A global automotive interiors manufacturer with over 33,000 employees across 20 countries and 110 locations
The business challenge
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:
- Disparate processes and legacy systems globally
- Limited HR and IT resource capacity to deliver and maintain a global solution
- Lack of robust, internal change management capabilities
- Uncertainty of the future within the organization as a result of the split from the parent company
The HR and IT organizations were charged with ensuring end-users were prepared to adopt the new global standard processes and system design.
Baker Tilly approach
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.
- The company introduced a significant amount of change to its employees in a relatively short period of time. The change management plan enabled that to happen successfully.
- The structured change management approach allowed the company to overcome its barriers to end-user adoption, roll out new processes and establish a model for long term success.
- The segmented communication and training plans allowed rapid and consistent delivery of content to stakeholders globally, preparing them for their new ways of working.
For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.