CASE STUDY:

QBE – One QBE Program

Client Profile:

QBE Insurance Group (www.group.qbe.com) is one of the world’s top 20 general insurance and reinsurance companies, with operations in all the key insurance markets. QBE is listed on the Australian Securities Exchange and is headquartered in Sydney. QBE employ more than 17,000 people in 38 countries.

Background:

QBE’s strategic mission is to have a solid global overlay that makes the business think and act as ONE company. ONE QBE speaks to QBE’s desire to adopt a consistent and aligned approach to the way they manage, grow and build the business around the globe. QBE’s goal is to become ONE QBE. It is in this context and aligned to this strategy that the ONEHR@QBE program was established as this first Global Transformation program the QBE had embarked upon.

Client Objective:

QBE’s strategic objective was to move Global HR onto a set of simply and standard global processes across QBE’s four operating divisions (38 countries) ensuring that service is consistent and scalable. This was to be achieved through:

1. The creation and implementation of revised operating model for Global HR Service Delivery
2. The Redesign of the organizational structure, shift patterns, resource profiles and SLA’s for the HR services tower within the Group Shared Services Centre
3. Implementation of a new global core HCM, recruitment and US Payroll application (Workday)
4. Implementation of a global Document Management Capability for and HR
5. Implementation of a new learning management system (Cornerstone)
6. The introduction of New Workflow and Service Management Capability to support off systems process (ServiceNow)
7. The Implementation of a new application to support the granting of stock options to executives
8. Implementations of new payroll systems across Australia, New Zealand, Latin America and AsiaPac.
9. The establishment of analytics and reporting capability for key people metrics

Seven Consulting Solution:

Seven Consulting was engaged in December 2014 in recognition of the need to reset the program. At this point, the focus of the program had been on the delivery of the Workday application loosely integrated with a large number of dependant projects that were at varying points in the delivery lifecycle. It was recognised that for the program objectives to be realised, strong program governance and a more suitable control environment for a program of this size and complexity needed to be introduced.

After an initial review, Seven Consulting proposed and introduced a new program structure, introduced a more appropriate governance framework and established key program controls within the program (including an integrated Master Schedule) A team from Seven Consulting was put in place to manage a number of key roles within the program, including the overall program leadership, management of the PMO, the master schedule and leadership of the global technology work stream. A One Team approach was introduced to ensure that the Seven Consulting team, QBE staff and the other 3rd party providers were all focused on the delivery of the ONEHR@QBE Program.

Client Outcome:

Customer Outcome: Phase 1 of the program went live of the 3rd Aug 2015, Phase 2 went live on the 4^th Aug 2016, on time, under budget and with engagement and change management KPIs in excess of the targets set. This included:

1. The creation and implementation of revised operating model for Global HR Service Delivery
2. The Redesign of the organizational structure, shift patterns, resource profiles and SLA’s for the HR services tower within the Group Shared Services Centre
3. Implementation of a new global core HCM, recruitment and US Payroll application (Workday) across North America, Australia, New Zealand, AsiaPac, Europe and LATAM (18,000 employees)
4. Implementation of a new learning management system (Cornerstone) across North America, Australia, New Zealand and the Philippines (12,000 employees)
5. The introduction of New Workflow and Service Management Capability to support off systems process (ServiceNow) across North America, Australia, New Zealand, AsiaPac, Europe and LATAM (18,000 employees)
6. The Implementation of a new application to support the granting of stock options to executives across North America, Australia, New Zealand, AsiaPac, Europe and LATAM (18,000 employees)
7. Implementations of new payroll systems across Australia, New Zealand, AsiaPac, Europe and LATAM
8. The establishment of analytics and reporting capability for key people metrics.