110874

BCOM F

ConAgra’s Recipe for a Better Human Resources System

1. Analyze ConAgra’s problems with its old system. What management, organization, and
technology factors were responsible for these problems? What was the business impact of
these problems?

● Management: Like numerous forward-looking organizations, ConAgra perceives the

significance of HR to general corporate achievement and the capacity of the firm to have
the ideal individuals set up as it seeks after its business procedure. It had a core HR
system that only covered the basic HR functions. They had numerous external systems to
cover other advanced HR functions like employee development and compensation,
recruiting, succession planning and talent review. These systems were a combination of
of-the-shelf programs and homemade solutions. There were not integrated and required
manual interactions to get them to work together in a useful manner. They also required
multiple support teams to maintain the different systems.

● Organizational: ConAgra's old frameworks functioned admirably yet just up to a point

since they were not coordinated. That implied that information from one framework
couldn't be joined effectively with information from another for more smart detailing and
ability examination or for acquiring an entire picture of representatives. There was no
focal framework to house and deal with the information so HR staff frequently needed to
separate data from various frameworks and sort reports out physically. The organization
likewise needed to pay for various data frameworks groups to help these frameworks.

● Technology: Technology is required to assume a significantly bigger part going ahead in

helping the organization select, hold, create, and deal with the specialists it needs.
ConAgra did not have the correct innovation set up to get most extreme incentive from
the abilities and aptitude of its salaried and hourly workers. It had a center framework for
essential (HR) capacities, yet it likewise had dissimilar siloed frameworks for HR
capacities, for example, worker remuneration, advancement, enlisting, progression

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 arranging, and ability survey. These frameworks delivered divided data and couldn't
bolster expansive perspectives of the worker or HR forms.

2. List and describe the information requirements of My Recipe.

● My Recipe was ConAgra’s choice to replace most of their existing HR systems. They
wanted to keep their existing core HR system onsite and add an integrated cloud based
HR solution. This was one of the key features that was lacking with their previous
configuration

● A noteworthy target of My Recipe was to store and offer all workforce information in a
solitary focal, coordinated cloud-based framework. A cloud based solution was best
because it would have the least impact on their existing hardware. It would also require
little, if any, additional IT support from ConAgra. With My Recipe they could store data
in the cloud and share it across all of the HR system functionality.

● Another was to reduce information redundancies, intricacy, and operational efficiencies

by incorporating the information so they gave off an impression of being originating from
one source.
● Another was to give easy to use devices and procedures that made it less demanding for
administrators and representatives to have important discussions about execution and
professional development.
● Another prerequisite was the capacity to give a preview of ConAgra's present ability pool
and show how it was creating to meet future business needs.

Such a framework was required to better connect with representatives and administrators, give
more valuable information to HR staff, enhance ability administration, and increment efficiency.

3. What types of system building methods and tools did ConAgra use for building its system?

ConAgra actualized My Recipe in three stages over a 15-month time frame. Amid the main
stage, ConAgra overhauled the general UI and actualized the Success Factors Learning tool and
Succession and Development modules. In stage two, the firm executed tools like, SAP Success
Factors Workforce Analytics, Workforce Planning, Recruiting Marketing, and Recruiting

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 Management modules. In the last stage, ConAgra actualized a Success Factors Compensation
module and a refresh to Success Factors Performance and Goals, including the usefulness for
execution rating alignment. The new Success Factors framework supplanted eight inheritance
human asset frameworks, considerably decreased the measure of HR information put away in
manual records, and gave new instruments to chiefs and workers to get data and reports
specifically from the framework all alone. ConAgra wisely select project completion dates to
match up with the normal time of year that the associated process was performed. This allowed
the new modules to come out in stages and allow for staff to become familiar with the new
system at relevant times. This also empowered the users as they gained a better understanding
and weren’t swamped with getting everything all at once.

4. What steps did ConAgra take to make sure the My Recipe was successful?

The My Recipe group chose usage target dates that coincide with the time of year the specified
processes were typically performed. For instance, the rollout of the Success Factors Succession
and Development was planned for when the organization led its yearly ability audit. Revealing
the framework in stages kept the task alive and significant, and staff could undoubtedly see how
one module. The undertaking timetables likewise encouraged appropriation of the framework
since clients were uncovered from right off the bat to a one-stop search for HR and turned out to
be progressively intrigued by observing the framework finished. Framework log records
demonstrate that the normal HR client gets to some part of the Success Factors arrangement
around 100 times each year. At the point when ConAgra had divided HR frameworks, there was
never that measure of supervisor and worker connections with those frameworks.

5. What were the benefits of the new system? How did it change operational activities and
decision making at ConAgra? How successful was this system solution?

● One of the benefits was that Success Factors has helped take HR to different level at the
firm. It changed operational activities because the system has helped facilitate
conversations between managers and employees, and has armed managers with
information they can articulate to higher management about how each employee

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 contributes to the organization’s business goals and affects the bottom line. It is a
successful solution, everybody is presently ready to check whether the perfect individuals
are set up all through the association.

● My Recipe streamlined and integrated ConAgra’s HR system. It removed redundancies,

reduced the amount of support teams required and improved the overall function of the
department’s support system. In doing so it made HR able to operate more strategically
and help keep the ConAgra’s workforce in tune with their company goals.

● The new system also made reporting and analytics easy to generate and use. This gave an
improved decision making ability because the information was more accurate and able to
be simply accessed.

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