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Iocl hr

An organization with more than 36,000 employees, Indian Oil Corporation Limited
(IOCL) wanted to create and bild a strong hman resorce management plat!orm
with organization"wide standards that cold scale to spport IOCL#s growth, $ale
chain integration and port!olio di$ersi!ication strategy and n!asten newer dimensions
li%e career planning, sccession planning, per!ormance management and &mployee
'el! 'er$ices (&'')(
IOCL aptly named this pro)ect, as *+ri$ing ,- .rans!ormation throgh In!ormation
.echnology#( .he goal was to se ,man Capital /anagement -estrctring, which
cold bring the entire corporation on a ni!orm personnel, enterprise and
organizational strctre sing the ni!orm coding strctre and de!initions in 'A0 ,-
modle( 1hile the goal was ambitios, IOCL had to cross o$er nmeros technical
challenges( 2or e3ample, phased implementation and go"li$e o$er past 40 years
co$ering 4,500 locations o! IOCL made go$ernance o! 'A0 0A modle enterprise and
personnel strctres di!!iclt and non"ni!orm( .he basic ,- master record
de!initions were created at a di$isional le$el instead o! an enterprise"wide standard(
Interdi$isional discrepancies led to inaccrate data maintenance, thereby impacting
the data trstworthiness( Additionally, IOCL had an I. in!rastrctre consisting o!
mltiple legacy payroll systems and mltiple legacy employee portals(
6e!ore it cold nderta%e this initiati$e, IOCL also had to complete the tas% o!
con$erting a hge amont o! data( It estimated that nearly 5 million data elements
re7ired con$ersion( It had to also create an employee master !ile !or abot 36,000
employees and 80,000 separated employees, while simltaneosly %eeping a trac%
!rom hiring till separation( It also had to nderta%e a modi!ication o! abot 330,000
employee records (both past and present)( IOCL also had to ensre a rnning payroll
!or arond 36000 employees on e3isting single instance prodction system withot
a!!ecting the per!ormance and response time(
IOCL wanted to design a solid !ondation !or e3tending !nctionality to inclde
payroll, tra$el, per!ormance management and sccession planning( .o implement the
same, initial re7irement was o! re"strctring ,- data sing the ni!orm coding
strctre and de!initions in 'A0 ,- modle !or ni!orm de!initions o! enterprise,
personnel and organizational strctre across all di$isions( A total o! 449 processes
related to payroll, time tra$el and claims were harmonized to bring ni!ormity in
bsiness rles, practices and policies across the organization(
0ost implementation, IOCL has achie$ed hge bene!its in its trans!ormation initiati$e(
-otine acti$ities ha$e been redced, while areas o! strategic importance ha$e gained
prominence( 2or e3ample, !rom : percent o! time, e!!ort and cost de$oted to strategy,
IOCL today has been able to raise this to 80 percent( .he 'A0 data accracy le$els are
now at an impressi$e 99(; percent( Lead time !or reporting has been slashed !rom 3"5
days to nil today( IOCL has also achie$ed redction in ,- and payroll process cycle
by ;0 percent( .his translates to hge manpower sa$ings associated with payroll and
payments(
'imilarly, redction in payroll inpts !rom locations has been redced !rom :"; days
to nil today( Claim to payment process time has been redced by 90 percent( 1ith the
implementation o! ni!ied centralized payroll across Indian Oil, data o! 36,000 pls
employees cold be standardized and harmonized with common de!initions across all
the strctres o! the organization( .he !ll ,- process !rom hiring to retiring o! an
employee can now be captred within the system(
Project Head: ' -amasamy, &3ecti$e +irector, In!ormation 'ystems
Highlights
< 2rom : percent o! time, e!!ort and cost de$oted to strategy, IOCL has been able to
raise this to 80 percent= the !ocs on per!ormance enhancement has been raised !rom
8: to 50 percent
< -edction in ,- and payroll process cycle by ;0 percent

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