In a large international media company, the IT landscape for HR had become increasingly heterogeneous over the years - and also outdated. The HR system landscape only covered HR administration and payroll accounting. The lack of integration of the core business processes, the lack of internationality of the system and the high operating and maintenance costs made it necessary to modernize the HR system and process landscape and prepare it for the future. The current interim manager was appointed as the overall project manager for this project.
Feasibility study from requirements management to profitability calculation
The interim manager drew up a comprehensive feasibility study for the project. He evaluated the necessary processes and selected suitable software. His presentation to the Management Board also included implementation planning, profitability calculations and project and operating cost planning.
After the presentation, the Management Board approved the project manager's plans. He was also commissioned to introduce an internal service center for payroll accounting for the German companies on the basis of SAP HCM.
Specifications with target concept and HR Shared Service Center
In the second phase, the division manager and his team drew up a specification with a detailed target concept for all processes as well as a project plan and schedule. At the same time, the new service center for payroll accounting was organized, set up and integrated as a sub-project for the introduction of payroll accounting.
SAP HCM, SAP Business Warehouse and Business Objects implemented
In the following phase, all processes were integrated into the new IT system landscape with system enhancements, modifications, interfaces and legacy data transfer. The SAP HCM components implemented included Payroll, Administration, Organization Management, Compensation Management, Electronic Personnel File and Event Management as well as Employee and Manager Self Services. SAP Business Warehouse and Business Objects were also introduced for reporting. Software based on Lumesse was adapted for succession management and eRecruiting.
Both configuration and development are carried out iteratively in successive cycles. At the same time, documentation, training materials and the operating manual were created.
Seamless transition from integration to regular operation
After a successful integration test, the processes were successfully released. The productive system was then set up and handed over to the operating partner, including the operating manual. After a successful functional test and a passed. Stress test, the new system landscape was introduced under production conditions. After the project was completed, there was a seamless transition to the line organization and regular operations.
For a period of four weeks after the respective packages went live, users were provided with professional support by trained key users and SAP consultants.
Costs for payroll accounting significantly reduced
The project led directly to an increase in efficiency, quality and employee and management satisfaction. The costs for payroll accounting were even reduced by 30 percent.
The new system landscape and the Shared Service Center were very well received by the users. This was helped by the fact that the project manager communicated extensively and transparently right from the start. In this way, stakeholders, employee representatives and employees were informed about the progress of the project and were able to prepare appropriately for all changes.
