For more info visit: http://www.enwisen.com/exploreoursolutions/hrsharedservices/
This HR Shared Services video tells the story of how Kellogg successfully transformed their HR service delivery and exceeded expectations using a HR shared services model. Kellogg was able to add value to employees and the business alike, considerably increase customer response and satisfaction measures, improve operating margins, provide standardized/compliant HR answers and increase adoption rates among employees and managers on a global basis. Learn how advances in HR technology, notably including SaaS, made deploying a new model for HR service delivery via HR Shared Services a reality for 35,000 active/retired employees and their dependents across 13 countries and 4 languages.
Kellogg successfully provided value to employees, improved margins for Kellogg's business, and influenced the adoption of employee and manager self-service by transforming their HR self-service delivery. Learn from the Kellogg HR transformation, and see how HR self-service capabilities can yield significant results for your organization.
Kellogg, headquartered in Battle Creek, Michigan for more than 100 years, employs 31,000 people globally, manufactures in 18 countries, and markets in 180 countries, including Russia and China, with significant growth through acquisition since 2000.
Kellogg's expansive and continued growth necessitated a transformation in their HR service delivery to a more consistent, powerful, effective, and more accessible online system. Transforming HR service delivery for 17,000 active North American employees, representing 35,000 total lives including retirees, vested terminated employees, dependents, and survivors, speaking four languages, was no small task.
Kellogg identified six core process areas for HR transformation, with a total of 13 technologies to be integrated and implemented. As a result of active mergers and acquisitions, HR operations were fractured. Data was not centralized. Accuracy and efficiency were diluted due to hand-offs, and answers to HR questions varied significantly depending on which of several sources supplied the information.
Many employees found Kellogg's internet site time-consuming and difficult to navigate. Content was not easy to find, audited or controlled, and relying on who you knew resulted in inconsistent sources of HR information.
To align HR processes with Kellogg's strategic objectives, the goals were to: build for the future to support continued sustainable growth; create a consistent customer experience; give employees and managers more control of their information and career resources; deliver timely, consistent, and reliable data to the business and regulatory agencies; and support cash flow with cost-effective solutions.
Kellogg transformed HR service delivery to a multi-tier approach based on the following four principles. Number one: The new model should be simple, with a minimal number of steps, resulting in higher resolution at the Tier 0 level, with a significant reduction in calls to call center personnel.
Number two: The new model should be standardized, building usable, global processes and standards to minimize localization, customization, and prevent workarounds, resulting in a cohesive and identical experience for all users and highly accurate, more cost-effective administration of the system.
Number three: The new model should foster stewardship, requiring global process ownership while enabling employees and managers to manage their data.
More Information at: http://www.enwisen.com/exploreoursolutions/hrsharedservices/