Arnaud - Assistant à maîtrise d'ouvrage PEOPLESOFT

WORK EXPERIENCE

2008 - today TALMAN
HR transformation program manager
Legal IT PM
HR Projects Manager
FEBRUARY 2016 TILL JUNE 2016
EUROCLEAR BANK (BRUSSELS)
The current EB organization and functions definition lead to promotion and recognition issues. I have been asked to audit and review the following topics:
• Jobs structure and tied tasks/competencies BPR
• Workforce & succession planning BPR
• Target organization definition
• HR processes audit
• Proposal of a solution to better attract and retain talents

DECEMBER 2015 TILL DECEMBER 2015
INTERNATIONAL COCOA INITIATIVE (GENEVA)
The project consists in an implementation of an integrated solution for the new ICI HRIS in SaaS mode.
• Organization of HR workshops
• RFP writing
• Systems Demos
• Short list of system vendors

OCTOBER 2015 TILL NOVEMBER 2015
ALSTOM / GENERAL ELECTRIC
In the area of Russian and Chinese antitrust & regulatory approvals :
• Impacts on the current IT plan
• Margins of maneuvers and room for interpretation analyzed with legal and sourcing teams
• Possible and practical scenarios draft and budget
• Feasibility, costs and timing
• Plan definition, setup and follow-up

JANUARY 2015 TILL JUNE 2015:
Coris Bank (Burkina Faso)
HR projects manager
• HR organization and HRIS Audit
• RFP writing and delivery
• Selection of HRIS providers

Health ministry (Burkina Faso)
HR projects manager
• HR organization and HRIS Audit
• HR departments reorganization’s proposal
• Management training setup and delivery

HR Projects Manager
HR-IS CONSULTANT EXPERT - SENIOR HR MANAGER

APRIL 2014 TILL DECEMBER 2014: AXA INVESTMENT MANAGERS
Insurance/Asset Management
Paris France
• PeopleSoft HR solution migration to Oracle Fusion pre-study
• Oracle Fusion migration ASIAPAC (Cloud HCM)
• Head Hunting internal service redesign and development
• Group Recruitment solution implementation (Taleo to Cluen)
• Absence tracking BPR and e-Days solution implementation for both UK and Asia (e-Days)
• Data security, privacy and compliance legal advisor
• Social instances negotiations

HR Program Manager APRIL 2010 TO APRIL 2014: SCOR
INSURANCE/REINSURANCE
PARIS FRANCE
HRIS GROUP DIRECTOR AND HRD DEPUTY
• Global Organization and architecture BPR and rebuild
• Employees performance process review and implementation
• Compensation and benefits processes review and implementation
• Organization Chart implementation and integration into SCOR intranet
• Global assignment management process review and implementation
• Workforce planning and Succession planning BPR and implementation
• Trans America Re and Generali US companies’ employees’ integration
• Interface with Group/Outlook/AD having PeopleSoft as master
• Migration of PS V8.9 to V 9.1
• Asian Payrolls review and deployment (Singapore, China, Malaysia)
• Asian absences review and deployment (Singapore, China, Malaysia)
• System access security, roles and profiles definition, Data privacy and compliance legal advisor

Senior Payroll
Consultant FEBRUARY 2010 TO APRIL 2010: GROUPE EIFFEL
Building Industry
Paris France

Project manager in the area of the move to production of the new payroll system for Eiffel Group
Objectives and accomplishments:
• Entered the project when the previous manager left urgently. “Fire fight force” operational mode
• UAT phase finalization and bugs correction
• Prepare for move to production
• Setup of the post prod support and system governance

HR Project Manager (CSC HRIS B.U. Senior Manager) JULY 2007 TO JANUARY 2010: GROUPE AXA
Project Manager in the area of HR processes reengineering:
• Careers and Jobs review and anticipation for AXA France
• AXA cross entities HR processes harmonization
• Corporate communication
• Group HR solutions harmonization

HRIS project manager in the area of AXA Group HR platform implementation:
• Proposal answer and assistance in the solution selection
• Project plan definition
• Existing solutions audit
• Workshop preparation and lead, general and detailed design writing (organization, workforce admin and planning, stock management, succession planning, annual reviews …)
• Interfaces need analysis with AXA entities and deployment strategy
• Project follow-up and reporting towards Group instances and stakeholders
• Implementation of the talent and recruitment solution (RFP + analysis of Taleo versus PeopleSoft solutions)

IT project manager for the group IT strategy plan:
• HRIS needs analysis having 2015 as target
• Convergence strategy definition
• IT Strategic planning consolidation for all AXA entities
• Budget proposal covering 4 years
• Road Map IT/HR

BI pre-study project manager:
• Statement of the pre-study
• Statement of current sate environment
• Statement of Proposed Solution
• Benefits of Solutions
• Implementation plan

Experienced HR Consultant 2007 ALSTOM TRANSPORT (Europe)
In the area of the definition and implementation of HR indicators (KPIs) based on PeopleSoft 8.9 support:
• Answer to the RFP and financial proposal
• Project scope and planning definition
• Project methodology definition/adaptation to ALSTOM’s requirements
• HR database audit and results delivery
• KPIs pre recommendation based on the audit
• Building of an internal HR survey conducted after in ALSTOM’s worldwide premises
• Internal survey analysis and PeopleSoft’s usage best practices recommendation
• KPIS’ Functional and technical specifications delivery
• KPIs development into PeopleSoft and BO.
• Writing and delivery of the KPIs user guides and business rules.

Experienced HR Consultant 2006-07: EUROCLEAR (Bruxelles, Belgium)
Responsible for the Training process review at the European level and implementation into PeopleSoft:
• Project Planning definition
• Cap Gemini methodology adaptation to Euroclear’ six sigma standards
• Preparation and delivery of the different workshops in English
• Detailed Business Requirements and Detailed Functional Design delivery
• Whole design of a specific training functionality linked to competences and performance management
• Data conversion design
• Training supports writing and end-users training.

Jan. 2006 / Nov 2006
Upgrade manager / Senior functional consultant
HCM Senior Consultant/
Project Manager
Recruitment Project Manager

Oct. 2005 / Dec. 2005
Experienced HCM
Consultant ALSTOM
Upgrade manager position during ALSTOM’s 8.1 to 8.9 upgrade project:
• Project plan, strategy and scope definition
• Answer to the RFP and financial proposal
• Negotiation and writing of the final contract
• Technical and functional teams setup + team integration with the client’s ones
• Manager for the phases:
o Planning,
o Analysis (senior HR functional consultant, Performance and Objectives, Competences and Organization/Security, Comp&Ben, Workforce & Succession Planning, Recruitment and talents processes review)
o Technical migration (senior technical consultant, participation to the migration of interfaces and to the re-development of some clients system’s customizations)
o Group security definition
o Acceptance tests
o Go-live
o And post-production
• Competences transfer towards ALSTOM internal PeopleSoft teams

ALSTOM requested assistance in studying its current HRIS and its HR processes’ deployment needs compared to the 8.9 PeopleSoft release and functionalities.
• Project plan definition
• 8.9 release demos organization
• Macro-functional study through pre-workshops interviews preparation
• Technical and functional workshops design and animation (in English)
• Fit gap analysis and target system definition
• Upgrade path and scenarios definition
• Recommendations
• Project costs evaluation based on the target system

In the area of the evaluation and selection of an e-recruitment solution (perimeter of 65 000 employees):
• Opportunity note writing
• ROI estimation
• Project plan definition
• Processes analysis and recommendation for a corporate process
• Workshops in English
• Need definition
o Evaluation of PeopleSoft 8.9 compared to best of breed
o Functional specifications
o Technical specifications
o Implementation

AXA
Assistance to AXA GS’ teams in the evaluation and the selection of an HCM solution (perimeter of 45.000 paid) for France only.
• Project plan definition
• Questionnaires drafting
• Workshop animation (about 10 participants each time)
• Processes analysis and recommendations
• RFI drafting
• RFI was sent to the competitors
• RFI answers analysis
• Synthesis
• Software recommendation
• Project plan definition

Apr 02 / Aug 2005
HR Manager
Valeo Group HR Manager
Upgrade Manager

Project Leader
Valeo
HR Manager for Valeo Wiper Systems managing a team of 12 HR employees and a plant of 1600 employees
• Recruiting and staffing;
• Organizational departmental planning;
• Performance management and improvement systems;
• Organization development;
• Employment and compliance to regulatory concerns regarding employees;
• Employee onboarding, development, needs assessment, and training;
• Policy development and documentation;
• Employee relations;
• Company employee and community communication;
• Compensation and benefits administration;

In the area of new modules and functionalities implementation, deployment ending , payroll interfaces and project outsourcing :
• Valeo’s Career plans, mobility and succession plans’ processes review and analysis, workshops, functional specifications writing, developments of modules and of the HR reporting.
• Competences for all employees’ types’ project. From the process review, to the definition of the competences’ catalog, with workshops, specifications writing, developments and move to production.
• Employee and manager self-services implementation project. From workshop, to specifications, developments and go-live + security review.
• Training modules implementation and system review due to DIF rules setup.
• Daily project management, HR and IS meetings, budgets, planning, …
• Specifications, development and deployment of payroll interfaces (102 interfaces).
• Outsourcing of our servers and system maintenance.
• PeopleSoft e-learning solution definition, specification and implementation...
• PeopleSoft security definition and management

In the area of the 7.5 to 8.3 release upgrade:
• Upgrade objectives definition and ROI calculation
• Technical and infrastructure conditions review.
• Project functional and technical documentation lay down.
• Specifics evaluation and cartography
• Upgrade strategy and project plan definition
• Planning, costs calculation and budgets
• Quality, norms and tests policies specification
• Specifications of the project writing
• Service supplier selection and contract negotiation
• Project management
• Participation to functional reviews and to developments (mainly reporting)
• Reporting, KPIs, Project committees …

The upgrade was for Valeo a mean to implement new functionalities such as career management and internal mobility. As upgrade manager I was responsible for the full analysis and developments of these processes.

In the area of the Go live, international deployment and HRIS maintenance :
• Core system finalization based on administer workforce, positions and plan salaries modules. Including full reporting solution.
• Access databases data conversion into PeopleSoft (68 databases)
• End users training
• PeopleSoft deployment over 26 countries
• Help Desk and system maintenance implementation

2001 – 2002 (Accenture)
Senior HR Consultant
Louis Vuitton
In the area of the rebuilding of the human resources informational system (PIMS project – PeopleSoft HRIS - Worldwide):
• Management of the functional and technical teams during design, development, testing and delivery phases. Building and follow up of work plans, task lists and planning.
• Provide Functional Expert assistance for HR in the areas of analyzing processes and rebuilding them.
• Provide Technical Expert in the areas of coordinating developments, security, testing and conversion analysis.
Analysis and development of all the reporting and KPIs for Louis Vuitton.

2001 - 2002 (Accenture)
Consultant HR Senior
T.D.F.
Integration of this subsidiary to France Telecom and to France Telecom HR system. Rebuilding of the internal HR management processes within the area of a change of collective labor agreement:
• Technical & Functional coaching of Accenture consultants.
• Provide Functional Expert assistance in the areas of after payroll Processes, Workforce Administration and Organization.
• Provide Technical Expert assistance by answering technical issues to the integration into PeopleSoft of TDF processes and figuring the recommended solutions.

2000 – 2001 (Accenture)
Consultant
Valeo
In the area of the rebuilding of the human resources informational system (project ******** – PeopleSoft HRIS - Worldwide):
• Responsible in charge of the management of a team dedicated to the analysis and development of the reports and batches.
• Responsible for the French Rollout of PeopleSoft.
• Security access rebuilding.
• Analysis of requirements and needs in term of reporting, proposition and choice of specific integrated solutions.
• Rebuilding of the management processes in term of reports/batches and implementation of these ones.

2000 - 2001 (Ernst&Young)
Consultant
PeopleSoft
In the area of the localization of PeopleSoft Payroll, to France rules and specifics. As a consultant by PeopleSoft itself:
• Analysis and development of the after payroll reporting.
• Knowledge and participation to the development of the release 8 of the ERP

1999 - 2000 (Ernst & Young)
Consultant
IEG Pension
In the area of the rebuilding of the HR information system (fromAS400 to PS 7.5) :
• Analysis of requirements, proposition and development of specific integrated solutions. Processes’ reengineering and implementation of appropriate solutions.
• Responsible in charge of the functional analysis and customization of the Administrative Sheet.

1996 - 1998
HR Manager
3S Securité
HR and Administration Manager for 3S Securité 80 employees
• Recruiting and staffing;
• Organizational departmental planning;
• Performance management and improvement systems;
• Organization development;
• Employment and compliance to regulatory concerns regarding employees;
• Employee onboarding, development, needs assessment, and training;
• Policy development and documentation;
• Employee relations;
• Company employee and community communication;
• Compensation and benefits administration;
• Daily company administration work