Harmonized HR processes and digital learning with the cloud

Following a group-wide rollout, staff worldwide are benefiting from more transparent and reliable HR data, employee and manager self-service scenarios, and digitalized training offerings. FUCHS PETROLUB SE had four key objectives when choosing its HCM cloud platform: 

• To reduce administrative outlay and manual processes 
• To globally standardize and digitalize HR processes 
• To establish a global eLearning platform 
• To create a uniform, cutting-edge and simple end user experience 

The company opted for the SAP SuccessFactors suite, starting with the “Employee Central” and “Learning” modules. The next step was to find an implementation partner, and the most important criteria besides being able to deliver on time and on budget included having extensive expertise both in HR processes and in putting in place the right process governance. SAP SuccessFactors proved the best solution because the company was keen to implement centralized administration for employee master data and staff development processes. tts, meanwhile, offered a wealth of experience in implementing SAP SuccessFactors with relevant, documented best practices, not to mention expertise in eLearning for the change management part of the project. With scarce HR resources and a go-live planned for just seven months’ time, it was clear that the software could only be launched by adopting a predefined approach with a rapid implementation period. In terms of the training strategy, eLearning materials were to be used to ensure end users could quickly and intuitively operate the new HR system. FUCHS PETROLUB SE stipulated that the learning units should be concise, professionally designed in terms of their look and teaching content, and available on a target-group-specific basis. 

Once the system requirements had been ascertained, the SAP RDS (rapid deployment solution) was put to use. Global reporting needs, in particular, were taken into account for this purpose. Once the similarities between local and global requirements had been reconciled, they were transferred to a template on the system that covered 80 percent of the global processes. Using this template meant the rollout could be completed swiftly with a high degree of standardization while still maintaining sufficient flexibility to allow for country-specific modifications. Rollout toolkits and workbooks gave local staff the opportunity to make their own modifications and produce translations. The eLearning materials from tts provided the end users with knowledge about the new application – in a flexible, job-specific format that can be accessed anytime, anywhere. 

The project was a complete success. After seven months, FUCHS PETROLUB SE brought SAP SuccessFactors into operation at all German sites as planned. Even though the functional scope was extended further than had been initially envisaged, the project did not go over budget, leaving room for system refinements and further innovations in another area. Thanks to proactive communication and regular progress updates, the worldwide HR network was swiftly and fully prepared for the system launch. This approach ensured transparency and resulted in greater user acceptance. In light of this, the company is already working to make the system usable on a global scale and contemplating new modules to fully utilize the potential of integrated HR processes.