3. Company overview
44 countries in
EMEA region
250 different subsidiaries
120,000 employees
Global multinational company

4. Our Outsourcing
Provider
US-based outsourcing provider
core business : customer management &
information technology operation
have no experience in big scale HRO project
not enough knowledge in house

5. Supporting all HR domain
Global Automation & integration
Human
Resource
System
Manage & administer employee data
and reporting

6. Problem Analysis
~ inappropriate service model
~ no operation staff involved
~ local design workshop incomplete
~ silo working
~ extremely ambitious timeline
~ not have enough knowledge in house
~ role and responsibility had not been
clarified

7. Solution Alternatives
Which one is the fastest, cheapest,
or best for profit?

8. Continue the project ( renegotiate with ANG)
• No additional cost
• Faster to reach the goal
• Disruption to local business unit function
Stop The Project
• No future cost
• No disruption to local business unit function
• Stagnancy in company’s development
• Additional time and cost to bring HR operation back in house
New Competitive bid process
• Readiness of key features and employees
• Additional cost
• Additional time and cost to bring HR operation back in house
• Longer to reach the goal
• Reorganize project plan and implementation

9. 5
STEP
S

10. 1. Determine all requirement for each region
2. SLA revision
-service description
-service standardization
-service term
-role and responsibility
-evaluation
-global and regional design workshop revision
1. Fix the current implementation
2. Train the user
3. Continue the project

11. Risk and
Mitigation
Risk :
failed
implementation
Mitigation:
monitoring by Hr
manager and
operation staff
Risk :
Failed to train user
Mitigation :
Interactive training
(tutorial and computer
instruction)

12. SUMMARY
Involve
local
expertise
follow ideal
System
Global HR Avoid
Development System working in silo
Life Cycle
Set a regional
requirement
and
service
specification
in SLA