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- 1. HCM4103 Go Ahead… Change the Process Josh Berkowitz – Senior Compensation Analyst, Guardian Life Kat Lane – Manager, Data Optimization and Analytics, Guardian Life
- 2. Safe Harbor Statement Workday Confidential This presentation may contain forward-looking statements for which there are risks, uncertainties, and assumptions. If the risks materialize or assumptions prove incorrect, Workday’s business results and directions could differ materially from results implied by the forward-looking statements. Forward-looking statements include any statements regarding strategies or plans for future operations; any statements concerning new features, enhancements or upgrades to our existing applications or plans for future applications; and any statements of belief. Further information on risks that could affect Workday’s results is included in our filings with the Securities and Exchange Commission which are available on the Workday investor relations webpage: www.workday.com/company/investor_relations.php Workday assumes no obligation for and does not intend to update any forward-looking statements. Any unreleased services, features, functionality or enhancements referenced in any Workday document, roadmap, blog, our website, press release or public statement that are not currently available are subject to change at Workday’s discretion and may not be delivered as planned or at all. Customers who purchase Workday, Inc. services should make their purchase decisions upon services, features, and functions that are currently available.
- 3. Introduction Agenda 1 Initial Implementation2 Re-implementation3 Recap4 Q&A5 Workday Confidential
- 4. Introduction Agenda 1 Initial Implementation2 Re-implementation3 Recap4 Q&A5 Workday Confidential
- 5. About Guardian Mutual insurance company Founded in 1860 Serves individuals and businesses with life, disability income, dental insurance products, 401(k) plans, annuities, and other financial products Operates one of the largest dental networks in the U.S., and protects more than eight million employees and their families at over 115,000 companies 5,000 employees across the United States Workday Confidential
- 6. Keys to Success What We Learned Workday Confidential
- 7. Optimize Process before Implementing Technology If you always do what you have always done, you will always have what you’ve always had
- 8. Test Everything End to End Complete testing before launch Consider Workday update schedule Address resource constraints at start Workday Confidential
- 9. Start with the End in Mind Solve for the future Identify end expectations Workday Confidential
- 10. Think Through Your Decisions Evaluate all functionality Understand the full impact of utilization decisions Workday Confidential
- 11. Go For It… Take Risks If a new feature is delivered, do not be afraid to take a risk to implement – it may deliver an impactful end result… … but have a contingency plan Workday Confidential
- 12. Introduction Agenda 1 Initial Implementation2 Re-implementation3 Recap4 Q&A5 Workday Confidential
- 13. Comp Review Process Prior to Workday Manual process administered through Excel spreadsheets
- 14. Implementation Parameters No change to plan or process design –Automate the existing process –Future state should mirror current state, sans spreadsheets Workday Confidential
- 15. The Obstacle Course Launch in November, Close in March Workday Confidential
- 17. Introduction Agenda 1 Initial Implementation2 Re-implementation3 Recap4 Q&A5 Workday Confidential
- 18. Initial Preparation Gathered dedicated team Primed Executive Team for change Dissected processes / failures from implementation
- 19. Kaizen Event – Process Optimization Workday Confidential
- 20. Kaizen Event – Identifying Key Issues Workday Confidential
- 21. Key Changes to Process Identified end expectations Shortened process Implemented Workday Configurable Grid (early adopter) Workday Confidential “War Room”
- 22. Starting with the End in Mind Workday Confidential
- 23. Original Timeline (YE 2012) Workday Confidential
- 24. Improved Timeline (YE 2013) Workday Confidential
- 25. Guardian’s Grid, Dashboards & Total Compensation Statements Workday Confidential
- 27. Grid Summary – Quick Input of Merit Increases and Bonuses Workday Confidential
- 28. Grid Merit – Additional Info About Merit-specific Data Workday Confidential
- 29. Grid Bonus – Additional Info About Bonus-specific Data Workday Confidential
- 33. Total Compensation Statements Workday Confidential
- 34. Client Feedback Smoother process Focused business on decision- making instead of administration Reduced workload for Human Resources Workday Confidential
- 36. Introduction Agenda 1 Initial Implementation2 Re-implementation3 Recap4 Q&A5 Workday Confidential
- 37. Keys to Success Optimize Process before Implementing Technology Test Everything End to End Start with the End in Mind Think Through Your Decisions Go For It… Take Risks Workday Confidential
- 38. Introduction Agenda 1 Initial Implementation2 Re-implementation3 Recap4 Q&A5 Workday Confidential
- 39. Thank You! Q & A Your feedback is highly valued! Please complete your session surveys in the mobile application Breakout Survey Challenge! If we achieve 12% survey participation in every breakout, Workday will donate $15K to Family House (www.familyhouse.org/) #wdayrising
Editor's Notes
- Josh
- Josh
- Josh Introduction About Guardian Life Insurance Keys to Success Initial Implementation Guardian’s Comp Processes Prior to Workday Scope and Initial Implementation Mandate Approach Obstacles Outcome Re-implementation Lessons Learned from Initial Implementation Process Optimization Key Changes to Process Configuring the Configurable Grid Guardian’s Configurable Grid – Walkthrough Dashboards Total Compensation Statements Client Feedback
- Josh
- Josh A mutual insurer founded in 1860, committed to protecting individuals, business owners, and their employees with life, disability income, and dental insurance products, and offering funding vehicles for 401(k) plans, annuities, and other financial products. Operates one of the largest dental networks in the U.S., and protects more than eight million employees and their families at over 115,000 companies. 5,000 Employees across the United States. Went live with Workday July 2012. Currently live with HCM, Benefits, Payroll, Compensation Review Processes, Performance & Talent, and Succession Planning modules. Completed two full Compensation Review Processes within Workday: Year-End 2012 and Year-End 2013.
- Josh
- Josh You cannot take an old process and force it into new technology. Leverage new technology as opportunity to reevaluate and improve on your processes.
- Josh Ensure that an end to end test of your production environment is completed prior to launching. Test for the real-life scenario with Workday updates. Validate that Workday version at launch will be same as your testing environment. Address resource constraints at start.
- Josh Solve for the future and not just current problems. Build your requirements for your end expectations first – examples include reports and Total Compensation Statements. These items will greatly impact how you configure and launch.
- Josh Examples: Notifications – system-generated notifications trigger for every event in the business process. This means that as reviews roll up the management chain, leaders with multiple subordinate organizations will be inundated with email notifications. Delegation – when reviews roll up to the top of the management chain (e.g. CEO), he or she will need to approve, or someone will need to log into the leader’s Workday account (if the business process rolls out to the management chain). Unless delegation is turned on and configured, there are no other alternatives to this.
- Josh Highlight that New technology will only be new the first year Workday 20 introduced the Configurable Grid. Becoming an early adopter for the Configurable Grid was a considerable risk in time and effort due to the feature’s relative immaturity. The benefits of using the Configurable Grid were large. More control over data display. More intuitive interface for user. Using the Grid was a big part of how we exceeded client expectations. If we decided mid-implementation not to use the Configurable Grid, we could revert to the basic/default comp process interface.
- Josh
- Kat Talk about the number of plans that were administered during this cycle Process began in September and ended at the end of March. Approximately 1300 spreadsheets were manually cut and distributed for prior year-end. Total Compensation Statements were created through a mail merge and hand-delivered. More time spent on administrative tasks rather than compensation decisions.
- Kat The previous processes were the foundation used to configure Workday. We identified 5 STI plans, 1 LTI plan and 1 merit plan administered at Guardian to build in Workday. Configured a total of 37 compensation plans to administer these 7 plans. Process ran over 4 months.
- Kat Highlight the obstacles then go into detail on the next slide Resource availability Limited availability of compensation SME’s during critical stages of compensation process design and testing. Two bonus plans were removed from scope due to inadequate process design. Guardian was also concurrently completing its initial HCM, Benefits and Payroll implementations. Hurricane Sandy displaced our NY Home Office Employees. Initial launch date was to be November 1st, only delayed 1 week. Notifications November 9th – Initial process canceled as managers were receiving notifications every time each manager submitted recommendations to them. Cannot change the BP in flight December 14th – we had notifications on and this worked as designed, we didn’t see the full picture of our decision at design time. Disabled notifications as a result. January 3rd – we built and tested in Workday 17, launched some of the processes in Workday 17. These 2 processes were launched in 18 and were never tested in 18. Test tenant had a different Workday version than some of our launched processes. January 17th – spreadsheets needed to be created as the company funding could not be spent and moved around at the rollup level. Comp admin needed to complete all of these changes. Delegation Did not consider delegation in-scope during design and left it turned off. Resulted in HR staff temporarily commandeering executive’s computers to approve comp processes. Build errors February 18th – we could not apply the additional funding with the final company factor as our process was missing a crucial step and was not identified until well after launch. Testing ran over into launch window – we did not complete our end-to-end test until after we had to launch in Production. We needed to allow the incorrect amount pass through, then overwrite the payroll amount with an EIB March 4th – we realized that we couldn’t hide the wrong amounts from the worker’s record, so we had to manually update 1200 records so that the history reflected the right amount. Comp Admin manually input changes from spreadsheets into Workday Comp Admin corrected over 1,000 records after process completion.
- Kat At the core within HR the outcome was different. The core was “disastrous” however outside of the core was perceived well. There are a few highlights that were perceived well, example was the comp statements that we could deliver in the system. High points – what was good: WD is user friendly and improved the process Input of merit using WD versus spreadsheets was a big improvement Reference Guides are helpful Prior process was tedious and time consuming. Too much risk for compromising of confidential data Big improvement in ability to run reports real time Disaster for HR. Negatives were internal HR feedback. Management was happy(ish).
- Kat
- Josh Executive team agreed to significant changes early on (July 2013). The higher up the buy in, the better (lesson learned). Gathered a team with dedicated resources to take the processes apart and piece them back together in a new way
- Josh Explain what Kaizen means.
- Josh
- Josh This room is where the core team spent 4+ months We left Workday Rising 2013 with the idea that we needed to “wow leaders with dashboards.” Identified 7 STI, 1 LTI and 1 merit plan to configure in Workday. Configured 22 compensation plans to address in-scope plans – reduction from YE 2012 despite larger scope. Streamlined and shortened process from 4 months to 2 months. Identified requirements for the Total Compensation Statements early in design process. Implemented the Workday Configurable Grid as an early adopter. Defined requirements for dashboard reporting.
- Josh Gathered detailed requirements for the Total Compensation Statements Merit increase applied Bonuses paid Compensation Statements Produced for all employees in all plans – Prior year only 70% of bonus eligible employees had a comp statement automatically generated. The detail on this slide might seem overwhelming, and that’s intentional – you need to consider your end expectations with a very high level of detail.
- Josh
- Josh Cut out 3 months
- Josh Learned about Configurable Grid during Jump Start session in July 2013 (availability with WD20 in August 2013) Configurable Grid provided unprecedented flexibility with decision-making data Displayed prior year data in Smartpanel (which could not be displayed in initial implementation) Allowed easier input of awards as % or $ Being a new feature, Guardian was wary about being an early adopter Decided to configure the grid, as the benefits were many (but we had a backup plan) Grid was a major resource investment for both Guardian team and implementation partner Grid design/build/test took approx 120 man-hours Talk about beta testing
- Josh Embedded links through help text took managers to important resources Embedded reports in the help text gave managers a holistic view of the total compensation from all plans an employee could be participating in
- Josh Grid consists of up to 3 tabs, one for Summary (Quick input), merit and bonus Employee information includes name, title and Grade Rating pulls in from the latest process you selected at launch Merit award can be input as percentage, amount or new salary Fields are connected and will update when one is updated Bonus Award can be input as a percentage or amount
- Josh Employee information and rating remain stationary In addition to the information on the quick input screen, the merit tab allows for adjustments to be entered and highlights if awards are within or out of guidelines Smart panel gives historical information regarding merit increases, ratings and off cycle salary actions We repeated the employee name so that the user didn’t use sight of who the information was on
- Josh In addition to the information on the quick input screen, the bonus tab provides more information around targets and if awards are within or out of guidelines Smart panel gives historical information regarding bonuses, spot bonuses, targets, ratings and off cycle salary actions
- Josh A total of 14 validation rules were used to manage compensation guidelines (3 bonus & 11 merit)
- Kat Monitoring reports that monitor awards that fall out of guidelines and monitor completion This is also inclusive of Performance reports that show company guidelines and where the distribution stacks up against
- Kat Spend analysis reports show spends and award averages by organizations, ratings and plans Items are flagged when budgets are overspent
- Kat 99% of all employees participating in the annual review (~4200) received a statement Up from 70% of just incentive-eligible employees (~1200) receiving a statement
- Both Smoother process Customer (managers) experienced seamless process Comp much improved PY 2013 vs 2012, less “iterations” and back-and-forth Input of comp awards was easier resulting from “one-and-done” input and easy access to prior year data Focused business on decision-making instead of administration HRBPs able to consult this year rather than focus on mechanics/logistics Delegation in comp process very helpful in allowing process to flow smoothly to the top Workday dashboards provided robust data about process results, enabled good decision-making Configurable Grid gave a lot of info to managers “at their fingertips” Reduced workload for Human Resources Automating the Total Comp Statement production resulted in large reduction in manual work Less manual intervention in process and shorter process window lead to fewer errors in processing
- Both Sr Leadership had several comments on the positive year-end experience
- Kat
- Kat
- Both