As a global leading multinational manufacturing enterprise, INNOMOTICS is deeply engaged in the field of high-precision industrial equipment manufacturing, with businesses in dozens of countries around the world, including China, which covers dozens of cities and has thousands of employees. At the critical stage of the company's divestment from the former Siemens system and its move towards independent operation, human resource management has become a core challenge in the transition - how to quickly take over the original HR services, build an independent and compliant management system, and realize a leapfrog improvement in human resource efficiency have become the urgent issues for INNOMOTICS to solve. To this end, Inmunda joined hands with CDP Group.With "Payroll Outsourcing" + "Payroll Outsourcing" + "Payroll OutsourcingHR SSC」With the dual-engine model as the core, it took only six months to complete the construction of the human resources shared service center from 0 to 1 and the transfer of the whole process service.It not only realizes the “zero risk” transition of business divestment, but also reconstructs the logic of enterprise HR management, and becomes the benchmark practice of HR digital transformation for manufacturing multinational enterprises.
One,Triple manpower dilemma in divestment transition, traditional model hard to break through
After the divestment of Inmunda from the former Siemens system, the human resource management aspectFacing the service undertaking, efficiency support, model innovationWith the three core challenges of the manufacturing industry, coupled with the industry characteristics of large-scale employees, cross-regional operations, and high compliance requirements, the traditional HR management model has been completely unable to meet the development needs of independent enterprise operations.
(i)Core services at risk of disruption, seamless takeover imminent
Inmunda had previously relied on Siemens SSC to complete core HR services such as payroll, social security reporting, file management, etc. After the termination of the original services, it needed to quickly undertake full-dimensional HR functions covering thousands of employees and dozens of cities in a short period of time, and once the connection was not smooth, it would have a direct impact on the normal operation of the enterprise, and the continuity and stability of the services had become the primary test.
(ii)Significant manpower effectiveness gap and steep pressure to manage the takeover
The former Siemens SSC was responsible for the day-to-day operation and maintenance of 100+ HR processes, and the existing HR team at Inmunda was unable to quickly take over such a large amount of management work, with a significant difference in the effectiveness of the transfer of core functions and processes. At the same time, cross-regional payroll accounting and employee lifecycle management further aggravated the pressure on HR management.
- Low adaptability of traditional models, urgent need for intensive and innovative management
Traditional service models, such as payroll outsourcing, cannot meet Inmunda's core objective of building an autonomous, efficient and compliant global HR management system. The company is in urgent need of an innovative model that can achieve a win-win situation in terms of cost optimization and efficiency enhancement, and promote the transformation of HR management from “transactional execution” to “strategic support”. Strategic Support".
(iv)Compliance and process hazards are prominent and standardization is lagging behind
After the divestiture, there are 32 compliance risk points and 8 core processes to be sorted out and optimized in the internal HR processes of the enterprise, and the management standards of each region are not uniform, lacking a standardized operation system, which not only increases the business risks of the enterprise, but also makes it difficult to support the subsequent development of globalized business.
In this transformation, Inmunda clearly defined its core objectives: to achieve a seamless transition of HR services, to build a standardized HR Shared Service Center (HR SSC), and to enhance the ability to manage the entire process digitally, which has become the core direction for CDP to create customized solutions.
Two,Dual-engine drive + six-phase landing, standardized HR Shared Service Center built in 6 months
In response to Inmunda's core pain points and transformation needs, CDP Group innovatively created a dual-engine solution of “Payroll BPO Payroll Outsourcing + HR SSC Human Resources Shared Service Center”, taking payroll service as the entry point to pry the digitization and intensification of HR whole-process management upgrading, and formulated the scientific six-phase implementation plan, completing the construction of the HR SSC from 0 to 1 in only 6 months, It also formulated a scientific six-phase implementation plan, and completed the construction of HR SSC from 0 to 1, process sorting and full-service migration management in only 6 months, realizing the trinity of "system + process + team".
initial step(months 1-2): Payroll-led launch of Payroll BPOPayroll outsourcingsports event
Taking payroll outsourcing as the core entry point, we launched the Payroll BPO project. Relying on CDP's self-developed digital intelligence platform, we took the lead in realizing the standardization of core functions such as payroll calculation, personal tax filing, and social security management, etc. At the same time, we completed the preliminary docking test with Inmundus Global's master data SAP system, laying the foundation for the subsequent automated flow of data to ensure the stability of our core service, which is payroll payment.
Step 2 (Month 3): Expand service boundaries and finalize HR SSC migration program
On the basis of the smooth landing of the payroll service, the service boundary was expanded to the whole process of HR SSC. The CDP expert team conducted an in-depth research on Inmunda's business characteristics and management needs, and through the selection of three sets of service programs, the optimal balance of cost and efficiency was finally determined to be “SSC+BPO”, which was explicitly based on the HR SSC as the core, with the integration of employee full life cycle management + compensation and benefit management as a full-dimension service system. The HR SSC is clearly defined as the core, and a full-dimension service system integrating employee lifecycle management and compensation and benefit management is also defined.
Step 3 (months 4-6): the core implementation phase, complete the system, process, team three-dimensional building
In this stage, which is the core of HR SSC construction, CDP made simultaneous efforts in three dimensions: completing the deployment and implementation of the HR SSC digital system to achieve in-depth integration with the SAP system; comprehensively sorting out the original 100+ HR processes, optimizing and integrating them into 40+ high-efficiency and standardized processes, and sorting out and resolving 32 compliance risk points. We assisted Inmunda in setting up an exclusive HR SSC operation team, completed professional training and capability empowerment, and ensured that the team could independently undertake the subsequent operation work.
Step 4 (months 7-8): Smooth service migration for seamless transition
Launching the full-process service migration, completing the seamless migration of core HR data for thousands of employees and dozens of cities, and realizing the parallel operation of CDP services and the original business of the enterprise, as well as carrying out a company-wide service propaganda, so as to let the employees quickly familiarize themselves with the service process and docking method of HR SSC, and to ensure that there are “zero interruptions and complaints” in the process of the service migration ".
Step 5 (month 9): systems and services are fully online, HR SSC officially landed
Inmunda's HR Shared Service Center (HR SSC) has completed the full on-line of systems and services, realizing the intensive and digital operation of HR functions in all dimensions, such as payroll and benefit management, entry and transfer, file management, policy consulting, and compliance and risk control, marking the fact that Inmunda officially owns an independent and controllable standardized HR shared service system, and has become a rare case of the industry that has completed the construction of the SSC from 0 to 1 in an expeditious manner. It has also become one of the rare cases in the industry where the construction of SSC from 0 to 1 has been completed quickly.
Step 6 (launched in month 10): Continuous optimization and deepening of APAP HR process grooming
On the basis of the smooth operation of the HR SSC, CDP and Inmunda have continued to carry out in-depth sorting and optimization of the APAP HR process, further improve the standardized operation system, and precipitate SOP templates and compliance risk libraries for HR management in the manufacturing industry, so as to provide a more solid support for human resources management for the development of the company's global business.
It is worth mentioning that the HR SSC construction realized that Inmunda's HR processes were prioritized over finance and IT divestment from the Group's SSC, which became an important milestone in the transformation of the enterprise's business divestment, and also verified the professionalism and landing efficiency of the CDP solution.
Three,Four core innovations that make HR SSC a “performance engine” for enterprise transformation”
CDP's HR SSC for Inmunda is not a simple process integration, but an innovative reconstruction based on the characteristics of the manufacturing industry and the globalization needs of the enterprise.System integration, process optimization, intelligent operation, hierarchical managementThe four core innovations have upgraded the HR Shared Service Center from an “efficiency tool” to an “efficiency engine” for enterprise transformation and development.
- Deep system integration to break down data silos
Relying on CDP's technical advantages as an official SAP recommended partner, it realizes the seamless docking of the HR SSC system with Inmunda's global SAP master data system, achieves the automated flow of employee data, payroll data, and time and attendance data, breaks the data silo completely, and realizes real-time synchronization and unified management of data in dozens of cities, thus laying a data foundation for global business collaboration.
- Extreme process optimization for intensive operation
The original dispersed 100+ HR processes are sorted and optimized into 40+ standardized processes, covering the full life cycle management of employees and compensation and benefit management, while taking over all the services of the original Siemens SSC in its entirety, realizing the centralized operation of HR functions, improving organizational efficiency by 40%, and freeing the HR team from tedious transactional work.
- AI-enabled to improve operational efficiency and compliance
Incorporating AI-driven automated approval, work order system and other intelligent tools into HR SSC, the efficiency of time and attendance sheet processing has been increased by 70%. 90%'s employees' daily query needs can be responded to quickly by the intelligent system, and the response time of employee services has been increased to within 5 minutes. Meanwhile, the built-in compliance risk control engine realizes real-time monitoring of 32 compliance risk points, ensuring that 100% meets global compliance requirements.
- Hierarchical management model for separation of core and non-core functions
In response to the diversified management needs of thousands of employees, it adopts the “core - non-core” HR hierarchical management model, whereby non-core functions such as payroll accounting and social security declaration are assigned to HR SSC for intensive processing, and core talent management, strategic planning and other functions are handled by the HR team of the enterprise in a focused manner, so as to realize the optimal allocation of human resources. Optimal allocation of human resources.
- Transformation results in full swing, creating a new paradigm for HR digital transformation in the manufacturing industry
The in-depth cooperation between CDP and Inmunda not only realized the rapid construction and smooth operation of HR SSC, but also enabled the enterprise to achieve a comprehensive leap in the five dimensions of efficiency, cost, compliance, experience, and strategy, which has become a benchmark case for multinational enterprises in the manufacturing industry in upgrading their human resources management from business divestment, and also gained a high degree of recognition from the senior management of Inmunda: “CDP's ‘SSC+BPO” model not only solved the transition risk, but also restructured our HR management logic through intensification and digitization."
- Leapfrogging efficiency, zero error in core services
Payroll processing efficiency is improved by 50%, the error rate is reduced to 0.1%, and the payroll of thousands of employees in dozens of cities is realized with 100% accuracy and 0 delayed issuance. HR whole-process operation efficiency is improved by 40%, and high-frequency employee demand of 90% is realized with intelligent and fast response, which completely solves the previous performance gap problem.
- Significant cost optimization and release of manpower focus strategy
Corporate HR operating costs are directly reduced by 30%, successfully releasing 50% of HR manpower energy, transforming the HR team from “affairs firefighters” to “strategic planners”, and focusing on talent cultivation, organizational development, and globalization strategy implementation. It focuses on the core work of talent cultivation, organizational development, globalization strategy landing, etc., and promotes the transformation of the HR department from a “cost center” to a “value center”.
- Compliance is fully established to support globalization development
Comprehensively sorting out and resolving 32 compliance risk points, establishing a standardized global compliance risk control system, and 100% meeting labor and employment compliance requirements in China and around the world have built up a compliance bottom line for Inmunda's global business development, and enabled the company to achieve standardized and rapid replication of HR management in its subsequent business expansion.
- Significantly upgraded employee experience and increased organizational cohesion
The intensive, digital-intelligent HR SSC has made employee services more efficient and convenient, increased employee service satisfaction to 85%, standardized and homogenized cross-regional employee management, and significantly enhanced employees' sense of belonging and identification with the organization, laying the foundation for the enterprise to build a highly cohesive talent team.
- Become a benchmark for the group and verify the replicability of the model
The HR SSC construction project has become the annual benchmark certification case of Inmunda Group, and its innovative model of “SSC+BPO” has provided other multinational enterprises in the manufacturing industry with replicable and landmark HR digital transformation solutions, and has become a classic practice of CDP's human resource management services in the field of intelligent manufacturing.
Conclusion: Industry Value Highlighted, Empowering Manufacturing Enterprises with the Power of Digital Intelligence for Manpower Transformation
The successful establishment of Inmunda HR SSC is not only an important achievement of the enterprise's own transformation and development, but also highlights CDP Group's professional ability and innovative strength in the fields of HR transformation of multinational enterprises, the establishment of shared service centers, and human resource management in manufacturing industries. As the world's leading AI-enabled HCM SaaS + platform, CDP has always been plowing into the characteristics of various industries, with the deep integration of “system + service” as the core, to create customized HR digital intelligence solutions for enterprises.
In this cooperation with Inmunda, CDP breaks the regular cycle of HR SSC building in the industry with an efficient landing speed of 6 months, and accelerates 25% compared with the industry average, which not only solves the pain points of HR management during the business divestment period, but also reconstructs the paradigm of HR management in the manufacturing industry - letting the HR Shared Service Center The HR Shared Service Center has become the core support for the intensive operation, digital transformation and globalization of enterprises. In the future, CDP Group will continue to empower more manufacturing enterprises to upgrade their human resource management with industry-leading digitalization concepts and technical capabilities, so that the power of digital intelligence can become the core driving force for the high-quality development of the manufacturing industry, and help more enterprises transform from “human resource management” to “talent management”. The transformation from "human resource management" to "talent management".
