Process Localisation Gap Analysis Approach
Objectives of this document • To provide an overview of the approach followed to identify the gaps between the global processes and the local ones • To share lessons learnt for each stage of the gap analysis • To capture templates and tools used during the work 2
Identifying the gaps between the global blueprints and the current UK processes is a key step towards local implementation End of June 2003 Plan local implementation Prioritise localisation of processes Identify and onboard Process Developers • Onboard team • Identify priorities • Identify people • for Business and within HR with • Define • HR working knowledge approach and of the processes • Develop detail plan prioritisation • Contact and criteria onboard • Perform initial gap • Perform initial analysis to define detailed gap ease of analysis process implementation by process • Define wave priorities and validate with key stakeholders Identify gaps between global and local processes Plan for localisation of processes wave by wave Localise Wave 2 processes and implement Define the gap • Commit to a plan • Localise the to localise the processes for Identify the Wave 2 actions needed processes • Identify key roles to fill in the and gaps responsibilities • Detail ESS/MSS functionalities needed in the UK End of December 2003 Hand over to XXX Team Localise Wave 3 and Wave 4 processes and implement • Finalise • Continue knowledge and localisation for skills transfer Wave 3 and 4 from CGEY processes • Launch processes based on BAU calendar Key Principles • Skills transfer and knowledge management • XXX resources fully involved in all elements of the work from the beginning • Full documentation of gap analysis and localisation activities and timescales by process • Clear accountability for each process • One process developer and process owner process, fully involved in gap analysis, localisation planning and delivery • Other knowledge experts involved • Co-ordination with Swiss localisation on key elements • Maintain same IT functionalities • Common approach to localisation 3
We defined a structured approach to the gap analysis, which directly involved numerous HR practitioners INPUT Availability of the Global Blueprints on the Delivery Platform Identified a Process Developer for each process GAP ANALYSIS APPROACH Prioritised the processes into three waves Defined the gap analysis criteria Onboarded the Process Developers and identified others to be involved Ran three workshops to detail the gaps and identify actions Captured and validated the gaps OUTPUT Localisation activities and milestones; list of questions, issues and risks • The gap analysis spanned over a period of two months • Overall, more than 40 people were involved in this activity and 38 processes were covered • The gap analysis allowed to identify linkages between processes, which were taken into consideration during the localisation activities • The approach was in line with that taken in Switzerland 4
Involving people within HR from the start ensured early buy-in as well as ownership • The Process Developers were chosen on the basis of their working knowledge of each activity – Each Process Developer identified other colleagues that needed to be involved • • This ensured we had representation from across all sites The Process Developer spent on average 3 hours on each process to complete the gap analysis Lessons Learnt The HR Heads prepositioned their Process Developers prior to the team contacting them. This was done face-to-face, rather than through an email. This minimised resistance and ensured that people knew what was expected of them and why. 5
The processes were prioritised based on the needs of HR and those of the Business, as well as their ease of implementation 1 Each person was asked to look at each process and say whether that was a low, medium or high importance for their business Output from HR Stakeholders Importanc Process Lo Me Hi e √ Name √ √ w di gh u m 2 3 Based on these, we initially prioritised processes High Second Priority Processes IMPORTANCE TO THE BUSINESS We asked the HRHs and 3 business managers to prioritise the processes based on their importance to the business First Priority Third Priority Processes 4 Finally, we looked at eh BAU cycle and defined 3 localisation waves Wave 2 • 2. 2 Shape Organisation Capability • 2. 4 Role Definition • 2. 5 Facilitate Organisation Change • 3. 2 Recruit • 3. 3 Individual Career Development • 3. 5 Individual Performance Management (SIPM) • 4. 3 Plan Individual Learning & Development • 4. 4 Develop & Maintain L & D Portfolio • 4. 5 Training Delivery • 5. 1 Change Personal Data – Company • 5. 2 Change Personal Data – Employee • 5. 3 Change Personal Data – Enquiries Medium QUICK WINS High • 1. 1 Create & Review People Strategy / HR Plan • 2. 1 Manage HR Programs • 2. 3 Drive Reorganisation Projects • 2. 9 Manage Voice of XXX • 3. 6 Manage Succession Plans • 3. 8 Manage Sickness Absences BETTER START SOONER THAN LATER Low Priority IMPORTANCE TO HR Wave 3 FEASIBLE Third Priority Low QUICK WINS Second Priority First Priority Processes Low Priority Processes We then matched the stated priorities with our initial gap analysis Low Wave 4 • 2. 10 Manage Labour Relations Medium High CURRENT GAP Lessons Learnt • 3. 1 Assess & Forecast Manpower Planning • 3. 4 Project Resourcing • 3. 7 Manage International Assignments • 5. 5 Maintain Organisation Architecture • 6. 1 Define & Evaluate Pay & Reward Strategy • 3. 9 Manage Leavers Resignation • 6. 2 Benefits Approval • 3. 10 Manage Leavers Redundancy • 6. 3 Benefits Review • 4. 1 Assesss Individual Capability • 6. 5 Manage Annual Salary Round Staff • 4. 2 TNA – Define Macro Training Plan • 6. 7 Manage STI – Staff • 4. 6 Evaluate Training Effectiveness • 6. 8 Manage LTI • 4. 7 Induction • 2. 6 HR Change Communications With hindsight, it would have been better to have prioritised processes after having completed the gap analysis – which could have been done group by group, as opposed to wave by wave. This would have allowed an early identification of the linkages and a better planning for the localisation activities • 5. 4 Support HR Queries • 5. 6 Maintain HR Reference Data 6
We defined six gap analysis criteria and developed a template to capture the Process Developers’ work Process Owners and Process Developers Gap analysis criteria Lessons Learnt Having the gap criteria really helped the Process Developers analyse the gaps. The criteria also ensured that a more thorough analysis was done, since they forced those involved to consider the gaps in each one of those areas. Wave priority Gaps were assessed for each category 7
An on boarding pack was created and each Process Developer was contacted individually prior to the workshops Lessons Learnt • The onboarding pack covered some basic elements of HRT and process localisation – Purpose and timescales of HR Transformation in the UK – Who is involved – The process localisation approach and timescales Although time-consuming, onboarding the Process Developers was really beneficial. It created a high level of understanding of what we were trying to do, which ensured a high productivity level during the workshops. – Details of their process(es) • The global blueprint • The supporting documentation – I. e. policies, templates, procedural steps – The Delivery Platform • We scheduled a 2 -hour meeting with each Process Developer – During this time, we started looking at the processes in detail and started identifying some of the gaps 8
The workshops were a key mobilisation event, which energised those involved and really moved the work forward Lessons Learnt • We ran three one-day workshops, one for each Wave • We invited a few line managers at the workshops to provide their input in the gap analysis • The format was the same for each day – Leadership Talk • Objectives of HRT and process localisation – Localisation milestones – Breakout groups • Gap analysis process by process • Identification of activities to fill in the gaps • 2. A lot of work is needed both before and after the workshops. A gap of at least 2 weeks should be left between each day and some external admin support should be requested to capture the output electronically 3. Having a few selected line managers at the workshops gave a very healthy perspective on what really matters to HR customers We spent time to re-group after each breakout session and asked the process developers to summarise their work and express any concerns • 1. Having the “leadership talk” at the start of the day – with no slides! – was a good way of getting clear messages across and answering questions from the start. An energiser before the afternoon breakout group helped keep people awake! 9
We built a brown paper for each process, which was used to work on the gap analysis and localisation activities • • The brown papers proved very useful in facilitating the work with small groups of people One person from the core team was responsible for facilitating the discussion for a related group of brown papers Process Name Gap Analysis Process Developer Actions to address the gaps Who Questions Lessons Learnt 1. The brown papers take about ½ hour each to build, so the early you start building them the better. 2. It was key to have a facilitator for each group, to help move the Process Developers forward and achieve all objectives in the time available. Technology Capabilities Process Flow Roles & Responsibilities Policies & Templates Legislation Pouch with supporting documentation, e. g. global policy, procedural steps 10
The gaps were captured and shared with the Process Developers and the Process Owners Lessons Learnt • This took longer than expected, due to the time-consuming activity of having to type all the post-it notes from each brown paper • Producing a summary of the key gaps helped focus the localisation activities on the main areas 1. To maintain momentum, it is key to circulate the output of the workshops soon after the events. This is only possible if admin support is available to do the typing. 2. The detailed gap analysis should be complemented by a summary page, highlighting the key gaps for each process 11
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