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2011/11/02 11:36:29

The project manager of FGC UES about SAP implementation of ERP HCM

"Federal Grid Company of the unified power system" (JSC FGC UES) brought into commercial operation a personnel management system based on HCM SAP ERP. For what this system is necessary the companies and what project deliverables, in an interview of TAdviser Elena Babaylova, the deputy chief of Department of information technologies of JSC FGC UES, the Project manager of SAP implementation of ERP HCM told.

TAdviser: What information systems were used by your enterprise for personnel management prior to the beginning of the project on SAP implementation of ERP HCM? What premises of implementing solution of SAP were?

Elena Babaylova: Federal Grid Company was formed as a result of reforming in 2002 JSC RAO UES of Russia as the organization for management of the Single National Eclectic Network (SNEN). It has geographically distributed structure of branches and DZO in 73 regions of the country where more than 25000 workers work. Respectively, the company considered IT products for process automation of personnel management with ample opportunities of scaling. The decision on development of a corporate information system based on ERP was priyato in 2004. First-priority implementation of HR products was dictated by the planned continuation of process of reforming of the company. Organizational changes of the company with a big number of workers would entail excessive loading of HR of personnel both in executive office, and at more than 100 enterprises. Operations on calculation of FOT, document flow when translating, calculating limits of holidays, severance pays, etc. – without support of the information technologies configured on corporate prototypes, very much trudozatratna when restructuring.

One more reason of attention to the HR solution that the key indicator measuring company performance – reliability of operation of the electric networks. Therefore the emphasis is placed preparation, retraining, the correct motivation of production personnel. The high level of qualification of personnel is reliability of operation of ENES – the main part of a power generating system of Russia.

TAdviser: What the choice of the HCM SAP ERP system was connected with?

Elena Babaylova: It is the choice of top management of the company. What wants to be noted positive concerning this product: at replication of SAP solutions on the scale of large territorial structure, technology fulfill reliably. Besides, at SAP practice of localization of solutions for Russia and the developed network of partners is smoothly running.

TAdviser: What tasks were set by management for the project?

Elena Babaylova: The main objectives – to provide transparency and controllability. What does "transparency" mean? We should see that the structure of the enterprises corresponds to standard structure which is approved at the level of central office. Heads of the HR block can analyze structure of formation of the wage fund (WF), trace as regional government redistributes WF between the enterprises, to carry out the analysis of compliance of compensation, on separate by employee categories on the scheme of payment approved for the enterprises – the speech first of all about production and industrial personnel.

It is important to control execution of directives which go down to branches "on top". The decision on optimization of number is Let's say made. It is important to trace by the enterprises which of employees is planned under reduction, what education level at them, professional training and length of service in power, in the company.

TAdviser: How do you estimate degree of the involvement of top managers of the company into the project course? Which of heads sponsored for the project?

Elena Babaylova: The project had a high priority. The vice chairman of the board who is responsible for organizational development and corporate activity supervised the project. Tasks of the curator of the project included decision making concerning organizational changes in branches at business process optimization. Without support of the project at such level implementation in branched filial structure will not take place. Branches in 8 regions, have the management structure which is built up by the CEO corrected taking into account geographical features of service area, a possibility of involvement of skilled staff.

I want to place emphasis that our project did not set the purpose on reduction of number of staff at the enterprises after implementation of the IT system. Project objectives - optimization and redistribution of functions between the enterprises and regional government, centralization of a part of functions at the level of the region, creation at the level of the competence center region for the subsequent training and retraining of employees of the enterprises during the work with the ERP system.

TAdviser: Who was a part of project office?

Elena Babaylova: The Director of organizational development headed project office, under the leadership of deputy director generals of branches regional groups, regarding the functional volume of HR – deputy director generals on corporate services, regarding payroll - deputies for economy and finance worked. In the central working group and expert advice the active part was assigned to functional departments of executive office, IT to department and, of course, to the architect and the project manager from the contractor. I want to emphasize that implementation of the similar project is not only decision-making on processes "as is", "as there will be" also a setup of applications. It, generally planning and control of task performance by remote platforms. The solution of matters of argument between the center and regions. It should be noted that a project team met both the deadline, and the project budget.

TAdviser: How the choice of the partner for implementation was carried out? By what principles you were guided?

Elena Babaylova: In 2006 the pilot began consulting division of SAP company. Then project works were continued by MOLGA Consulting company – the partner of SAP specializing in development of systems of personnel management based on the SAP solution ERP HCM (SAP HR). We have a good practice of work with both organizations. The main selection terms – presence of own highly qualified specialists and a portfolio of successful projects.

TAdviser: What stages and implementation time of a system were?

Elena Babaylova: We began the project in 2005 with implementation of basic HR processes on organizational management and employee administration. At first "pilot" in Executive office at two enterprises of the Moscow region for the 2nd activities: operation and repair. Since 2006 – with payroll calculation. The HR component of the project was completed in the 2007th year. Then repair branches were selected in separate DZO. In 2008 the pilot on settlement center for the Ural region and the final circulation of the solution in architecture of regional settlement centers was implemented. Since 2010 we started SAP payroll calculation in 7 regions. The start of commercial operation matched a new step of reforming of the company and simultaneous transfer to its structure of more than 10,000 workers for January 1, 2010. IT support allowed to hold such large organizational event for the enterprises in 73 regions of the country without additional involvement of personnel personnel.

We passed the period of stabilization both on hardware-software resources, and regarding the implemented business functions. We treat improvements of the created system deliberately. Development for the sake of development is an inefficient expenditure of resources. It is more difficult to rewrite SAP solutions - it is not Excel. Projects in the field of HR, in plans are functions of analytics. The speech not only about analytical reports, and about scenarios of modeling "that if". The basis for such level of IT services is built, the SAP tools it is offered enough, readiness of business divisions for such problem definition is important.

The "Costs Planning on Personnel" project seems perspective. Today most the companies plans by experience of previous years, experience of planning taking into account different scenarios of development is practically absent. TAdviser: Within the project the module of a time recording was implemented. For what does the company use its functionality?

First of all, during the project a lot of work on alignment and reduction of diagrams of working time was carried out. In different regions with approximately identical number of employees the number of diagrams differed much.

Shift 15 minutes at the beginning of work and the end of work, for the beginning and duration of a lunch, time for a shift change – all this variance it was offered to arrange within the company.

Besides, there is a requirement of the correct quarter and annual planning of working time for the purpose of optimization of FOT. Night processings, work during week-end significantly influence FOT, especially at a shift method of work in the Areas of Siberia and Western Siberia.

TAdviser: What new opportunities gave subsystems Management of remunerations and "Awarding on KPI"?

Elena Babaylova: Processes by remunerations and awardings on KPI are automated since 2007. The main achievement is that process of collecting of indicators on 25 functional areas for all enterprises of the company and verification at the level of regions and central office takes place in 15 days. Without automation the problem in such time is not solved, so questionable date of receipt of remuneration for actually achieved result.

TAdviser: What were the biggest complexity and the greatest success of the project?

Elena Babaylova: The most difficult was to prove to business owners that there is a real opportunity to arrange and further to support the uniform directory of charges of deduction, a uniform technique of planning and a time recording and also payroll. There was an opinion that this process it is inexpedient to manage from the center. The reason – existence to regional specifics in compensation according to normative administrative documents of regional authorities.

Methodological work was conducted in total 2 years. As a result the uniform corporate document was approved for use within the company and formed the basis of the configured algorithms in a SAP system. The greatest success of our project is that we convinced the management not to stop the project in communication in planned by reorganization of the company. The decision on transfer of workers from DZO in branches was made in October, 2009. By the time of the beginning of the commercial operation calculated for 8.5 thousand workers we without uvelicheniiya of the budget transferred more than 10 thousand and calculated salary for January, 2010 in a SAP system. We understood that there are only two ways: stop now and can be, restartovat the project in a year or continue, understanding sharp increase in load of employees of economical HR departments and services of accounting and the reporting and, of course, a project team. Selected the second way, and were started.

TAdviser: How do you estimate transition probability of the company to use of a personnel management system according to the SaaS model in the near future? Whether you allow such opportunity or so far this option it seems improbable?

Elena Babaylova: In questions of transfer of a HR system to the SaaS model, I think, there will be restrictions regarding economic safety. Confidentiality of information is connected with specifics of activity. Similar solutions for us are irrelevant today.




открытый обзор, июнь 2010

The TAdviser center conducted an annual research of the market of personnel management systems in Russia. Unique statistical data about implementation of HRM systems are provided in this overview in free access, the functionality of modern solutions is described, recommendations about the choice of systems are provided. Chief information officers and suppliers impart experience creations of effective information systems.

  • Igor Jacobson: In cherishing, caring and growing up the personnel, there is a sure economic benefit. The Kompas company is engaged in control automation by personnel and payroll already nearly two decades. Having begun with small DOS programs, it came to creation of the full-function personnel solution "Kompas: Personnel management". At the moment this system firmly sustains the competition of the western HRM solutions and to success is applied in hundreds of Russian companies, including the largest machine-building holdings of the country. How a system evolved, its main advantages and practical experience of implementation the chief expert of the company Igor Jacobson told TAdviser.