Learn how to navigate the complexities of a global SuccessFactors rollout. Get tips for utilizing a multi-step approach for your global rollout to ensure your unique organizational goals have been met, and explore: - Methods to execute a transition strategy that focuses on meeting the organization's most relevant goals - How a Strategic Advisory Board can help ensure long-term cross organizational consistency and support, by not only guiding your vision, but also monitoring and managing it - How to create a governance structure for long-term success - Tips to leverage product pilots to evaluate technical functionality and the user experience

1. Knowledge. Performance. Impact.
Best Practices for Managing a Global SuccessFactors Rollout
Bill Finegan
April 9, 2014
MBI – GP Strategies Company Confidential

2. 2
Today’s PRESENTER
Bill Finegan – Vice President, GP Strategies Corporation
•Vice President of GP Strategies Enterprise Technology Solutions group.
•More than 20 years of experience working within the HR technology industry helping customers leverage a combination of process and technology to meet their strategic objectives.
•Specific experience working with integrated HCM product suites, Learning Management Systems, Learning Content Management systems, Content Management Systems, as well as portal tools and business intelligence products.
On Twitter?
Expand the conversation by following @GPCorp using the hashtag #GPWebinar

3. 3
Presentation Agenda
•Welcome
•Current Trends in Human Capital Management
•The Times Are Changing: Mobile, Social, and Analytics
•Impact on the Organization
•Best Practices for Global SuccessFactors Implementations
•Case Study: Global Implementation
•Questions & Answers

4. Knowledge. Performance. Impact.
Current Trends in Human Capital Management

5. 5
Current Trends In Human Capital Management
•In a recent study by PwC, 60% of CEOs surveyed said they’re concerned about not having enough talent.
•Businesses are responding by investing more in employee development, with training budgets increasing 15% in 2013.*
•Mature L&D organizations spent 37% more per learner than their less mature counterparts.
*http://www.bersin.com/News/Content.aspx?id=17193

6. 6
Current Trends In Human Capital Management
•Within 3 years, many companies will have 50% contingent workers and 50% full-time workers.
The workforce continues to grow in diversity
•The “consumerization” of enterprise technology has led to increased employee expectations around functionality and user experience.
Employees demand easy to use and engaging technologies
•With explosion of Big Data, Executives now expect HR Organizations to collect and analyze HCM data to drive business results.
Executives a demanding analytics- driven decision making
•HR is accountable for employees and their success.
Strong emphasis placed on accountability across the organization
•SaaS adoption has rapidly expanded, especially with diminished concerns around security issues.
SaaS now accounts for the majority of enterprise implementations
•Smartphones, laptops, and tablets enable anywhere communication, learning, and administrative work that is transforming the traditional 9-5 workday.
Mobility allows employees to work from anywhere
•Social media is focusing on new opportunities for networking, partnering and training.
Informal learning and the NEW mentoring have gained significant traction

7. Knowledge. Performance. Impact.
The Times Are Changing: Mobile, Social & Analytics

8. 8
Mobile
Mobile is here:
•The mobile workforce is expected to surpass 1.3 billion people by 2015 (representing 37.2% of the world's overall work force).*
•12% of learning assets in the United States are mobile-enabled
•31% of large organizations in the United States are deploying learning to mobile devices
•Creating & implementing a strategy for mobile learning is no longer optional – it is now a mandatory requirement for HR Organizations

9. 9
Social
•A recent McKinsey study found that 90% of executives whose companies use social media report measurable business benefits.
•By 2020, millennials are expected to make up almost half of the global workforce.
•Access to social collaboration tools in order to complete day-to-day work is now expected by employees. Common tools being utilized include:
Communities of practice
Blogs, Wikis, and Forums
Expert Directories
Integration with LMS functionality

10. 10
Reporting & Analytics
•According to a Bersin by Deloitte survey, only 15% of the organizations believe that their HR teams have strong credibility in talent metrics and analytics today.
•Data analysis is currently highly reactive, primarily fielding ad-hoc requests rather than pushing data to business leaders.
•Many organizations lack the single source of employee data necessary to derive meaningful insights.
•Organizations that are able to collect and leverage Big Data now will benefit from a significant first mover advantage.

11. Knowledge. Performance. Impact.
Impact on the Organization

12. 12
How Does This Impact My Organization?
With all of these developments impacting HR organizations, the need for an integrated talent management solution is more pressing to ensure that your organization can:
•Manage a mobile, multi-national, multi-generational workforce.
•Reduce complexity of user experience and engage employees.
•Capture and leverage HCM data to drive meaningful business results.

13. 13
But How?
How can you ensure that your global SaaS implementation is successful?

14. Knowledge. Performance. Impact.
Best Practices for Global SuccessFactors Implementations

15. 15
Top 10 Best Practices for Global Implementations
1.Start with a sound transition strategy
2.Establish a Global Strategic Advisory Board
3.Create a governance structure for long-term success
4.Ensure Testing/QA protocols include end-users and non-technical representatives from key regions and functions
5.Leverage product pilots to evaluate technical functionality and user experience in a specific geographic areas
6.Identify business processes followed that will ‘go away’ and redesign them with a formal change management effort

16. 16
Top 10 Best Practices for Global Implementations
7.Keep IT engaged throughout implementation, and don’t let them walk away when done!
8.Create a process to review quarterly updates:
Existing features may change even if new functionality is not turned on
Conduct impact analysis for new functionality
Plan to test accordingly
9.Define a communication strategy:
End-user communication strategy to ensure buy in
Communication protocol between teams using different modules. Actions made to one module’s configurations can impact others
10.Language pack(s) and translated verbiage needs to be considered and evaluated for impact

17. Knowledge. Performance. Impact.
Case Study: Global Implementation

18. 18
Case Study: Global Implementation
Client Background
•Global conglomerate with automotive, electronics, insurance, and real estate business units
•44,000 employees working in 29 different countries
•Based in Dubai, United Arab Emirates Project Details
•Global implementation of Employee Profile, JAM, Learning and Succession
•Organization’s first enterprise-wide human capital management system
•Solution needed to be scalable to support customer’s aggressive acquisition plans

19. 19
Case Study: Global Implementation
The Solution:
•Worked with global stakeholders to create a phased implementation plan
•Started with Business Process Mapping
•Completed extensive pre-configuration training to ensure global audience had background necessary to make optimal configuration decisions
•Discussed social strategy prior to technical implementation
•Incorporated key regional representatives in UAT testing process

20. 20
Case Study: Global Implementation
Lessons Learned:
•Discuss social strategy prior to implementation
•Identify social champions, discuss potential incentives for participation
•Representation from both HR vs IT departments is essential to project success
•Keep time zone restrictions in mind when creating project schedule
•Determine ideal meeting times to for global team and stick to it
•Determine which SuccessFactors data center will be utilized at the onset of the project and ensure that the location meets business requirements

21. 21
Questions?

22. © 2014 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises, Prospero Learning Solutions, Lorien Engineering Solutions, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation
gpstrategies.com
Bill Finegan
Enterprise Technology Solutions
wfinegan@gpstrategies.com
Office: (443) 367-9632
Mobile: (410) 336-5798
@BillFinegan