A global automotive interiors manufacturer with over 33,000 employees across 20 countries and 110 locations
The global manufacturer was splitting from its parent company and needed transform its HR processes and systems on a global scale, including establishing independent talent acquisition, talent management and workforce administration processes. During initial planning, it quickly became apparent that global end-user adoption of new standard processes and systems would be key to long term success. Major hurdles included:
The HR and IT organizations were charged with ensuring end-users were prepared to adopt the new global standard processes and system design.
A structured change management plan delivered in tandem with the implementation would be critical to overcoming any predisposed barriers to adoption. Baker Tilly engaged key project stakeholders and end-users to conduct current state interviews and gather insights into existing processes and behaviors. Baker Tilly solution architects documented and consolidated the company’s global future state process data and led the team through a detailed current state and future state gap analysis.
Baker Tilly then used the gap analysis information along with the stakeholder analysis to design communications and training plans. Targeted and tailored materials for each stakeholder population, segmented by legacy process, systems and geographical regions were developed to support global adoption through local delivery. The client then delivered the materials in a just-in-time format to prepare respective stakeholders just prior to go-live.
All required support, maintenance and enhancement activities the company would take ownership of post go-live were developed, documented and vetted with key HR and IT resources. This information was used to help: inform headcount modeling; align resources globally; and identify who would be responsible for managing the business processes and systems long term.
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