3 keys to the successful HR transformation of Fuji Xerox

There have been three key elements to the HR transformation of business and document management solutions company Fuji Xerox

There have been three key elements to the HR transformation of business and document management solutions company Fuji Xerox, according to Jacely Voon, regional head of rewards and HR programs management for Fuji Xerox Asia Pacific.

The three elements of the HR transformation strategy focused on the readiness of available resources/people to support the business transformation, the available technology to access and support the change, and lastly, the process of HR management to realise the future stage of our HR operating model.

In the process, Voon said it was important to identify the key challenges and gaps that impeded HR transformation, and develop HR plans that aligned with business transformation needs and filled the gaps of current business operations.

The plan also incorporated redesigning HR operations across 14 countries by standardising all HR policies and processes, defining data naming, harmonising benefits and introducing cloud solutions to incorporate all the changes into technology with a guiding philosophy of process best practices, efficiency and simplified workflow.

“With the single source of truth and standardised HR framework, the greatest achievement is the accessibility of greater talent pools across the region and help in accelerating HR objectives in resources optimisation to support the business transformation,” said Voon, who recently spoke at Oracle’s recent modern business experience conference.

“We are now equipped with people/resources information that enables us to develop more plans to increase people capability and identify existing resources gaps for the effectiveness market talent acquisition plan.”

Fuji Xerox employs some 45,000 people globally and last financial year is generated revenues of 1183.4 billion yen (A$14.2 billion), while in Australia the company employs almost 2,200 people and its consolidated revenue was about $1 billion.

“We expect to achieve return on investment in three years”

The purpose of HR transformation is to support Fuji Xerox’s business transformation from product-based selling to a service and solutions-based organisation, according to Voon.

“At the same time, in order effectively support the changes, we examined our internal challenges such as people readiness, available data and information, and HR operation and delivery,” she said.

“Within the company there was no single HR platform, therefore HR operations were disparate, HR policies and practices were varied, there was no employee data visibility – and yet there was a high volume of manual and administration work performed by HR.”

As part of its global HR transformation, the company has also employed cloud solutions and Voon said these have shortened the investment and time spent on systems to realise the transformation within Fuji Xerox.

“With a series of interfaces as well as process automation to reduce duplicate and manual work, we expect to achieve return on investment in three years,” she said.

Other HR benefits include reducing the dependency on recruitment agencies, and Voon said this will enable Fuji Xerox to expand hiring channels beyond traditional approaches.

This includes social media and sharing of candidate pools through a single recruitment portal.

Beyond this, Voon said HR productivity has also improved by eliminating all the correlation tables due to different data management (such as job structure, job grade, employee types and headcounts) as well as a new reporting format.

For other companies looking to undertake a similar journey of HR transformation, Voon said it is important to seek top management support which is critical for successful outcomes.

“Also, link your proposed outcome to business strategy and expectations,” she said.

“You should also develop a future stage or ‘to be’ that benefits the entire organisation.”

It is also important to have a strong change management strategy in place to constantly engage various stakeholders by promoting the benefits and the “what’s in it for me”.

“You need to understand the interests of various levels within the organisation and customise the communications to hit their hot button,” she said.

“Link your proposed outcome to business strategy and expectations”

Globally, Fuji Xerox has a strong focus on HR and a key platform for this is effective leadership and the development of “real change leaders” in the organisation.

These leaders have the ability to focus on both short-term and long-term outcomes, and deliver effectively for both frontline employees all the way through to senior management.

There are four keys to supporting the development of real change leaders in the organisation, which include personal growth, HR systems which encourage challenges, enhanced corporate quality and strong leadership itself.

In terms of general employee development, Fuji Xerox globally operates an education system based on the type of work (R&D, production, systems engineers, customer engineers and sales) and employee level (new graduates, young employees, leaders, and management).

In type-based education programs for sales personnel involved in service and solutions businesses, business-specific professional HR training is conducted through practical, hands-on curriculums.

In development and production workplaces, there is a strong focus on fostering a corporate culture of problem-solving, by ensuring all employees speak the common language of the problem-solving framework.

And in employee level-based education, enhancing manager training in order to reinforce their abilities to develop their subordinates and improve problem-solving capabilities is a strong focus.