South Dakota may be best known in the United States for the iconic Mount Rushmore National Memorial sculpture of four United States presidents, but it’s also home to a vibrant business community effectively pursuing global growth.
One example is Raven Industries, a manufacturer of precision farming equipment and other solutions helping feed people and protecting natural resources, as well as high altitude balloons for research, surveillance and parades that connect, protect, and entertain the world.
While most of the company’s 900 employees are based in its South Dakota headquarters, Raven Industries has expanded operations to Texas and Virginia in the United States, and Canada and Europe. As a growing company with a relatively small HR department serving three manufacturing and operating divisions in various regions, Raven Industries needed a centralized approach to its people strategy that would support its competitive vision around four dimensions: innovation, service, quality and peak performance.
“We’re solving great challenges and have to make sure that we’re serving the world in the best way we can,” said Wierenga. “We’re using the same technology that huge companies are using, and seeing all these great efficiencies, which is especially important for a small HR team. Implementing SAP SuccessFactors directly supports our objective of helping people achieve their peak performance.”
SAP SuccessFactors directly supports Raven Industries’ objective to help people achieve peak performance
Using SAP SuccessFactors Employee Central, SAP SuccessFactors Recruiting, SAP SuccessFactors Compensation, SAP SuccessFactors Learning and SAP SuccessFactors Performance & Goals, Raven Industries eliminated paper-based recruiting and compensation planning, manual goal and learning tracking, and a standalone performance system. Process change has fundamentally transformed everything.
“Becoming more efficient is not just about automating what we did before. You don’t simply take your old processes and attempt to automate them,” said Wierenga. “We looked at what processes we needed to rethink, and made certain the right people were involved. It’s just like how your company sells your products to your customers. You have to know your customers, in this case, employees, to determine how to help them do things better and easier so we can all do better.”
In initially defining, analyzing and measuring processes, the HR team realized the importance of speaking the language of the company’s engineering team. They learned Lean Six Sigma and applied it to the new HR processes, furthering everyone’s understanding of the upcoming changes and value provided, while fostering collaboration and support to make it happen.
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