Anjali Pendlebury-Green, Head of Digital Employee Operations, Business Services
Innovation Nation sat down with Digital Employee Operations (DEO) Practice Leader, Anjali Pendlebury-Green, to talk about how Capgemini’s DEO enables our clients’ to put their employees at the heart of their business.
Hello Anjali. Could you start by telling us a little bit about yourself?
Anjali Pendlebury-Green: Yes, of course. I’ve been with Capgemini for nearly 12 years, and it’s been a journey of personal learning and growth and achievements. My proudest moments have ranged from being Capgemini Consulting UK’s employee of the year, to being alumni of the first batch of Gamechangers in 2015–2016, and now setting up and leading the Digital Employee Operations practice.
My passion lies in partnering with clients on their significant transforming efforts. To have clients achieve their tipping point in the transformation journey feels like a personal achievement. Digital Employee Operations (DEO) is the latest avatar of our next-generation HR thinking for the CHRO agenda. We help CHROs transform both the employee experience and also the business impact of HR. In 2018, we extended our DEO thought leadership to Digital Learning Operations (DLO), which speaks directly to the war for talent and reskilling challenges that most of our clients face today.
What are some of the business challenges Capgemini’s Digital Employee Operations offering addresses?
Digital Employee Operations is a comprehensive HR operations approach that enables organizations to tailor their HR service to individual employee roles. DEO puts the customer—the employee, manager, and HR professional—at the heart of our clients’ HR service, and represents the next generation of our HR outsourcing capability aligned to HR3.0 thinking.
Currently, the CHRO community is primarily engaged in three key initiatives:
- The extensive deployment of next-generation HCM platforms such as Workday and SAP Success Factors to drive more self-service, but also with a better user experience.
- Repurposing HR staff away from transactional workloads to business critical agendas such as geo-restructures, mergers, acquisitions, reskilling, and talent attraction and retention. In principle, this is enabled by the first point about implementing new technologies.
- Addressing the war for talent. With companies often struggling to find, engage, hire, and retain the right talent across generations, culture and workplace interactions all make a difference to a company’s employer brand. Yet, defining and delivering a compelling multi-generational employee value proposition can be a real challenge.
DEO is our proactive response to the HR3.0 focus of consumerization of the workplace. We recognize that our CHRO clients require more than just the traditional operational focus on cost and efficiency. They need a demonstrated ability to excite and impact the employee and manager experience.
So, it is extremely exciting for us to have led the market and product thinking ahead of our clients’ requirements and demand. DEO is already being seen as quite a disruptive offer compared to some of the more traditional players in the HRO market.
How does Digital Employee Operations address business outcomes?
Firstly, DEO addresses the experience and adoption dilemma that our clients face when they implement a next-generation HCM platform. Capgemini has built a technology-specific operational model and combined process with an experience lens. We put the employee at the heart of our solution in order to drive the most intuitive HR customer service to deepen adoption and engagement.
This approach also reflects a trend where employees apply the consumer lens to the way they expect to interact with HR. They want to access HR on the move, in real time, and with an intuitive ease, which is a step change from the traditional way that HR has operated.
The second business outcome is “happy people,” including the engagement of current employees and potential employees in the form of candidates, the retention of people, so that we can reduce the amount of time our clients spend hiring and training people.
And finally, “lower cost.” This is where our traditional focus has been, and prior to DEO, our traditional focus was on lowering the total cost of HR operations through improving the productivity of our operations. This remains a focus through elimination and automation. We’ve also added a focus on ensuring that we help our clients achieve their technology investment business case through committed savings, which enables CHROs to meet their financial commitments.
What are some of the commercial constructs that have been developed within Digital Employee Operations?
We are changing the commercial construct of our HR solution away from just traditional FTE-based pricing. In terms of the “high performance” outcome, we offer differentiated pricing models for different service offers. A price per employee served model or an outcome-based pricing model is common for transactional services. Our digital learning design services are a catalogue price, while our learning supply chain management offer includes gainshare on achieving budgetary savings targets.
For the “happy people” dimension, net promoter score (NPS) is commonly used to measure customer satisfaction and has been translated to employees as internal customers being satisfied with our service and ready to recommend us. This has a knock on effect on areas such as voluntary attrition and delivers higher employee engagement.
With the “lower cost” outcome, it’s not just the cost to serve every employee or every transaction. It’s about reducing the number of employee queries that need to be handled by phone or email—which tends to be the most expensive way of resolving a query—and how much more we put into live chat or chatbots through various market-leading robotics or service management platforms.
Could you summarize the benefits our clients’ employees will gain by implementing Digital Employee Operations?
From the end-customer perspective, DEO enables our clients’ managers and employees to focus on their jobs and their roles, while we do the heavy lifting in the background.
In turn, this helps our clients’ employees and managers to have happy and successful working days. We hope that talent retention will rise as a result of the organization engagement.
Finally, could you talk a bit about the future of Digital Employee Operations?
In many organizations, the experience an employee has in the workplace tends to be very different from their experience as a consumer. All employees are consumers and they compare their workplace experience to the world outside. We are working to bring digital employee experience to the workplace and helping CHROs to drive to the HR3.0 concept.
To this end, we are always scanning the market and Capgemini’s digital partners to enhance our HR service offers. Our teams continue to deploy robotics, chatbots, and other automation to both transactions and interactions. We’ve established ways to build teams combining human talent and robotic effort. We’ve enhanced our Digital Learning Operations offer with our partnership with Skillsoft Percipio—a unique automation platform to drive learner experiences. And we continue to look at ways to deploy and optimize other market-leading products to the world of HR. My ambition is to get on the front foot and evolve HR 4.0 and show a path for HR’s evolution beyond its current state.
I truly believe we will continue to digitize workplace interactions, while keeping the warmth, emotion, and uniqueness that underpins company culture.
Anjali Pendlebury-Green is an expert in the field of HR outsourcing and transformation, specializing in delivering HR solutions that leverage global outsourcing platforms, leading edge technology, stack offers, and process standardization. Anjali has led award-winning HRO teams for large multinational companies with a special focus on the manufacturing sector.