Issue link: https://www.e-digitaleditions.com/i/65226
Change Management Things Go Better With BPO Inside Coke's multiyear, multicountry rollout. It's the real thing. By Rich Litner and Lester Levine As companies make strategic choices on the delivery of human resources (HR) services—whether to insource, outsource, or co- source—change management has been well documented as a success factor in HR business process outsourcing (BPO). Despite this, the strategic tactics for complex global implementations are less well known. A recent project at The Coca-Cola Company that had an expansive global footprint of 102 countries, including global service centre support from Aon Hewitt (then Hewitt), provides a blueprint for successful change management. Rolling Waves Due to its complex, global nature, implementation was not executed as a big bang approach. Rather, it was rolled out in multiple waves: Wave 1, March 2010: • Established contact centre and transitioned all outsourced services listed above for North and Latin America to Aon Hewitt • Involved 20 countries and took approximately 10 months Wave 2, July 2010: • Established contact centres and transitioned outsourced services in Europe and Eurasia/Africa groups to Aon Hewitt • Introduced online transaction processing for workforce administration for North and Latin America with back-office support services provided by Aon Hewitt • Involved 89 countries and took five months • Leveraged learnings from Wave 1 The Coca-Cola Company began insourcing North America HR operations to shared services in 2001 and gradually added some international operations as opportunities presented themselves during the subsequent eight years. The joint BPO project began in May of 2009. The overall scope for outsourcing/insourcing was divided as such: • Insourced: Benefits, compensation, employee relations, employee separation, talent acquisition, learning and development, mobility, payroll, performance, and time and attendance. • Outsourced to Aon Hewitt: Family and Medical Leave Act (FMLA), health and wellness benefits administration and short-term disability (North America only), learning administration, new hire integration, performance management administration, talent acquisition administration, workforce administration. The decision on what to insource and what to outsource was based on a detailed analysis of what would be both more effective and more efficient in the existing shared services operation versus Aon Hewitt. Wave 3, October 2010: • Established contact centres and transitioned outsourced services for Asia-Pacific group to Aon Hewitt • Involved 13 countries and took three months • Leveraged learnings from prior waves Wave 4, May 2011: • Introduced online workforce administration transaction processing for Europe, Asia, and Africa, with back-office support services provided by Aon Hewitt • Introduced additional workforce administration online transaction processing for North and Latin America with back-office support services provided by Aon Hewitt • Involved 102 countries and took six months • Leveraged learnings from prior waves Change Management With such a massive undertaking, The Coca-Cola Company and Aon Hewitt partnered on a change management plan that was designed and scaled to handle a multiyear, staggered, global HR BPO rollout. Key focuss areas included identifying impacts of change for groups, businesses, and geographies; planning and deploying communications and training; and engaging the support of leaders and employees. [12] HRO TODAY GLOBAL | WINTER 2012