The highlight of day one was the breakout session hosted by Flextronics Vice President of Human Resources, Debi Hirshlag. She took the audience through a broad review of the company’s Workday deployment to date (now more than 100,000 employees worldwide) and discussed the teams learning through the process – from the composition of the project team to executive sponsorship and change management. Flextronics’ Workday deployment stands alone as one of the most impressive accomplishments ever in enterprise SaaS – in terms of scale and also the pioneering nature of the project. For Flextronics a pilot effort in a specific region, such as China, can be larger than many companies’ entire employee population. So Debi and her team have built a rich set of best practices for deployment, while retaining a great deal of agility to meet the specific requirements or a given region’s business or cultural requirements. Those best practices are helping them accelerate their roadmap for global go-lives by about a year, and they’re already looking ahead to deploying additional functionality. Watch the webinar! http://bit.ly/feLUzz

1. Implementing an HRIS at Flextronics: A Global Journey
Debi Hirshlag
September 2010
Design. Build. Ship. Service.

2. The Partnership
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3. Setting the Context: Where We Are So Far
Records Added
Location(s) Go Live Date
at Go Live
US/Canada 15,000 May 2009
Mexico 30,000 March 2010
China Pilot/India 57,000 July 2010
Today – 107,000+ Active Records
3

4. Getting Started: Selecting the Core HR Project Team
HRIS Implementation
Role Experience
HR Executive Sponsor None
HR Project Sponsor None
o e
HR Project Lead None
Change Management Lead
g g None
HRIS Lead Outsourced SAP
Testing Lead Outsourced SAP
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5. Getting Started: Kicking off the Project
Project Team Introductions
Show Sponsorship
Global Design
5

6. Getting Started: Global Design
First Meeting
Pre Work: Inventory Country-Specific
y y p
Business Processes
Out-of-the-Box Workday Review
Lean Training
Detailed Business Process Reviews
6

7. Getting Started: Global Design
Second Meeting
Review Workday Process Suggestions
Discuss and Debate
Home-Country Reviews
Vote and Note
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8. Change Management is Hard
Generating Excitement!
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9. Change Management is Hard
Changing Mindsets
• Human Resources
• Managers
• Employees
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10. Change Management is Hard
Learning Workday
Versus Learning
Business Processes
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11. Change Management is Hard
Post-Implementation
Support
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12. If You Remember Nothing Else
Choose your project team carefully (but with an open mind)
Match your project plan to the context you’re given
Ensure (and demonstrate) sponsorship
Take a firm (but appropriate) stance in global design
Know HR isn’t always a supporter
y pp
People change is difficult; know your stakeholders and customize your
change plan
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13. What’s Next?
Phase Three Phase Four
23 Countries + Rest of China
Global HR Process
55 Sites Implementations
18 Languages
Dashboard and Metrics
100,000 workers
4 G Lives
Go Fully
F ll Implement Workda
Workday
1 Year (Sept 2010 to Sept 2011) Functionality
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14. Questions?
Design. Build. Ship. Service. 14