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Download February 11, 2003 IHRIM presentation: Wally Boehm, ADP
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Creating an Employer of Choice Environment and Transforming HR Wally Boehm VP Human Resources Today’s discussion: Organization Profile Business Case - NAS Employer of Choice Strategies Human Resources Scorecard Human Resources Transformation 2 ADP: One of the largest global providers of: Information Services Employer Services Brokerage Services Dealer Services Claims Services 3 We’re the Business Behind Business™ 4 Goal: Fortune Top 100 Companies Excel Financial Measures Employee Measures Competing 5 Employer Services Organization Employer Services Emerging Business Services Major Account Services National Account Services Benefit Services Serving Serving Serving Serving 1-49 employees 50-999 employees 1000+ employees 6 All sizes Organizational Profile - NAS/Benefit Services Highly skilled (Software Engineers) 16 Operating locations 4600 Associates Pay 7 million people 7 Unskilled (Shipping Clerks) Administer Benefits for 9 million people Situation Analysis - Fall of 1998 Experiencing high growth Good, but not “great” service Higher than average ADP turnover Lower than average ADP associate satisfaction HR strategy not aligned with business strategy 8 Future Success Employer of Choice World Class Service $1Billion Business 9 What did we do? Embraced Service-Profit Chain business model Aligned HR strategies with business Compensate using Balanced Scorecard framework Increase Associate Satisfaction Decrease Turnover Results Productivity & Cost Savings 10 11 Balanced Scorecard Employer of Choice Financial Excellence 20% 40% 20% 20% Operational Excellence World Class Service 12 Balanced Scorecard Metrics Revenue Generation 20% Turnover 10% Profitability 20% Client Client Satisfaction Retention 10% 10% Associate Satisfaction 10% Various Metrics 20% * Accelerators Diversity 10% Training 10% 13 Decrease Turnover 20.2% 15.2% 13.7% 10.2% FY'99 FY'00 FY'01 FY'02 NAS/Benefit Services Associates 14 9.0% FY'03 YTD Productivity and Cost Savings Turnover Reduction 20.2% FY’99 to FY’02 Productivity Time efficiencies Better service = Direct hiring costs Advertising Interviewing time Agency expense 10.2% 15 = $24.7 million savings Business continues to grow rapidly Revenues (in millions) 1000 800 600 400 200 0 FY 98 FY 99 FY 00 FY 01 FY 02 FY03 (Plan) 16 HR Means Building Business Value For ADP…. Associate relationships impact bottomline profitability For our clients…. EOC Best Practices are reflected in our services 17 What are we doing to build an Employer of Choice environment? 18 Provide our associates the HR best practices we offer and enable in our clients. HR Vision 19 HR Mission Lead the delivery of HR best practices to achieve NAS objectives through people, processes, and technology. 20 What’s the Strategy? Build HR initiatives from business strategy Fine tune initiatives from listening to associates Establish metrics and measure progress Communicate successes internally Extend value to clients externally 21 Listening to Associates What makes ADP your Employer of Choice? “opportunity and culture” “sense of accomplishment” “easily balance work and family life” “friendly and professional atmosphere” The Bottom Line: “It’s what keeps me coming back every Monday.” 22 Working in an EOC Environment Learning & Growth Training & Development Coaching, Feedback, Career The Basics & Support Opportunities Employer of Choice Work Environment Values Recognition & Appreciation Work Competent Leadership Interesting & Challenging Work Open Communication Involvement & Empowerment Life Balance Competitive Compensation & Benefits 23 What’s the Strategy? Increase Associate Satisfaction Leverage Human Capital for Growth Associate Satisfaction Reward & Recognition Training & Development Human Resource Planning Win the Talent War Strategic HR Transformation 24 Strategy: Drive Associate Satisfaction Survey Semi-annual Business Unit Action Plans Develop Individual BU Action Plans Validate issues through Associate Focus Groups Initiate Teams to Work on Issues Analyze Results By Division By Business Unit Develop Communication Strategy Create Action Plan By Division By Business Unit Track Progress Against BU Plans Report Action Plan Progress Reward Management for Improvement 25 Strategy: Make Retention a Way of Life Reward management for retention Use competency-based selection criteria Engage group teams for selection process Get serious about pre-employment screening Invest in associate learning Expand new hire orientation & mentoring 26 Strategy: Increase Associate Communications Develop Associate Communications Strategy Move Associate Communications into HR Dialogue w/ associates through variety of vehicles: Video Newsletters - Division-wide - Localized MyInfoCenter.com 27 Strategy: Invest in Training 27% of workforce 54 Institute technology-based learning 3 week requirement for technology function Use 2 outside vendors Increase associate training to a minimum of 40 hours per year per associate 28 Strategy: Improve Leadership Development $2 million - Sales & Leadership Training Institute for Service Leadership Leading & Managing in EOC Environment Leadership Development Managing for Commitment & Diversity 29 Strategy: Win the Talent War Implement electronic careers center External access through www.adp.com Centralize recruiting for high growth functions Technology Sales Institute competency-based selection process Respond to associate worklife needs - flexibility Promote employment brand 30 Respond to Worklife Needs Flexible Work Arrangements In-office Services (e.g., dry-cleaning, massage) Office Social Gatherings ADP Preferred Childcare Discount Program (US-Wide) ADP On-site Day Care Facilities ADP On-site Medical Facilities Continue asking & listening 31 Strategy: Align Reward & Recognition $$ Reward $$ Recognition Balanced Scorecard ACE’S What Gets Measured Gets Done President’s Club Variable compensation plans Stars Quarterly Breakfast 60% of associates Stock options Numerous Service Awards 40% of associates Knowledge Pay Program 32 Strategy: Systemic Human Resources Plan Our Processes & Tools: Assess with 360-degree process and feedback outside vendor Individual development plans 6 month review discussions Managers as coaches Some use of executive coaches 33 Strategy: Systemic Human Resources Plan Our Outcomes: Benchstrength measure Gap identification in existing vs. future needs Diversity of associate background, talent, abilities Structured pipeline for talent infusion Associate partnership of career development 34 Strategy: Delivering on Diversity Connecting through Surveys, Focus Groups Leverage progress and work on priority issues Implementation of Local Diversity Councils 35 HR Scorecard… What Do We Measure? Associate Satisfaction Associate Turnover Associate Productivity Associate Turnover Satisfaction (by Segment, New Hire, Cost) Training Hours per Associate Diversity Competency Gaps of Workforce Diversity Representation Cost per Hire Time to Fill Associate Training & Development Associate Benefits Compensation Competitiveness HIPO Associates (Bench Strength, Development Plans) 36 Recruitment Strategy: Transform HR Develop & measure new HR Competencies HR Process Re-engineering Electronic self-service HR Metrics – Digital Dashboard Leverage HR in new product development and piloting 37 Strategy: Transform HR Strategic Consultative and Developmental Execution-oriented & Administration Percentage of Time Spent Today Future Strategic HR Planning 10% 25% Consultative/Developmental 25% 50% Execution-Oriented & Administration 65% 25% Source: Tomorrow’s HR Management, Dave Ulrich & Michael Losey, 1997. 38 What Does This Strategic Transformation Look Like? Old HR •Services •Customer Service •HR Program Admin •Operational Excellence •Technology Application New HR •Business advisor/consultant Process Reengineering Drivers •Non-Strategic •Administrator •Distributor •Enforcer •Translator •Technology •Process Integration •Technology roadmap •E-HR Strategy •Measurement & Analysis 39 •Workforce strategist •HR Process Expert •HR Measurement Analyst •Manager/Employee •Information Access •Learning •Decision-making •Action Taking Reengineering HR Processes Flex Benefits Enrollment HR Reporting Reengineering HR Processes through The Portal HR Metrics HR Administration Recruiting Process Performance Management HR Planning 40 NAS HR Web Portal – Strategic Enabler Benefits Related Information Mission Statement Guidelines and Procedures Phone Book Forms New & Events 41 Conducting HR Transactions Skills Profile and Personal Search Agent Internal e-Recruiting Solution Expense Management 401(k) Transactions Benefits Enrollment Stock Purchase/Stock Options On-Line Pay Stubs 42 Leveraging Human Capital Digital Dashboard High Potential Tracking Career Development Hot Skills Database Human Resources Planning 43 The Horizon of Practice At the Horizon HR anticipates strategic issue and leads effort Progressive Practice HR partners on solutions Standard Practice Manager & EE direct access; HR aligns activities with business strategy HR responds to requests Business Partnership Service Delivery HR processes transactions HR proactively sources talent to fill pipeline; managers fill openings via desktop technology HR recruits for open jobs Talent Acquisition Career Development Management Development and Training Source: Corporate Leadership Council “My Portal” - Customized Web-based / vision of paperless administration Job posting; vertical paths Stand-up classroom training 44 Job posting; vertical paths Stand-up classroom training Precision workforce planning / emphasis on retention and relationship extension Talent management links development, career planning, talent assignment and developing future leaders Real-time workplace experiential learning supported by interactive technology IN SUMMARY… Creating an Employer of Choice Environment and Transforming HR is about: Managing Change Creating a Cultural Shift Creating Systemic Processes Measurement Creating... 45 Associate Satisfaction Leverage Human Capital for Growth ASI Reward & Recognition Training & Development Human Resource Planning Talent War HR Transformation High Performance Organization 46
