CSC Deployment of Workday

CSC Deployment of Workday

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Key Questions We ve Been Asked and Are Trying to Answer Today What were your considerations in selecting Workday s Human Capital Management (HCM)? Which Workday functionality did you implement? Was the implementation global? If so, what was your rollout strategy? What were your lessons learned? How did you engage with Workday during and after implementation? Have you deployed Workday? Have you realized the benefits you wanted to achieve?

Who s Here in the Audience Cindy Blendu Presenter Vice President HR Operations, CSC Business Lead for Workday Project Noble Jacob Workday Practice Partner, CSC

Background Who is CSC? $11.7 billion global IT services company 70,000 employees in 70+ countries More than half of revenue in highly regulated areas In third year of five-year transformation What do we do? Global deployment and optimization solutions for Workday clients Applications modernization, development, maintenance, and infrastructure Business process outsourcing Integrated platforms and solutions that enable our clients to move to next-gen infrastructure Cloud, cybersecurity, and big data solutions

What Is at Play? Market CSC Shift from on-premises to next-gen technologies Accelerating Social, Mobile, Analytics, Cloud (SMAC) trend Significant cost pressures New entrants and start-ups Competition for talent Demand for greater management insight and analytics Increasing user literacy and ease-of-use expectations Tools to empower employees and speed time to value New CEO and leadership team as of 2012 Five-year transformation journey: Get Fit, Grow and Lead; CSC is currently in Grow phase New global operating model in September 2012, with refinements made over the past three years Significant cost-reduction effort New platforms and methodologies across all areas Workday practice created in 2014, with CSC as Customer Zero Employee productivity hinges on access to modern technology, real-time information, and communication tools.

CSC Case for Change Tough competition to attract and retain key talent and skills Ability to deploy the right talent from the right location at the right time; fundamental to be competitive Provider of true global delivery centers with core competencies Standard yet flexible products and services that meet client needs Significant restructuring and mergers and acquisitions activity to support Business pressures HR capability Inconsistency across CSC: roles, processes, and support models Processes divided across multiple systems or in spreadsheets Cumbersome Human Resources (HR) policies and self-service capabilities Difficult to get access to trusted data and metrics People processes as HR s job, not manager s job IT roadmap too costly and still not providing right capabilities HR facing significant cost targets With transformation underway to address internal and external factors, we (HR) had to keep up, and do more with less.

How and Why We Selected Workday Focus on Software as a Service (SaaS) and BAU Workday: Fast-growing cloud provider with strong HR capability and advanced platform SuccessFactors/SAP: Evolved from talent management solution to SAP s cloud HCM solution Oracle Fusion: Built from scratch cloud offering to bring the best of Oracle HCM offerings SAP HCM and Point Solutions (business as usual): Current onpremise solution and roadmap Why We Picked Workday 1 2 3 4 5 6 7 Core HR functionality User friendliness and mobile capability Ability to execute quickly Advanced analytics and reporting Cool factor much needed to boost morale during corporate transformation No integration advantage to SAP SuccessFactors vis a vis SAP Financials Client reference calls Workday was selected as CSC core HCM platform and has provided key improvements in productivity, data access, analytics, and efficiency.

Workday Is a Key Element of CSC s Business Transformation From a collection of point solutions to a defined services framework aligned to CSC s operating model, to integrate processes, systems, and data Payroll Future Identity Integration Security Project/ Program Management Master Data

Key Questions Asked During Selection and Planning Deployment schedule Enterprise architecture Economics Resources Ability to execute Do we implement as big bang or phased approach? Do we go slow or fast? When and how do we do process reengineering? Which key events (e.g., HR calendar) need to be integrated? How will Workday integrate with other systems and data flows? Which system is the master? How do we integrate Workday with in-flight systems deployments and initiatives? How do we ensure the best price? What are the future run and maintain costs? What can be eliminated? Is any impairment required from current systems (unamortized capital expenditures [CAPEX])? Which roles and resources are required? How will we manage the project and program? How will the system be supported after implementation? How do we balance deployment with so many competing priorities?

About Our Workday Deployment CSC was Workday s fastest implementation of this size and scope. CSC will deploy Workday s full HCM suite, except for payroll, time-tracking, and absence management. Workday s core HCM solution was deployed globally in March 2015, except in Germany and Austria (where Works Council approval is needed). Workday Performance Management and Succession Planning has now been deployed. Advanced compensation planning is underway. Recruiting is planned for 2017. CSC deployed Workday with us as Customer Zero, which has enabled our Workday Practice to share a set of learnings for future clients. CSC used a team of Workday and CSC-certified consultants and developers.

Workday Has Been a Positive Signal to Our Employees and a Huge Improvement to Our HR Capabilities

The People Manager s Point of View: Then and Now Then Dependent on HR to drive people processes Limited manager visibility into team data Fragmented processes across multiple forms, systems, and approval chains Unclear transaction status during approval delays, making it difficult to engage or follow up Now Control over people-related processes in Workday people managers updating their team data and initiating, managing, and approving employee transactions Streamlined access to comprehensive people data for team reviews and discussions Real-time visibility into data and organizational changes

What Might Be of Interest to You (1 of 2) How CSC Getting Started Enabler Result Implemented core HCM globally in 10 months Make a deliberate choice, with leadership signing off on trade-offs. Maintain strong HR leadership and engagement. Do not oversell Workday capability at go-live. Plan for longer hyper-care period. Less costly implementation and quicker timeframe to achieve better HR capabilities Moved from 800+ processes and forms to just 60 Workday processes Work right to left from Workday s out-of-the-box capabilities, and truly understand how security roles work in processes and data access. Keep effective documentation of working sessions and decisions. Maintain strong engagement model and governance with HR and shared services. Clarity in roles and responsibilities, more streamlined processes Changed the role of HR and our managers Senior leaders must agree up front on alignment of new role of manager. Provide communications to make new role clear and frequently reinforce rationale. Provide proof that Workday will drive better, more strategic HR capabilities. More managerial ownership to drive people processes and more strategic role for HR

What Might Be of Interest to You (2 of 2) How CSC Getting Started Enabler Result Addressed significant complexity in our data and integrations with SAP and other systems Document all key data flows and systems integrations. Know all critical data required to load an employee, for integrations to other systems and transactions, and to pay employees. Do not underestimate the importance of this step. Implement tracking process to cleanse data before data loads. Conduct effective documentation of working sessions for data mapping and conversions. Although we faced a delay from data / integrations, the steps we did take assured greater chance for success Migrated to a new platform in light of the large number of competing priorities Develop governance and engagement model with corporate communications and other key initiatives underway to ensure awareness and interlock. Keep communications to key bullet points what they really need to know. Implement training worklet within Workday to make training accessible. Do minimal manager training up front, and refresher training 3 4 weeks after go-live. Positive signal to employees that CSC is taking a step forward in transformation

Lessons Learned 1 2 3 4 5 6 Go slow to go fast. Before jumping into design, deeply understand your desired capabilities, Workday s end-to-end business processes, and how roles and security work. Drive rigorous HR engagement model and governance to both identify and make key business decisions as early as possible. Do not minimize the work required for data clean-up and integrations otherwise there will undoubtedly be issues post go-live. Invest in consulting support to identify how best to design, drive, and implement the required business process changes. Ensure that dedicated Workday subject matter experts (SMEs) are assigned to the business readiness team to be as specific as possible in the training materials and tools. Build an internal capability for both technical support and business subject matter expertise. This process should be considered a journey, not a single trip.

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