©2014 SAP AG. All rights reserved. Internal and Confidential Buyer Persona: CHRO LoB (Talent...

© 2014 SAP AG. All rights reserved. Internal and Confidential

Buyer Persona: CHRO LoB (Talent Management)

My role and experienceI am responsible for ensuring that the company has the requisite workforce to enable the accomplishment of its business strategy. I have responsibility for developing the programs and practices to attract, retain and motivate the right number and the right types of talent doing the right things in the right way.

In a nutshell, I am responsible for providing leadership to ensure the company is growing talent, building capabilities and shaping the desired culture of its global workforce.

Buyer PersonaDescription

How I am measured

• Serving as a trusted advisor to the

senior leadership team

• Translating business strategy into a

talent strategy for the company

• Driving a performance-based culture

that has the capabilities to change

and adapt as the business

environment and competitive context

changes.

Resources I trust• Peers / people who work for our

competitors

• Google searches

• LinkedIn Groups

• Analysts / research reports

• Conferences / especially HR professional associations

• Demos

• Online research / reviews

• Case studies

CHRO

Talent Management

CEO

All* All*

LE/UMM

* This Persona is intended to be applicable for all Geos. It is based on field work conducted in NA. The persona-building methodology tells us whether a particular Persona is applicable for more than one Geo (or Industry, or Role/LoB). That process has ascertained that this Persona is applicable for Geos in EMEA, NA and LAC.

Persona role

Insight #4

Decision Criteria

Insight #5

Buyer’s Journey

Insight #3

Perceived Barrier

Insight #2

Success DefinitionInsight #1Priority Initiative

Solution

Reports to

Industry

Company size

Geo



Insight #1Priority Initiative

The cost/value equation for our payroll solution was way out of lineWe needed a new payroll system. Payroll was kind of driving everything, and then the feed off from payroll was literally going to provide a lot of information to our employees … we didn't feel we were getting the value for the cost we were paying and we are a company that is driven by return on investment.

###

We were taking a look at our ADP payroll system, and taking a look at the invoices and the bills we receive regularly, and we really felt we were being in some ways... I don't wanna say held hostage, but I guess I just did. We're paying an exorbitant amount of money to process our payroll, with very limited functionality in very little flexibility, and with sort of... Cafeteria-style pricing where we would get nickel and dimed at every turn.

We’re growing rapidly through acquisitions We're in growth mode and feeling the pain of finding people with diverse talent and specialized skills. They're feeling like, "Gee, the time to fill is taking longer. Where do we source these people?" Because we're growing and we've recently acquired another company, we need the talent. Where are they?

###

I think it was right around the time where we got over 5000 employees -- that was just due to the company growing through acquisitions. So it was just kind of a matter of taking a look at what we were going to need to be to just do the day-to-day business from an HR perspective.

###

We're geographically dispersed, and we had grown a lot through acquisitions, so we had disparate human capital systems and multiple payroll locations, and needed to centralize in a shared services model. So that's what really started it all.

Buyer Persona Description

Insight #4

Decision Criteria

Insight #5

Buyer’s Journey

Insight #3

Perceived Barrier

Insight #2

Success Definition

We had a change in executive managementWhen I came on board, initially it was refreshing a strategic plan, and then the decision was made not just to re-fresh but probably to overhaul it. We also had a new CEO that was coming in, and I think as we looked at the various things we wanted to accomplish over the next five years, we clearly saw that leadership development, talent management was a critical requirement for us being able to achieve many of those initiatives.

###

When I joined the company I had an outsider's perspective about the way things had been done, and I challenged the status quo at every turn, asking the question ‘why’ many, many times. This is just one example of many different changes that were put in place to become more efficient, more productive, ultimately more profitable.

Insight #1 - Priority Initiative: What priorities or business environment triggers the buyers investment in this type of solution?



Insight #2

Success Definition

We won’t have to say that the system or IT is the reason we can’t deliver As the systems become more complex, then you have the possibility for errors -- feed errors, lines dropping, touch points not being where they need to be, communication issues, all kinds of possibilities for error and we experience it all the time. To eliminate or significantly reduce all those touch points was exactly what this Workday project was about.

###

We'd find that even when something was ready to deliver, the IT group wasn't ready or the systems didn't allow us to deliver it to everybody. They'd be like, "We have to upgrade the Internet, or up-date this, or people don't have access to this on their desktops."

###

We had a lot of interfaces because Oracle doesn't do what we want it to do, and the organization is asking for all these things, so we'd had to go out and find different vendors.

I’ll deliver visible improvements in recruiting and retentionWhen our recruiting systems slow us down and make it difficult to effectively source candidates, or difficult to integrate data that we get from our candidates, that's where my business people feel the pain. That makes it easier for me to make my case to my CFO.

###

Applicants go to a kiosk in our human resource departments to apply for a specific job. The kiosk takes them through a couple of points in the process, mainly the pre-screen. If some of their answers to the questions are not what we've determined are the “right" answers, they don't go further. The others go into an electronically-administered interview that actually comes up with a score. The results are outstanding. Over a period of time, our turnover is cut in half basically, from 60% to 30%. Turnover for management people is even lower, it's around 15%.



Insight #4

Decision Criteria

Insight #5

Buyer’s Journey

Insight #3

Perceived Barrier

I’ll have the data to know how well we’re preparing people for key positionsI project that in the next five years about 30% of the people in key leadership roles will retire. I don't have a good way now, other than by word of mouth, to understand who's really qualified to be succession candidates or who our high potential employees are. I don't have a tool that I can query, to look at profiles, to look at a database of skills and experience, or individual performance assessments.

###

We've got a lot of churning going on, and we are not even recognizing these people. We aren’t holding onto them to feed them into a future leadership pipeline. So, we have a problem. If my CEO says that we've got to be a more diverse organization, I've got to be able to show the data. And without a talent management system, I'm spending lots of hours trying to pull different pieces of data together to tell that story.

Insight # 2 - Success Definition: What results or outcomes does this buyer persona expect from a new investment in this type of solution?



Insight #3

Perceived Barrier

This is a problem solved by people, not technologyA lot of companies that implemented performance management models are based on identification of competencies. But improving our performance management is not a matter of competencies, it's a matter of conversation. A good performance management system is one where the supervisor in a relationship leads a really good conversation with the individual about what performance issues that person needs to pay attention to. So, I'm not sure that a solution does exist out there.

###

Our HR people knew their jobs would be changing, they’d go back to just being a recruiter. They knew that their clients wouldn't be calling them with those benefits questions. They wouldn't know if somebody was expecting. So in some cases they objected to the fact that they'd be losing contacts with the people they supported, and they sell their clients on that.

SuccessFactors can’t handle benefits or payrollSuccessFactors can’t handle the benefits platform or the payroll platform. Workday is evolving into the applicant tracking or recruitment platform, so we imagined finding ourselves in a place where absolutely all of our human capital management system solution is housed within Workday, and that's not at all what SuccessFactors does.



Insight #2

Success Definition

Insight #4

Decision Criteria

Insight #5

Buyer’s Journey

We’ve got a huge investment in Oracle, but we’re always lookingWe use Oracle Finance and SAP budgeting. I think the organization is pretty tied to PeopleSoft on the finance side, so we had said, "Hey, you know, it might be worth going out and exploring. It will be a long sell." But at least explore what’s out there.

###

People say, "Oh well, we spent so much to implement this and why would we change?" I think we're always looking for something new, something more that maybe we could do with PeopleSoft, or build from PeopleSoft, Everything changes so quickly now. I don't think we're tied to it for the next 15 years.

###

Oracle and PeopleSoft is our legacy system, so there's probably a feeling that it would be an easier transition for us to stay within that space. I also have Success Factors, which basically I have the two systems interfacing with each other.

Insight #3 - Perceived Barriers: What attitudes or concerns prevent this buyer from addressing this priority, or from purchasing this solution from SAP?

Cloud? We’re not sureI'm not sure our IT team has the skill and capability to support Cloud technology, so I would have to go out and hire a different group of people, not only to support the implementation, but also to support the ongoing maintenance once we had it running.

###

I'm more open to it than our CIO because there is a concern with information in the cloud or on somebody's else server. We are talking about compensation and benefits, which is highly confidential information.



Insight #5

Buyer’s Journey

Insight #4

Decision Criteria

I need a solution that integrates with our core platformOur CFO and our chief Information guy are so invested in SAP. Where I think I'm gonna get a win is to find a real successful talent management suite that's consistent with SAP.

###

PeopleSoft has all of the employee information, job codes, that type of thing. And so we're looking for a system that can be complimentary 'cause we're kind of stuck with PeopleSoft for now.

I don’t want to customizeI think my peers are getting smarter. We’ve all recognized, you have to find a company whose vanilla model works for you. The more you tinker with it, the less the functionality and the reporting is gonna work the way the company says. They'll customize as much as you want, but the more you customize, the less you can take advantage of the benefits of why you bought the system in the first place.

###

I probably don't want to customize because that adds a lot of expense. I want an 80% or 90% solution, with just a few changes for more industry-specific terminology and roles, I wouldn't customize much.



Insight #2

Success Definition

Insight #3

Perceived Barrier

Ease of use and training are “the biggest things”"What kind of efficiencies is this going to create for our team, and how easy will it be for us vs. what we're doing today?" So this is about the vendor's overall functionality, plus how easy is it gonna be for us to configure their new environment. I think that's gonna be the number one thing that influences our decision.

###

I think the biggest thing was ease of use for our end user. We are going to a lot of self-service modules, or that is our hope, self service for managers, self service for employees. So we want something that is very simple for them to use, a single sign on with navigation that is self explanatory.

###

Intuitive, minimal training, I open it up, I turn it on, it works. I should be able to take some-body through a couple hours of training, a half day at most, and they should be able to be proficient in what they need to do; to run reports and identify their talent, help me identify my talent.

Insight #4 - Decision Criteria: Which aspects of the solution or vendor does this buyer persona evaluate as they compare alternative approaches/vendors?

I want the data I need in minutes, not daysAt the press of the button, I'd like to be able to pull up the turnover report. I'd also be able to load the cost of turnover and upfront for each discipline. And I could, at the press of the button, after we've loaded all our data and some of that benchmark data, it should probably take about five minutes to do it.

###

I would love to be able to call up a position and have the system feed potential replace-ment candidates to me, based on what's in the database vs. me doing it manually. It probably takes about a week to do that.





Insight #2

Success Definition

Insight #3

Perceived Barrier

Insight #4

Decision Criteria

Insight #5

Buyer’s Journey

I need help w/an air-tight case for the CFO & CEOWe’re essentially competing with each other internally because there are limited technology dollars to be spent, and we just have to make a very, very strong case to the CFO that next year he needs to give that money to HR and here's why.

###

I need all kinds of ROI things for the CFO, so I need to know -- what is your research? What are your demonstrated metrics? What have you done to actually test the assump-tions you're making with other clients? Our leadership loves to know what else has happened in our industry, not just general statistics, but what experience you have with other financial service institutions? With insurance companies, in particular of our size, what results have you delivered?

###

Peoplesoft helped us sell it from the top down. You couldn't talk to the CEO about the nuances of the system, but they helped us get their backing for it. The CFO, same type of thing, how do you get their buy-in?

I check with my peers to see what is really workingThrough my HR organizations, I reach out to peers and say "Hey, what has your company used? Can you share what your implementation experience was like?" and people are honest because everyone sees value in getting feedback from each other.

###

We connect with other folks both within and outside of health care. So, at different conferences, networking, “What system are you using? How's it working for you?" Actually, that's how Workday has come into place, it seems as though every place I go "We're putting in Workday, we're putting in Workday, we're putting in Workday."

The senior HR team evaluates the optionsWe did a lot of brainstorming as an HR team. And so just kind of having a meeting of the minds with the different regional HR directors to determine what their needs were and then also what they were aware of as far as what’s out there in the marketplace.

###

Each of our eight banks has an HR Director and we get together, we demo those things and then we basically come to a joint agreement on where we're gonna go.

Insight #5 – Buyer’s Journey: What is this buyer persona's role in this decision and who else will be involved?

I listen to sales people who ask good questionsVendors need to take the time to say, "So let me understand specifically, what's the business issue you're trying to address? How do you see the technology helping you do that? And let me show you how our system will do that for you." Period. So instead of the hour demo, frankly, it should be a 10-minute demo with 50 minutes of conversation.

###

I thought everybody tried to give us information overload, and I said, "Look, what we're looking for is meat and potatoes here." And I just tried to keep everybody focused on this is what we want, and we don't want things that are not going to be of value to us.

©2014 SAP AG. All rights reserved. Internal and Confidential Buyer Persona: CHRO LoB (Talent...

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Transcript of ©2014 SAP AG. All rights reserved. Internal and Confidential Buyer Persona: CHRO LoB (Talent...