Human Resources and Information Systems Managers, even more so when your name is SODEXO and you employ no fewer than 100,000 people across Europe of which more than 30,000 in France. It is nevertheless this challenge, which Michel Foulon, VP Strategic Planning & Control and IS&T at SODEXO Alliance Europe, decided to take on in implementing the project in France and Germany before subsequently picking up the gauntlet…
The Context, the Challenges
The SODEXO Group, a leader in the restaurant and services industry, decided to align the working practices of its four subsidiary companies at the end of the 90s and to update its systems ahead of the year 2000, given that not all were likely to pass this deadline. This challenge is not unknown to payroll processing in France either.
The Complexity of Payroll Processing in France
SODEXO’s payroll in France is particularly complex as a result of the diverse employment statutes and contracts of which it is composed:
|Headquarters:||Marseille – France|
|Activity:||Restaurants/Catering, services, technical maintenance|
|Turnover||€ 12.8 billion|
|Presence:||28,300 sites in 80 countries|
A First Sap Payroll Project before the Year 2000
It was in this context that an initial project was launched in 1999 for the implementation of a payroll system based on SAP. Spurred on by the approaching deadline of the year 2000, SODEXO adopted an ambitious plan to meet the required deadlines and to optimize its payroll projects over the following two years. SODEXO’s priority during this initial stage was to guarantee the internal maintenance of the application.
Parallel with the upgrading of its SAP system and a renewal of its contract, and with a view to achieving further improvements in productivity and quality, the organization began a second phase in the strategy:
A Second Phase: Outsourcing Payroll
There were several objectives set by SODEXO:
Two Possible Scenarios Presented Themselves To SODEXO:
1.To pursue the development and maintenance of the HR / Payroll applications internally with the use of existing teams.
2.To outsource payroll processing and change management (ASP mode), a model already employed by others within the group (China, Asia-PAC).
In turning to NGA Human Resources, SODEXO in the end opted for the outsourcing solution with its rapid ROI and straightforward quantification.
The project, jointly executed by SODEXO and NGA Human Resources has resulted in simplified payroll preparations and their subsequent transfer to NGA Human Resources’ external platform.Results
Among the numerous benefits observed, one can cite:
Evolution of the ProjectOn the back of these successes, SODEXO decided to pursue the development and optimization of its HR/Payroll systems by exploiting its partnership with SAP and NGA Human Resources. For example:
Why NGA Human ResourcesThe selection process for choosing the right outsourcing partner was long and rigorous. NGA Human Resources was finally retained for four main reasons: