Deloittes experience

Examples of previous projects with Carlsbergs competitors

21 August 2017
HR Technology examples
Global Workday Implementation
Project X is a programme of work to
implement Workday in all of the
companys markets globally. The
company had many disparate and
aging HR systems across the world,
significantly hindering their ability to
effectively administer and scale their
global workforce, especially in support
of the anticipated company growth.
Deloitte was engaged to deliver global
design and the local design for the
Americas which is the first region to
rollout.
2012-2013
Workday Implementation for EMEA:
The scope of the project covered:
Core HCM, Compensation, Absence,
Talent, and Benefits
Integration
40k active workers in 80 countries
Payroll integration to 17 countries
Waved deployment approach, with
Phase I to roll out Workday in the
Americas 17 countries
Deloitte delivered Global Design and
Phase I roll out
Deployed using Deloittes Workday
EVD
Deloitte Team facilitated knowledge
transfer to enable the client to
deliver subsequent phases
2012-2013
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HR Transformation examples
Global HR Transformaiton
Deloitte partnered with a company to
scope, design and implement their
global HR Transformation project. The
project included global process
design, design and implementation of
a new organisation structure and
ways of working for HR, including
service centres and centres of
expertise, design, build and
implementation of SAP HR, with initial
deployment in the UK and Ireland.
2004-2005
Retained HR Organization Design:
The company was looking to align
their HR Organisations at global,
regional and in-market level with
the design and deployment of the
Hire-to-Retire (HR) Service Line.
Having developed an overall HR
Operating Model in 2011, which
had been implemented with
varied outcome at all levels, the
organisation required a clear
definition of the role of the
retained HR function, and the key
roles which would sit within it.
2014-2015
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Talent Management and Workforce Planning examples
Workforce planning
The scale growth of a company
in the last five years has been
tremendous. Overview and
insight in current and future
availability of talent is needed
to assess and to address
potential talent gaps in supply
and demand (in terms of both
quality and quantity). To fulfill
these needs the company put in
place various talent
management projects.The
company wanted workforce
planning to be set-up for the
supply chain organization
worldwide.
Talent scout scoping project: 2011
The client had limited
resources to conduct MBA
recruiting and wanted to
maximize their investment by
integrating the Talent Scout
role into their comprehensive
talent strategy.
To improve their acceptance
rate among MBA candidates,
the client wanted to leverage
Deloittes Talent Scout role as
a cutting edge approach to
recruiting top talent from core
business schools.
2011
Determine Talent Priorities
The objective was to help the client
determine its talent priorities for the next
three years. Deloitte helped the client
identify 12 key initiatives to include in
the three-year plan including the
business case, key priorities, timeline,
and required resources for each talent
initiative. Additionally, Deloitte provided
subject matter expertise around leading
practices for many of the 12 selected
initiatives, including deep dive sessions
on topics such as workforce analytics,
university recruiting, competency
modeling, and communications. The final
deliverable was the proposed people
function three-year plan that the Chief
Workforce Planning People and Technology Officer delivered
The company asked Deloitte for as a presentation to the CEO and Board
support in the following areas: of the client.
Create a workforce planning 2011
approach, implementation
strategy and work plan and
support the execution of this
plan
Development of a workforce
planning tool (prototype)
Development of internal
workforce planning
capabilities
Support global HR in its
interactions with
management and relevant HR
business partners
2011
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HR Processes and HR Assessment examples
HR Process Documentation:
In preparation for the migration of
its HR operations from an IT
platform (DLGL/VIP) to another
(SAP HCM/SuccessFactors), the
client has hired Deloitte to map
some HR processes (level 3/4) of
its various sites in one country.
The customer wants to know the
best practices and the differences
with its current process in order
to estimate the efforts required to
fill these gaps. All, in order to rely
on standardized and efficient HR
practices following the
implementation of the new IT
platform.
2013-2014
Internal HR Change
The companys FTEs grew from
350 to 750 approximately in 24
months. Thus, HR department
faced several challenges on the
level of organisation, processes
and people. Processes were no
longer fit for purpose, the rapid
growth caused data
discrepancies in payroll
calculation, HR system was
tailored to a serve a smaller
organisation, recruitment
needs increased rapidly.
2008
HR Benchmark Assessment:
In 2010, the organizations CHRO
challenged the HR function to gain a
sustainable competitive advantage by
becoming a world-class 'people
machine' within three years by
producing a talent pipeline that
positions the company for future
growth. With this challenge, the
company engaged Deloitte to conduct
a 10-week global HR Assessment to
understand how they compare to
companies considered best-in-class
across the following six strategic
pillars and to develop a three-year
roadmap to close the gap.
2010
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Organization Design example

Organization Design Review

The company engaged Deloitte to
identify opportunities for improved
efficiency and effectiveness across
seven key functional areas of the
organization. The expected value
delivered included a prioritized list of
opportunities associated with changes
to the clients operating
model/organization structure.
Legacy organizational structures
Lack of systems integration and
significant spend on technology
implementation projects
Slowed industry growth and
competitive threats from smaller
players
2011

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