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.

1. Transforming HR
Service Delivery
Kellogg Customer Success Story
Copyright © 2011 Enwisen, Inc. All rights reserved.

2. Global Brands
Good Food, All Day Long
®,™, 2010 Kellogg NA Co., © 2010 Kellogg Company
Proprietary and Confidential

3. About Kellogg
• Over 100 years old
• 31,000 employees globally, 2009 sales of $13 Billion
• Manufacturing in 18 countries
• Marketed in 180 countries
• Significant growth through acquisition since 2000
 Keebler, Morning Star Farms, Russia and China
• HQ in Battle Creek, Michigan
• Mission to be the Food Company
of Choice for Customers,
Shareholders and Employees

4. Scope of Project:
Global Design, Americas Implementation
• 13 countries
• Four languages: American English, Mexican Spanish,
Brazilian Portuguese and French Canadian
• 17,000 active employees
– 35,000 total lives, including retirees, vested terminated
employees, dependents and survivors
• 6 Core Process areas, Global design, many sub-processes
– Org Mgmt, Employee Data Management, Compensation Planning,
Staffing, Succession Management, Performance Management
• 13 Technologies integrated and implemented
– SAP HR, Talent Management, Compensation Planning, Telephony, Case
Management, Document Management, Content Management, Portal, etc.

5. Business Drivers
• Align HR processes with Kellogg’s strategic objectives
• 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
• Support cash flow with cost-effective solutions

6. Environmental Pain Points
• Data decentralized, many hand-offs diluted accuracy and
efficiency
• Answers to HR questions came from many different
sources and could vary depending on source
• HR intranet site was unreliable, difficult and time-
consuming to navigate
• Content was not centralized, audited or controlled
• HR processes not documented, much in expert’s head
• Technology was outdated or non-existent
• Self-service US Benefits Open Enrollment only
• Varying levels and styles of customer service depending
on Service Area

7. Our Tiered Model
Interaction HR Service
Types Delivery Channels
Face to Face HR Business
•Strategic Partnership
•Consultation
•Advisory
•Facilitation Tier 3
•Change Centers of Expertise
Vendors
Management
•Program Design Tier 2
•Vendor SelectionRegional Service Area
Service Center Specialists
•Information Tier 1
•Transactions
•Case Management
Customer Service
•Data Management
•Project & Vendor Tier 0
Management
•Compliance Self Service
•HR Systems
Governance

8. What Guided Our Efforts
Design
Description
Principles
• Be easy to use with minimal number of steps
Simple • Create a clear and transparent customer experience
• Drive decision making at the lowest appropriate level
• Build usable global processes and standards
• Minimize localization and customization preventing
Standardized workarounds
• Optimize and integrate HR service delivery model
• Require global process ownership
Stewardship • Enable the employee and manager to manage their data
• Mandate discipline
• Optimize the use of automation and technology
Systems • Streamline collecting and reporting of timely, accurate data
• Be scalable and flexible to meet future requirements

9. Building Tech Requirements to Get Where
We Needed to Be
• Tightly controlled security and privacy
• Deliver basic HR services more cost-efficiently and
effectively, leveraging Self-Service
• Facilitate multi-tiered approach to HR service delivery
• Leverage hosted solutions for lower cost of use
• Configured, not customized, to leverage timely and low
cost upgrades
• Provide support for non-HR Legacy systems
Travel and Entertainment, Payroll, Security, etc.
• Cost-efficient, nimble implementation and ongoing
maintenance

10. Technology Platform Overview
WebSphere
Avaya CT, Enwisen CM
Enwisen KB SAP
SAP
SuccessFactors
SAP – 3D view of data
Taleo
CedarCrestone 2009-2010 HR Service Delivery

11. Missing Link: Knowledgebase
• Knowledge/content vs. data management
• Required for effective and efficient Tier 0-2 response
• Resource-intensive to maintain in-house, and not a core
HR competency
• Current KB solution integrated with HR database, and
was Q&A only; couldn’t support multiple content types
• Needed a KB that would:
 Provide highly personalized content to the Portal and to
Tier 1 & 2
 Support multiple content types
 Closely integrated with Case Management to provide fast
answers
 Lowest cost for content management and governance
 Grow with the organizational needs

12. Value of an integrated systems:
KB, Case Management, Portal
Improve efficiency in HR Service
Delivery
Maximize use of Tier 0 by providing
accurate and targeted information
Enable HRSS to quickly target HR
information for a diverse customer base
Minimize volume of simple HR inquiries
directed to HRBPs and COE staff

13. RFP to Implementation in Record Time
• March – decision to issue RFP
• April – select and contract with finalist
 Selected solution with KB and Case Management
• May – tech requirements and integration planning with
all other technology already in plan
• June-August: build
• September-Mid-October: testing and fixing defects
• October 25, 2009: GO LIVE!

14. Preparing for Deployment
• Audit content
• Knowledge management: new skill set for HR
 Managing thousands of documents and serving
accurately to the right audience is complex, technical
and time consuming!
 HR is liaison between IT and content owners
 Understand what you want from data – and power
of data
• Closer to deployment: detailed plan from HR, IT and
vendor partners
 Hour-by-hour activities started, completed
 Who’s on point to address issues, daily meetings with
team leaders (six months out, down to twice weekly)

15. Lessons Learned
• Stabilization in 3-6 months?
 Realistic: 2 years
• Data integrity grows slowly and, sometimes painfully
• Change management – can’t underestimate or over
deliver
 Communicate early and often and then “shampoo, rinse and
repeat”; have resource(s) dedicated post-go live
• Generalist jobs changed most, not the HRSS staff
 Train, train, train – systems, statistical analysis, strategy
 Help generalists understand trends, data relationships
 Enable and encourage them to point customers to HRSS
• You can try to anticipate everything, but …
 Can’t anticipate all reactions – example: people blaming MSS for
not meeting their own targets/accountabilities
 Solution? FLEXIBILITY, HUMILITY and LISTENING SKILLS

16. One year statistics
• 235,000 Cases
Average 4,000 contacts
per week
• MSS transactions
Average 3,000 per month
• Almost 624,000 visits to
the portal, with about 5
million pages viewed
13,000 weekly visits on
Average

17. Customer Satisfaction Surveys
• 2,000 requests sent quarterly, ½ electronic ½ paper
 US, Canada and Latin America, Employees and Retirees
• 3.33 score out of 4 point scale (Q3, 2010 results - .23 improvement
over Q1)
 87% Sat/Very Sat with quality (accuracy, timeliness) +10% over Q1)
 96% Sat/Very Sat with staff's attitude/willingness to help
 86% Sat/Very Sat with overall experience (technology & service) +3%
• Decreasing percent of Dissatisfied/Very Dissatisfied
• Moving customers from Satisfied to Very Satisfied
• Good insight on where our opportunities are, and we’re working on it:
 Navigation and Content Placement
 Application Functionality
 End to End Process Improvements
 Training and Communications
 Regional Content

18. Delivering Value to the Customer and the Business
• Meeting or exceeding SLAs
 30 seconds or less average Speed to Answer
 5% or less Abandonment Rate
 60% or greater First Call Resolution – original target was 50%
 75% or greater First Day Resolution – original target was 60%
• Increasing efficiency in closing cases
 13% reduction in time spent on First Call Resolution over a 4-month
period
• Delivering Self-Service simplifications
 25% decrease in Self-Service coaching calls while maintaining volume of
transaction
 60% of survey respondents state they can do SS without help
• Delivering tools for faster, more accurate MSS
transactions
 30% workflow complete in same day, 80% complete in 2 business days

19. Multi-Tiered Approach to HR Service Delivery
• Gartner
• HR experts today: 70-80% time administrative / responding to inquiries
• Organizations with multi-tier HR service delivery spend average 20% less per employee;
high performers in this area 50% less
High
Performers
Enwisen 90% 6% in as little as
Customers 80% - 90%
1st Call 6 months

20. The CedarCrestone Model
Onboarding
Copyright © 2011 Enwisen, Inc. All rights reserved.

21. The Enwisen Model – Only SaaS,
HR-Focused Multi-Tiered Solution
Copyright © 2011 Enwisen, Inc. All rights reserved.

22. The Enwisen Model – Only SaaS,
HR-Focused Multi-Tiered Solution
More resources to help you with your HR Shared Services
decisions are available at: Enwisen's HR Shared Services
A video version of this presentation follows – you may find it helpful
for further insight and context.
Copyright © 2011 Enwisen, Inc. All rights reserved.