Project "EmPower" at cbs: Boosting Efficiency and Employee Satisfaction through Digital Transformation
Agile Methods and SAP SuccessFactors Driving Efficient Talent Management
Company / Industry
cbs (Corporate Business Solutions) / Business Consulting and IT Services
Range of Services
cbs Corporate Business Solutions GmbH (cbs), a subsidiary of the Materna Group, is a global consulting firm developing end-to-end digital business process solutions for its clients. The company employs over 1,300 people across 25 locations worldwide, with its headquarters based in Heidelberg.
Website
www.cbs-consulting.com
Career Page
www.cbs-consulting.com/apac/careers-at-cbs
In early 2023, cbs Corporate Business Solutions GmbH launched the "EmPower" project to overhaul their talent management processes. By implementing the SAP SuccessFactors Talent Suite, and with the support of its subsidiary p78, cbs applied agile methodologies to achieve quick, visible successes. The project aimed to digitise feedback and learning processes, adapting internal structures to meet the demands of a globally expanding business.
For over 25 years, cbs has been advising highly successful, innovative global leaders. Originally an independent consultancy for international industrial companies, the firm has grown significantly, adding locations worldwide and evolving into a global consulting organisation. Now, with over 25 locations, including nine in Germany, cbs needed new tools and processes to meet the challenges of this transformation.
"EmPower" was introduced to address these challenges. It involved not just the implementation of SAP SuccessFactors Talent Suite but also the development of complementary components and processes that would enhance the tool’s functionality. A particular focus in the early stages was placed on feedback and learning & development, which were identified as improvable areas in internal employee surveys. Working in collaboration with project0708 GmbH (p78), and through the use of agile methods, quick wins were achieved, initiating long-term improvements to ensure sustainable talent development at cbs.
Feedback as a Driver of Strategic Change
Over the last few decades, cbs has grown from a small consultancy to a global organisation. This expansion called for improvements in internal structures and processes. Additionally, the in-house tools used to manage HR/IT processes were no longer sufficient to meet growing demands for efficiency, transparency, and professionalism.
Alongside this, cbs conducted regular employee surveys - known as “Pulse Checks” - to gather continuous feedback from staff. The results of the 2022/2023 Pulse Checks highlighted opportunities for improvement in the areas of feedback and learning & development. Employees expressed a desire for clearer and more transparent feedback processes and better opportunities for personal and professional growth.
The insights from these surveys aligned with the strategic goals of the company’s leadership: not just growth, but sustainable growth that would maintain high levels of both customer and employee satisfaction. A professional and transparent process landscape needed to be established, with mechanisms that were understandable and fair to both employees and leaders alike.
In the project’s initial phase, the challenge was to strengthen these areas both content-wise and process-wise. The goal was to find effective and sustainable solutions, not merely introduce a new tool but establish a comprehensive talent management process.
Agile Transformation: From Quick Wins to Long-term Solutions
In response to these challenges, cbs, together with p78, initiated the "EmPower" project in early 2023. This ambitious project aimed to revolutionise talent management through the implementation of the SAP SuccessFactors Talent Suite while optimising and standardising internal processes and structures. The project was built on the proven principles of the SAP Activate methodology, complemented by agile practices to ensure a flexible and dynamic project implementation.
The first step was to introduce a global Learning Management System (LMS), which was accomplished within an impressively short timeframe. By June 2023, the LMS was live for all employees worldwide. This swift implementation was achieved by focusing on “Quick Wins” - immediate, tangible successes that boosted the motivation and engagement of all involved. Rather than aiming for an all-encompassing system rollout, a Minimum Viable Product (MVP) was developed and expanded over time, allowing the tool to be utilised immediately while being continuously improved.
A crucial element of the project was the close collaboration between cbs and p78. Since May 2023, p78 has operated as a standalone subsidiary of cbs. In the "EmPower" project, however, p78 functioned as a service provider, while cbs managed the overall strategic direction and integration into company processes.
The introduction of the LMS was only the first step. Simultaneously, significant efforts were made to enhance feedback and development processes. These end-to-end processes were systematically digitised to ensure seamless integration into the existing infrastructure. Special attention was given to accommodating local nuances, as cbs operates across regions such as EMEA, APAC, and the US, each with unique cultural and operational requirements.
To involve employees outside the project team from the outset, a Sounding Board of 25 internal staff members was established. This group, representing all levels and departments, met weekly to provide feedback and contribute to the decision-making process.
The agile approach was central to the project’s success, with six- to eight-week sprints allowing for rapid responses to changes and ongoing improvements. These short, focused phases enhanced flexibility and ensured the project team could address challenges swiftly and effectively.
Another standout feature of the project was the comprehensive training of employees. To ensure all participants could effectively utilise the new system, intensive training programs were conducted. These sessions covered not only the technical use of the SAP SuccessFactors Talent Suite but also introduced the new processes and approaches within talent management. Particular emphasis was placed on ensuring that employees felt comfortable with the new feedback and development processes and actively engaged with them.
The project’s iterative approach proved to be highly valuable. By continuously adapting and refining the processes and tools based on feedback from the Sounding Board and the experiences from various go-lives, cbs was able to make ongoing optimisations. This resulted in five successful go-lives within a year, each bringing further improvements and adjustments.
Overcoming Challenges: Insights from the "EmPower" Project
The implementation of the "EmPower" project brought a number of challenges, which in turn provided valuable insights that played a key role in the project’s success. One of the central challenges was adapting the processes to the cultural differences across the regions in which cbs operates.
Another significant challenge was integrating the new processes and systems into the existing cbs infrastructure. The absence of the Employee Central (EC) module from SAP SuccessFactors posed a creative challenge for the team. Without EC, alternative solutions had to be developed to ensure the necessary data flows and process workflows. This led to a series of innovative workarounds that tested and fostered the creativity and flexibility of the project team. Despite this additional hurdle, the team succeeded in maintaining the system’s user-friendliness and maximising process efficiency.
The continuous involvement and training of employees was another critical success factor. From the beginning, a strong emphasis was placed on thoroughly introducing employees to the new processes and systems. Regular training sessions ensured that employees were equipped to use the new tools effectively and understand and apply the new processes. This ensured that changes were embedded not only on a technical level but also in day-to-day workflows.
The introduction of a comprehensive governance model for process and content management was also essential. This model clearly defined who was responsible for what, and when, ensuring that all stakeholders were involved in the development and implementation of learning content and other processes. This structured approach was key to developing quality, consistent processes while increasing the efficiency of their implementation.
By involving the affected parties early and continuously, they became active participants and multipliers for the project. This strategy not only enhanced the acceptance of the new processes but also drove the cultural shift within cbs. The feedback providers from the Sounding Board became important change agents, helping to integrate the "EmPower" project and its associated changes into the organisation.
Another crucial success factor was the agile methodology, which allowed the project to be carried out in short, focused sprints of six to eight weeks. This iterative approach enabled the team to respond quickly to changes and new insights, continuously making improvements. The flexibility and dynamism of this working method ensured that the project could succeed even in complex and constantly changing environments.
The "EmPower" project also highlighted that not all feedback is the same. The difference between situational and written feedback became apparent during implementation. Written feedback requires a different approach and specific training to ensure employees can both give and receive constructive and appreciative feedback. This insight led to intensive training sessions, which helped employees feel comfortable in their new roles and operate effectively.
Another key learning from the project was the need to continuously work on improving and further developing systems and processes. The phrase "After the project is before the project" rings particularly true here. Even after the successful go-live, systems and processes were continuously reviewed and optimised. This ensures that cbs remains up to date and that its talent management processes are continually adapted to meet changing requirements and needs.
Next Steps: Expanding Reporting and Onboarding Processes
Looking ahead, it’s clear that the "EmPower" project at cbs was not just a one-off success, but has laid the foundation for ongoing improvements and innovations. The next steps include expanding reporting capabilities and introducing a comprehensive onboarding process. With the goal of integrating new employees effectively from day one and supporting their development early on, a "New Hire Dialogue" will be implemented. This process will take place during the probation period and help set clear goals and development opportunities.
Another key focus is on optimising existing systems and processes. The Learning Management System will be further developed to include more countries and regional administrators. This expansion will not only improve efficiency but also ensure global consistency in learning processes. Special attention will be given to tailoring and localising content to meet the specific needs of different regions.
A significant step forward is the planned introduction of People Analytics. This technology will enhance reporting and management dashboards, allowing for data-driven decisions. By leveraging People Analytics, trends and patterns can be identified early, enabling timely and informed actions.
The agile and iterative working methods that proved successful in the "EmPower" project will continue to be used in the future. Through regular feedback loops and close collaboration with employees, cbs will remain flexible and able to quickly adapt to new challenges.
With the "EmPower" project, cbs has created a strong foundation for the future. The continuous development of systems, the expansion of reporting, and the introduction of new processes, such as the New Hire Dialogue and People Analytics, are just some of the next steps that will guide cbs toward an even more efficient and effective talent management strategy.