| Challenge: | To improve HR reporting, automate HR processes, and make employee information readily available. |
|---|---|
| Solution: | CherryRoad helped BWI transition from legacy systems, hard-copy record-keeping, and third-party systems to a single, consolidated HR system. |
| Benefits: | BWI can now easily generate queries and reports to meet management reporting needs, and HR staff can obtain employee data online. BWI is positioned to implement CRM, Training, self-service, and other functionality in subsequent phases. |
Best Western International Inc. is The World's Largest Hotel Chain®, with more than 4,000 independently owned and operated hotels. Based in Phoenix, Arizona, Best Western offers more than 300,000 quality guest rooms located in approximately 80 countries and territories throughout North America, South America, Europe, Asia, Africa, the Middle East, and the South Pacific.
To streamline Human Resources processes and improve information accessibility, BWI began looking for an automated, integrated HR system. Corporate objectives included improving HR reporting, automating manual HR processes, making employee information readily available on the main system rather than third-party vendor systems, and integrating HR data with the financial management system. BWI also sought to improve customer relationship management, performance management, productivity, training, and staff retention. They wanted to reduce fees for training and other services, and increase HR support call productivity.
Facilitating the organization's ability to respond to varied reporting requirements was a key motivator for implementing an HR system. Many reporting requests came from the Board of Directors, and individual Board members required reports on varied factors, such as age of employees as of a specific date, salary statistical information, or on-demand reports. BWI obtained such information from various reports and then recompiled it into Excel spreadsheets.
BWI also needed to automate processes that were being done manually, such as benefit changes and open enrollment processing. They needed to develop a process to extract employee information quickly, versus being dependent on their third party vendor systems. For example, work and payroll history data was maintained by Ceridian. When BWI needed to extract employee-related data (such as compensation information, earnings/deductions, or last employee appraisal), they were dependent on the system's availability. If they needed several years of data, they had to request a file, then reformat it in an Excel spreadsheet. This process could take from one hour to one day or longer. Integrating payroll and other data into the General Ledger required another step.
Training records were maintained in hard copy only, in a desk drawer. If statistical data was needed, the training administrator would pull all records from the file desk then review and enter applicable data into an Excel spreadsheet.
To address these needs, BWI selected a Human Capital Management system that included Human Resources, Base Benefits, Benefit Administration, and Payroll. CherryRoad was selected by Best Western International to conduct the Project Planning and Fit/Gap Analysis phase, and later the implementation. BWI engaged CherryRoad based on its extensive experience and understanding of the software products, knowledge of the Kronos Timekeeping and Ceridian systems that BWI uses, and solid approach to fit/gap analysis, project planning, documentation, and overall project implementation.
BWI's approach started with Project Planning and Fit/Gap Analysis, then moved to HCM implementation, drawing on findings and recommendations from the Fit/Gap analysis.
By the end of the Planning and Analysis phase, CherryRoad had compiled a comprehensive report documenting BWI's business process and reporting requirements and recommending which business processes could be maintained within a "vanilla" applications system, which required a change to current business process, and which would require customization. Business process changes that would allow BWI to use the delivered vanilla functionality included: Employee Benefit Premium Deductions start date - using check date versus pay end date; leave accruals - maximum vacation balance and floating holiday accrual dates, tracking unpaid FMLA in Kronos and reporting to payroll. CherryRoad also produced a Project Charter and Control Document, Project Scope Document, and Detailed Project Plan to position BWI for the Implementation stage.
Guided by the Planning and Analysis findings and recommendations document, CherryRoad and the BWI project team evaluated 77 business requirements for which changing business processes and company policies could eliminate the need for a system customizations. The resulting ROI business case conveyed to senior management the benefits of each recommended change, level of risk reduction, and cost savings to the company. Areas where business process changes avoided customizations included changes to the timing of employee insurance premium deductions, allocation of floating holidays, and automation of reporting eligibility to benefit providers.
With management's support in modifying business processes and reporting requirements where needed, approximately 85 percent of the originally identified "gaps" or customizations were eliminated.
During the Design and Development phase, BWI's Human Resources project team enhanced additional processes and system functionality. They revamped their organization, department, and job code structures; designed the system to better track international employees and collect dependent and/or beneficiary data from third party systems; and developed a method to better track Leave of Absence employees.
CherryRoad developed a customized training program for the Human Resources and Benefits department staff. The training program, tailored to BWI's business processes and requirements, included instruction material and classroom execution for Human Resources, Base Benefits, and Benefit Administration.
BWI has now achieved, or laid the groundwork for, all of its key objectives for the system. By integrating and automating HR processes, the new HCM enables BWI to readily generate queries and reports to meet management reporting needs. The system makes it easier for the HR staff to view employee data instead of relying on reports. BWI will be implementing CRM and Training functionality in subsequent phases, to address issues in those areas.
Through the implementation of HCM software solutions, BWI is now positioned to move forward with other key e-Initiatives to help meet their corporate goals and objectives. These initiatives include establishing a single source for workforce information, deploying employee and manager self service, aligning their workforce with company goals and objectives, and implementing integrated business processes that will increase the efficiency and productivity of their workforce. These initiatives will begin during the fourth quarter of 2004.