Oracle Customer Case Study




                Cox Communications Transforms Human Resources
                Processes to ...
Oracle Customer Case Study




                Key Benefits:                                                  mining key H...
Oracle Customer Case Study




                “We work to make it clear                                      By pushing t...
Oracle Customer Case Study




                                                                               in the onlin...
Oracle Customer Case Study




                “Even at this early stage,                                     rolling out ...
Oracle Customer Case Study




                                                                               than upgradi...
Oracle Customer Case Study




                                                                               Overall, Peo...
Oracle Customer Case Study




                                                                               Implementati...
Oracle Customer Case Study




                                                                               Upon reflect...
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Crm cox communications-pse-case-study processes to boost efficiency and engagement

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Crm cox communications-pse-case-study processes to boost efficiency and engagement

  1. 1. Oracle Customer Case Study Cox Communications Transforms Human Resources Processes to Boost Efficiency and Engagement “Cox is transforming our human resources systems with Oracle’s PeopleSoft Enterprise Human Capital Management. Committed to competitive excellence, Cox Communications is focused on recruiting and retaining the right highly engaged Cox Communications and productive people to provide the best possible service to our Atlanta, GA valued customers. Oracle’s PeopleSoft Enterprise applications www.cox.com are instrumental to our efforts in this area.” – Erin Govednik, Industry: Executive Director, Human Resources Technology, Cox Communications Communications Annual Revenue: US$9 billion As a leading multiservice broadband communications and Employees: entertainment company, and the third-largest cable television 22,000 provider in the United States, Cox Communications has to hire, engage, and retain the best talent to deliver high quality customer Oracle Products & Services: service and ensure the company operates efficiently in order to PeopleSoft Enterprise Human maintain its status as a trusted provider in the highly competitive Capital Management Suite communications industry. Human Resources Employee Self-Service Cox’s human resources (HR) department created a five-year Manager Self-Service vision in 2002 to unify HR systems and processes across the Payroll for North America entire employee lifecycle and to drive employee engagement. The Learning Management plan also involved delivering self-service functionality to increase Candidate Gateway efficiency and allow data capture closest to the source, providing Talent Acquisition Manager ePerformance consistency companywide without taking control away from local Time and Labor systems, and delivering useful metrics to drive business decision eCompensation making. eCompensation Manager Desktop Cox leverages Oracle’s PeopleSoft Enterprise Human Capital Variable Compensation Management Suite as the backbone of its HR system and has Oracle Incentive Compensation expanded and upgraded the system over the last seven years to Oracle Financials support its plan. Today, Cox has all HR information in one place, Oracle Business Intelligence which lays the foundation for being able to analyze it, adjust Enterprise Edition processes, and plan for the future. The company’s business processes are now connected instead of siloed, which allows visibility into how processes flow and impact each other. Further, Cox has met its vision of enhancing tools for “next-generation” employees, moving data ownership closer to the source, and Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  2. 2. Oracle Customer Case Study Key Benefits: mining key HR metrics data for useful business analysis. Cox Provided employees with real- continues to improve its HR system to drive new levels of time access to data and self- service tools efficiency and performance companywide. Improved recruiting processes “By standardizing on Oracle’s PeopleSoft Human Capital with easy-to-use online Management applications, we have significantly reduced our total applications and faster processing cost of ownership while proactively managing every aspect of the Cut payroll costs by 1% due to employee lifecycle,” said Erin Govednik, executive director, HR elimination of overpayment and Technology, Cox Communications. other payroll errors Contributed to a 5% increase in Unifying Data Streamlines Processes employee engagement ratings Consolidating HR information has had a significant positive Eliminated redundant data impact on the HR organization, as well as Cox’s employees. entry, allowing the company to Overall, it has streamlined processes for the HR staff, while also redeploy 2% to 3% of HR employees delivering new efficiencies to employees and managers. Enabled HR to measure Further, improved, easily accessible data provides better performance against business goals intelligence, helping HR make more accurate decisions about Allowed more informed HR staffing, compensation, and other important employee topics. Cox decisions with easy access to can measure HR’s performance against business goals, recruiting centralized data effectiveness, and efficiency of payroll—something that was impossible before deploying PeopleSoft applications when the company relied on disparate systems and manually-produced spreadsheets. “Unifying data in our HR system has helped in ways we did not imagine when we began this process. For example, we have operations in the Gulf Coast region that have had to deal with weather emergencies. Having something as basic as accurate updated contact information and alternate ways to get in touch with employees has been vital,” Govednik said. Going Further with Self-service Capabilities Self-service HR functionality has improved the employee and manager experience across the organization by saving valuable time on daily tasks. Employees can view and make changes to personal information, such as updating their address or changing marital status. In addition, with just a few simple clicks, managers can perform other functions, such as tracking recruitment of a new candidate or making change requests for their employees’ compensation. Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  3. 3. Oracle Customer Case Study “We work to make it clear By pushing tasks to employees and managers via self-service to our employees the channels, Cox has eliminated a great deal of administrative duties impact that their and data entry. For example, in one of its Western region’s individual efforts have on systems, it has redeployed eight employees from strictly data the overall company. entry duties to broader employee support. Across the board, Cox Oracle’s PeopleSoft has redeployed 2% to 3% of employees away from administrative Enterprise Human Capital duties, particularly in the area of benefits open enrollment, which Management Suite was previously very time-consuming. provides the visibility we need to support our Engaging Employees employee engagement After rolling out core PeopleSoft Human Capital Management efforts.” Suite applications companywide, Cox turned its attention to using Erin Govednik data in the system to track the company’s progress toward Executive Director business goals. Employee engagement was one of the areas on Human Resources Technology which Cox focused. Cox Communications Cox has traditionally had very high engagement levels as tracked by employee opinion surveys. Nonetheless, employee surveys conducted before and after the HR system was put in place suggest that it has contributed to a five-point increase in employee engagement, from 82% to 87%, which is well above average according to global business standards. Cox is focused on ensuring that employees feel engaged—based on their salary and compensation, support they receive from senior management, and vision into the company’s strategy. “We work to make it clear to our employees the impact that their individual efforts have on the overall company. PeopleSoft ePerformance helps to provide this visibility by allowing for alignment of our strategic company goals through to each employee’s individual goals. Each employee can now see how what he or she does on a daily basis works to support Cox’s success. Ultimately, this helps us to support our employee engagement efforts,” Govednik said. Improving Recruiting Performance In the competitive communications industry, Cox needs to recruit high-end talent to provide quality service to its customers―even in leaner economic times. Oracle’s PeopleSoft Enterprise Candidate Gateway has helped Cox to improve its recruiting process. For example, by reducing the number of clicks involved Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  4. 4. Oracle Customer Case Study in the online application process, PeopleSoft Enterprise Candidate Gateway makes it easier for outside candidates to apply for jobs. Govednik has received positive feedback on the online application process, noting that, “Applicants like that there is communication. We let them know when we get something from them and we keep them informed on the process.” Internally, PeopleSoft Enterprise applications also make jobs more visible to employees and provide career path choices available to them. PeopleSoft Enterprise Candidate Gateway integrates with PeopleSoft Enterprise Talent Acquisition Manager, which provides an easy-to-use dashboard to enable recruiting teams to have full access and visibility into open requisitions and internal and external candidates and provides managers with a more streamlined process. “We had to provide managers with a more streamlined, easy-to- use application for recruiting,” Govednik said. “With PeopleSoft Enterprise Talent Acquisition Manager, they can now more easily create requisitions and view potential talent for their open positions.” The automated system has saved time in sharing application information among managers, and the managers can now communicate more efficiently with each other and the HR department regarding recruiting. Overall, the system has accelerated communication with managers by 30%. In addition, available positions are posted approximately 30% faster than before. Prior to implementing PeopleSoft Enterprise applications, Cox’s recruiting process was paper-based, which put the company at a greater risk from a compliance and legal standpoint. It was a very time-consuming and difficult process for the HR department to consistently track and report on the recruiting and hiring process. “We can now report accurately and efficiently on things like the best referral sources, average time to hire, and many other important metrics,” Govednik said. Driving Improvements in Performance Evaluation To improve the performance evaluation process, Cox has deployed Oracle’s PeopleSoft Enterprise ePerformance. Initially Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  5. 5. Oracle Customer Case Study “Even at this early stage, rolling out the application to a pilot of approximately 3,000 we are able to see a more employees, Cox is nearing completiong of extending it to all complete picture of exempt employees. The application helps employees and what’s happening around managers improve the performance evaluation process by performance, and developing objectives in the system and tracking them throughout managers are able to have the year—not just during year-end or mid-year reviews. better coaching Prior to implementing PeopleSoft Enterprise ePerformance, the conversations with company had struggled to ensure that employees were reviewed employees to help them regularly and consistently. Now, they are able to monitor and grow.” know that all 5,000 to 6,000 exempt employees receive Erin Govednik Executive Director evaluations. Once users get accustomed to the application, Human Resources Govednik expects it to accelerate the administrative tasks Technology involved in the performance process. Cox Communications “Even at this early stage, we are able to see a more complete picture of what’s happening around performance, and managers are able to have better coaching conversations with employees to help them grow,” Govednik said. The HR department has received positive feedback from employees about the increased consistency of the performance review process. “We chose to pilot only a portion of the population at the end of 2008, and we encountered a lot of pent up demand from the groups that did not get to participate,” Govednik said. “They saw the benefit of being able to have more visibility and track performance throughout the year, rather than just complete a one- time evaluation at the end of the year. It is much harder to prepare for a once-a-year review with paper-based documentation than having conversations throughout the year and documenting notes electronically. Employees are definitely happier with the e- performance application.” Standardizing Time and Labor Cox has also significantly improved its timesheet processes with Oracle’s PeopleSoft Enterprise Time and Labor, which replaced an outdated Kronos system that was no longer supported and relied on discontinued time clocks that the company could no longer replace. Cox chose PeopleSoft Time and Labor for this process because it is fully integrated with PeopleSoft Enterprise Payroll for North America and was a more cost-effective option Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  6. 6. Oracle Customer Case Study than upgrading Kronos. Now, Cox’s time-and-labor systems are Web-based and provide managers and employees with advanced reports. “We saw the time-and-labor project as an opportunity to further standardize our pay practices,” Govednik said. “With PeopleSoft, managers follow a set of standardized procedures, which leads to more accurate payment for our employees and fewer corrections. In addition, our managers are taking advantage of the ability to audit and check employee time with more advanced tools.” She added that Cox has now implemented more flexible work options and paid-time-off rules, which was too difficult to implement with applications prior to PeopleSoft. Maintaining Accurate Compensation Data To track and present compensation data, Cox has used Oracle’s PeopleSoft Enterprise eCompensation for several years at its headquarters. The company recently extended its use of the application to field employees. The company also rolled out Oracle’s PeopleSoft Enterprise eCompensation Manager Desktop to provide managers with more visibility into compensation processes. “We partnered with the field leaders and there was a high demand for rolling eCompensation out further,” Govednik said. “So, now 70% of our employees are evaluated through the application, and we’ve received a great deal of positive feedback.” Previously, Cox used a manual, spreadsheet-based process, which involved its local cable systems gathering data around the end of the third quarter, manually sorting and analyzing it, and then submitting it to headquarters. With employees being promoted, terminated, or moved to different positions, the process required significant data clean up. Not only was this time consuming, but the data became outdated very quickly. Cox has streamlined and accelerated compensation processing and improved accuracy. Also, the company has eliminated many paper-based processes, which reduces waste while improving efficiency. Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  7. 7. Oracle Customer Case Study Overall, PeopleSoft Enterprise eCompensation and PeopleSoft Enterprise eCompensation Manager Desktop, combined with PeopleSoft Enterprise Time and Labor have contributed to a savings of about 1% of Cox’s payroll, due to eliminating overpayment and other payroll errors. Mining Useful Data The next phase of Cox’s HR transformation is to leverage analytics to truly understand and narrow down the integrated data available to incorporate actionable “people” metrics into critical business operations. “We hit a maturity point as a company at which time we were producing significant amounts of data and metrics, but were not really getting to those key data points that people cared about,” Govednik said. “We realized that we needed to look at how to identify and share the right information that will make a difference in the way we make business decisions.” Cox is currently involved in an Oracle Insight engagement to determine which metrics it should be measuring going forward and how best to track them. “We’re not just focusing on tracking your typical HR metrics like cost to hire, time to hire, and turnover, or on just pure business metrics. It is really about putting the two together to find some metrics that might really make a difference. For example, one we’ve looked at early on is the ability to target the right mix between contractor and full-time labor in terms of satisfying both customer service objectives and strategic objectives,” Govednik said. Why Oracle? Cox selected and has continued to utilize PeopleSoft Human Capital Management Suite applications because they offer the greatest amount of functionality based on the company’s long- term vision and provide a solid HR platform for workforce growth plans. “We found no other solution provider offering a completely integrated end-to-end HR platform that would significantly reduce our total cost of ownership,” Govednik said. “Oracle is a long- term strategic partner to Cox and it understands our business and functional needs based on industry and best-practice requirements.” Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  8. 8. Oracle Customer Case Study Implementation Process In 2002, Cox began its transformation effort to address its disparate HR systems, which did not provide a corporate-level view of key HR processes and data. The company had a large enterprise resource planning (ERP) system, but was only utilizing the payroll and basic HR functions. The system also included a variety of third-party applications that were not integrated to core HR data and required manual processes. Without clear access to accurate data, managing HR systems and developing related metrics was very difficult. Cox moved to release 8.3 in 2002 and upgraded to PeopleSoft Human Capital Management 8.9 in 2006 which supported its HR systems journey to become a company with leading-edge technology for all employees and useful data for business analysis. With more than 195 locations across the U.S., all on a single instance of PeopleSoft, the company embarked on an upgrade to dramatically enhance the recruiting processes and to position itself for the future migration to Oracle Fusion. Cosponsored by Govednik and her IT counterpart, Jonathan Commanday, and executed by a team of 18 employees and seven independent contractors, the upgrade from PeopleSoft Human Capital Management 8.3 to 8.9 took just one year. One of the vital project drivers was to reduce customizations in the system. During the upgrade, Cox was able to maintain moderate levels of customization to meet this goal. In some areas, such as payroll, Cox was able to significantly reduce the number of prior customizations. Since the upgrade, Cox implemented PeopleSoft Enterprise Time and Labor in early 2008, expanded its use of PeopleSoft Enterprise eCompensation, rolled out PeopleSoft Variable Compensation, and then implemented PeopleSoft Enterprise ePerformance starting with a pilot late that year. In 2009, Cox also plans to deploy Oracle Business Intelligence Enterprise Edition as part of a company-wide strategy to consolidate its business reporting tools to improve efficiency and reduce the maintenance burden. Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009
  9. 9. Oracle Customer Case Study Upon reflecting on the path that Cox has taken over the past several years, Govednik explained, “By streamlining all of our processes onto Oracle software, we’re now on a more streamlined and clarified migration path.” Advice from Cox Communications Do not underestimate the changes to employees and managers as you push for self-service tools. Make sure you understand the level of “touch” in your organization and what the move to self-service will mean. Be aware of the true speed at which your organization can absorb change. Be realistic about how this maps to your rollout plans. As you make your systems and processes more integrated, be aware that the HR department will need to operate and provide support in a more integrated way. As you move beyond core HR user tools, plan for more time to focus on usability and “just what’s needed” training. Cox Communications is a broadband communications and entertainment company, providing advanced digital video, Internet, telephone and wireless services over its own nationwide IP network. The third-largest U.S. cable TV company, Cox serves 6.2 million residences and businesses. Cox Business is a facilities-based provider of voice, video and data solutions for commercial customers and Cox Media is a full-service provider of national and local cable spot and new media advertising. Cox Communications wholly owns and operates Travel Channel. Cox is known for pioneering efforts in cable telephone and commercial services, industry-leading customer care and its outstanding workplaces. For six years, Cox has been recognized as the top operator for women by Women in Cable Telecommunication; for four years, Cox has ranked among DiversityInc’s Top 50 Companies for Diversity; and the company holds a perfect score in the Human Rights Campaign’s Corporate Equality Index. More information about Cox Communications, a wholly owned subsidiary of Cox Enterprises, is available at www.cox.com and www.coxmedia.com. Copyright © 2009, Oracle. All rights reserved. Oracle is a registered trademark of Oracle Corporation and/or its affiliates. Other names may be trademarks of their respective owners. Published August 2009

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