Global automotive interior supplier transforms HR with Oracle HCM Cloud

Client background

A global automotive supplier that develops and manufactures interior components for automakers, with over 33,000 employees across 20 countries and 110 locations.

The business challenge

The automotive interior supplier had recently undergone a divestiture from its parent company and was faced with the immediate need to transition to independent HR processes and solutions on a global scale in a condensed timeframe. Challenges associated with establishing their infrastructure and driving end-user adoption included:

• Disparate and independently governed talent acquisition, talent management, workforce administrator and learning processes, and legacy solutions
• Inconsistent data structures and unknown data quality across the organization
• Limited HR and IT resource capacity to deliver and maintain a global HR infrastructure
• Lack of dedicated process owners globally, due to the newly formed organization

To respond to these challenges, the organization embarked upon an HR transformation to replace previously supported processes by implementing Oracle HCM Cloud.

The Baker Tilly approach

Working with the company, Baker Tilly applied its proven HR transformation methodology to define a roadmap in the context of their priorities and interdependencies. Over the course of 18 months and three phases, four Oracle HCM Cloud modules would be deployed – Talent Acquisition, Talent Management, Learning and Core HR.

Phase I, Baker Tilly led the client through a process to establish foundational elements of their processes and solution design within Oracle HCM Cloud, playing back key design decisions that were made along the way. This enabled the rollout of new talent acquisition and talent management processes and solutions globally, which were the highest priority for the organization.

Phase II, Baker Tilly leveraged leading practices to drive system design and configuration while simultaneously assessing fit to geographic and business unit specific requirements. A Global Common Model was developed to workforce administration processes across the globe and an extensive local requirements gathering process was executed to ensure all local and legal requirements were met.

Phase III, after addressing their critical business needs, focus shifted to the growth and development of the organization’s resources with the delivery of the new Oracle Learning Cloud solution.

The business impact

• Achieved HR process independence from the previous parent company, contributing to a smooth divestiture and positioning for future growth as an independent organization
• A single source of global HR data integrated with talent acquisition, talent management and learning processes across all regions
• Standardized and streamlined workflows across processes that support a variety of unique requirements and legislative needs in different countries
• Greater visibility to HR processes globally with enhanced reporting capabilities
• Successful deployment of Oracle HCM Cloud – Talent Acquisition, Talent Management, Learning and Core HR modules.
• Being one of the first to employ Oracle Learning Cloud, robust learning management capabilities can now be accessed by resources around the globe.