Transforming HR Service DeliveryKellogg Customer Success Story

Copyright © 2011 Enwisen, Inc. All rights reserved.

Global BrandsGood Food, All Day Long

®,™, 2010 Kellogg NA Co., © 2010 Kellogg CompanyProprietary and Confidential

• 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

About Kellogg

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.

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

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Content was not centralized, audited or controlled• HR processes not documented, much in expert’s head• Technology was outdated or non-existent• Self-service US Benefits Open Enrollment only• Varying levels and styles of customer service depending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

Interaction Types

HR Service Delivery Channels

Face to Face

•Strategic•Consultation•Advisory•Facilitation•Change Management•Program Design•Vendor Selection

Tier 1Customer Service

Tier 2Regional Service Area

Specialists

Tier 3Centers of Expertise

Tier 0Self Service

HR Business Partnership

Ven

do

rsOur Tiered Model

Service Center

•Information•Transactions•Case Management•Data Management•Project & Vendor Management•Compliance•HR Systems Governance

Design Principles

Description

Simple

• Be easy to use with minimal number of steps

• Create a clear and transparent customer experience

• Drive decision making at the lowest appropriate level

Standardized

• Build usable global processes and standards

• Minimize localization and customization preventing workarounds

• Optimize and integrate HR service delivery model

Stewardship• Require global process ownership

• Enable the employee and manager to manage their data

• Mandate discipline

Systems

• Optimize the use of automation and technology

• Streamline collecting and reporting of timely, accurate data

• Be scalable and flexible to meet future requirements

What Guided Our Efforts

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

Technology Platform Overview

CedarCrestone 2009-2010 HR Service Delivery

WebSphere

Avaya CT, Enwisen CM

Enwisen KB

Su

ccessFacto

rsT

aleo

SAP

SAP

SAP – 3D view of data

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

Value of an integrated systems:KB, Case Management, Portal

Maximize use of Tier 0 by providing accurate and targeted informationMaximize use of Tier 0 by providing accurate and targeted information

Improve efficiency in HR Service DeliveryImprove efficiency in HR Service Delivery

Minimize volume of simple HR inquiries directed to HRBPs and COE staffMinimize volume of simple HR inquiries directed to HRBPs and COE staff

Enable HRSS to quickly target HR information for a diverse customer baseEnable HRSS to quickly target HR information for a diverse customer base

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!

Preparing for Deployment

• Audit content

• Knowledge management: new skill set for HRManaging thousands of documents and serving

accurately to the right audience is complex, technical and time consuming!

HR is liaison between IT and content ownersUnderstand what you want from data – and power

of data

• Closer to deployment: detailed plan from HR, IT and vendor partnersHour-by-hour activities started, completedWho’s on point to address issues, daily meetings with

team leaders (six months out, down to twice weekly)

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 staffTrain, train, train – systems, statistical analysis, strategyHelp generalists understand trends, data relationshipsEnable 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/accountabilitiesSolution? FLEXIBILITY, HUMILITY and LISTENING SKILLS

One year statistics

• 235,000 CasesAverage 4,000 contacts

per week

• MSS transactionsAverage 3,000 per month

• Almost 624,000 visits to the portal, with about 5 million pages viewed13,000 weekly visits on

Average

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

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

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

HighPerformers

80% - 90% 90%1st Call

Enwisen Customers

6% in as little as 6 months

Onboarding

The CedarCrestone Model

Copyright © 2011 Enwisen, Inc. All rights reserved.

The Enwisen Model – Only SaaS, HR-Focused Multi-Tiered Solution

Copyright © 2011 Enwisen, Inc. All rights reserved.

The Enwisen Model – Only SaaS, HR-Focused Multi-Tiered Solution

Copyright © 2011 Enwisen, Inc. All rights reserved.

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.