case study three – Oracle ‘Work and Pay’ Change Project
Supporting and consulting on the introduction of a new Oracle ‘Work and Pay’ system into a Tesco Pilot Store.
We were delighted to win and be awarded a Tesco contract to support and consult on the introduction of a new Oracle system.
The new system would change the way managers dealt with colleague holidays, PAYE, schedules and HR matters. Managers and colleagues would be able to use a mobile application in order to complete HR tasks and help move the store to a more paperless environment.
We were also appointed as Tesco’s Critical Intervention Team (CIT) for an intended large scale rollout of the Oracle system. The objective of our CIT would be to attend stores that were not achieving KPI’s and provide additional support, training and coaching in order to influence change.
- To aid Tesco in building in house expertise (among the Change and Implementation Programme Team) in order to land change within a high volume retail audience.
- To advise Tesco on the design of the change and implementation approach (to include comms and training).
- To act as lead coaches to the pilot store ensuring all processes were understood and that managers were engaging their colleagues with the changes.
- At the time of rollout, to be the ‘task force’ (CIT) resource on the ground to give those stores / distribution centres who were falling into ‘intensive care’, the additional support, coaching and focus in order to get them back on track with the change adoption.
- To establish a business as usual approach for the CIT for a large-scale rollout of the new system.
What We Did
We used our vast experience to provide subject matter expertise of working and implementing change within stores. We supported the Project Team with best practice methodology to structure delivery of the project objectives.
We were tasked with challenging the ‘Tesco norms’ in order to put the store and colleagues at the heart of the project and drive activities to ensure success.
We advised and implemented best practice on how to communicate and coach the store effectively in order for the new system to be adopted in a quickly and timely manner.
- Initial store engagement
We appointed a lead coach to be first point of contact and the link between the store and the project team.
We held meetings with the Store Manager, Compliance Manager and HR Manager to ensure they understood the full timeline of coming events and provide them with HR data cleansing tasks, which needed to be completed before the system went live.
We worked with the store in appointing and developing a new ‘Super User’ role, which was introduced to support colleagues through the change and answer questions relating to the new system.
We delivered training to all managers and super users on the following: –
- Colleague Journey – holiday, schedule and payslip functionality.
- Manager Journey – approving/declining holiday requests, PAYE and clock in/out exceptions, scheduling and HR Functions.
- How to effectively cascade information and coach their colleagues effectively through the cycle of change.
- Importance of feedback in order to build the new system for the future of the business.
- Coaching and Feedback
We provided ongoing weekly coaching for 8 weeks (from week -3 to week +5) to all department managers. We empowered managers to engage with their colleagues and support them in the right way through the change.
We observed manager and colleague one to one coaching sessions and provided constructive feedback after the sessions to help them improve.
We acted as a ‘walking talking’ user manual within store for any questions/issues, and collated feedback within a daily detailed report which was sent to the project team.
Due to the pilot stores feedback regarding the new Oracle ‘Work and Pay’ system, the project team were able to simplify and enhance the product. Tesco have so far, rolled the updated ‘Work and Pay’ system out to head office and remote working colleagues.
They are now formulating plans to rollout this system to all store formats across the UK.
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