ABB is a leading group worldwide in energy and automation technology and currently employs 140,000 people in 100 countries. The company develops, produces and delivers products, systems and solutions that are deployed in the generation, transportation and distribution of electrical power. Beyond this, ABB supports its customers in improving their production processes by means of industrial robots and intelligent control systems. The claim and mission of ABB are derived from both of these key activities: ‘power and productivity for a better world’.
In 2011 ABB was faced with the challenge of realigning its global HR system and related ongoing global processes in order to achieve its corporate and HR strategy objectives. At that time it was difficult to upscale the HR system in line with historical and planned growth in new national markets, business areas and business units. The quality of the core data and available functionalities did not correspond with the demands of a global corporation – neither for process implementation nor for HR reporting procedures. There was only limited user-satisfaction with the processes in the global system. Even the governance and support structures were unstable. Improvements were often implemented on a ticket-driven basis and only addressed the view of individual countries or ‘silo’ processes – but were not geared towards achieving a common objective or even meeting the requirements of end-users in operative business.