All Aboard to the My CareerTrak cloud!
Amtrak and its talent management implementation journey
Charles A. Bachman, PhD., Specialist Leader Deloitte Consulting
September 19, 2015
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Charles Bachman, PhDCharles is a Specialist Leader in Deloitte Consulting's Federal Human Capital practice. Charles has over twenty-five years of human resources consulting and human resources information systems implementation experience primarily focused in SAP-R/3 Human Capital Management (HCM) & Payroll applications and SuccessFactors BizX for Federal. Serving many clients across Life Sciences and Public (federal, state and local) sectors, his experience includes HR strategy, business process design, requirements definition, software selection, software development and test, system implementation, project management, organizational design, organizational change management and system sustainment.
Charles’ research is in ERP / SaaS HCM post go-live governance, sustainment and extension and workforce planning. Charles prefers to spend week-ends with his wife, Gail, and Irish setter, Theo, and our many cats working at their Blue Willow Animal Sanctuary located on their farm in Kent County, Delaware.
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“What’s measured, improves”
“Knowledge has to be improved, challenged and increased constantly, or it vanishes”
Peter F. Drucker
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Aligning to the Amtrak strategic, people and total rewards plans
Amtrak Owns Talent
Build Accountabilityon Strategy Execution
Address the Talent Needs
Promote the Brand
Amtrak Integrated Talent Management Philosophy & Principles
The ‘My CareerTrak’ implementation is the key functional and technical solution helping Amtrak achieve it’s integrated talent
strategy.
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My CareerTrak TimelineQ2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
8 months
8 months
6 months
8 months
6 months
2013 2014 2015
PHASE 1: Goals & Performance Management
PHASE 2 Wave 1:Talent Management & Succession Planning
PHASE 2 Wave 2: Workforce Planning & Analytics
PHASE 2 Wave 3: Compensation
PHASE 3: Onboarding & CDP Career Worksheets
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
8 months
8 months
6 months
8 months
6 months
2013 2014 2015
PHASE 1: Goals & Performance Management
PHASE 2 Wave 1:Talent Management & Succession Planning
PHASE 2 Wave 2: Workforce Planning & Analytics
PHASE 2 Wave 3: Compensation
PHASE 3: Onboarding & CDP Career Worksheets
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My CareerTrak Functional Architecture
Phase ICompleted 3 Sept 13
Phase II – Wave 1Completed 1 Apr 14
Accurate Investigation
s
Monthly
Phase II – Wave 2Go-live 7 Jul 14 Phase II – Wave 3
Go-live 30 Sep 14
SAP Add-on 1.0(SFLHCM01)
Phase III Waves 1 & 2Go-live 30Sep 15
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Amtrak – My CareerTrak Phase I Overview
Amtrak initiated My CareerTrak Goals Management/Performance Management (GM/PM) project for 2,000 non-agreement personnel
Apr 2013
Amtrak requested Deloitte take over the project to provide transformational change management & training services in addition to configuration and technical integration using SAP Add-on integration 1.0 (Hybrid)
24th May 2013
Successful GM/PM go-live achieved3rd Sept
2013
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Amtrak – My CareerTrak Phase II - Wave 1
Wave 1 implementation (Recruiting Management, Recruiting Marketing, Succession Planning and Career Development Planning) initiated for 2,000 non-agreement and 19,000 agreement personnel
14th Sept 2013
Successful go-live achieved using SAP Integration Add-on 2.01st Apr
2014
The Power of Social Media
31-Mar
7-Apr
14-Apr
21-Apr
28-Apr
5-May
12-May
19-May
26-May
2-Jun
9-Jun
16-Jun
23-Jun
30-Jun
7-Jul
14-Jul
21-Jul
28-Jul
4-Aug
11-Aug
18-Aug
25-Aug
1-Sep
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
0 3,906 7,371 23,496 34,98938,80943,641 54,15558,28161,710 68,14672,833 82,67887,726 95,230 102,251
Total active Talent Commu-nity Members.
Total Visitors.
New Visitors.
Over 1M hits in 5 months
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Amtrak – My CareerTrak Phase II - Wave 2
Wave 2 implementation (Workforce Planning & Analytics) initiated. Five SF Metrics Packs in scope
Successful go live (Core Workforce & Mobility Metrics Pack) sourced from SAP HCM followed by monthly cascaded implementations of remaining 5 Metrics packs from August through November 2014
11th Jul 2014
5th Mar 2014
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Amtrak ECP
SAP ECC 6.0 HCM
Monthly
SF Metrics Packs
Compensation Planning
Core Workforce & Mobility
(Foundational)
Recruiting Management
Performance Management
SF Modules
Succession Planning
Analytics / Workforce Planning
Goals Management
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2
3
5
4
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Data Exchanges for WFP / Analytics
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Attract
Onboard PM/GM/Career Planning
Develop Compensate Promote
Off-boardOff-boardOff-board Off-board
Amtrak Talent Flow using SF Workforce Analytics
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Time to Fill (Elapsed) per Hire
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Average Requisitions per Recruiter
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Percent of Cascaded Goals
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Number of Successors & Readiness
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Executive Metrics Dashboard (WIP)
Author: Darius X. Thompson/Amtrak Analytics Team
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Amtrak – My CareerTrak Phase II - Wave 3
Wave 3 implementation (Compensation) for 2,000 non-agreement personnel 23rd Apr
2014
Planned go-live using SAP Integration Add-on 2.030th Sept 2014
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Amtrak – My CareerTrak Phase III - Wave 1Wave 1 implementation (Onboarding) for all non-agreement and agreement new hires and internal transfers
23rd Apr 2015
Go-live using SAP Integration Add-on 3.0 underway!28th Sept 2015
Boardman Welcome Video
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Amtrak – My CareerTrak Phase III - Wave 2Wave 1 implementation (Onboarding) for all non-agreement and agreement new hires and internal transfers
22rdJul 2015
Planned pilot prior to full deployment30th Sept 2015
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PROSCI ADKAR and Deloitte’s CM Methodology
The Amtrak My CareerTrak approach to Change Management combined the Prosci ADKAR strengths with Deloitte’s CM methodology based on Kotter/Cohen ‘Heart of Change’. The result of this approach is one that focused on stakeholder engagement, tailored and frequent communications and top-down leadership advocacy in support of the initiative.
To Achieve Acceptance, Buy-in and Ownership
Prosci ADKAR® Deloitte’s Heart of Change Methodology
• Define Change Management strategy • Prepare the Change team • Develop sponsorship model
Phase I: Creating a Climate for Change
• Increase Urgency • Build the guiding
coalition • Get the vision right
• Develop Change Management plans • Take action and implement plans
Phase II: Engaging and Enabling the whole organization
• Communicate to buy-in
• Collect and analyze feedback • Diagnose gaps and manage resistance • Implement corrective actions, celebrate success
Phase III: Implementing and sustaining transformation
• Empower action • Create short-term wins • Don’t let up • Make it stick
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Key Lessons Learned
Achieving key executive leadership buy-in and support is instrumental in influencing change across the organization. Employees want to hear from their leadership and know that the initiative is supported from the top.
Partnership is key. Partnerships with executive committees, implementation partners, Human Capital, and IT can make or break the initiative. Having a trusted alliance enables the team to overcome roadblocks to ultimately celebrate success.
With an accelerated implementation schedule there will be activities that fall off the radar. Consistent dialogue and touch points with all impacted stakeholders enables the team to proactively plan for what may occur when tasks slip.
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Key Lessons Learned Cont…
The little things do matter! Never underestimate the impact of seemingly small activities because they can derail a plan or make all the difference in achieving goals and objectives.
Flexibility, flexibility, flexibility! The tool is often ahead of the process which creates many obstacles along the way. As our clients are experiencing growing pains, we too must adapt to changes in direction and sometimes scope.
Having the right team, with the right skills sets, committed to results encourages and sometimes ensures success.
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And some more Little Things…!
We don’t all think alike
Fast & Furious
Keep your HC friends close and your IT
friends closer
Test the app, fantastic!
Govern the stack
The Journey continues, quickly!
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For more information on this or any other HR technology topic go to:
http://core.ihrim.org
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Amtrak Success Story
Bachman, Charles, PhD., Specialist Leader Deloitte Consulting, LLP
Thank You!