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Case Study
Achieving goals quickly: workforce planning in 3 months at the University Hospital Basel
University Hospital Basel
The University Hospital Basel is one of five university hospitals in Switzerland and is one of the leading medical centers with high, internationally recognized standards.
The close cooperation with leading global life science companies in Basel is a guarantee for interdisciplinary treatment concepts and innovations in all medical specialties at the highest level.
More than 7200 employees from over 80 nations provide medical care for over one million people.
With 44 clinics, 8 medical centers and 1,000 places for medical training and further education, it generated total net sales of CHF 1.2 billion in 2021.
Initial situation
With the introduction of SAP S/4HANA in the financial area of the University Hospital Basel in 2022, the customer-specific solution “PERSCO” can no longer be used or the hospital wants to use an integrated solution for headcount and workforce planning at the time of the changeover.
Since workforce planning is an essential part of the budget determination of financial planning, the new solution should synchronize HR and financial data and enable a consistent view of the actual and plan data.
Project goals
- Introduction of an intuitive and decentralized solution for headcount and workforce planning.
- Integration of current HCM data (inventory/costs)
- Consolidated presentation of different financial dimensions of actual/plan & budget.
Challenges
In addition to the introduction of SAP S/4HANA, the University Hospital has also introduced the SAP Analytics Cloud (SAC) as a new technology.
Due to the organizational lead in finance and the personnel-oriented approach of the CubeServ planning application, the process steps and terminology of payroll accounting in HCM for actual cost determination were harmonized with the financial posting process at the beginning of the detailed design.
Realization of the project
In late summer 2021, the project team started with the aim of using the new planning tool to determine the budget for personnel costs for 2022.
With this target, the project team completed the implementation by October
2021 and was able to complete the productive go-live despite external influences (coronavirus pandemic) and limited internal resource availability.
Success factors
The time leading up to the go-live in October 2021 was used to expand the range of functions. This included an integrated SAC-based reporting solution for displaying actual/plan and budget costs and the expansion of static planning to monthly rolling planning.
Thanks to the functional enhancements, the decentralized planners in financial controlling are able to integrate the planning of costs/stocks into the operational daily routine “around the clock”. At the turn of the month, the new actual data on inventories and costs are transferred to planning – and planning measures that have already been carried out are automatically transferred again.
Result and benefit
The advantage of integrative forecasting/budget planning requires a rethink in daily “doing”. Significant quality improvements are expected in the forecast/budget result, through close timing and alignment of time horizon & actual data transfers from HCM and consideration of (future) HR events such as reorganizations, staff increases/decreases (scenarios) or shifts in costs.
Customer feedback
“All requirements and major cost blocks from HR and controlling were identified in joint workshops scheduled at an early stage.
With the experience and standard functions of the CubeServ solution, the project was successfully implemented in just 3 months.“
(Thomas Wyss, Head of Administrative Services – Digitalization & ICT)