Cox s Journey to the Cloud March 10, 2016

Transcription

1 Cox s Journey to the Cloud March 10,

2 Today s Speakers Mark Castleberry Project Manager, Corporate Information Services Joined Cox in 2007 Mark.Castleberry@coxinc.com Karen Burkhart Manager, Production & Analysis, HR Technology Services Joined Cox in 2015 Karen.Burkhart@coxinc.com 2

3 Cox Enterprises: A Diversified, Private Company A leading communications, media and automotive services company with revenues of $18 billion and approximately 55,000 employees.

4 Cox Enterprises: Major Divisions Cable television distribution, high-speed Internet access, home security, telephone, commercial telecommunications and advertising solutions Television and radio stations, digital media, newspapers and advertising sales rep firms Vehicle auctions, repair and certification services and web-based technology products; digital automotive marketplace and software solutions Cox s major national brands include:

5 Transforming Talent Management All three divisions identified talent mgmt. as a top business and HR strategic objective - but all with vastly different needs. Our talent mgmt. processes were highly inconsistent - primarily focused on compliance and driven by manual processes.

6 Transforming Talent Management Challenge: Transform talent mgmt. practices across all divisions while deploying an enterprise-wide solution. Objectives: Align on a common vision for managing talent across the enterprise so that Cox could Design and deploy highly standardized processes, procedures, and technologies across all divisions aimed to Enable cross-division talent management focusing on operational excellence, continuous improvement, and employee engagement.

7 Integrated Talent Management

8 Roadmap & Structure 8

9 Recruiting Onboarding Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 GO-LIVE STABILIZATION GO-LIVE/STABILIZATION Goals/Performance Mgmt Competencies/Rating Scale FULL YEAR PILOT KICK-OFF GO-LIVE/STABILIZATION GO-LIVE/STABILIZATION Talent Review/Succession Planning My Career Bio GO-LIVE/STABILIZATION GO-LIVE/STABILIZATION Learning DESIGN SIGN-OFF GO-LIVE/STABILIZATION *Each workstream includes two months of post go-live stabilization. 9

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11 Implementation Methodology Mobilize Business Process Tollgate Mobilize Implementation Tollgate Executive Demos UAT Tollgate Go/no-go Transition to Operations Guiding Principles 3 4 weeks* Facilitator Participants: TMLT Approvals TMLT, HRVPs Business Process Design 4 8 weeks* Facilitator: PWC BP lead Participants: Team identified by TMLT Approvals TMLT, HRVPs, Program Directors Implementation 6 8 months* Facilitator: Product specialist & Module Lead Participants: Team identified by TMLT Demo to program directors and HRVPs Recorded demo to divisions Stabilization 8 weeks* Approvals System Design: TMLT UAT: Division business users Go/no-go: TMLT, HRVPs, Program Directors * Estimates only and can be more or less depending on approach, resources and number of modules combined

12 Recruiting Design Principles Enterprise wide technology and database for recruiting Default to centralized recruiting operations, support and administration based on standard processes Provide a consistent, enterprise wide candidate experience that retains distinct business brands and allows users to: Create and update one candidate profile Navigate across divisions; access all job opportunities and types Control the scope of their search to meet their requirements Provide visibility to internal and external talent across the enterprise for recruiters/those responsible for recruiting Consider any current Cox employee an internal candidate

13 A Day in the Life of The Recruiting Process

14 Recruiting Challenges Each division had unique practices, policies and procedures harmonizing process and data Getting buy in from a large group of stakeholders Consistent experience that leverages brand equity Extensive integration development required

15 Lessons Learned Cloud projects have fewer environments available Start deployment planning early Allow ample time for stabilization we doubled original plan to 8 weeks

16 Operations & Support 16

17 Taleo Enterprise Edition Release 15A.7.1 Recruiting and Onboarding (Transitions) Integrations Passport vendors InfoMart (background checks) FurstPerson (assessments) TCC (Taleo Connect Client) PeopleSoft Oracle Fusion Recruiting Activity in ,000 new job postings 530,000 new applications 16,800 hires 17

18 Initial Model for Enhancements Requested by Divisions Reviewed by COE Prioritized monthly with HRTS Worked in monthly releases 99 enhancements completed in 2015 Release 15A Acquisitions and reorganization Mobile apply process Search Engine Optimization (SEO) using Talent Brew by TMP 18

19 Candidate Experience: Search Engine Optimization 19

20 Taleo Recruiting Projects in 2016 New functionality CRM Tool Evaluation Management ACE Questions Business-driven change Recruiting Workflow Changes Acquisitions and Reorganizations Maintaining currency Taleo Release(s) Integrations with Fusion 20

21 2015 vs Reality in 2015 What s Changing in 2016? Requirements not fully understood prior to beginning work New requirement request form and intake process Work often took longer than planned resulting in missed deadlines Disciplined approach to estimating and planning Testing plans were not always clear Schedule of enhancement deployment often changed Define test plans as part of requirement gathering agile-like sprints to deliver new functionality. Operational Calendar to manage overall schedule. Unplanned work was absorbed without changes to resources or schedule Work will be assigned to a sprint. Unplanned work will be assigned to a future sprint. 21

22 Enhancement Process for 2016 ACTIVITIES P E O P L E 22

23 2016 Operational Calendar Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Recruiting Business Events Phase 1 CTA Process Redesign Phase 2 CRM Implementation Enhancements supporting process redesign Stabilization Technical Taleo Requirement Gathering Sprint 1 Sprint 2 Release Refresh Refresh Refresh Release 23

24 Lessons Learned Operating in the Cloud Vendor relationship Roadmap Release methodology Support model Contract provisions Customer networking On-line communities Webinars and conferences Release planning Internal strategy Playbook for regression testing 24

25 Thank You & Questions 25