www.thehrdirector.com
The first phase is focused on connecting dealers into the manufacturing process, so that when a customer orders a new Triumph motorcycle, they are able to make changes to the specification much later in the process and can see the bike in various stages of build. This level of interaction and immersion in the process itself will have a phenomenal impact on the overall customer experience, keeping them informed and excited in a way that simply wasn’t possible before. Fifteen years ago, it would have been crazy to consider that the manufacture itself might form part of the customer experience. Now we view it as an intrinsic part of how we will engage with our customers.
The next phase for us is the implementation of the Infor HCM software suite, which will allow us to digitalise the HR aspect of our transformation. As the UK is home to our R&D, and our design engineers, it is an ongoing challenge to find the number of employees we need to support our future product pipeline. To keep up with demand, without compromising on quality, we have to aim to be one step ahead of our competitors in a number of ways. The first is to ensure we have modern digital capabilities which are commensurate with the expectations for millennials and STEM talent. Engineering graduates are simply not going to willingly work with old software, and we cannot risk losing out on the best talent because of legacy systems.
Our new system will, for example, support this through introducing the ability for line managers to adopt self-service tools that will give employees the ability to update information directly, such as changes of address or holiday requests. However, there are a couple of tools which are very exciting. Specifically, the new system contains some very smart analytic tools which will make our hiring process much slicker, but also provide us with in depth insights into the behaviour profiles of people across the business. This is where the analytical capabilities of the talent science tools can really help through helping employees to profile their strengths and development needs.
Fifteen years ago, technology was often deployed to realise efficiency savings and strip costs. Now it is at the core of what we do - enabling people to perform their roles more effectively, allowing potential to be realised, and helping to drive our vision
This capability could give us the possibility to use people analytics to help staffing a new team to design a new motorcycle. This would allow us for example, to put more creative visionary engineers on a programme at the beginning and then rotate to more “attention to detail” project management focused engineers towards the end of the design cycle. This more focused approach to talent management is so important as sourcing the right skills remains one of the key challenges we face in the years ahead. Our goal for the digital transformation is that the digital journey starts from the way our customers buy a bike in a dealership, right through to employees and their internal experience, all being part of the same software platform. It allows us a much greater insight into the customer and will enable us to forecast much more accurately. It is impossible to achieve this vision and modernise if we are using old technology to support our processes. Similarly, it is more difficult to recruit the right people unless we use systems which reflect the
the core of what we do - enabling people to perform their roles more effectively, allowing potential to be realised, and helping to drive our vision to deliver the perfect ride for its employees and customers alike.
Fifteen years ago,
technology was often deployed to realise efficiency savings and strip costs. Now it is at the core of what we do - enabling people to perform their roles more effectively,
allowing potential to be realised, and helping to drive our vision
Our UK headquarters is the home of our R&D, and our design engineers are all based in the UK, so we are competing across the board for engineering talent in the UK. It’s great to have a cool brand that works on so many levels, across the demographic, but that’s not enough. We talk about technology all the time, and the agenda of AI and robotics is driving those conversations. It’s disruptive but hugely dynamic and exciting. If you look at our production facilities today, you would be struck by the presence of people building the bikes, aided by technology, rather than the other way around, which is what you expect when you choose to buy a premium product. Computers, AI and some robotics will have contributed to the precision and quality, but human beings are there to ensure that it’s beautiful looking - it’s far more of a partnership than you might see in a highly- automated factory. Perhaps we are what the future of a symbiotic human/AI relationship will look like in the near future? Certainly the synergy is something that occupies our minds and is noticeably forming opinion.
To achieve our vision of making and selling the very best motorcycles in the world, we're always pushing to be the best and to deliver the best experience for our riders. As a premium lifestyle brand, the last few years have seen a rejuvenation of our external brand, and as part of this we have opened up our historic manufacturing base at Hinckley, Leicestershire, to offer factory tours as part of our on-site visitor experience. As well as fostering better engagement with prospects and customers, the facility is also hugely valuable in recruiting talent, from school tours to promoting STEM at an early stage, to showcasing Triumph as an employer of choice amongst the engineering community.
•
modernity of the brand and are in line with the expectations of the talent we are keen to attract. The pace of technological change in the last ten years is unbelievable. Fifteen years ago, technology was often deployed to realise efficiency savings and strip costs. Now it is at
FOR FURTHER INFO
www.triumphmotorcycles.co.uk
MAY 2019 | thehrdirector | 49
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56
