IBM > Case Studies > Transforming HR Function for Business Growth: Ashurst's Journey with IoT

Transforming HR Function for Business Growth: Ashurst's Journey with IoT

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Technology Category
  • Functional Applications - Computerized Maintenance Management Systems (CMMS)
  • Platform as a Service (PaaS) - Application Development Platforms
Applicable Industries
  • Buildings
  • Finance & Insurance
Applicable Functions
  • Maintenance
  • Product Research & Development
Use Cases
  • Inventory Management
  • Onsite Human Safety Management
Services
  • Cloud Planning, Design & Implementation Services
  • Training
The Challenge
Ashurst, a leading international law firm, faced a significant challenge after a major merger that almost doubled its size. The firm's HR function aimed to transform its operations to support the ongoing strategic growth objectives. The merger presented challenges in managing talent, developing skills, and rewarding performance across the global business. Each part of the business had its own systems and processes for managing absences, tracking performance, and rewarding success. This led to increased manual effort and cost, reduced ability to ensure globally consistent definitions of human capital management metrics, and difficulty in generating comprehensive reports. The firm also faced challenges in answering important questions related to employee skillsets, retention, and compensation policies across the organization.
About The Customer
Ashurst is a major international law firm that employs more than 3,300 people across 16 countries. The firm advises corporates, financial institutions, and governments. Its core businesses are in corporate, finance, dispute resolution, and the development and financing of assets in the energy, resources, and infrastructure sectors. In November 2013, Ashurst and Ashurst Australia (formerly Blake Dawson) merged to form one global team. The merger almost doubled the firm's headcount, opening up new business opportunities but also presenting significant challenges in human capital management.
The Solution
To address these challenges, Ashurst decided to build standardized global processes for managing talent, developing skills, and rewarding performance. The firm evaluated the market for a new human capital management platform and selected the Oracle Human Capital Management Cloud solution as the basis for a new, integrated way of working. This cloud solution helped Ashurst avoid the maintenance and management costs associated with managing and securing an on-premises solution. To help migrate its operations to a single, global Oracle solution, Ashurst engaged an expert team from IBM Global Business Services. The firm is launching HR self-service, a phase of the project targeted for completion by September 2015. In parallel, Ashurst and IBM Global Business Services are collaborating on work streams for additional components of the Oracle HCM Cloud solution, including Oracle Talent Management and Oracle Workforce Rewards.
Operational Impact
  • The implementation of the Oracle HCM Cloud solution has transformed Ashurst's HR function, enabling the business to take greater ownership of data and creating a single source of truth to drive more accurate reporting, operational efficiencies, and closer collaboration on long-term strategic initiatives. The solution has also enabled the firm to offer anywhere, anytime access to HR data, which is essential as its global reach extends across additional time zones. The firm is now able to empower every member of the firm to own their personal data, ensuring that records are up-to-date and delivering the clean, consistent data needed for accurate reporting. The transformation has also shifted the focus of performance management towards productive, face-to-face conversations about career development, training, and constructive feedback.
Quantitative Benefit
  • The firm grew from a business with 2,000 employees to one with more than 3,300 people.
  • The Oracle HCM Cloud solution was implemented across 14 countries.
  • The firm is launching HR self-service, a phase of the project targeted for completion by September 2015.

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