Projekte - HCM Consultant Group

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Standardisierung des Signaturautorisierungs prozesses

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Introduction

Since August 2012, the approximately 110,000 employees at Bayer worldwide have been able to apply for and obtain authorization to sign signatures via a completely digitalized and standardized process. The process was implemented as a self-service process in the global Bayer SAP HR system. The process throughput time could be reduced from several weeks to an average of 1-2 days. The HCM Consultant Group accompanied the entire project as a consulting partner and assumed overall project management during the implementation phase.

“Thanks to the technical expertise, methodical approach and comprehensive project management know-how of the HCM Consultant Group, we have succeeded in-redesigning the “Signing Authorizations at Bayer” process worldwide and introducing it on schedule. I would like to express my sincere thanks to the HCM Consultant Group for the excellent cooperation”.

Thomas Beyer, Head of Holding Services in the Corporate Office of Bayer AG
The customer

Bayer is a global company with core competencies in health care, agriculture, and high-tech materials. In fiscal 2012, Bayer generated sales of EUR 39.8 billion with around 110,000 employees. Three subgroups and three service companies operate independently under the management of the management holding company, Bayer AG. It defines the common goals, strategies, and processes of the Bayer Group as a whole. This also includes the signature authorization process.
The task

Whether it was a matter of power of attorney, signing authority for purchasing or signing incoming invoices, the process from application to approval of such signing rights often took several weeks at Bayer in the past and was characterized in some cases by unclear organizational responsibilities, procedural breaks, isolated technical solutions and high operating costs. In short, it needs improvement for a global company that values flexibility and efficiency. For this reason, Bayer AG launched a project in 2011 with the aim of significantly improving the existing process, i.e. making it uniform, simpler and faster. The main idea was to integrate the signature authorization process as a self-service into the existing HR process and system landscape.
HCM has supported Bayer AG in its project

The HCM Consultant Group has been Bayer’s consulting partner for many years and has supported the project right from the start. The range of consulting services included both content support in the preliminary study and planning phase of the project as well as the co-design of the overall project management and the coordination of cross-departmental and interdisciplinary teams. HCM was assigned overall project management for the implementation phase.
Added value for Bayer
Since August 2012, Bayer has had a globally standardized and completely digitalized signature authorization process that can be used by around 110,000 employees in over 154 companies worldwide. For this purpose, 13 different signature authorization categories are available. The authorizations stored here are delivered to the corresponding order and release processes. While in the past the process lead time was sometimes several weeks, the new self-service solution reduced it to an average of 1-2 days. This leads to annual savings of several hundred thousand euros in running costs.

The main benefits of the new solution include the following points:
- Fully electronic paperless application and approval process
- High standardization and process transparency
- Clear responsibilities and responsibilities throughout the process
- Significantly shortened process runtime
- Increased user-friendliness
- Clear authorization concept
- Reduction of running costs
- Integration into the existing process and system landscape

Training in globalem Innovationsprojekt

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Overview
- Request – creation of training materials for a new process for automatic generation and approval of standard contracts.
- Solution – support in the creation of target group-speciﬁc training documents and a training video. Oﬀer of diﬀerent target group speciﬁc training forms
- Benefit – Rapid understanding of the new process and system functionalities per target group; high acceptance of new solutions by users
The Customer

Bayer HealthCare (BHC) Pharmaceuticals is one of the largest pharmaceutical companies in the world. In 2012, it generated sales of more than 10 billion euros with its nearly 38,000 employees.
The Project

In order to ensure a high level of quality and safety for the company‘s products, BHC Pharmaceuticals attaches great importance to regular cooperation with healthcare professionals (HCPs) and medical institutions (HCOs). The exchange of services and the related payments to HCPs and HCOs must always be based on written agreements. Due to the worldwide increasing strict regulation of the pharmaceutical industry as well as the increasing number of contracts, it became necessary to optimize the process of contract creation.

In December 2012, the ﬁrst contract was drawn up with the help of the new process. After completing an online questionnaire, the user can generate a draft contract as a Word document and then start the electronic approval workﬂow. This innovation is now available to employees worldwide.
The Support of HCM

The introduction of the new process was accompanied by a target group-speciﬁc training concept including e-training. The HCM Consultant Group GmbH (HCM) was commissioned to create the training materials. In successful cooperation with the Bayer project team, HCM was able to make a very valuable contribution to the project and the approximately 200 users. A self-produced video also provided a vivid overview of the new process.

In this way, the users could be comprehensively trained.
The Result

Positive feedback from all over the world shows that the new process has also been successfully introduced thanks to on-schedule training. With the new process, the project team won the Bayer Business Services (BBS) Award 2013 in the „Quality“ category. This prize is awarded annually for outstanding IT projects in the Bayer Group worldwide.

Projektmanagement-Standardisierung

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Introduction

To support the introduction of a framework for the procedural uniform approach in IT projects at a globally operating group – an important task for the customer to ensure a uniform implementation of projects that is nevertheless tailored to the respective conditions.
The customer

The customer is a globally operating and leading company in its industry and is represented by its several thousand employees in over 100 countries around the world. With his wide range of products, he successfully addresses a wide range of customers.
The task

In the past, the customer group acted decentrally and therefore the locations independently. In order to be able to react to rapidly changing environmental conditions and thus remain competitive, a global IT strategy was required. This included the introduction of a global ERP solution. As part of the strategy implementation, it was also necessary to standardize the approach for implementing global projects and to ensure that the requirements of future audits were met. The HCM Consultant Group was brought in with its experience in this area.
The approach

For the implementation of uniform IT project management standards, a multi-stage procedure has been deﬁned:

In the ﬁrst step, a basic project life cycle was determined, from the initiation, through planning and implementation, to the completion of a project and the relevant documentation requirements identiﬁed for the respective project phases. At the same time, criteria for project prioritization have been determined. The prioritization, that will be deﬁned when a project is released, results in the minimum requirement for the documentation that a project must meet, i.e. a project with high priority has to meet all documentation requirements identiﬁed in the project life cycle. In contrast, a project with low priority has to fulﬁl them only partly. As a result, the eﬀort for the documentation is lean and appropriate for the respective project.

In the second stage, the ﬁrst document templates for use were created. After their ﬁnal acceptance, they were presented and explained in more detail to the project managers in separate appointments and then introduced. When the ﬁrst templates were introduced, the documentation requirement was initially restricted to the top-priority global and local projects. There were two reasons for this. First, documentation is the most important for projects with the highest priority. Secondly, with the limited introduction and a step-by-step introduction process, it seemed better possible to achieve acceptance for these innovations by the project participants compared to a complete introduction at once, since the project documentation is often perceived as a time-consuming and therefore unpleasant activity that prevents the actual project work.

In addition, the creation of a manual for the deﬁned IT project management standards had been started, which describes the project life cycle in its entirety.

On the one hand, the expansion of a uniform documentation of all important and always the same aspects, at the times speciﬁed in the project cycle, was pushed ahead across all projects. On the other hand, the target-oriented access to these templates enabled the project managers to save time from then on for the creation of documents, since they only had to be ﬁlled in with regard to their project. This was advantageous, for example, when a new project had to be applied for. In addition to the usual project description and naming of the project goals for each project, the scope was always clearly delineated and signiﬁcant milestones were already mentioned at that time.
How HCM supported the customer
The HCM Consultant Group initially supported the customer‘s IT PMO in reviewing the project life cycle and the deﬁned document templates that had already been created. Here she gave tips on useful adjustments and additions. Furthermore, she supported the customer in the creation of a project management manual.

In the further course, during the introduction phase of the document templates, focus of the tasks changed from the IT PMO into a concrete team of the IT infrastructure department. Here, the HCM Consultant Group specifically supported the project managers in their projects with the highest priority in the implementation of the new IT project management standards and beyond. She supported the team in:
- Creation of decision papers for the management,
- Creation and maintenance of project plans,
- Communication with the IT managers of the countries worldwide,
- Coordination of internal and external project participants and activities,
- Promotion and mapping of project progress,
- Execution of regular status reporting meetings as well
- Ensuring of a proper project documentation.
Added value for the customer

The HCM Consultant Group was able to incorporate its many years of experience when introducing IT project management standards and thus make an important contribution to the customer on the way to lean and eﬀective IT project management. Thus, the customer is also well prepared for potential audits regarding project documentation in the future.

Beyond, the HCM Consultant Group was able to ensure, for example, in a project that new network components went live at a foreign location, despite diﬃcult conditions in times of Corona pandemic. These consisted of both an announced signiﬁcant delay in delivery of the required hardware due to the lockdown caused by the coronavirus in many countries and of the access restrictions to the company. Through close alignment with the customer team and subsequent targeted coordination of activities, the challenges were overcome in collaboration with the team in Germany, the country‘s IT manager and other external service providers. In the end, the hardware could still be delivered two months earlier, relevant IT components could be conﬁgured and then, with an exemption and subject to conditions, the hardware could be installed, tested and successfully went into operation on site, shortly before the Go-Live of the new ERP solution in this country.

Project Management Audit Consulting

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The task

Under the heading “Excellence in Learning”, the implementation of a uniform learning strategy with a harmonized learning management process on a uniform cloud-based system platform was initiated for the customer. The associated project was part of a multi-year strategic corporate program for all HR processes.

In order to best prepare the learning management project team for the planned internal follow-up audits, the HCM Consultant Group was commissioned because of its expertise in this area to make the necessary preparations and to provide assistance in an initial internal audit.
The pilot audit
The pilot audit for the Learning Management project (LM project for short) was carried out according to the usual timetable in the following phases:
- Initialization and preparation of the audit,
- Carrying out the audit,
- Reconciliation of results and audit report.
The processes described in the customer’s own QM system and their specific characteristics carried out by the program formed the test basis for the scheduled audits. The following main topics were identified for the pilot audit:
- Project Management,
- Risk Management,
- Controlling,
- Change Management/Communication/Lessons Learned.
All participants rated the pilot audit for the LM project as successful. The summary of the audit report highlights:
- The project is impressively structured and follows the project instructions of the program,
- The auditors received a very good impression of the project management,
- The implementation of the programme rules is adequate and efficient.
In addition, the Decision Log used in the LM project attracted positive attention and was recommended as a template for use in other projects.

Following the express wish of the client, not only formalities were checked, but also possible improvement potential for the LM project itself was identified and discussed in the sense of a consulting audit, and appropriate measures were derived and documented.

In conclusion, the auditor confirmed that the audit was conducted in a very positive and constructive atmosphere, that the persons examined were well prepared, that all desired information could be provided immediately and that communication was characterized by cooperation, transparency and openness.
How HCM supported the customer during the pilot audit
The HCM Consultant Group GmbH supported the customer from the beginning of the pilot audit and was able to contribute significantly to its success due to its relevant experience. The following consulting services were provided for the customer, among others:

Initialization and preparation of the audit
- Description of the scope, objective and approach of the LM project,
- Presentation of the expectations of the contracting division and the auditors,
- Creation of a common understanding between all parties involved,
- Request documentation for the main topics identified,
- Coordination of appointments with contact persons.
Carrying out the audit
- Structuring and inspection of the documents provided,
- Conducting interviews with project management and project management team,
- Clarification of questions and presentation of the “red thread”,
- Presentation of the documents to the auditors.
Result reconciliation and audit report
- Verification of the results with the LM project,
- Discussion of the auditor’s report,
- Coordination and communication of measures.
Added value for the customer
The pilot internal audit of the Learning Management project provided the following main benefits for the customer:
- Determination of project and project management status through objective external view,
- Valuable recommendations for action and advice on process optimization,
- Improved positioning and acceptance of internal auditing,
- Gaining routine in dealing with processes and tools of audits,
- Greater willingness on the part of stakeholders to participate constructively in follow-up audits,
- Building trust with external auditors,
- Improved positioning of the LM project in the company (project marketing),
- Sample case of a large internal project with a very high percentage of changes.
With regard to further internal and external audits, the course and results of the pilot audit provided valuable information and templates for the entire program and other projects in the customer group.

PeopleDoc-Implementierung

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The customer

Die Exyte Group ist ein international tätiges Unternehmen mit Hauptsitz in Stuttgart, welches Standorte in über 17 Ländern hält. Die Kerntätigkeiten des Unternehmens liegen in der Gebäudetechnik und dem Anlagenbau. Eine Spezialisierung liegt dabei auf der Reinraumtechnik für Halbleiter-, Biopharma- und Life-Science-Industrie. Weltweit beschäftigt das Unternehmen über 5000 Mitarbeiter und weist einen Jahresumsatz von 3,9 Mrd. Euro aus (2019).
The task

Das Kernziel des Projekts „OneHR“ bei Exyte lag in der Konsolidierung verschiedener Software- und Datenspeicherlösungen mit besonderem Fokus auf Compliance im HR-Bereich. Aufgrund der großen Anzahl verschiedener Organisationen, verteilt über mehrere Länder, wurden neue zentrale Cloud-Lösungen eingeführt, welche die Arbeit für HR sicherer, schneller und transparenter machten.
The approach

Um die Anforderungen an Compliance, Datensicherheit und -verfügbarkeit umzusetzen, wurden mehrere neue Softwarelösungen parallel eingeführt. Ein compliance-seitiger Fokus lag dabei unter anderem auf der Einhaltung von rechtlichen Aufbewahrungsfristen für die Personalakten der Mitarbeiter.

Vor der Umsetzung des Projekts wurden die meisten Personalakten von HR auf internen SharePoint-Servern oder in SAP-Inpuncto aufbewahrt. Die eingesetzten Speicherlösungen variierten dabei von Land zu Land, sodass kein einheitlicher Ansatz vorhanden war. In einigen Ländern wurden Dokumente zudem größtenteils in Papierform vorgehalten. Aufgrund dieser unübersichtlichen Aufbewahrungssituation der Personaldokumente in den einzelnen Ländern war es für HR kaum oder nur mit großem Aufwand möglich, die vorhandenen Dokumente fristgerecht nach Ablauf einer Aufbewahrungsfrist zu vernichten.

Um den gesamten Ablauf des Dokumentenmanagements in den einzelnen HR-Abteilungen zu optimieren, wurde die Cloud-Software ‚People-Doc‘ eingeführt. People-Doc ermöglicht die sichere und einfache Speicherung von Personalakten und erzeugt durch die ständige Möglichkeit der Dokumenteneinsicht von Mitarbeiter- sowie HR-Seite eine große Gesamttransparenz. Die Speicherung der Dokumente kann in People-Doc durch automatische Löschungen nach Ablauf von gesetzlichen Aufbewahrungsfristen beendet werden.

Nach der technischen Implementierung von People-Doc bestand der größte Teil des Projekts aus der Migration der bestehenden Personalakten von den dezentralen Altsystemen in People-Doc hinein. Hierbei wurden unterschiedliche technische Methoden in Abhängigkeit von Dokumentenanzahl und Art des Altsystems gewählt. Das Projekt umfasste in einem Zeitrahmen von ca. einem Jahr die Migration sämtlicher Personaldokumente ausgeschiedener und aktiver Mitarbeiter der Exyte Group. Die Migrationen der Dokumente wurden auf Länderebene für die verschiedenen Organisationen durchgeführt. Insgesamt wurde die Software in 17 verschiedenen Ländern für über 20 Organisationen in insgesamt 8 Projektwellen ausgerollt.
How HCM supported the customer

Die Unterstützung von HCM lag während des Projekts auf dem Projektmanagement und der Projektleitung zur Einführung der neuen Softwarelösungen und Durchführung zahlreicher Datenmigrationen. Über die gesamte Projektlaufzeit wurden in Summe über 200.000 Dokumente aus verschiedenen Altsystemen in die neue Cloud-Lösung überführt. Die Steuerung und Kommunikation wurden maßgeblich als Bindeglied zwischen HR und IT-Seite eingesetzt.
Added value for the customer

Durch die Konsolidierung der Dokumentenspeicherung mit PeopleDoc konnte für Exyte eine übergreifende Cloud-Lösung etabliert werden, welche größte Sicherheits- und Compliance-Ansprüche erreicht. Der HR-Workflow wurde maßgeblich verbessert, da alle relevanten Dokumente sehr schnell in der Cloud gefunden und aufgerufen werden können. Dokumente, welcher keiner Aufbewahrungsfrist mehr zugeordnet werden, werden automatisch aus dem System entfernt. Dies sichert die Einhaltung der gesetzlichen Aufbewahrungsfristen für Dokumente ab und verringert die manuellen Überprüfungen durch HR-Mitarbeiter. Zusätzlich können nun Serienbriefe automatisch direkt in der Cloud generiert und den korrekten Mitarbeiterprofilen zugordnet werden. Durch die Möglichkeit für die Mitarbeiter jederzeit auf Ihre gespeicherten Dokumente zugreifen zu können wird Transparenz und Vertrauen gefördert.

Informationssicherheit

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The Project
As an essential part of a global Group program, the project to increase information security with Group-wide implementation was approved.

The main objectives of the project are:
- Identification of all information in need of protection throughout the Group• Determination of the need for protection of the identified information• Ensuring adequate protection with the help of behavioral, organisational, and technical protective measures
- Creation of a strong awareness of responsible handling of sensitive information among
all employees
- Preparation of the transfer to the line organization
How HCM has supported the group's customers

As a long-standing consulting partner, the consultants of the HCM Consultant Group took over several international sub-projects in national subsidiaries in the USA, Asia, as well as in various countries of the EU including. Furthermore, our consultants realized sub-projects in Germany, e.g. in the national sales organization, at several production sites as well as in central functions in the holding company.

The respective sub-projects comprised the development of the individual project structure with the aim of collecting all information of the organisation(s) concerned in the countries. This lection of the functions required for the complete coverage of the respective companies was decisively influenced by the consultants of the HCM Consultant Group. To this end, our consultants were able to successfully contribute their many years of experience in globally active companies.

Furthermore, our consultants identified the sub-project managers and experts on site, developed the respective project plans as well as onboarding and ongoing support of the project teams in the respective national and international companies.

Where necessary, the consultants of the HCM Consultant Group conducted their own workshops with experts for the identification, classification and evaluation of current and future protective measures for the relevant information. This made it possible to ensure for the client that all sub-projects were carried out in a targeted manner in accordance with the global project approach.

In the final stage of the project, the consultants of the HCM Consultant Group designed and implemented essential activities for the transfer to line operation. This included, on the one hand, consulting services for national companies or central functions for staffing the resources required there and, on the other hand, central further developments of the available project results with the aim of an efficient continuation by the future line organisation. In addition, the HCM Consultant Group was able to effectively support project communication, e.g. in the development of a global info package.

In addition to the technical challenges related to identifying and securing valuable information within all processes of the Group, intercultural diversity in combination with the often very different boundary conditions for implementing the global project in the various countries posed a particular challenge. Nevertheless, it was possible to deliver the required quality of results in all sub-projects and, through the direct and personal commitment of our consultants, to increase awareness of the topic of information security in the respective local units.

The result of the two-year global project is reflected in a significantly increased awareness of the topic of information security among employees in the company’s business area.

The support of the consultants of the HCM Consultant Group has made visible the crown jewels that need increased information protection.

The action points with regard to risk minimization in the handling and storage of information were developed together with the customer and the implementation was accompanied by the HCM Consultant Group.

At the end of an intensive two-year global project, the participating consultants of the HCMConsultant Group are very pleased to have significantly supported the customer in securing their competitive advantages.

Global LMS Implementation

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The task

The original task was to make it much easier for a subgroup to use the various training systems for its users and to reduce the complexity of the associated system landscape. A standardized global learning management process was to be newly developed and implemented on an innovative system platform. The expectations placed on usability, flexibility and efficiency should be met as well as the special requirements on data security and IT operation in a GxP-regulated environment.

In connection with a restructuring of the Group, a program was set up with the aim of redesigning, optimizing and centrally providing the business support processes previously distributed throughout the Group. This led to an adaptation of the original task to the conception of a new HR-IT strategy.

A cloud/SaaS solution emerged early on as a future scenario, particularly for talent management. Based on its experience and expertise in this field, HCM Consultant Group GmbH was commissioned to actively and independently support the Learning Management program in the pilot phase as well as in the worldwide rollout in the following subtasks:

•Preliminary study and provider selection

•Project Management and PMO

•Change & Communication Management

•Technical specification and configuration

•Rollout
The Project

In the project, which was aligned to the specifications and boundary conditions of the subgroup, the expectations and requirements for a new learning IT management strategy with a globally uniform process and system were first determined in a preliminary study and solution and change scenarios derived.

When it became clear that a sustainable strategy for talent management as a whole was being pursued at Group level, the two initiatives came together, the learning management issue became part of the overall Group program and the results of the preliminary study were seamlessly incorporated into the extended overall strategy. The results included, in particular, the Cloud/SaaS solution and its providers, which was determined according to a dedicated evaluation procedure involving all key stake holders.

A key criterion for this selection, and thus a requirement for the project, was the replacement of the three largest legacy systems, including the processes implemented on them for learning management within the Group. As a result, the new Cloud/SaaS software was to be aimed at all employees (approx. 100,000) of the company. Further criteria were the consideration of special data protection guidelines and regulatory requirements.

The migration and rollout strategy adopted followed a system-based approach, in which, after the order of the legacy systems to be replaced had been determined, the first was converted for a pilot group in order to better master the complexity on a small scale and gain experience for all subsequent rollouts (different countries, languages, systems, etc.).

In the project methodology, a hybrid approach was successfully pursued with the aim of taking classic and agile project management principles into account and applying them in a targeted manner.

At the beginning of 2018, after more than 2 years of project duration, the last of the three largest legacy systems for learning management was successfully replaced on schedule and, like all the others before it, by the new cloud solution.
This is how HCM supported the customer in their project
HCM Consultant Group GmbH and its team supported the project from the preliminary study onwards and were thus able to make a significant contribution to the success of the project. The following consulting services were provided for the customer, among others:

Preliminary study and provider selection
- Collection, consolidation and prioritization of business requirements.
- Selection of Cloud/Saas software and providers.
Project Management and PMO
- Definition of project framework, project organization, project goals, milestones.
- Conception and implementation of an effective and efficient project infrastructure.
- Creation of templates for the project team.
- Regular exchange and status report appointments with all working groups.
- Preparation of reports and presentations for the programme and steering committee.
- Quality, cost and risk management.
- Preparation and monitoring of internal and external audits.
- Preparation, management and follow-up of regular full-day workshops.
- Coordination of parallel rollouts in cooperation with the rollout strategy team.
- Regular exchanges with the other projects of the programme.
- To create and promote a culture of strong team spirit.
Change & Communication Management
- Creation of regular newsletters for all stakeholders.
- Regular question & answer sessions and documentation in the FAQs.
- Preparation, implementation and follow-up of early business walkthroughs.
- Creation of informative targeted presentations for stakeholder meetings.
- Presentation of the project in programme and company events.
- Central coordination of communication activities across all countries.
Technical specification and configuration
- Mediation between customer and cloud provider for the purpose of a tailor-made implementation.
- Coordination with the other projects in the programme on technical topics
- Creation and updating of technical documents such as the Configuration Workbook.
- Preparation and implementation of the release upgrade with internal technical team.
Rollout
- Development of a system-based rollout strategy.
- Creation and maintenance of rollout plan and rollout suitcase (best practice toolbox).
- Planning, implementation and follow-up of rollout workshops.
- Collection of old systems as a planning basis for their subsequent replacement.
- Close coordination with tangent document mgmt. project beyond the program.
- Further development of rollout strategy and rollout suitcase for third-party LM systems.
Added value for the customer
With the globally unified learning management process and cloud system, the project has achieved the following main benefits for the customer:
- High degree of standardization, scalability, and calculable maintenance effort.
- Fast implementation of innovations and reaction to changes.
- Cost reduction by harmonizing the process and system landscape.
- Availability of consistent global reporting.
- Increased user-friendliness through uniform availability of the training offer.
- Access to training information at any time and from any location.
Looking to the future, customers will also be able to use the implemented cloud solution via mobile devices.

HR Cloud Provider Selection

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The customer

Covestro is one of the world’s leading manufacturers of high-tech polymer materials. As an innovative company, Covestro works on the production of environmentally friendly materials and manufacturing processes. With 16,200 employees in more than 30 locations worldwide, the company generated sales of 14.1 billion euros in fiscal 2017. Covestro has been listed on the stock exchange since October 2015 and has been listed on the DAX since March 2018.
The task

From a strategic point of view, Covestro opted for a highly standardized HR cloud solution that was not very personnel-intensive in terms of support, as a replacement for the previous On-Premise SAP HR system. Based on its expertise and experience in this field, HCM Consultant Group GmbH was commissioned to advise Covestro on the selection of a suitable cloud provider and to actively accompany the selection process.
The Project

The first step in the “HR Cloud Provider Selection” project was to develop the criteria for evaluating the new HR Cloud solution and its providers. The “Longlist” pre-selection of possible providers based on market analyses formed the basis for the actual selection process:

Request for Proposal (RfP). The HR Cloud Providers of the Longlist were asked for details about their service within the scope of an RfP procedure. For this purpose, the project team designed an evaluation catalogue with detailed professional and technical requirements. In addition, information on the price model and support model was also requested.

Workshops at process level: Expert teams from Covestro and the offering cloud providers deepened the exchange on crucial sub-areas of the business and technical requirements from the RfP. The knowledge gained from this was incorporated into the “Evaluation Score Card” developed during the project. Other key criteria were the pricing model of the providers, their behaviour during the RfP process and their financial stability and willingness to invest in the ongoing development of your cloud solution.

System presentation and usability: In the course of a live demonstration, the cloud were able to present the functionality of their systems using HR processes selected by Covestro. Different groups of employees evaluated the usability of the HR cloud solutions offered. The result was a shortlist of the favored 3 HR Cloud/SaaS providers.

Decision and selection: Contract negotiations have started with the remaining 3 HR Cloud/SaaS providers. Their results, combined with the findings of the Evaluation Score Card and strategic considerations about the HR IT orientation of Covestro, led to the decision.
This is how HCM supported Covestro in its project

HCM Consultant Group GmbH was already Covestro’s HR/IT consulting partner for the 2015 carve-out from the Bayer Group. It was thus able to contribute the in-house know-how acquired there together with its best practice expertise from other cloud provider selection projects in the best possible way to the advantage of the customer. The consulting spectrum included the conception of the RfP, the creation of the Evaluation Score Card including the applicable evaluation system and usability criteria as well as the creation of the business case for the implementation project of the future HR Cloud Solution.
Added value for Covestro
The HR cloud provider selection was a core component of the overall project to replace the HR system landscape at Covestro that was taken over by Bayer in 2015. On its basis, the provider selection could be made reliably and the migration to the new HR Cloud solution could be successfully carried out in the meantime.

The HCM Consultant Group made a significant contribution to the success of the project with the following results:
- Selection process, selection criteria.
- Conception and execution of the RfP.
- Development and creation of the Evaluation Score Card and its evaluation system.
- Preparation of the business case for the subsequent HR Cloud implementation project.
- Preparation and execution of workshops with providers including evaluation.
- Decision preparation.