Aveng Group

The largest infrastructure development company in South Africa

The Change Management effort for this project involved extensive leadership alignment, stakeholder engagement across each operating division and communications that assisted in creating the context around the key changes to the entire employee...

Company Profile
The Aveng Group is the largest infrastructure development company in South Africa with a proven track record and presence in key target geographies across the globe.

With its broad exposure across the infrastructure value chain, the Aveng Group has the capacity to deliver multidisciplinary projects in construction, engineering, mining, water, transportation, rail, steel and manufacturing.

By the time the group goes live in all operating divisions in March 2015, over 18 000 employees will be in the system and being paid out of the system. 
Business Situation

​​​The Aveng Group is the largest infrastructure development company in South Africa with a proven track record and presence in key target geographies across the globe. With its broad exposure across the infrastructure value chain, the Aveng Group has the capacity to deliver multidisciplinary projects in construction, engineering, mining, water, transportation, rail, steel and manufacturing. By the time the group goes live in all operating divisions in March 2015, over 18 000 employees will be in the system and being paid out of the system.

Technical Situation

​Most of the operating groups were using Absalom and other similar systems to manage their HR information from sites. Payroll was predominantly run out of VIP. Most employees were used to a dot matrix printed payslip that was mostly delivered late to sites. 

Solution
The Change Management effort for this project involved extensive leadership alignment, stakeholder engagement across each operating division and communications that assisted in creating the context around the key changes to the entire employee lifecycle due to SAP being implemented.  

Key changes that the change stream illustrated, communicated and supported included: 

  • Change in pay periods, rules for holiday pay and overtime.
  • Changed payslips, payslip print and delivery process out of a shared service centre.
  • Tax changes that would directly impact the affected audience.
  • The decentralization of HR input into a system from a previous reliance on Payroll to perform this function.
  • Role confusion around who should be doing what: Roles mapped to HR, Payroll and Finance.
  • The implementation of a Payroll shared service centre that caused some restructuring in the Payroll teams. 
Benefits
Products & Services Used

​The Change Management Stream was responsible for 

  • Leadership Alignment: Interviews, workshops and reports to ensure leadership commitment and buy in across the departments and throughout the lifespan of the project. 
  • Change Tracking: tracking and measuring the attitudes to existing change management practices, measuring the impact of the new system on the business and conducting change readiness assessments to ensure that the business was ready for the changes. 
  • Project Team Management: assessing team health across the project, addressing any team health issues with ad hoc interventions. 
  • Stakeholder Engagement: engaged with leadership teams, middle management, supervisors to operators. The change management stream was also involved in information sessions to shop stewards and union representatives to minimise the risks of any industrial action that could have resulted from the system implementation. 
  • Change Agent Network: setting up, training and management of an internal business team to ensure communications and other change activities were conducted timeously and effectively.  
  • Communications: the development and distribution of newsflashes, visual learning maps to aid awareness campaigns and the presentation of information sessions to affected and impacted audiences. Information sessions were conducted at all branches and covered the majority of the entire workforce in communicating the changes to the business. 
  • Training Support: development of quick reference guides for impacted end users, on the floor support for the training team. ​

Bi-weekly participation in the project Steercom ensured that any change management risks were addressed and mitigated quickly through the support of the executive team. The utilisation of a predominantly visual communications approach created unanimous buy in and also ensured affected audiences such as shop stewards, were quickly made to feel comfortable with the extent and range of the change impact.

Download PDF: Avenge Group Case Study

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