Prysmian Group, a manufacturer of cables and systems, recognized the need to develop a new Human Capital Management strategy.
In order to do this, it needed to support the technological infrastructure used to manage the increasingly complex organisation. Certainly, this need increased following the company’s merger with Draka in 2011.
The global implementation of SuccessFactors Employee Central is one of the main pillars of the company-wide HR strategy. It enlisted the help of NGA HR to support them with this.
Following its merger with Draka in 2011, Prysmian Group needed to create a global governance structure. This effectively managed the increased complexity and geographical scope of the enlarged business.
In parallel to this, the Group wanted to transform its Human Capital Management (HCM) to:
In 2012, Prysmian launched a multi-step HR program to build a standardized global HR process and system architecture. Therefore underpinning the employee lifecycle from hire to retire.
A standardized HR practice would guarantee that all employees benefit from HR best practice, irrespective of job function or location.
The business benefited from having a single view of the entire workforce. So, this opened up huge opportunities for data analysis and the harvesting of business intelligence that could be fed back into the business.
The above program included the implementation of a global Core HR system. More importantly, this centralized the management of employee master-data and organizational structure at the corporate level.
To sum up, SuccessFactors Employee Central was the optimal solution. As a result, this could solve the existing HR infrastructure challenges and in particular the inconsistency of HR data and manual HR processes.
The Prysmian Group is a global company with subsidiaries in 50 countries, 89 plants, 17 R&D centres and over 19.000 employees. It’s a world leader in high-tech cables and systems for energy and telecommunications,
Employee Central was also natively integrated with SuccessFactors Talent processes, some of which were already in place, some to be implemented in forthcoming years.
NGA has supported the staged delivery of Prysmian’s HR transformation project. During stage 1, the project has been delivered in pilot countries - Italy (HQ), The Netherlands and Spain – and concerned approximately 4.000 employees. Stage 2 will see roll-outs to other clusters of countries, according to a phased implementation approachWhy SuccessFactors Employee Central for Core HR Technology?
To select the best solution to meet its HR requirements, Prysmian reviewed the four leading HR platforms on the market, matching the capabilities against the following criteria: integration with existing HR solutions/processes, global coverage, future innovation and strategic alignment. SuccessFactors Employee Central was the clear winner. It was well established as the HR technology market leader; it could easily be fully and natively integrated with Prysmian existing People Performance process and, being a cloud solution, it came with the guarantee of future innovation under SAP's huge investment commitments dedicated to SuccessFactors Core HR.Why NGA for HR Technology integration and ongoing partnership?
NGA could provide Prysmian with the geographical and functional capabilities, as well as with a proven track record in the deployment of global HR information systems in multinational environments. NGA further differentiated itself from competitors because it has the ability to support the client throughout its whole cloud journey, from the design phase through the build, post-implementation to now, ongoing maintenance and support services. The trusted relationship NGA has created with the customer, based on its commitment and focus on the client's needs, was another driver for cementing this partnership.Results: Core HR works better with Employee Central
Main benefits realized so far, following move to SuccessFactors Employee Central include:
Prysmian’s Core HR project made it clear that for the smoothest move, and the greatest advantages to be achieved from transitioning HR to the cloud, key stakeholders must be engaged in the culture change from the design stage. A cloud mentality, based on standardization, has to be established through an efficient change management strategy. It also proved highly advantageous to maintain a “keep it simple” attitude, remembering that while key concepts and rules are to be standardized, there is still flexibility in the deployment to adapt to different contexts.