Wells Enterprises Oracle HCM Cloud Transformation: Happy Birthday

Transcription

1 Wells Enterprises Oracle HCM Cloud Transformation: Happy Birthday Session: CAS2924 Wednesday, Oct 24, 3:45 p.m. - 4:30 p.m. Moscone South - Room 159

2 Session Overview Wells Enterprises, the world's largest family-owned and managed ice cream company, produces more than 150 million gallons of ice cream per year under the Blue Bunny label, as well as the iconic Bomb Pop frozen treats. Managing the HR and payroll for those employees was a cumbersome, laborintensive, highly manual process that relied on obsolete technologies. With plans for continued growth and expansion, Wells was eager to bring its HR processes into a streamlined, next-generation technology platform that would enable significant self-reporting and seamless updates. Attend this session to receive an update on its journey and to hear lessons learned one year later. Intelligent Cloud Applications: Human Capital Management (HCM) Your Cloud Transformation Roadmap: Upgrading: Planning Your Move Real Stories, Real Customers: Featured Customers Session Type: Customer Case Study Session 2

3 Today s Discussion About Grant Thornton About Wells Enterprises Wells Enterprises Oracle Cloud Journey Lessons Learned 3

4 About Grant Thornton Session: CAS2924 Wednesday, Oct 24, :45 p.m. - 4:30 p.m.

5 About Grant Thornton Office locations 59 offices spread across 30 states and Washington D.C. Reach Serve 36% of companies on the 2017 Fortune 500 list and 25% of companies on the Russell 2000 list People More than 8,500 professionals in the U.S. Partners 594 partners serving more than 8,000 clients in the nation Our services Assurance Tax Advisory Revenue GT U.S. net revenue equals $1.74 billion 5

6 Oracle Practice Solutions Focus 6

7 About Wells Enterprises Session: CAS2924 Wednesday, Oct 24, :45 p.m. - 4:30 p.m.

8 History Wells Enterprises Founded as Wells Dairy in 1913 by Fred H. Wells in Le Mars, Iowa More Ice Cream is made in Le Mars, Iowa, (one city) by Wells (one company) than in any other place on earth, making Le Mars, Iowa the Ice Cream Capital of the World! Name that Ice Cream Contest in 1935 Blue Bunny is the Winner! The largest privately held and family owned ice cream manufacturer in the US 8

9 Scope of Enterprise State-of-the-Art ice cream manufacturing facilities 2,500+ employees nationwide More than 50 production lines Produce more than 150 million gallons of ice cream annually Over 50,000 product shipments each year $1 billion+ in annual sales Distribution Channels Retail Grocery Convenience Stores Club Stores Food Service Mobile Vending 9

10 Distribution Channels Retail Channels Scope of Enterprise 10

11 Our Oracle Journey Session: CAS2924 Wednesday, Oct 24, :45 p.m. - 4:30 p.m.

12 History Well s existing HR system was labor-intensive, customizations and manual processes were pulling both IT and HR resources away from the strategic initiatives necessary for company growth. HR and IT were spending a substantial amount of time on tasks including spreadsheet creation, informationgathering and reporting IT was continuing to invest time supporting Lawson including customizations to the various applications and adding manual bolt-ons The on-premise application took resource time from the IT technology team to maintain, and any large scale change would feel like an entirely new implementation, and IT had to be involved throughout the process. Employees didn t feel empowered because they had manual forms to complete, trouble accessing information, making changes to their benefits, etc. Well s also needed to lessen the administrative burden on IT for maintenance and customizations, while streamlining HR employee lifecycle by: Increasing reliance on self-service to reduce HR transactional work and improve compliance Providing enterprise-wide workforce visibility profiles, development, personal & job data dashboards Giving employees access to information through cloud and mobile capabilities 12

13 Program Vision Align Workforce with Strategic Objectives and Needs Leverage Modern HCM Cloud solutions to maximize User Experience for increased engagement and adoption Standardize processes to align to best practice; configuration vs. customizations where possible Integrate systems and processes within Talent Management and HCM (e.g., recruiting, compensation, performance) Simplify and automate workflow to avoid rekeying Optimize workforce utilization, ensure that the talent and leadership pipeline is visible for all future needs Adopt HCM Cloud solutions over time to maximize cost savings and better prioritize resource availability 13

14 Program Objectives Enable a growing firm with a necessary, easy to use solution that scales, the technology in place today with Lawson is limiting in a number of ways Streamline functional processes for Core HR Management, Benefits Administration, Payroll Administration, Talent Management Performance Review, and Compensation Management Deploy cloud-based solutions to support their employee application support infrastructure Provide business intelligence and reporting analytics for human capital management, talent management and compensation Enable Cloud technologies from Oracle to support the HCM Systems Road Map: o o o o o o Oracle Cloud Core HCM with Employee and Manager Self Service Oracle Cloud Payroll Oracle Cloud Benefits Administration Oracle Cloud Talent, Performance, Succession and Goal Management (Future) Oracle Cloud Workforce Compensation Management (Future) Oracle Cloud Business Intelligence for HCM 14

15 Program Scope Considerations Grant Thornton collaborated with Wells' to outline the following guidelines and related timeline drivers / considerations. Oracle Cloud Core HCM and Self Service Oracle Cloud Payroll Oracle Cloud Benefits Administration Oracle Cloud Performance, Talent, Succession and Goal Management Oracle Cloud Compensation Oracle Cloud Learn v Key Drivers Process Design Policy/Plan Design Geographical Scope Language Requirements Plan Design Policy Management Integrations Conversion Reporting Change Management Wells' Enterprises had alternatives to deploy these applications. Grant Thornton outlined a phased approach and a big-bang approach for Wells' to consider deploying these applications to support the HCM Transformation initiative across the enterprise. 15

16 Program Timeline Based on a module-based implementation plan, finalized by the Wells' Enterprises and Grant Thornton teams, for the proposed footprint, the team followed a structured deployment timeline that follows: M16 A16 M16 J16 J16 A16 S16 O16 N16 D16 J17 F17 M17 A17 M17 J17 J17 A17 S17 O17 N17 D / 2019 Wave 1 Core HCM Self Service Benefits Payroll Core HCM Payroll Benefits Administration Stabilization Non Oracle Operational Projects Self-Service Wave 2 Compensation Performance Talent Learning Learn Compensation Performance Talent 16

17 Team Staffing Total project cost Risk = High Consultant role too small to influence project, manage risks, and realize benefits. Client Led Client Roles & Responsibilities Collaborative Implementation Partner Roles & Responsibilities Consultant Led Risk = High Consultant role too large. This creates risky dependence, lower probability of sustainable benefits. Total project cost Implementation Partner Role: "Ideal zone" Advisor Coach Partner Driver Owner Requires more internal resources External resources provide advisory support only Increased risk in project failure / delay Lower external resource cost, but high overall cost Work side by side with internal and external team members Design decisions made with a complete understanding of the organization s critical requirements Ensure knowledge transfer Minimize project risks Increased project cost with quicker benefit realization 17 External resources implement the system Software configuration may not meet organizational requirements Less knowledge transfer Increased risk in project failure Higher implementation costs due to heavy reliance on external support

18 Project Governance The project team utilized the following framework to ensure that all threads of work are completed according to plan. Through weekly communications and meetings, all stakeholders were kept familiar with the project, issues and next steps. This framework required commitment from the client sponsors, project management and team leads. Project Management Scope Management Resource Management Risk Management Financial Management Quality Management Technical Leads Functional Leads Change Leadership Team Infrastructure Management Configuration Management Work Management Change Management Development Management Integration Management Issue Management 18

19 Application Specifics All modules are not created equal Dependencies exist Some should be implemented concurrently Module specific nuances: Core HCM Benefits Payroll / OTL Compensation Learning Talent Management 19

20 Application Dependencies HR HR Payroll Benefits Global Transfer (LE change) Overtime Period Change Time Card Required Kronos Pay Rule Average Daily Hours Wellness EIT Wells Retiree Medical EIT Contact Information Assignment Information Areas of Responsibility Payroll Benefits Location/Working at Home SSN for proper US Taxation Employee address changes Assignment Status Custom Extra Information Types Payroll Relationship Assignment Status Extra Information Types Custom Extra Information Types Benefits Groups Vendor Demographic Integration Benefits Elements Program/Plans/Rates Vendor Deduction Integrations 401K Non-Rep ER Match 401K Rep ER Voluntary Deductions Arrears Recovery 20

21 Project Recap For a company that s been in business for over 100 years, change can be painful. Moving from a 15+ year-old, on-premise platform to a sophisticated, cloud-based solution is a significant undertaking and requires a committed and enthusiastic project champion. Demonstrating excellence in leadership, Wells is driving the HR team toward a modern, process-efficient organization. Now that HCM Cloud has given Well s employees a single source for information, they have been able to standardize their processes, and become more efficient. The robust reporting capabilities allow for insightful decision-making, reduced risks enhanced internal controls; and the cutting edge cloud technology and mobile capabilities appeal to tech-savvy talent pools, as Well s enhances its workforce. Reduced implementation time through: o Instant access to the client software environments o Use of out of the box Business Processes to guide the design o Leveraging GT proprietary tools and templates like data mapping and conversion spreadsheets, configuration workbooks, testing Significantly reduced production support required from IT allowing the organization to focus on their customer-facing solutions Provided a mobile and social platform for users - especially in the areas of employee self-service, benefits enrollment and time and expense entry/approval Reduced time and increased accuracy of the payroll process through the use of PBL by eliminating many custom spreadsheets 21

22 Quick Facts: 2017 HCM New hires processed in 2017: 1069 Hired upwards of 70 people in 1 week Weekly Payroll processing Average active headcount of 2856 in 17 paid weekly All paperwork handled DAY 1 in HCM HR rules can t make active in HCM until we see their eyes 525 employees triggered their own Benefits Life Event in employees eligible for Benefits Open Enrollment - 96% participation 22

23 Early Project Returns Application Area Benefit Detail Core HR Efficiency - Maintenance Benefits Payroll, Time Entry, Absence Tracking Data Accuracy Efficiency - Transactional Automation Data Speed & Accuracy Automation Replaced dated HCM systems, reducing time entry effort saved resources time during payroll processing and new hire process. Previously they were using multiple systems for modules and duplicate data entry was required. Overall effectiveness of HR space is increased by utilizing employee self-service application due to pushing the ownership to employees. Can ensure validity and accuracy of data. Oracle workflow has reduced the amount of lag time for manual transactions from days to minutes (i.e. salary change) previously their workflow included departments that were strictly included for notification purposes and not approval purposes. Transactions could sit with a person for multiple days before moving onto the next. Created a standardized process with notifications so a transactions would not sit with a person who was not decision making. System also has delegation rules which were previously unavailable, ensuring the process does not get delayed when a decision maker is out of the office or unavailable. Automation of report distribution (reports distributed on a monthly basis to without having to run each report individually and send in an ) Increased employee benefit enrollment speed and data integrity by deploying self-service from one integrated system. Streamlined time integration, absences, compensation & benefits data to Payroll, resulting in reduced manual entries by Payroll admins. 23

24 Don t Forget Legacy system retirement Data archival strategy Mid-project Oracle updates Oracle Community participation Business events calendar (OE, Comp, etc.) Lead times SI s, Oracle, internal staff transitions End-to-end process issues 24

25 Keys to Success Clear definition of scope monitor and adjust as business needs require Acceptance of cloud applications adapt to capabilities Understand and integrate the cloud release cycle(s) into your plans Top management support and commitment Proper allocation of resources to support implementation lifecycle Inclusion of Oracle Implementation Success Manager Proven methodology and project approach User involvement throughout the project to create buy-in and support Redesign and alignment of business processes to support the new system Structured change management process Detailed implementation plan and manage to it Develop and execute robust testing plan Ability to make timely decisions throughout the project 25

26 Questions 26

27 Speakers Deron Stoecklein Principal Grant Thornton Jasen Heaton Director of Applications Wells Enterprises 27

28 Hear more from Grant Thornton Monday Tuesday 3:45 4:30 p.m. Moscone South Room 157 Henkels & McCoy's journey to the cloud (CAS2953) Ken Fontenot, Grant Thornton; Aaron Bartfield, Henkels & McCoy 12:30 1:15 p.m. Moscone South Room 155 Park Hotels & Resorts' journey to the cloud (CAS2795) Kevin Barth, Grant Thornton; Darren Robb, Park Hotels & Resorts Wednesday Thursday 3:45 4:30 p.m. Moscone South Room 159 Wells Enterprises' Oracle HCM Cloud transformation: Happy Birthday (CAS2924) Deron Stoecklein, Grant Thornton; Jasen Heaton, Wells Entreprises 9:00 9:45 p.m. Park Central (Floor 2) - Concordia Integrating JD Edwards and Oracle Financial Consolidation and Close Cloud Service (CAS2719) Seth Chaikin, Grant Thornton; Patrick Hammen, Renewable Energy Group 3:45 4:30 p.m. Moscone South Room 155 Customers succeed with Oracle ERP Cloud (CAS4154) Bill Behen, Grant Thornton; Kerri Keefer, Quest Oracle Community; Kevin Johnson, Ohio National Insurance Company 11:00 11:45 a.m. Moscone South Room 153 Caesars Entertainment's successful transformation to Oracle ERP Financials Cloud (CAS2929) Matt Lavery, Grant Thornton 4:45 5:30 p.m. Moscone South Room 157 Truckloads of compensation at Great Dane (CAS2648) Daniel Valencia, Grant Thornton Visit Grant Thornton s kiosk in the ERP showcase for a chance to win an Apple Parrot Mambo Fly Drone! 28