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Cloud Implementation

MAIN OBJECTIVE

Implementing major HR cloud systems benefits the technical and strategic competitiveness of organisations. It also changes the collaboration between HR business and IT organisations, the way they are structured and how IT operates.

MAIN CHALLENGE

Moving into the HR cloud is not only a big step from a technology and taxonomy perspective. Moreover, it is a big mind change as cloud products are less flexible when it comes to specific client needs. They also require a different set-up of the company’s support structure.

OUR EXPERTISE

  • Knowing about the obstacles that clients and organisations experience when moving into the cloud – lessons learned from various cloud implementation projects.

  • Agile implementation methodology demands detailed documentation of configuration requests. (Configuration) decisions require immediate and close tracking.

  • Establish a tailored “Digital Employee Journey” by knowing how to structure simple and logical system access from a user perspective.

YOUR BENEFIT

  • Establishing a common taxonomy as the foundation for understanding a new cloud solution. Shaping a new Target Operating Model and HR support organisation suiting to a cloud.

  • Unified sign-off procedure for configuration decisions and blueprints. Implementation and global usage of decision matrix and decision review process.

  • Cloud solution access strategy and set up for employees and the client’s HR organisation.

Related Projects
See more projects
Global LMS Implementation
20 July 2022
HR Cloud Provider Selection
20 July 2022
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About

Services

HR Consulting
Artificial Intelligence in HR eAU – Electronic Sick Leave Notice HR Service Organisation Modelling HR Transformation
IT Consulting
Cloud Implementation Data Migration Digital Transformation Information Security Management Interfaces Testing Validation of Computerised Systems (GxP)
Management Consulting
Project Management Change Management HR Suite Vendor Selection Process Improvement
Training and Development
Organisational and Leadership Development Project Coaching Training
Projects Work with us Blog
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Phone: +49 228 387290-60
167-169 Great Portland Street
London WIW SPF, United Kingdom
Phone: +44 20 3834 9722 E-mail: info@hcmconsult.com
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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, optimising 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 were derived.

    When it became clear that a sustainable strategy for talent management as a whole was being pursued at the 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 stakeholders.

    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 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 prioritisation of business requirements.
    • Selection of Cloud/Saas software and providers.

     

    Project Management and PMO

    • Definition of project framework, project organisation, project goals and 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 the 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:

    • A high degree of standardization, scalability, and calculable maintenance effort.
    • Fast implementation of innovations and reaction to changes.
    • Cost reduction by harmonising 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.

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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 standardised 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 was able to present the functionality of its 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 favoured 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 which 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.