Sydney Water Enhances Efficiency Through Significant Investment in Back-Office Systems
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Sydney Water’s Significant Investment in Back-Office Systems: Embracing a New Era of Efficiency
Quick Overview – Essential Points:
- Sydney Water is allocating resources to Dayforce to transform its back-office technology frameworks and workforce management.
- The funding follows four years of strategic planning and aligns with a comprehensive workforce enhancement strategy.
- The initiative aims to boost efficiency, workforce morale, and customer service delivery.
- Deloitte has been appointed as the systems integrator for the Dayforce deployment.
- This project signifies a pivot in Sydney Water’s strategy towards enhancing back-end systems alongside its customer-facing technologies.
- Ongoing improvement financing is embedded within the project to guarantee long-lasting success and flexibility.
Transition to Back-Office Modernisation
Sydney Water, among Australia’s largest water utilities, is initiating a substantial workforce transformation through the adoption of Dayforce, a premier human capital management (HCM) system. This development indicates a broader change at Sydney Water, which has historically prioritized investments in customer-centric technologies and essential operations like automation in water and wastewater processing facilities. However, the utility has recently identified the necessity for parallel investments in back-office systems, initiating what Lynda McClelland, head of people experience programs, refers to as the “dawn of a new era.”
A Four-Year Workforce Strategy in Development
The choice to revamp Sydney Water’s back-office systems was not made impulsively. McClelland shared at the Dayforce Daybreak conference that the utility outlined its current workforce strategy four years prior. Throughout this period, it became apparent that a strong technological framework would be vital for facilitating the workforce transformation.
McClelland highlighted that the journey commenced with a payroll audit that enabled initial funding. As the years progressed, Sydney Water linked additional funding proposals to significant milestones within its workforce strategy. This gradual method allowed the utility to carefully establish its foundation, ensuring that when Dayforce was chosen as their HCM solution, they clearly understood their requirements.
The Contribution of Dayforce and Deloitte to the Transformation
Following extensive planning, Sydney Water opted for Dayforce as its people management technology. The decision was guided by Dayforce’s capacity to streamline and standardize back-office procedures, which had grown increasingly intricate over time. Deloitte was selected as the systems integrator to manage the implementation process, which commenced earlier this year.
McClelland underscored that the groundwork laid in planning and objective-setting facilitated a swift design phase of the project. “We accelerated through the design phase due to the extensive preliminary work we undertook,” McClelland affirmed, highlighting how the investment in initial preparations proved beneficial.
From Customer-Centric Approaches to Enabling Functions
For more than a decade, Sydney Water had concentrated its technology investments primarily on customer-oriented functions, including digital intelligence and automation within its treatment facilities. However, two years ago, the utility acknowledged the importance of investing in enabling functions, like back-office systems, to enhance overall operational efficiency.
McClelland noted that this shift in focus has already yielded positive results, particularly in enhancing employee contentment and service delivery quality. “Greater efficiency translates into happier employees because they feel more empowered, allowing them to dedicate more time to service provision,” she explained.
Continuous Improvement as a Core Principle
A crucial insight from Sydney Water’s approach to this transformation is the focus on continuous improvement. McClelland underscored the necessity of reserving funds for ongoing system enhancements once it becomes operational. The reasoning behind this is that no system is ever entirely “complete.” As users engage with the new platform, fresh needs and enhancement opportunities will present themselves.
“The transformation does not conclude upon project launch,” McClelland emphasized, suggesting that other organizations should incorporate continuous improvement into their budgets to ensure sustained success.
Conclusion
Sydney Water’s decision to invest in Dayforce as part of its workforce transformation signifies a major shift in how the utility recognizes the value of back-office systems. The four-year strategy that underpins this investment underscores the significance of meticulous planning and defined objectives in significant technology transformations. With Deloitte serving as the systems integrator, Sydney Water is set to refine its processes and enhance both employee morale and service provision. By embedding continuous improvement into the project’s core, Sydney Water guarantees that its back-office systems will adapt and align with its larger organizational ambitions.
Q: What led Sydney Water to select Dayforce for its workforce transformation?
A:
Sydney Water chose Dayforce after a four-year process of planning and objective formulation. The platform was considered crucial for simplifying and standardizing back-office procedures essential to supporting its larger workforce transformation initiatives.
Q: What effect does this investment have on Sydney Water’s staff?
A:
The newly implemented back-office systems intend to elevate employee satisfaction by empowering staff to work more effectively. Streamlined processes allow employees to concentrate more on customer service delivery, thereby enhancing overall job satisfaction.
Q: What is Deloitte’s function in this initiative?
A:
Deloitte was chosen as the systems integrator for the Dayforce implementation. Their responsibility is to ensure that the platform is seamlessly integrated with Sydney Water’s existing technological framework, facilitating a smooth transition and optimizing the system’s capabilities.
Q: Why is ongoing improvement funding crucial for this project?
A:
Continuous improvement funding is vital as implementing technology is an enduring process. Once a system goes live, new challenges and opportunities for enhancements typically arise. By allocating funds for ongoing updates, Sydney Water ensures the system’s long-term effectiveness.
Q: How does the investment in back-office systems connect with Sydney Water’s overarching objectives?
A:
The investment in back-office systems aligns with Sydney Water’s ambition to boost overall efficacy and enhance customer service. Equipping employees with superior tools and systems enables the utility to deliver services more efficiently, which is a critical aspect of its larger organizational strategy.
Q: What was the timeline for planning and executing this project?
A:
The planning phase spanned between two and four years, during which Sydney Water meticulously identified objectives and requirements. The actual implementation of Dayforce commenced earlier this year, with Deloitte spearheading the integration efforts.
