in collaboration with Postbank Centralizes HR System Capgemini collaborates with Deutsche Post DHL and Postbank to consolidate disparate legacy HR systems into a single SAP Human Capital Management platform The Situation were migrated to one single SAP ERP In 2006 Postbank took over 850 Deutsche HCM (Human Capital Management) Post branches and acquired the majority system within eight months. A key hurdle of BHW Holding AG. The integration of that was overcome in the project was the the newly acquired entities within migration of over 10,000 employee master Postbank’s organizational structure was the data records contained within two legacy trigger to establish a new HR service SAP systems and a PeopleSoft system to delivery model for the entire Group. The the new SAP HCM solution. acquisitions demanded centralized and The Result more efficient operations. On the HR A new service delivery model with front, this translated into consolidating centralized HR services and employee three legacy systems, which were being support across all old and new divisions of used in a disparate manner across the the Group has now been established. The Group. consolidated SAP HCM platform has been Given this situation, DP DHL IT Global recognized by Group management as the Business Services & Corporate Center key success factor for this reorganization. (GBS&CC) as the hosting unit for the HR How Postbank and Capgemini Systems, together with Postbank, decided Worked Together to set up a consolidation project. As a longtime preferred partner of DP The Solution DHL IT GBS&CC’s SAP HR department, Postbank selected Capgemini as its partner Capgemini had intimate knowledge of to drive this consolidation project. The platforms and processes adopted by the effort involved intimate collaboration Group. As such, Capgemini was between all entities: DP DHL IT GBS&CC, considered to be a natural Deutsche Post IT Solutions GmbH choice for the HR (DPITS, the IT service provider for consolidation Deutsche Post DHL) and Capgemini. The three legacy HR systems The way Capgemini integr“ated into the team, the intimate know-how as well as their project management skills contributed largely to the success of the project. ” Klaus Wegmann, CIO, Human Resource Management, DP DHL Financial Services Sector the way we do it project. Teams from both companies All throughout the migration, the Group’s system was delivered in time and within collaborated to design the scope of the daily HR business continued as normal, budget. The Group is now reaping the new system and jointly developed a which was a challenge for the project benefits from the efficiencies offered by a project plan. team. Time was critical, and the team central HR platform that is available across simply could not afford delays in the organization. The challenges were multifold: lack of transitioning to the new system. Group time and internal resources; varying expectations were high—post the final In order to keep refining and improving requirements imposed by the three training session, the Group expected end the solution going forward, as well as merged organizations involved; and an users of the HR departments to seamlessly ensure continuation of the seamless urgent need for the harmonization of data switch over to the new system. As far as collaboration between Group members and functionality. The blueprint the user side was concerned, there could and Capgemini professionals, a “lessons development phase was considerably be no noticeable change that something learned workshop” was conducted in complex as the three merged organizations had been shifted at the backend, other Germany with attendance from key all had different requirements and were than a slightly different looking pay slip. stakeholders of the project. It provided a using individual approaches to HR Thanks to the collaborative approach good showcase of the intimate details and management. Group management sought adopted during the project, the new HR individual accomplishments achieved. to end these differences by harmonizing all functions, especially reports for the new HR organization. The harmonization of payroll accounting About Capgemini and the ® was exceedingly challenging for the joint Collaborative Business Experience project team and involved the following: • design of a new wage type catalog, Capgemini, one of the get the right balance of the best talent including the harmonization of names world's foremost providers from multiple locations, working as one of consulting, technology and team to create and deliver the optimum and parameters, and the elimination of outsourcing services, enables its clients to solution for clients. Present in more than redundant wage types. Calibration with transform and perform through 30 countries, Capgemini reported 2008 the account structure was also technologies. Capgemini provides its global revenues of EUR 8.7 billion and conducted clients with insights and capabilities that employs over 90,000 people worldwide. • implementation of several labor boost their freedom to achieve superior agreements like company tariff and results through a unique way of working, More information is available at: standard bank tariff, which also the Collaborative Business Experience TM . www.capgemini.com included the calculation of standard The Group relies on its global delivery model called Rightshore®, which aims to wage maintenance • automation of the calculation of several payment components like annual Capgemini Germany Approved by: bonus, pension funds, gratifications and Financial Services Klaus Wegmann, CIO Human Resources direct insurance Distribution Management, DP DHL Technology Services Arndt Schopen, Account Executive • realization of six different partial SAP Human Resources Capgemini retirement models. Besides fulfilling the responsibility for In collaboration with also active in the corporate banking payroll realization, Capgemini consultants sector. Through its “Transaction provided leadership and subject matter Banking” division, it provides back expertise in various SAP HCM areas, office services to other financial services including Personnel Administration, providers. Deutsche Postbank AG went Organizational Management, Time With 14.2 million active domestic public in June 2004. In February 2009, Management and Personnel Development. customers, approximately 21,000 Deutsche Post AG sold 22.9% of € The development and organization of end- employees and total assets of 229 Postbank to Deutsche Bank AG in user training and end-user documentation billion, the Deutsche Postbank Group order to focus on their core business. was also duly completed by the team to is one of Germany’s major financial ensure smooth knowledge transfer among services providers. Its focus is on retail For more information, please visit: users. business with private customers. It is http://www.postbank.com/ After three “rehearsals,” the team was able 3 5 to successfully migrate live data to the 1 _ 8 Copyright ©2009 Capgemini. No part of this document may be modified, deleted or expanded by any process or means 0 working system without any errors or 6 0 without prior written permission from Capgemini. Rightshore® is a trademark belonging to Capgemini. 9 0 omissions. 0 2 D R M.