Circumstances :
- The Company is the Belgian leader in postal solutions for physical delivery, secured electronic delivery and straightforward transparent financial products. With the liberalisation of the sector by 2011, the Company has to meet numerous challenges.
- Currently, the ICT department of the Company, is in the middle of a three year transformation cycle. The implementation of a performing Sourcing and Competence Management Cel is key to the results of the transformation.
- B-Management was asked by the ICT management of the Company to search urgently for an interim Manager to assist actively in the change management process and implement the Sourcing and Competence cell for the ICT department.
Assignment objectives :
- The mission was defined as:
o Definition of the Sourcing and Competence processes and procedures
o Identification of the required tools
o Documentation of resource allocation and competency management processes
o Identification of the needed data in order to setup the Sourcing and Competence cell.
- Following processes were part of the assignment:
o Resource allocation and forecasting
o Sourcing
o Competence Management
o Supporting HR processes
Approach:
- We analysed the current situation (as is) and designed the future processes (to be) for resource allocation, sourcing, skills management.
- We analysed and adapted where needed the supporting HR processes impacted by the reorganisation
- We tested the supporting tools, designed the way to use them and collected the data for setup of the tools
- We validated the process design and integrated the processes in the new organisation.
- We communicated the change throughout the organisation and trained the users
Operational and strategic results:
- It was key to drive the change in the organisation so that the Resource Management office could start within a short timeframe. After 3 months, the Resource Management Office was operational to take up the Resource Allocation in line with the assignment objectives.
- The basis is now there to further drive performance and efficiency of resources within ICT, with as main strategic advantages:
o Management of all resource planning in one centralised cel, which allows optimisation
o Improved flexibility and pro-activity: forecasting, supplier management, career management
o Enabling new processes with added business value, e.g.. development of a light development stream with little overheads
o People management now really in focus of the ICT strategy, with skills and competence management, holiday planning etc…
o Allowing new sourcing models to be implemented (e.g.. nearshoring etc).