Success Profile
“The organization had set an aggressivebusiness goal to double revenues; tochieve this goal, our biggest challengewas getting good HR information to linef business managers and putting in placeffective programs for backfilling the largenumber of key engineers who were goingo be retiring soon.”
—David ToughGlobal HR Operations Manager
Fast Facts
Industry:ManufacturingCountries:17 CountriesUsers:3,800SumTotal Product:SumTotal PerformanceSumTotal Career DevelopmentSumTotal HR Management (HRMS)SumTotal Learning
Howden Group Achieves SignificantTalent Management Results
BUSINESS CHALLENGES
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ncrease retenton rate or te engneerng taent across te goe
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Implement a succession plan to replace key older engineers that wouldsoon retre
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Improve Howden’s time-to-productivity for new engineers
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ve executve eaersp etter vsty nto ata an ey taent metrcs
SOLUTION
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Created a global talent record, using SumTotal’s Human ResourceManagement solution, that unified HR information across seventeencountries for all of Howden’s employees
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Howden Academy, a key program using SumTotal’s Learning Managementsolution that improved both retention rates among new engineers and time-to-competency
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Retained key engineering talent through Howden’s Engineering Career Ladder program using SumTotal’s Performance, Development, and Successionannng soutons
RESULTS
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euce turnover rates among new an exstng engneerng staacross Howden
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mprove tme-to-prouctvty or new engneers as tey came on-oar
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Increased process efficiencies across Howden for all HR related activities
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rove managers etter an more tmey normaton
RETAIN AND GROW HOWDEN’S ENGINEERING TALENT
One of European Union’s longest standing and most successful manufacturingcompanies, Howden, set an aggressive business goal to double revenues. Tosupport this goal, Howden’s human resources team did a comprehensive analysisan etermne tat to meet te usness goa tey neee to retan an grower engneerng sta.
ngneers are te core taent at owen, were tey esgn, engneer, ansupply air and gas handling equipment, including industrial fans, process gascompressors and rotary heat exchangers. Established over 150 years ago as anengineering firm, Howden has grown to become a worldwide organization withneary , empoyees an companes n countres.The organization had set an aggressive business goal to double revenues; toachieve this goal, our biggest challenge was getting good HR information to lineo usness managers an puttng n pace eectve programs to or acng telarge number of key engineers who were going to be retiring soon.” Said Davidough, Global HR Operations Manager “When we started this project, none of our HR systems or data were integrated. In many cases we had paper-based recordsspread across different operating companies in seventeen countries.”o start, the HR group conducted a detailed analysis to better understand the keydrivers that would improve retention for their engineering talent. Their analysissowe tey neee to ocus on tree areas: rst, mprove retenton among newyre engneers, secon eveop a successon pan to repace oer engneers wowere retiring, and third provide executive and line-of-business managers better information to measure their efforts.
SINGLE, GLOBAL TALENT MANAGEMENT APPLICATION
owen turne to umota ystems to meet ter nee or a snge, goa taentmanagement solution to retain and grow their engineering talent. “We needed onesystem that could provide visibility to all our talent information across the globeand let us create effective processes to retain and grow our engineering talent”sa av oug, umotas souton was te ony system tat met our unque,goa nees.e owen team starte y presentng a usness case to executvemanagement ocuse on mprovng ey metrcs tat agne to te companysoverall business goal. The business case showed that an integrated talentmanagement solution could enable them to meet their goal of reducing turnover and achieve a strong return on investment (ROI). The ROI would be achievedy te comnaton o turnover reucton n te engneerng groups, mproveprouctvty across te wororce, an mprove process ecences ganehrough a single, global human resources system. The plan presented to andaccepted by executive management focused on three programs:
. nge oa aent ecor
– a snge souton tat wou uny a te taentinformation on Howden’s employees in one place and would include a powerfulreporting and analytics engine. The global talent record brought together andrationalized in one place data previously held in seventeen different payroll andsystems across te company. e enet owens team expresse nthe business case for this program: give Howden’s line of business managersand executives improved visibility to all HR information so they can make better decisions and improve retention among their employees.
. Howden Academy
– an intensive three-week new hire training programdesigned to help improve retention for newly hired engineers and improvetime-to-competency. Comprised of forty e-learning courses and face-to-facecourseware, ts currcuum wou gve new engneers a etter unerstanngo owen an wou transer ey ss rom senor an retrng engneers tothe new team-members. An additional benefit of the Howden Academy programwould be an improvement in time-to-competency among new engineers.
“The SumTotal solution’s ability to linktogether all the components of this programinto one system, from new-hire informationto scheduling, e-learning, diverse contentmanagement really helped us execute thisprogram across the globe successfully.”
—David ToughGlobal HR Operations Manager
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Howden Case Study: Business Challenge: Retain and Grow Howden’s Engineering Talent
“The SumTotal solution’s ability to link together all the components of this program into one system, from new-hire information to scheduling, e-learning, diverse content management really helped us execute this program across the globe successfully.” – David Tough, Global HR Operations Manager
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