Agenda§ Wells Fargo company overview§ Business drivers for new case management tool§ Overview of HR services and HR HelpDesk [HRHD] usage at Wells Fargo§ HRHD implementation approach at Wells Fargo§ Key Benefits§ Key Challenges / Lessons Learned§ Results Achieved§ Contact
Wells Fargo company overview§ Wells Fargo & Company is a diversified financial services company providing banking, insurance, investments, mortgage, and consumer and commercial finance through more than 9,000 stores and 12,000 ATMs and the Internet (wellsfargo.com) across North America and internationally.§ Headquartered in San Francisco, but we’re decentralized in operations.§ One in three households in America does business with Wells Fargo.§ Wells Fargo has $1.3 trillion in assets and more than 265,000 team members across our 80+ businesses.§ Our vision: “We want to satisfy all our customers’ financial needs and help them succeed financially.”
Business drivers for new case managementtool§ Multiple HR groups were using separate, end-of- life case mgmt solutions. § None were suitable for go-forward strategy§ Desire to simplify by moving to common tool. § Gain insight into key data and team member interaction with HR§ Wanted a robust tool that would support case volume, allow for high level of security, allow for different requirements between HR groups.
Overview of HR services and HR HelpDeskusage at Wells Fargo§ 4 Human Resource User Groups (800-900 users; 3,000,000 cases) § Employee Relations/HR Advisors [HRA] (300 Users; 346,000+ cases) § Multiple teams aligned by geography and/or business group. § Employee Assistance Consulting (25 Users; 101,000+ cases) § Unique industry case definition and requirements. § HR Service Center (550 Users; 2,400,000+ cases) § Contact center for: Payroll, Benefits, Learning, Leave Mgmt, Forms Processing, New Hire Processing, Tuition Reimbursement § HR Systems CARE (8 Users; 20,500+ cases) § 2nd Level HelpDesk for HR Service Center§ Primary Users: Phone Agents, Operations Clerks, HR Consultants & Professionals§ Support Tech Team: ongoing support is 3.0 FTE approx.§ Some groups using telephony integration, including voice authentication.
HRHD implementation approach at WellsFargo§ 4 HR Groups Implemented in Waves § Employee Relations/HRA (Live 4/1/10) § Employee Assistance Consulting (Live 5/15/10) § HR Service Center (Live 9/20/10) § HR Systems CARE (Live 9/20/10)§ Work began in June 2009 and each go-live date was a must- meet date. Carefully managed scope at beginning and during project.§ During requirements phase, assessed what HRHD base product offered and emphasized configuration and customization to meet business needs.§ Unique business and security requirements led to 3 distinct Business Units, 1 for each of 3 primary user groups. § Highly sensitive data, confidentiality agreements required for access. § Over time, have blended some groups together via security changes.
Key Benefits§ Business § Helped align post-Wachovia integration § From 5 case mgmt tools to 1 case mgmt tool § 1 case mgmt tool helped blend business processes from two distinct HR worlds § Provides overall snapshot of a Team Member’s interactions with HR§ Integrated knowledgebase, solutions, active analytics, quick codes, etc.§ Enables business processes to evolve and gain efficiencies over time § Can also integrate other downstream application data so HRHD is single point of reference [severance, leaves]§ Technical § Leveraged existing HCM infrastructure, common dev tools
Key Challenges / Lessons Learned§ Business § Had to manage project scope due to limited timeline § More clicks and windows than previous case management tool led to initial increase in Average Handle Time § Browser session management issues§ Data Integration § We are an HCM user, but still had to replicate data (Worker Table, Job, Mgr). Also, required custom batch integration between HCM and CRM. § Had to add additional data, partially customize what is included in Worker 360-Degree View§ Technical § Database tuning needed as case volume increased rapidly. § Telephony integration was not implemented properly at first. § Lessons learned in testing; testing methods evolving over time
Results Achieved§ Reduction in Average Handle Time from initial go-live levels, due in part to: § Biometric Voice Authentication w/ Screen Pop § Saving ~20 seconds per call § No need to re-authenticate caller § Automatic load of caller’s 360-Degree View § Ongoing efficiency work § Quick Codes § Auto-Close cases § Branch Scripts § Help reduce escalation time by gathering necessary in controlled way § Suggested Branch Scripts§ Security changes to accommodate combined Business Units § Improved TM utilization, common tool set/repository – could not have done this before
Contact§ Andrew Sheldon§ Email: Andrew.firstname.lastname@example.org