A PRISM TO ILLUMINATE AND PLAN FOR WORKFORCE TRANSITION NEEDS
Bringing an organization onto a common Enterprise Resource Planning (ERP) platform that links numerous and formerly disparate systems into a single source of truth can be an ominous undertaking for any business leader.
Once you select the right ERP software for your business, the System Integrator (SI) leads you through a series of meetings to explain the basic functionality of the system, and produces a functional design document for each key process in order to validate that the system design will meet your business needs.
But what is the next step to prepare your workforce for all the changes that are coming? Business leaders may understand at a high level that the system will impact their processes and people, but they may not be considering all of the business impacts that can jeopardize user adoption.
WHAT IS WORKFORCE TRANSITION PLANNING?
At a high level, Workforce Transition Planning (WTP) is a process that illuminates and clarifies the business impacts that employees will encounter and need to understand to successfully transition to a new software system.
Through WTP, Mosaic provides a guided process to build on the high-level functional design documents and workflows provided by the SI. Mosaic collaborates with business leaders to translate technical information into business-specific workflows that encapsulate end-to-end processes. This enables the project team to identify business-specific impacts, pending actions and decisions to prepare for change, and methods to engage and educate employees about changes prior to training.
A critical output of WTP is user-friendly Visual Process Maps (VPMs) leaders can use to educate end user groups about business and process changes. These VPMs help end users across different business units understand how the new system impacts their roles and responsibilities.
HOW CLIENTS DESCRIBE THE VALUE OF WORKFORCE TRANSITION PLANNING
“The Workforce Transition Planning process played a central role in helping business managers understand and plan for how SAP would impact their business units and what decisions they needed to make before Go-Live. I relied on the Visual Process Maps – they provided us with a one-page summary of each process – and we referred to them regularly when questions came up about how a process worked and what role was responsible for a task. I could not be more pleased with these tools.”
–Sheri Pollock, Senior Director of SAP Functional Excellence, Seventy-Seven Energy
“My business unit faced many changes as we launched five SAP modules at once. As you can imagine, getting my arms around these changes and how they would affect my group was a huge challenge. It took several weeks to define our end-to-end processes and the business impacts, and then to create Visual Process Maps, but the outcome was well worth the time invested. The maps were especially useful when talking with managers in other business units to discuss where our processes were similar and different. We could not have made the transition and sustained the change without these tools.”
– Kyle O’Kelley, Business Director, Seventy-Seven Energy