6/11/2012

1

Our Journey with

SuccessFactors

ECOM Agroindustrial Corporation

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2

ECOM OVERVIEW

• The ECOM Group originated in Barcelona, Spain during the 1840’s

• The ECOM Agroindustrial Corp. Ltd. group is one of the leading suppliers of commodity raw materials and related services to coffee roasters, chocolate manufacturers, and cotton textile mills worldwide

• Main Product Lines - #2 Coffee bean supplier, #4 Cotton supplier, #1 Hog producer in Mexico, Cocoa, Sugar

• Today ECOM is a Swiss-based company with origin operations in more than 30 countries, employing over 4,700 people. Largest employee population group is in Mexico (representing approx. two-thirds of pop.)

• ECOM remains privately held

SAMPLE CUSTOMERS

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3

ECOM HUMAN CAPITAL

MANAGEMENT CHALLENGES

• No one source of truth concerning ECOM human capital. • Number of employees - ?

• No central database to capture headcount and expense

• No centralized process for performance management

• No centralized database to collect, analyze and leverage our ECOM talent

HUMAN CAPITAL STRATEGY

PROJECT MISSION

Maximize the ROI on human capital by

better aligning our entire workforce with the

strategic initiatives of the organization. We

will develop and improve the execution of

talent management strategies and

processes through the use of technology

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SELECTING A HUMAN

CAPITAL MANAGEMENT

TECHNOLOGY PARTNER

PARTNER SELECTION

• Vendor research commenced January 2010 • Referrals

• Gartner/Forrester reports

• Options Considered: • Build in-house

• Buy and host internally

• Software as a Service

• RFI’s sent to 5 pre-qualified vendors

• Key requirements • Ability to meet functional specifications

• Ability to handle global needs

• Quality/reputation

• Data protection

• Cost

• Ease of data share with other applications

• EE/Mgr. Self-service capabilities

• Managing Board 1:1’s; Board Presentation

• Service Agreement Executed June 2010

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5

OUR

IMPLEMENTATION

JOURNEY

IMPLEMENTATION PROJECTS

• Performance Management (PM/GM) implements August 2010-

October 2010

• Global pilot implementation with US and key employees globally (350

Users)

• Employee Central implementation began in March 2011

• Global implementation

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GLOBAL HUMAN RESOURCES INFORMATION SYSTEM

…SO MANY UNKNOWNS

• How to coordinate the implementation of a global HRIS in a de-

centralized organization?

• What will “done” look like given the evolution of the Employee

Central product?

• Who do we need to engage in the project?

• We didn’t know what we didn’t know

BUILDING A TEAM & DEFINING ROLES

• Core Project Management Team

• SME Advisors (Technology, Finance)

• Regional Coordinators (Mexico, Central America, South America,

Europe, Africa, Far East)

• Local HR/Payroll Contacts

• SF Implementation Consultant

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KICK OFF MEETING

• 3/1/2011 – 3/3/2011

• Define Roles & Responsibilities

• Preview Employee Central

• Project Scope

• Project Plan and Timeline

• Go Live August 12

• Next Steps

GETTING STARTED April

Company Contact Workbooks Basic Company Info, Employee Count,

Employee Types, Locations, Senior

Manager Contact Info, HR Contact Info

(or person responsible for employee

data), payroll contact Info

Payroll System Data Collect payroll vendor, products,

interface capabilities

May

Employment Practices Survey Define employment status types,

employee count by type

National ID Verification Collect National ID types and ID

formats for every country

State/Provinces Survey Collect complete list of all

States/Provinces by country

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OFF AND RUNNING June

Job Title and Job Summaries Solicit list of job titles and job

summaries from every country; develop

ECOM generic job titles to combine

similar/like positions under one

common title/code

Event Reasons Solicit list of all event, change, and

termination reasons

July

Compensation Components Survey Solicit list of local pay components, pay

and payroll frequency

Complete 1st Configuration Completed Foundation Objects and first

pass at employee record configuration

RECALIBRATION

August

Team Conference (Re-Kick-Off

Meeting)

Demonstrate existing System Config.

Foundation Objects (review)

Preliminary EE Record configuration

Preliminary System Testing

Kickoff Translations

Kickoff Payroll Interface Plans

Kickoff Employee Data Collection

Process

Redefine Project Plan–Go Live Nov. 14

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EMPLOYEE DATA

September

Collect Employee Data Provided a “simplified” employee

collection worksheet to each local

contact

Audit/Review Data Review data as it is submitted to

validate it is in the required format

Solicit Revisions/Corrections Submit worksheets back to local

contacts for updates and changes

Aggregate Employee Data Create “Master” employee data file and

convert to required template formats

(approximately 16 templates)

Complete Configuration #2 Based on team input and testing during

August and September

FINAL STEPS OF IMPLEMENTATION

October

Import Employee Data Using required template formats

Complete Configuration #3

Additional System Testing

Language Translation Spanish and Portuguese

November

Complete Configuration #4

Final Testing

Go Live! (57 companies/30 countries) November 14th

Performance Management Commence performance review

processes using the new User Interface

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AND THE WORK GOES ON

Post-Implementation Activities

• Payroll Interface (December – February)

• Local HR/Admin Training (ongoing)

• Enhanced Compensation Data (January – March)

Phase Two (Next Steps)

• Manager Self Service

• Employee Self Service

• Workflows

• Additional Payroll Interfaces

EMPLOYEE

CENTRAL

IMPLEMENTATION

LESSONS LEARNED

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IT’S NOT SO MUCH ABOUT THE TECHNOLOGY

• Global implementations require significant resources and information beyond the scope of technical configuration • Process discovery and analysis

• Information needs analysis

• Understanding of International data privacy laws

• Information concerning National ID’s

• Country specific compensation information needs

• Country specific laws impacting data needed

• Country state/province information for pick-lists

• Phone number/country code schemas

• Understanding of differences in employee naming conventions (PNG =1; MEX = 5)

GREATER UNDERSTANDING OF FUNCTIONALITY NEEDS

FOR GLOBAL DECENTRALIZED ORGANIZATION

• Language translation throughout the system for Users and local administrators

• Need to accommodate local employee naming conventions on UI

• Importance of de-centralized administration, data management and reporting capabilities

• Ability to accommodate unique global compensation information needs

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DON’T UNDER ESTIMATE

• Don’t under-estimate the complexity of the business environment • 57 companies, 30 different countries

• De-centralized, autonomous business operations

• Local decision-making (collaborative leadership - no corporate mandates)

• Lean (or non-existent) HR representation locally

• Don’t under-estimate the complexity of systems administration and data maintenance • Collecting and importing the data

• Keeping the data current How do you train the local administrators and audit the timeliness and accuracy of their data?

DON’T UNDER ESTIMATE

• Don’t under-estimate the complexity of language needs in a global de-centralized environment • User interface

• Non-English speaking local administrators

• Reporting

• Carefully consider your systems integration requirements in your configuration decisions

• Don’t under estimate the fact that there is still a lot of work to be done after implementation

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QUESTIONS?