人力資源的轉型與價值呈現
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Date
2022
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Executive SummaryIn order to escalate HR function productivity and operating cost-effectiveness, create value and service excellence, and provide consistent service experience to our business and employees, Johnson& Johnson commenced to look at market practices and how other international companies developed and utilized their shared services organizations from 10 years ago. With external successful experience and evaluation of internal readiness, finally, our Global Services HR organization was formed in 2015 accordingly. This is a long Global HR transformation journey with numerous tasks and unknown challenges ahead. In the nascent stage from 2016 to 2020, our HR priority is more transactional focus aslisted below. • New HRIS implementation • Functional execution excellence • Roles & responsibilities clarity between Country, Regional and Global • Policies and processes harmonization and standardization • HR performance metrics set up During this period, the countries in ASPAC Region successively transited to this new GS model, Taiwan and Hong Kong HR teams officially moved to this new organization lastly. Following the renaming of our team as “People Experience Operations” in 2021, it means we must demonstrate a proactive HR position and growth mindset in the evolving GS HR organization to embrace the new stage with value creation focus and E2E Experience focus.The purpose of this HR business plan is to find out the root causes, hidden reasons and come out solutions for the unmet areas, issues, and pain points that have been occurred and noticed in the HR transformation over these years, as well as fulfill the needs and insights we have collected from the interviews with employees and managers below. • Enhance HRIS Capability, develop simple, easier and user-friendly workflow and function • Drive HR E2E operation and process efficiency, effectiveness and automation• Reinforce Organization Capability– Manager Self Service (MSS)& Employee Self Service (ESS) • Create People Experience and customer centricity focus • Innovate PXO HR communication approach and people engagement • Meet HR performance metrics • Elevate Employee satisfaction with GS HR services • Build PXO visibility and branding in Country/Region/Global • Create HR added value for our business and people After our team’s group discussion with the above observations and valuable feedback from our key customers, employees and managers, we develop this business plan and target 4 pillars that reflect the strategic priorities identified to address our critical challenges and opportunities as stated below.• Create Game-Changing InnovationUse technology, intelligent automation, data, reporting and analytics to drive digitalinnovation • Deliver Operational Excellence Deliver financial commitments and operational excellence through continuous improvement of current services • Be A Trusted Partner Drive growth and efficiencies through new partnerships and services • Power Our People Develop a diverse team that fosters a customer-obsessed, equitable and inclusive culture Fortunately, through our team’s ambition, leadership and strong change-mindset, we got some quick wins and achieve short-term significant results. We meet Global PXO 3E goals, Experience, Effectiveness and Efficiency which is highly recognized by local employees and managers. Meanwhile, our great efforts, different impactful solutions and initiatives to drive customer-centricity are rewarded by Regional and Global that’s quite inspired and motivate our team moving forward.
Executive SummaryIn order to escalate HR function productivity and operating cost-effectiveness, create value and service excellence, and provide consistent service experience to our business and employees, Johnson& Johnson commenced to look at market practices and how other international companies developed and utilized their shared services organizations from 10 years ago. With external successful experience and evaluation of internal readiness, finally, our Global Services HR organization was formed in 2015 accordingly. This is a long Global HR transformation journey with numerous tasks and unknown challenges ahead. In the nascent stage from 2016 to 2020, our HR priority is more transactional focus aslisted below. • New HRIS implementation • Functional execution excellence • Roles & responsibilities clarity between Country, Regional and Global • Policies and processes harmonization and standardization • HR performance metrics set up During this period, the countries in ASPAC Region successively transited to this new GS model, Taiwan and Hong Kong HR teams officially moved to this new organization lastly. Following the renaming of our team as “People Experience Operations” in 2021, it means we must demonstrate a proactive HR position and growth mindset in the evolving GS HR organization to embrace the new stage with value creation focus and E2E Experience focus.The purpose of this HR business plan is to find out the root causes, hidden reasons and come out solutions for the unmet areas, issues, and pain points that have been occurred and noticed in the HR transformation over these years, as well as fulfill the needs and insights we have collected from the interviews with employees and managers below. • Enhance HRIS Capability, develop simple, easier and user-friendly workflow and function • Drive HR E2E operation and process efficiency, effectiveness and automation• Reinforce Organization Capability– Manager Self Service (MSS)& Employee Self Service (ESS) • Create People Experience and customer centricity focus • Innovate PXO HR communication approach and people engagement • Meet HR performance metrics • Elevate Employee satisfaction with GS HR services • Build PXO visibility and branding in Country/Region/Global • Create HR added value for our business and people After our team’s group discussion with the above observations and valuable feedback from our key customers, employees and managers, we develop this business plan and target 4 pillars that reflect the strategic priorities identified to address our critical challenges and opportunities as stated below.• Create Game-Changing InnovationUse technology, intelligent automation, data, reporting and analytics to drive digitalinnovation • Deliver Operational Excellence Deliver financial commitments and operational excellence through continuous improvement of current services • Be A Trusted Partner Drive growth and efficiencies through new partnerships and services • Power Our People Develop a diverse team that fosters a customer-obsessed, equitable and inclusive culture Fortunately, through our team’s ambition, leadership and strong change-mindset, we got some quick wins and achieve short-term significant results. We meet Global PXO 3E goals, Experience, Effectiveness and Efficiency which is highly recognized by local employees and managers. Meanwhile, our great efforts, different impactful solutions and initiatives to drive customer-centricity are rewarded by Regional and Global that’s quite inspired and motivate our team moving forward.
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