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BP chose Accenture as its outsourced finance and accounting services partner, also engaging Accenture to support talent management and organizational change during the transition execution.
In 2012 BP selected Accenture to be its sole provider of outsourced finance and accounting (F&A) services globally, consolidating seven existing contracts delivered by a combination of service providers. More than 1,800 full-time Accenture employees now provide record-to-report, order-to-cash, procure-to-pay, and production revenue accounting services to BP Upstream, Refining & Marketing (R&M) and corporate functions from Bangalore, Buenos Aires, Manila, Krakow and San Antonio.
Forty-two separate transitions went live between February and October 2013, involving more than 20 business units in more than 26 countries. This engagement was the largest “outsource provider to outsource provider” transition in the business process outsourcing (BPO) industry.
With a project of this magnitude, it was essential that a robust and comprehensive change management program be put in place to support its success.
Members of Accenture’s Talent & Organization consulting group and BPO mobilization people team were brought together to form the Human Resources, Communications and Change team, which assumed responsibility for all change management activities within the Accenture delivery centers, among the legacy provider’s workforce, and internally at BP.
The team’s responsibilities included creating an attractive employee value proposition for the workforce Accenture sought to recruit from the legacy provider, structuring an induction training curriculum for the new teams in Manila, Bangalore, Krakow, Buenos Aires and San Antonio, and developing communications and training for all affected BP stakeholders.
Particular areas of focus for the team included:
Working together, BP and Accenture achieved the following results:
Exceeded target rehire rates in all locations.
Maintained low attrition rates both between offer acceptance and start date, and post go-live, due to a pre-joiner people engagement program rolled out in Bangalore, Buenos Aires and Krakow.
Delivered a global standard induction training curriculum to more than 1,200 staff members in five locations.
Created a comprehensive toolkit of tailored communication plans and templates for local finance and procurement teams to drive change in their business unit or country.
Delivered more than 500 pieces of communication in 26 countries.
Avoided a disruptive impact to business performance at go-live.
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