisions faster, driving competitive advantage in the marketplace Greater opportunities for HR colleagues - The simplified HR operating model has been designed to promote career growth throughout the HR function, emphasising the development of generalist HR skills early on in individuals careers Lower overall FTE - Our Group is now focussed on turnaround and transformation. By centralising HR administrative work and taking it out of the business and delivering services in a more efficient and effective way, HR Operations enables the reduction of total FTE across the HR Operating model, reducing the overall cost of HR to the business Lower cost of Enablers Single HR Systems Provider. Integrated Solutions. Minimum dependency on Internal IT (Hosted in Cloud). Flexible Model adapting to business demands (future proved). No customisations principle becomes part of our way of working. Enabling Enhanced Colleague Experience (MSS, ESS for all, Tier 0 driven operational service) 6
- 7. Establishment of the OneHR Programme 7 3 Years Journey 2017 Business Growth Operating Costs FTE Targets Quality of Service HR Strategy HR Shared Service Delivery HR Strategy Our Transformation Journey State as of 2014 Target End State 20142012 - 2013 2015 2016 Phase 1 Service Development Phase 2 Service Enhancement Phase 3 Service Automation Live Service Stabilisation Inconsistent service for the customer Inefficient and costly service delivery Duplication of work and effort Poorly defined accountabilities Poor service adaptability to Business Demands Poorly Bespoken HR systems -> hosted & supported internally
- 8. OneHR Programme Technology Vision - 2017 8 Public Cloud Single Supplier Recruitment HR Payroll Talent Performance Management Learning Succession Planning Compensation Workbench Analytics CMS & KMS Tier 0 Enabled Workforce Planning No CustomisationsIntegrated Flexible Adaptable BYOD Enabled
- 9. OneHR Programme Technology Vision - 2017 9 Moving from MI To BI Jan to Summer 2015 Summer 2015 to Summer 2016 Summer 2016 Onwards Insight Enhanced Insight Foresight Strategic Analytics Advanced Analytics Hindsight Data Warehouse Consolidate Reports Automate Processes Fix Technology Issues Reflection HR KPI Development HR Performance Management Self-service Reporting HR BI Data Visualisation Data Governance Framework Data-Driven Problem Solving HR Continuous Improvement Integrated Reporting Visual Analytics Workforce Planning Strategic & Tactical Workforce Planning Insight Driven HR Function SaaS (optional to develop capabilities) Co-Op wide People Analytics projects Scenario Modelling Predictive Analytics Advanced Workforce & Talent Analytics Statistical Modelling Agile Decision Making Co-op Strategic Objectives achieved with HR Analytics Strategic HCM Analytics HR Operation MI Self-Service Analytics Standard Reporting Effective MI Customisable Reports Analytics SMEs Improved Tools Analytics in the boardroom Empowered and trained business Analytics Centre of Excellence Reduced Opportunity Cost Insight for everyone Reporting Monitoring Modelling Prediction Reports understandable by all Ability to understand and change the workforce Ability drive HR and the organisation design using modelling and workforce analytics Able to understand the future needs of the organisation before they occur Faster more accurate reporting Stabilised HR systems Metrics that enable tracking and reporting Quality and reliable data Empowered individuals
- 10. Why did we decide moving to Public Cloud In order for HR to implement its vision, we now have to simplify our HR Technology landscape. Due to the extend of customisations and the poorly designed internal infrastructure, this was impossible to be achieved in our current platform, without re-implementation of that technology. So why we chose Public Cloud? 9 key drivers 10 HR Tech Design Principles Reduce Complex ity Breaking the Silos Keep It Simple Re-Use Into The Cloud HR Controlling its own Destiny - Flexible Model Single Provider to support the HR Systems Strategy Reducing the cost of HR Service Deliver Against new Business Requiremen ts Integrated HR System across modules Accessibilit y to all colleagues No dependency on internal network Reduce Dependenc y on Internal IT Enforcing the Rule of NO Customisa tion Full Alignment to IT Design Principles
- 11. Implementation Roadmap Latest Update 11 20172014 2015 2016 Phase 1 Service Development Phase 2 Service Enhancement Phase 3 Service Automation Live Service Stabilisation 3 Years Journey Single Vendor Contractuals SI RFI / RFP Business Engagement & Requirements Business Case st. 1 Recruitment incl. Social Sourcing Performance Core HR - Light Basic Analytics Strategic Analytics Technology Remediation / Quick Wins Advanced Analytics Watson Analytics Business Case st. 2 Talent & SP Full Roll Out Core HR - Full Core Payroll Talent & SP- Pilot Top300 Compensation Workbench ISE Tool Recruitment Full Roll Out Case Management Onboard SI HR Intranet Relaunch Stabilisation Where We Are Now Fusion Learn implementation to be agreed upon Oracle product readiness
- 12. The co-operative Our Journey to Cloud 12