Selecting The Right Technology For HR Analytics San Diego Deck

Presentation Title SOUTHERN CALIFORNIA EDISON®
SM
SOUTHERN CALIFORNIA EDISON®
SM
Selecting The Right Technology For
HR Analytics
Workforce and HR Analytics Summit West
March 9, 2015
Presented by Michael L Manning
Principal Manager, HR Shared Services
Southern California Edison
(626) 302-5232
Michael.L.Manning@SCE.com

Group Name SOUTHERN CALIFORNIA EDISON
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SOUTHERN CALIFORNIA EDISON®
Background

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SOUTHERN CALIFORNIA EDISON®Michael Manning - Selecting The Right Technology For HR Analytics
Disclaimer
This is a case study of what we did when selecting a WFP
analytics solution
A lot was learned the hard way; it worked for us and I believe
there are parts that could work for your company
Look for learnings called out in Red and Black boxes at
bottom of slides (first time I have tried this – hope it helps)
Samples provided to illustrate what we did and tools are
included to make the process easier

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Quick Poll: Your Thoughts?
The right technology should:
1. Meet the business need
2. Value exceeds cost
3. Actually get launched

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Topics
• Define the business need
• Knowing where you are and where you want to go
• Understand your constraints
• Build or RFI or RFP
• The selection parts typically overlooked
• Q & A
• Insights to take away

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Define the Business Need

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Timeline&MajorSteps

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Define the Business Need
It all starts with Business Need
• Business needs the ability to: [Insert your needs here]
Our Sample
from workforce planning
ACTION – Clearly capture business needs and use them in your statement of
work…and in your communication plan

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ACTION – Get stakeholders involved upfront in requirements and if possible
vendor selection and/or build blueprinting
Knowing where you are and where you want to go
Questions to consider
• What your stakeholders need from an analytics solution now
• What they will need in the future
INSIGHT – Change management starts prior to buy or build decision
For us this involved
• going out and having conversations with ~50 stakeholders
• documenting the results
• confirming ‘wants’ back with the stakeholders

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Shape stakeholder expectations
• It was helpful to mock-up samples
of what final product should look
like with end-users
• Chance for us to understand
– how end-users would act on the
information
– make recommendations on additional
info & remove unneeded info
INSIGHT – A picture is worth a 1,000 words…even when hand-drawn!

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Questions to consider:
1. What measures will the technology deliver?
2. Do you have data definitions in place? (Question for later - can a vendor accommodate
your definitions?)
3. What is the frequency you will be delivering (daily, weekly, monthly)
4. Do you need drill-through to get to the underlying data or is chart/graph sufficient?
INSIGHT – Defined measures and drill through can change the conversation
from data quality to what the data means

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Some important questions to consider:
1. Will you need to integrate data outside your HRIS or even data
that is not in any system (external source)?
2. How will the solution be delivered? – Web-based internally,
vendor hosted in cloud, reports emailed…?
INSIGHT – Know your company's ability to support single sign-on before
opting for a cloud solution

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Some important questions to consider
1. Will you be bringing in external benchmarking data for comparison to
your data?
2. What will user security need to be? Can everyone see everything – their
area and the rest of company – or just their area?
3. How will user access be maintained when people change roles or leave
the company?
INSIGHT – Enabling benchmark comparisons of a division to the whole
company to external companies is very valuable

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Borrow from Six Sigma…
Try a SIPOC Chart to map the solution once you have met with stakeholders
S supplier Where will the inputs come from?
I inputs What are the inputs to the process?
P process What is process to make outputs?
O outputs What do they need?
C customer Who are they?
ACTION – Document and confirm requirements in a SIPOC chart. Start with
the Customer and work your way backwards

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Our sample
SIPOC
INSIGHT – Leverage 6 sigma tools - SIPOC chart can be used in Statement
of Work

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Some of the pieces in our Statement Of Work (SOW)
• Business need
• Solution requirements
• Security
• Availability of solution

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Avoid Internal Roadblocks
• Gain agreement on the steps in the
buy or build process
• Involve folks who will be supporting
the process – get their agreement on
the path forward
Our sample
Selection and purchasing
Process:
INSIGHT – A clear and agreed upon
selection process makes passive resistance
more difficult (that’s a good thing)

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• List the process steps from
selection and purchasing process
here
• Assign RACI to each team
member
Teammember1
Teammember2
Teammember3
Teammember4
Teammember5
Teammember6
Teammember7
Teammember8
Teammember9
1 Confirm money in budget to be spent in 2010 C A/R I I
2
CCI build not viable due to time restrictions or
functionality requirements I C C I I I
3 TRM grants approval to purchase externally I C C I I A/R C C
4 Gate 2 approval I I A/R I I R
5 Contact vendors and schedule meeting I I A/R I I I I I I
6
Send Vendors pre meeting T&Cs, SOW, SIPOC and
other docs I C C A/R C C
7 Attend vendor review Oct 27 & 28 R A/R R R R ? R R
8 Vendor can provide required service I R A/R
9 Vendor is financially sound I I I A/R I
10 Vendor will accept our contract language I I I A/R C
11 Vendors offering will work in our IT environment I I I C A/R
12
Vendors offering complies with our security
requirements I I I C A/R
Responsible - Those who do work to achieve the task. There can be multiple resources
responsible.
Accountable - (Also Approver) The resource ultimately answerable for the
correct and thorough completion of the task.
Consulted - Those whose opinions are sought. Two-way communication.
Informed - Those who are kept up-to-date on progress. One-way communication.
R responsible
A accountable
C consulted
I informed
ACTION – Define who will be making what decisions ahead of time – it pulls
the politics out
Avoid Internal
Roadblocks

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Understand your Constraints
Some constraints that will impact your technology
decision
• Budget
• Schedule
• Culture
• Resources
INSIGHT – Documenting what is needed and what is nice to have; it will help
inform your decision

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Buy or Build?
• Based on our Statement of Work and our timeframe we decided
to use an external vendor
• Market research: Know who is out there in this space
• RFI or RFP?
INSIGHT – Time bound decisions can help focus the team on a shared goal

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Important IT Considerations
• Know your company’s cybersecurity requirements (may determine
whether or not you can use an outside provider)
• Know how your data will be transferred back and forth from the vendor,
how it will be stored and backed up, location of backup facilities, and
encryption requirements
• Know your IT department’s availability and capability to implement and
support the solution

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Important Supply Chain Considerations
• Know your supply chain requirements for using your contract language versus the
vendor’s contract language
• Decide on the level of support and consulting you may need – understand if that comes
with the core package or if it is at an additional cost; work this into your selection criteria
• Do research and look ahead as there are many small and start-up vendors in this space –
recommend pulling D&B and asking if there are any pending talks for potential M&A of their
company
ACTION – At point of RFP provide your contract language and ask what part the
vendor would not be able to accommodate

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Important Support Considerations
• Does the vendor have a user community and how active is the
group? What are the benefits others have received from being
group members?
• Have vendor provide names of implementation partners /
support partners
• When doing vendor references ask for customer references
who have worked with the team planned to support your
company
ACTION – At RFP have the vendor provide you resumes and capabilities of the
support team that will be assigned to you

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A final demo based on the vendor RFP response
• We brought back our top 3 vendors to show us how their solutions would
meet our Statement of Work
• Had the same planned scenarios for each of the 3 finalist vendors to
demonstrate
• Involved stakeholders and IT in the vendor demos
ACTION – Include time ½ way through each demo to send the vendor out of
the room and discuss what they presented; identify unanswered
and new questions to ask when the vendor is back in the room

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Sample data
Technology 1 Technology 2 Technology 3
Pass Pass Pass
Pass Pass Pass
Pass Pass Pass
Pass Pass Pass
Pass Pass Pass
A 1 time set-up fee (vendor) $45,000.00 $100,000.00 $60,000.00
B Annual subscription fee (vendor) $90,000.00 $300,000.00 $100,000.00
C
Estimated 1 time set-up fee (SCE)
based upon CCI/IT quote $125,000.00 $125,000.00 $125,000.00
D
Estimated annual fee (SCE)
Based upon 20% of xxx (5 Years Maintenance Cost) $10,000.00 $10,000.00 $10,000.00
Estimated 2010 budget expense
(assumes set-up fees and 1 year subscription,A+B+C) $260,000.00 $525,000.00 $285,000.00
Estimated 2011 budget expense
(annual subscription fee for the follow ing year and SCEmaint, B+D) $100,000.00 $310,000.00 $110,000.00
187 total points 172 total points 202 total points
E Core business requirement points 94 88 97
F Nice to Haves points 93 84 105
BusinessCommercialTechnical
Acceptance of our T&C’s
(Pass or Fail)
Match to business requirements
(Total of Core requirements and Nice to Haves, E+F)
Vendor solution will work in SCE IT environment
(Pass or Fail)
Vendor solution complies with SCE IT Security
(Pass or Fail)
SCE can provide data points required by vendor solution
(Pass or Fail)
Vendor financial stability
(Pass or Fail)
MaketheSelection

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Q & A

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