Webinar - Transition Your Organization - The Microsoft Case
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Transcript of Webinar - Transition Your Organization - The Microsoft Case
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Webinar – Transition Your Organization
4 February 2010
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Agenda
• Introduction to the Panel
• Definition of Transition
• Transformation at Microsoft
• Transition Methodology
• People and Transitioning
• Executive Sponsor Role
• Keys to Success
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Introduction to the Panel
Andre RampatDirector, CorporateLeaders
Patrick Nolot Global Program Director, ADP
Moderator:Moderator:
Barbara PatersonDirector, Paterson Consultancy ltd.
Bonnie SkellyPMP, Director International Payroll, GPO - Finance OperationsMicrosoft Finance
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Transition – A DefinitionTransition – A Definition
Project/change managers perspective
• Sponsorship must be continuously managed and confirmed throughout the lifecycle of the project.
• Transition of an Organization must include strong considerations and Plans for Process and Change Management
Employees perspective
• The passage of time and participation in activities that move you from the old, comfortable way of doing things to new ways of doing things.
• “What will happen to me?” “When will I know?” and “can I help” - transition for employees increases anxiety and fear levels surrounding their future.
Provider Perspective
• Implementation of a standardised service• Transfer of responsibility by a client to an external supplier
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Transformation at Microsoft
The Finance 3.0 Vision
“Best in class Finance functions, enabled by process standardization, solid internal controls, and effective performance management. Achieved by hiring & developing the best people and using integrated applications that showcase Microsoft technology.”
OneFinance Drivers• Powerful business insight and performance management • Process standardization, reduced complexity and outsource non-strategic activities
• Efficient compliance processes that improve control environment
OneFinance Transformation
Transactional AccountingAs-Is
End State“Business
Insight”
Transactional Accounting
“Business Insight”
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Transformation Drivers at Microsoft
ADP GlobalView – single global payroll vendor Consistent global use of tools Ability to standardize common systems
40 + existing local payroll vendors
Fragmented processes & many systems, varying by country
HR dual data entry into local payroll system & Headtrax
RESULTS: Weak internal
controls Inconsistent
employee experience
RESULTS:
Future StateFuture StateCurrent StateCurrent State
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Payroll Operations at Microsoft with ADP GlobalView
The payroll processing actions will vary by subsidiary, based on country regulations and company policies.
MS Sub – GSS
PREPARATION
MS Employees Microsoft HR/Finance ADP Payroll Services Team
Processes payroll data Provides call centre support Manages statutory controls Data exceptions manually
processed by Global Data Services
PROCESSING PAYMENTS REPORTING
HR
GlobalPaySource
Enters employee data into MS tools
Auto-upload toADP GlobalView
Employees view pay slips online
Common Reporting Structure
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Transition MethodologyTransition Methodology
Managing the transition involves dealing with three main tasks (or streams)
at the same time:
• Process conversion
• Service implementation
• Change management and communication
These three tasks/streams need to be managed carefully according to proven
methodology in each country where you transition to HR outsourcing.
But even more challenging is the integration of the human dimension that is
related to any international transition project. You want to be sure not to leave
critical players on the sidelines.
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Managing the Transition StreamsManaging the Transition Streams
Streams
Streams
PhasesPhases
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Microsoft Change StrategyMicrosoft Change Strategy
Change Intent
Clarifying Purpose
Pursuing Alignment Initiating Commitment
Building Capability
Reinforcing Change
Creating Followership
Planning the Change
Preparation for moving the “As-Is” organization to the desired “To-Be” state in consideration of the potential impacts to the workforce.
Development of skills, knowledge and behaviors people need to achieve and sustain targeted performance levels.
Demonstrated sponsorship and reinforcement of the commitment to the change by key executives.
Leadership Alignment Communications
Training Organizational Alignment
Clarifying and communicating throughout the life-cycle of the change period to keep people informed and involved.
Planning
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People and TransitioningPeople and Transitioning
Psychological Strategy :
• Understanding individual emotional reactions to change
• Internal communications
• Leadership behaviors
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People and TransitioningPeople and Transitioning
Listen, acknowledge feelings, encourage and support
Listen, acknowledge feelings, encourage and support
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Talk the TalkTalk the Talk
• Devise a robust communications strategy. Decide how you want employees to feel and anticipate manager skill gaps
• If people do not have answers to the questions “what is in it for me” and “how can I be involved” they are unlikely to take in any other information
• Increase the frequency of communications. Don’t let rumours fill the gaps.
• Listen and encourage two way conversations. Co-create messages, ask don’t tell.
• Inform people about the rationale for change the “why” not just the “what” use stories and pictures.
• Messages need to create a sense of belonging even for people “at risk” of leaving. They are the glue that hold people together in times of turmoil.
• People need messages that support them to maintain their self esteem and reduce resistance. The organization can enhance its reputation as an employer who manages change well.
• Be ready to adapt your strategy by understanding cultural sensitivities.
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No place to HideNo place to Hide
• As a leader your behaviour is noticed by everyone. Employees look for positive role models. Leaders reflect the culture of the organization.
• Impact on others is determined by your own self knowledge, your authenticity and your wisdom to choose the style and timing of your interventions.
• Leaders who manage change effectively prioritise employee engagement – they recognize employees want a voice in shaping their futures.
• Leadership skills training for line manages particularly needs to ensure coaching skills and handling uncomfortable conversations are on the agenda.
• Good leaders know their workforce and their skills and understand the concepts of change management.
• Good leaders also increase their level of interaction, give consistent messages and” walk the floor”
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Executive Sponsor Role (Transition and Ongoing)
Executive Sponsor Ongoing with ADP
• Act as the ultimate escalation point for the client executive, supporting the Global Relationship Manager if he/she needs help within ADP beyond the GlobalView scope and expanding the relationship with the client
• Conduct/Participate in annual or semi-annual client steering committee meetings
• Information point for clients with alignment of strategies and initiatives between the client and ADP
Executive Sponsorship as part of Transition at Microsoft
• Sponsors from both HR and Finance (HR and Finance have a role in MSFT payroll)
• Annual Performance Review includes OneFinance as a commitment
• Supports Global Payroll Director involvement in World Wide Conference and Staff Agendas
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Keys to SuccessKeys to Success
• Develop a transition methodology and framework that focuses on process conversion, service implementation, change management and communication
• Have partner that is flexible to adapt their transition process to your needs
• Strong leadership is essential
• Plan to support your subsidiaries at the local level
• Don’t ignore the psychological factors when dealing with people and change
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Thank you for Joining
Andre RampatDirector, CorporateLeaders
Patrick Nolot Global Program Director, ADP
Moderator:Moderator:
Barbara PatersonDirector, Paterson Consultancy ltd.
Bonnie SkellyPMP, Director International Payroll, GPO - Finance OperationsMicrosoft Finance
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Contact Details
For further information, please visit our websites:
www.adp.comwww.globalhrstudio.comwww.corporate-leaders.com
Or email us at:
Patrick Nolot: [email protected] Rampat: [email protected]