Introduction
Some organizations often experience common challenges related to compensation and benefits. Among the common challenge is the type of human resource system adopted such as centralized or decentralized. Each HR system is effective when applied in a deserving setting, but ignoring this consideration would result in inefficiencies in the system implemented. Boehringer Ingelheim is a company that is experiencing a similar problem, one that has negatively impacted on the organization’s performance. However, a look into an organization that overcame this challenge provides recommendable measures that Boehringer Ingelheim can utilize and similarly eradicate the inconveniences that this problem has caused in the organization.
Overview of the Organization
Boehringer Ingelheim is a company that deals in pharmaceutical products and its vision is to offer value to its employees, community, as well as patients through its innovative organization culture. The affiliate of this company is found in the United States and is registered under the name ‘Boehringer Ingelheim USA Corporation’. The organization’s innovation is significantly attributed to the philosophy it holds, which basically champions for ‘leading and learning’. The type of work setting is that of leadership and learning, where all staff-members and stakeholders are encouraged to enquire (for clarity), take initiative (be quick to act) and utilize the various opportunities available (Fonteyne, 2012).
Mary Borba has been in the company for just about six years now, and currently serves as the compensation and benefits vice president. At the time Mary joined the company, it had a decentralized Human Resource System that focused all efforts to serving employees in various location. The HR system was characterized by a dismantled delivery system, a small HR operations team, and numerous data errors. The team members were committed to giving the company support, but since they lacked necessary training and critical tools necessary for success, they continued to experience various challenges. The compensation and benefits program suffered from extensive data errors as well as inconsistent responses to the enquiries of employees. She was uncertain as to where to begin. A key proposition was for the human resource operations to be given more staff and in addition, the HR team offered training in necessary areas in order to reduce and eventually eradicate the problems in the system (Fonteyne, 2012).
The initial measures that Mary Borba introduced include looking for an expert partner to assist the organization in its transformation to a better system. It was agreed by both the senior management and the other stakeholders that an external partner was the ideal choice. Watson Wyatt was picked as the company partner, because of its vast experience, and held an in-depth knowledge, which would be utilized in developing as well as implementing the change project.
The Watson Wyatt team reviewed the HR department of Boehringer Ingelheim, especially the department’s structure, operations, and processes. Processes reviewed include HR technology, employee training needs and roles and responsibilities in the HR process and information system. To point out and strategize on how to solve data entry mistakes occurring in the compensation and benefits program and important …