Mais-Valias e Bloqueios ao Outsourcing Nacional e Internacional

Mais-Valias e Bloqueios ao
Outsourcing Nacional e
Internacional
Rui Alves
Regional HR Director
With script
World’s Most Comprehensive and
Broadly Based Healthcare Company
110.00 Employees Worldwide
200 Operating Companies (57 countries)
Selling products in more than 175 countries
2
2006 Sales by Segment
$ U.S. Billions
Medical Devices
& Diagnostics
$16.9 B
35.7%
17.6%
Consumer
$8.3 B
46.7%
Pharmaceuticals
$22.1 B
Total Sales: $47.3 Billion
3
J&J Brand Universe
4
Current State of HR
14 different attendance policies in Japan
$15.7 million spent on agency fees
for US Recruiting
16 different car allowances in the UK
65% of HR's time is spent on transactional,
administrative activities
30 different leave policies in the UK
486 HR systems operated @ annual maintenance cost of
$40 million
Where are we currently and where
do we need to go ?
10%
30%
Strategy
Strategy
Business
Business
Partnering
Partnering
Strategy &
Business
Partnering
80%
60%
Transactional
Transactional
Current HR Service Delivery
Future HR Service Delivery
20%
6
Why Global HR Transformation ?
● Growth plans for J&J will require us to:
Grow organically
Grow through acquisitions
● Increased global business complexity will require:
• Greater flexibility and responsiveness
• Robust, globally deployed acquisition and integration capabilities
• Scalable processes and organization structures
● Our changing world means employees will increasingly demand:
• Technology driven solutions
• Complete and accurate information
• Flexibility to draw on quality HR services when required
● New and enhanced people capabilities across our businesses to stay
competitive
7
Financial Case
Base Case vs GHRT Case 1
C osts ($ in Millions)
$800
$700
GHRT
Investment
$600
$500
$400
$300
Annual Savings of at
least $100M
Starting
Point
$544M
$200
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Base Case
1) Before tax P&L impact.
GHRT Case
8
Proposed scope of outsourcing and what
would remain within J&J
Scope for Outsourcer
Services that will remain in J&J
● Core Technology: SAP HR Management
System
● Business facing HR Partner support
● Best of breed technology for:
• Performance Management
• Recruiting and Staffing
• Training / Learning
● Administrative and transactional services:
• Base HR
• Payroll
• Benefits Registration
• Global Mobility and Relocation
• Compensation
• Training
• Performance Mgmt and Succession
Planning
● HR Strategic Planning
● Recruiting & Staffing other than
administrative and technology
● HR Process Strategy
● Policy design
● Specialist Services on:
• Total Rewards
• Talent Management
• Labour / Employee Relations
• Organisation Effectiveness
● Employee & Manager Self Service
● Contact Centre support in 24 languages
globally (14 EMEA)
9
Service Delivery Model Components
Businessbased HR
Global Technology
Specialist
Groups
Employee
Service Centers
Backbone
10
A New Way of Delivering HR Services
HR Business Partner
● Increased HR capacity to focus
on business and talent issues
● Close and accountable to
the business
● Enhanced capabilities
11
A New Way of Delivering HR Services
HR Business Partner
Specialist
SpecialistGroups
Groups
BusinessEmployee
Specialist Groups
Service
based
Centers
HR
● Thought leadership
● Design and development
of policies, processes,
programmes
● Experts in areas such as
recruiting, compensation,
talent management
12
A New Way of Delivering HR Services
HR Business Partner
Specialist Groups
Employee Service Centers
● Answer and resolve employee
questions
● Consistent, accurate
information & advice
● Intention to outsource to a
global service provider
13
A New Way of Delivering HR Services
HR Business Partner
Specialist Groups
Employee Service Centers
● Global HR Information System provided by service provider
● Ability to perform HR transactions on line
● Access to meaningful workforce information
Global Technology
Backbone
14
Proposed HR Service Delivery Model 1
Candidates
Retirees
Contact
Customer
Centre
Service
Reps
All Employee Access
Employees
Managers
Tier 1
Interactive Voice
Portal (IVR)
Response
Portal
% of Contacts
Provides employee
support, processes
transactions
Handles FAQs
Conducts basic
research
80%
Tier 2
Subject
Matter Experts
Provides complex
solutions and
transactions
Administers policy
Conducts in -depth
research
Resolves issues
18%
J&J HR –
BBHR & SG
Develops policy
and strategy
Provides policy
interpretation,
operational oversight
Workforce Performance
Business Performance
Tier 0
Employee
and Manager
Self-Service
2%
1 Understanding based on supplier solution at this time
15
What the new BBHR will focus on doing
• Architect – build organisation with the capabilities
and culture to differentiate us from other
companies
• Look to the Future – know tomorrow’s workforce
to shape the right business and HR plans
• Create and support change in the business
• Ensure a culture that drives innovation and
employee engagement
• Be a partner that the business leaders couldn’t
imagine running the business without
16
Proposed Implementation Timeline
2006
2007
2008
2009
2010
HR EFFECTIVENESS
Global Mobility Pilot
EMEA
Design & Develop BBHR Role
Design and Deploy FEG’s
Conduct Professional HR Development
Deploy BBHR by Region
HR EFFICIENCY
Early 2010
Completion both
Transformation and
Transition
Organization and Position Management
Policy Harmonization
Transition
Consultation
commences
Global / Local Process Design
Technology Platform Implementation
Potential Business
Case / Contract
approval
Services Platform Implementation
17
Proposed EMEA Service Centre Location
The proposed service centre for EMEA will be : Budapest - Hungary
● Languages supported by Budapest:
• German, Dutch, French, Czech, English, Greek, Hungarian, Italian,
Polish, Portuguese, Russian, Spanish, Swedish, Turkish
• Services to other countries not covered by languages above will be in
English
● Reasons for selecting Budapest as a service centre location:
• Availability of highly skilled / qualified workforce
• Variety of languages spoken
• Proximity to other countries in EMEA
18
Investing in the future of HR
This is a long-term investment that J&J is supporting to build the
capabilities for a future-focused HR,and will:
• Creation of a new competency model for HR
• Comprehensive “development” programme including a Professional
Development Process, Robust Development Plan and Integrated
Curriculum focused on the new HR competencies
• Implement over next 12 – 18 months with first stage starting in Q1&2
2007
• Support significant behavioural change and capability building for HR
staff
19
HR Competency Model
Driving HR Excellence
● Strategic Insight
● Future Focus
● Courage
● Change Leadership
Business Partnering
Accountable Leadership
● Building Customer
●
Drive for Results
Relationships
●
Interpersonal Savvy
● Growing Talent
●
Influencing
● Teamwork
●
Organizational Dynamics
20
Building HR Capabilities
Professional
Development
Resource
Guide (PDRG)
Professional
Development
Assessment (PDA)
HR Future
Capability
HR Competency
Model
The HR competency model, PDA and PDRG are all
elements of Building HR Capability
21
Assessment Methodology by Level
Process Step
Professional
Development
Assessment
A (VP’s)
B (DIR)
C (MGRS)
D (PROF)
Interview
90m (Behavioral
Event Interview)
60m (Behavioral
Event Interview)
45m (Behavioral
Event Interview)
45m (Behavioral
Event Interview)
Case
Study
Strategic Case
(Custom)
Strategic Case
(Custom)
No
No
Biographical Data
(Talent Nav)
Yes
Yes
Yes
Yes
Multi Rater
Questionnaire
Yes
Yes
Yes
Yes
Learning Style
Inventory
Yes
Yes
Yes
Yes
Inventory of
Leadership Styles
Yes
If Direct Reports
No
No
Organizational
Climate Survey
Yes
If Direct Reports
No
No
90 m in person
60 m in person
30 m on phone
30 m on phone
Feedback
TOTAL Time Investment (approx.)
6.5 hours
5.5 hours
4 hours
4 hours
22
Obrigado
23