BAT AsPac HR Process Gap Analysis

Pre-Read for Regional Template Workshop

Process 1: Recruitment

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 Version Management:

Version Date Author Comments

1.0 31.10.2007 ARINSO BC

Document Distribution:

Name Responsibility Organisation

Sophia Bernard Project Sponsor BAT Hong Kong

Arinso contacts:

Caroline DUVOISIN Pauline SHEPPARD

Regional Director - HR Business Consulting Senior Business Consultant –
ARINSO Australia

ARINSO International ARINSO International

Level 1, 616 St Kilda Road Level 1, 616 St Kilda Road
Melbourne Vic. 3004 Melbourne Vic. 3004

Mobile: +61 400 837 808 Office: +613 9529 4533

caroline.duvoisin@arinso.com Mobile: +61 417 015 204
http://www.ARINSO.com Pauline.sheppard@arinso.com
http://www.ARINSO.com

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Introduction

BAT is rolling out Project Enable. This is the name given to the BAT Global Standardised HR processes
supported by an SAP HR platform.
BAT Asia Pacific is currently transforming the HR operating model. This will involve the development of a
Centre of Excellence based in Hong Kong, Area Specialists, based in each Area’s lead market, and a
regional HR Transactional Shared Service Centre in Kuala Lumpur.
The delivery of HR transactional services will be provided to a customer population of 11.000 +
employees and support all markets in the Asia Pacific region.
As a result of Arinso’s 8 week AS IS and TO BE design study for the HRSS operating model, both BAT
and Arinso were of the opinion that the SAP modules and HR processes covered by the Enable Lite
solution will not be sufficient to support the regional Transactional Shared Service Center and that
additional components or even full Enable may have to be implemented.

Overall Objectives of HR Regional Process Gap Analysis work

1. To determine the AsPac (Regional) “To-Be” HR Process Template and identify the SAP
functionality required to support the full SSC design.
2. To specify the gap between the functionality provided by Enable Lite and any other SAP
functionality required to deliver the HR SSC, so it can be re-costed by GSD and used to finalise
the business case.
3. To obtain agreement from all Business Units on the optimal “common” regional Process Template
A. Korea
B. Malaysia
C. East Asia Area (EAA)
D. South Asia Area (SAA)
E. Australasia Area
F. Greater China Area (GCA).
G. Japan
H. GSD
I. Singapore Hub
This will require minimal end market specifications therefore we can only consider legal required
specific processes and Statutory HR reporting requirements. This can be discussed in detail
during the workshop.
4. To ensure the regional agreed process template is in line with the Global Enable Template. The
Gap analysis will be undertaken for the following processes / SAP functionality:
 Personal Administration (Process: Employee Personal Data)
 Basic Attendances and absences (Processes: Attendance, Release )
 Recruitment (Processes: Recruitment, Hire Appoint)
 Training (Process: Training)
 Employee Self Service / Manager Self Service will be covered throughout the above
processes

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Note: Payroll related areas do not form part of this gap analysis.

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Please find below a summary of Enable full, Enable light, TalenT, Regional & SAP information

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Objectives & Action Required before November 16th:

You have been chosen as the representative from your Area to review each of the six processes that
make up the Regional Process Template for Asia Pacific.
Each process has been described in a separate document.

This document is Process 1: Recruitment

Process 1: Recruitment
Process 2: Hire Appoint
Process 3: Employee Personal Data
Process 4: Training
Process 5: Attendance
Process 6: Release

Sophia Bernard will organise telephone conference calls with yourself, Pauline and Caroline from Arinso
who will explain how to read this document and support you as required.

ACTION REQUIRED:
You will need to review each process and check that it could be applied in all the markets in your Area.

As you will be representing your area at the workshop, you will need to collect and advise on country
specific requirements / statutory HR country reports (excluding payroll related topics).
Eg: does your government require the company to provide any reports that need recruitment related
data / personal data on employees eg: gender diversity reports, etc. Please bring examples to the
workshop

You will also be required to attend at 2 day workshop in Hong Kong, November 20th & 21st, 2007

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Process Overviews
The following processes have been identified as the recommend template to be implemented to efficiently
support the Shared Service Centre. Included in each of the recommended processes are a:
 Process Narrative
 Process Diagram
 Overview and explanation
The process narratives and diagrams have been taken from the Global Enable Template.
The processes are accessed via a dynamic entry screen which subsequently activates the selected
option. The processes follow a logical path in the life-cycle of the employee. Each process when
selected can then be drilled down to reveal the detailed steps for each activity.
The screen below is the initial entry point to access each process in the Employee Life Cycle.

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Recruitment & Selection
Validate Vacancy Position

Process Overview Narrative

This process has the Line Manager as a business group or actor.
The following business processes triggers:
 Involuntary & Voluntary Dismissal
 Administer employee job and/or grade changes and
 Organisational Restructure
The output of these processes is a potentially vacant position within the organizational structure. This
process confirms if the position is truly vacant.
When a business process (such as termination) triggers the information to the line manager of a
potentially vacant position, he must begin to perform several checks to confirm if the vacancy is truly
valid. First he confirms if there is still headcount for the vacancy. If headcount plan does not support the
replacement of this position, he will notify the service centre to de-activate that position (which will require
a change in the system hierarchy definition).
If the headcount check is successful, the line manager will confirm (normally with the Head of Function)
that the planned headcount is still to be used for that same "position". In case the headcount is to be used
in another position, e.g. an HR Manager role rather than a Finance Manager, then the line manager will
notify the service centre to de-activate the original position and create a new one. The creation of a new
position will be performed as part of the Organisational Restructure process.
Once the position check is successful the line manager confirms if the Role Profile for that position is still
accurate. In case the actual activities/responsibilities for that position have changed, then the position
should be re-evaluated via the Job Evaluation process. This decision may involve (if appropriate)
consultation with the COE/HRBP.
Once the Role Profile check is successful the line manager checks the succession plan to ensure that
recruitment is necessary. If there is a known successor then the Administer employee position and/or
grade change process is started. If not, the line manager will contact the service centre to request the
position to be marked as vacant so as to allow recruitment to begin.
The HR Business Partner (HRBP) will have access to a monthly report detailing all changes to the
organisational structure/hierarchy.
The expectation for this process is that SAP will support the flow of requests between start and
downstream processes and the escalation and notification flows. This will be via a SAP workflow/SAP
emails. All changes to the organisational hierarchy/structure must be carried out in SAP.

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It should be noted that the process steps are still valid even if SAP is not currently in use in the end
market. The methods of communicating decisions and the system in use to record organisational
hierarchy may differ. The monthly report will also need to be collated or managed via another
media/system.
In all cases, the line manager will require access to the staffing plan in order to carry out validation.

Assumptions
 MSS functionality should be in place.

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Process Diagram – Validate Vacancy Position

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Overview
This process as described above allows the Line Manager to confirm a position as vacant in the
organizational structure as a result of the following triggers:
 Involuntary & Voluntary Dismissal
 Employee job and/or grade changes and
 Organisational Restructure
 The automated system steps within the process are explained below.

Automated System Steps

 This step requires the Line Manager to select the position and confirm the vacancy using
Manager’s Self Service (MSS). An automated workflow notification is sent via email once the
position has been confirmed as vacant.

 The positions are set up in the standard SAP Organizational Structure and made available for
selection via MSS.

 When the position is confirmed as vacant, a flag is set against the position in the Organizational
Structure. This position can then be selected when recruiting to fill this vacancy.

 This automated step reduces the need for manual intervention by the HR Shared Service Centre
or the business units.

Recommendations
 This process should be implemented using standard SAP Organizational Management,
Recruitment and MSS.

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Recruit – Line Manager

Process Overview Narrative

This process handles recruitment. This is the responsibility of the Line Manager and is likely to be for
individual roles only. This process is triggered by:
 Recruit COE
 Career Plan
 Validate Vacancy & Position, assuming that there is a headcount and approval before
proceeding.
The line manager is informed that the position status has changed to vacancy and sources the existing
role profile for review. It is possible to store role profiles for different positions inside SAP, but this
decision will be taken locally. From the role profile, an ideal candidate profile is created to be used either
to brief an agency or advertise the role (which will include a more detailed job description and personal
skills requirements)
The COE in this process can either be:
 A specialist within a shared services environment
 An external consultant or
 A HR Business Partner with recruitment responsibilities
COE will know the recruitment activities within the organisation and be able to maximise resources
effectively where volume recruitment is occurring.
In case the recruitment is part of a wider campaign, such as graduate recruitment, or other roles are being
created, such as secretaries, the COE may decide to manage these activities on their own. If not, the line
manager will continue the campaign using the recruitment toolkit and guidelines for his recruitment
approach.
The toolkit (developed by the COE) combines global recruitment practices, e.g. The Challenge Initiative,
with locally defined policies and procedures related to recruitment methods. It also includes:
 Detailed guidelines and supporting documentation on how to carry out the recruitment process,
e.g. interview techniques.
 Directions on methods and approaches for different types of recruitment, e.g. senior executive,
business support etc
After referring to the recruitment toolkit, the Line Manager designs the recruitment campaign.
The campaign consists of:

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  Attraction methods, e.g. newspapers, internet,
 Selection methods, e.g. assessment centre, psychometric tests
 Resources required (internal & external)
 Timings
 Expected outcomes, e.g. shortlist of 5 candidates
Depending on the end market or level of recruitment, e.g. senior management, the COE may be identified
as a significant resource in the process.
All roles should be advertised internally in case a successor has not yet been identified. The line manager
also decides whether the role is likely to be filled internally and, in this case, advertise internally only.
In case the process is outsourced, the recruitment agency or resource partner shall be briefed on the role
and approach. They will manage the process until the shortlist stage, which will then be sent to the Line
Manager to conduct the final selection stage and make the decision.
If the process is to be managed internally then the Service Centre is briefed and co-ordinates the
campaign. Their role is to carry out the administration of all activities required to help the campaign. This
includes:
 Advertising and application collation (either just from employees or employees and external
applicants)
 Resource co-ordination for interviews
 Administering tests
 Rejection notifications (external)
 Collection of documentation from candidates
If an application is internal the employee’s current Line Manager will be notified about the application.
After the application period, Service Centre conducts the first filtering process, e.g. removing applicants
who do not match the qualification requirements. Service Centre notifies the rejected applicants. In case
they are employees, the recruiting line manager will be told to inform them. The applicant’s current line
manager will also be notified. Feedback can be given, via the current line manager, as part of the
employees’ career development.
Successful applicants move to a more detailed selection process, involving other activities. They will form
a shortlist, which will be sent to the line manager for their final selection. The output of this step is a
prioritised candidate list and verbal offer of employment to the priority candidate. If this candidate rejects
the offer, then the offer is made to the next suitable candidate. When the candidate verbally accepts the
offer, the respective process is triggered. If there are no successful candidates then the process may be
restarted. This can happen at any time within the process flow, e.g. after the initial filter or unsuccessful
offers. Unsuccessful candidates will be notified.

Assumptions
 MSS functionality should be in place
 ESS functionality should be in place
 Notification texts will be built as a global template form.

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Process Diagram – Recruit Line Manager

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Overview
This process as described above includes the steps involved in the recruitment life-cycle and the
responsibilities of each area.
The automated system steps within the process are explained below.
Automated System Steps
Employee

 These two steps above provide access for an employee, using Employee Self Service (ESS), to
view and apply for a position online. The employee selects the position from a list of vacancies
and an application is sent via email to the person nominated to receive applications in the form of
an automated workflow.

 The positions are set up in the standard SAP Organizational Structure, flagged as vacancies in
the Recruitment module and made available via ESS.

 This automated step provides employees with online access to vacancies within the organisation.
Line Manager

 The position to be advertised is selected using MSS and standard SAP Recruitment from within
the Organizational Structure.

 The nominated position and the advertising campaign are selected from available options within
the standard SAP Recruitment module via MSS.

 An automated notification via email is forwarded to the nominated Recruitment Officer in the HR
Shared Service Centre.

 A report of short listed applicants is received by the Line Manager for consideration after all the
applications are received and matched against the position requirements.

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 HR Shared Service Centre

 The automated request to advertise a position is received via email from the Line Manager.

 At each stage of the recruitment process the details of the applicants are entered and tracked
through the standard SAP Recruitment module by a status appropriate to the stages of the
campaign e.g. initial entry of data, short listed, offered employment.

 The applicants are matched to the position requirements.

 Internal applications are received via email and the applicant’s details are recorded in the
standard SAP Recruitment module. An automated notification via email is forwarded to the
nominated Recruitment Officer.

 The applicants are matched to the position requirements.

 A report of short listed applicants is prepared and sent to the Line Manager for consideration.

Recommendations
 This process should be implemented using standard SAP Organizational Management,
Recruitment and ESS/MSS.

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Recruit - COE

Process Overview Narrative

This recruitment process is under the responsibility of the Centre of Excellence (COE) who gives support
by looking for multiple roles such as Management Trainees, Sales Reps or during the situation where
several Line Managers are independently recruiting for the same role, e.g. Machine Operator. This
process is triggered by:
 Recruit - Line manager
 Organisational Restructure
 Career Plan
 Validate Vacancy & Position, assuming that there is a headcount and approval before
proceeding.
The COE in this process could be:
 A resource specialist within a shared services environment
 An external agent or
 A HR Business Partner with recruitment responsibilities.
COE have a general view of recruitment activities within the organisation and can maximise resources
effectively where volume recruitment is occurring.
The COE is informed of a number of vacant positions and looks up the existing role profile for review and
re-use. It is possible to store role profiles for positions inside SAP but this decision is made locally. From
the role profile, an ideal candidate profile is created to be used either to brief an agency or to advertise
the role (which will include a more detailed job description and personal skills requirements).
After referring to the recruitment toolkit, they will design the recruitment campaign, consisting of:
 Attraction methods e.g. newspapers, internet,
 Selection methods e.g. assessment centre, psychometric tests
 Resources required (internal & external)
 Timings
 Expected outcomes e.g. shortlist of 5 candidates
All roles should be advertised internally if a successor has not been already identified. Usually, this type
of recruitment would not be sourced using only internal candidates thus the process supports
external/agency involvement as standard. However, the COE may decide to outsource this kind of
recruitment to an agency – this scenario will also be supported by the process.

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If a recruitment agency or resource partner is in charge of this activity, then they will be briefed and will
manage the process until the shortlist stage. This list will be sent to the COE who will conduct the final
selection process.
If this activity is to be managed internally, then the Service Centre is briefed and co-ordinates the
campaign. Their role is to co-ordinate and carry out administration of all activities required to help the
campaign. This includes:
 Advertising and application collation (either just from employees or employees and external
applicants)
 Resource co-ordination for interviews
 Administering tests
 Rejection notifications (external)
 Collection of documentation from candidates
If an application is internal, the employee’s current line manager will be notified of this application.
After the application period, Service Centre conducts the first filtering process, e.g. removing applicants
who do not match the qualification requirements. Service Centre notifies the rejected applicants. In case
they are employees, the recruiting line manager will be told to inform them. The applicant’s current line
manager will also be notified. Feedback can be given, via the current line manager, as part of the
employees’ career development.
Successful applicants move to a more detailed selection process, involving other activities. They will form
a shortlist, to be sent to the line manager for their final selection. The output of this step is a prioritised
candidate list and verbal offer of employment to the priority candidate. If this candidate rejects the offer,
then the offer is made to the next suitable candidate. When the candidate verbally accepts the offer, the
respective process is triggered. If there are no successful candidates then the process may be restarted.
This can happen at any time within the process flow, e.g. after the initial filter or unsuccessful offers.
Unsuccessful candidates will be notified.

Assumptions
 ESS functionality should be in place
 Notification texts will be built as a global template form.

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Process Diagram – Recruit COE

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Overview
This process as described above details the steps undertaken by the Centre of Excellence (COE)
when there is a requirement for multiple roles such as Management Trainees, Sales Reps or during
the situation where several Line Managers are independently recruiting for the same role. and the
various steps undertaken by each area.
The automated system steps within the process are explained below. Some of the steps are the same as
the Recruit – Line Manager process.

Automated System Steps

Centre of Excellence (COE)

 The position to be advertised is selected using MSS and standard SAP Recruitment from within
the Organizational Structure.

 The nominated position and the advertising campaign are selected from available options within
the standard SAP Recruitment module via MSS.

 If the recruitment campaign is internal an automated notification via email is forwarded to the
nominated Recruitment Officer in the HR Shared Service Centre.

 If the recruitment campaign is to be outsourced, the recruitment agency will be contacted.

HR Shared Service Centre

 The automated request to advertise a position is received via email from the COE if the position is
to be advertised internally.

 Internal applications are received via email and the applicant’s details are recorded in the
standard SAP Recruitment module. An automated notification via email is forwarded to the
nominated Recruitment Officer.

 The applicants are matched to the position requirements.

 A list of rejected applications is forwarded to the COE.

Recommendations

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  This process should be implemented using standard SAP Organizational Management,
Recruitment and ESS/MSS.

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Pre-Employment Check – Offer Employment

Process Overview Narrative

This process may be triggered by:
 Recruitment - Line Manager and
 Recruitment - COE
The applicant verbally agrees to a job offer, subject to receipt of contract and agreement to Terms and
Conditions.
The main party in this process is the Service Centre who receives instructions and information about the
selected candidate in order to create the documentation of the offer. This document is sent to the
candidate to review the terms and conditions. If the offer is rejected then the process returns to the
candidate priority list within the Recruitment - Line Manager or Recruitment - COE processes. If the
candidate agrees to the terms and conditions they sign and return the employment offer to the Service
Centre.
The Service Centre then carries out local pre employment checks e.g. references, external authority
validation and qualification validation. If these are unsuccessful, the offer is retracted, the candidate and
line manager notified and the process returns to Recruitment - LM or Recruitment COE. If successful, the
relevant people are notified and the Administer New Employee Data process is started.

Assumptions
 Notification texts will be built as a global template form.

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Process Diagram – Pre-employment check – offer employment

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Overview
This process as described above includes the steps required to undertake the pre-employment
checks and to offer a contract of employment to the successful candidate at the end of the
recruitment campaign.
The automated system steps within the process are explained below.

Automated System Steps

HR Shared Service Centre

 The notification of the successful candidate will be received from either the Line Manager or the
COE and the pre-employment checks will be carried out.

 The successful candidate’s details will be entered into SAP Recruitment to prepare for the
appointment process. The status of the candidate will change to Prepare for Hiring.

Recommendations
This process using the standard SAP Recruitment module completes the recruitment campaign in
preparation for the hiring of the employee. The automated workflow notification ensures that the
manual processes are eliminated and the sequence of events is completed in a timely and
efficient manner. It is recommended, therefore, that standard SAP Organizational Management,
Recruitment and ESS/MSS are implemented.

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