Implementing Lawson’s Strategic Human Capital Management A Customer Case Study

1. Implementing Lawson’s Strategic Human Capital Management A Customer Case Study Kristin Trecker SVP- HR

2. Agenda • Company vision and link to our implementation • Implementation Objectives • The Global Implementation Process • Success Measurements and KPI’s • Lessons Learned

3. Vision To be the global leader by: • Focusing our development and go-to-market effort in our target markets • Offering our customers a superior experience • Attaining world-class performance in each of our functional disciplines

4. Implementation Objectives

5. Stop Paving the Cow Paths Jim Highsmith

6. Implementation Objectives • Establish processes to drive efficiencies around the globe (avoid paving the cow path!) • Assessed where Global Programs/Polices/Process were appropriate and where local / regional should apply • Reduce number of systems which require the same data (9 systems required the same employee information) • Automate / reduce manual work where possible • Identify “real” reporting needs

7. Implementation Objectives 2. Establish foundation for World Class Performance Improve data integrity by allowing those closest to the information to own it Improve management effectiveness by reducing time spent on “administrivia” Launch global talent management approach (no small feat!)

8. Implementation Objectives 3. Be one of the four charter beta-sites • System met our requirements for global HR system • New application, technology, and SAAS model met new challenges that we were ready for

9. Global Implementation

10. Global Implementation • Pre Roll-Out • Developed multi-tactic communication plan including them of “Claim Your Space” • Prioritized geographical roll-out • Held in-country training for power-users specific to their role (e.g. payroll, HR) • Created triage for helpdesk • Established “operations center” to take escalated calls • Conducted an audit led by HR Generalists and then asked employees to validate their information

11. Global Implementation Pre Roll-Out, continued Identified regional champions (HR or Payroll people) Created role-specific training (e.g. HR Generalist, Payroll, Manager, Employee, Helpdesk, etc) and role-specific communication Established daily 30 minute meeting with team and weekly 60 minute meeting with executive sponsors

12. Global Implementation • Day One-Go Live • Video announcement reminding employees of objectives • Created a “war- room” for escalated triage and changes employees could not make • Had back-up team in place in the event that volume exceeded expectations

13. Global Implementation Live on: • Talent Acquisition • Global System of Record • Compensation

14. Success Measurements and KPI’s

15. Measuring our Success • Talent Acquisition System: • Reduction in hiring agency usage by minimum of 30% (approx. £1.5M annually) • Real-time global view of hiring activity • Increases accuracy and visibility of openings report • Improves ability for employees to review and apply for global openings • Provides a shared global database of candidates • Ease in allowing recruiters globally to assist each other during peak periods

16. Measuring our Success • Talent Acquisition System: • Reduced paper-based processes • Helps manage excessive resume volume • Allows managers to be engaged and / or inspect the hiring process more closely putting greater accountability on all • Captures important data about the hiring process (e.g. source, new applicants, screened, declined, etc) • Automation allows better way to assess ROI of different job boards and sources

17. Measuring Our Success • Global System of Record • Automatic feed of data from Talent Acquisition application improved data integrity and reduced administrative processes including multiple data entry points • Reduced employee entry from 9 systems to 2 (and to 1 in December) and automates on-boarding tasks • Approximately 700 adds/changes made in the first two weeks • Small volume of calls to helpdesk. Most around security/access issues. Most resolved in 1 day.

18. Measuring Our Success • Compensation System • Incentive plans rolled out electronically • All incentives payments (other than sales) will be automated using this tool • Required signatures for all employees to “force” usage of tool • Automate Merit increase process using market rates by country

19. Lessons Learned

20. LessonsLearned • What Went Well • Process mapping process was invaluable • Data audits conducted by HR in advance “fixed” many errors • It helped that incentive payments process “forced” people to go to website

21. Lessons Learned • IT support changes (SaaS model- do we really need IT???)  • Spend a lot of time on the ground where the changes will be considered the biggest • Link in various functions early in project - never too early • Communication is by role - don’t forget any • Ensure you have dedicated resources • Turn off access to other sources

22. Lessons Learned • Communicate, communicate, communicate • Be clear about how you measure response time • Beware of a company restructure before go-live • Leverage “outsiders” for review of communication and training • Screen shots for training purposes were found to be helpful

23. What Next? Prioritize implementation of additional functionality. This is the foundation for global Talent Management. Continued focus on global adoption of technology.

24. QUESTIONS

25. Lawson’s Drive to Our Journey Towards World-Class PerformanceA Case Study From LawsonKristin TreckerSVP- Human Resources22 October 2008