7+ years in Human Capital Management Consulting. Industries: Telecom; Media; Automotive; Energy; Airline; Banking

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3 2 years at Cox Enterprises 7+ years in Human Capital Management Consulting Industries: Telecom; Media; Automotive; Energy; Airline; Banking Previous Employers: Wipro Consulting Services, Buck Consultants, Aon Hewitt Certifications: PMP, SPHR 3

4 Oracle Taleo suite experience includes implementations, migrations, strategic initiatives like system evaluation, vendor selection, optimization/enhancements, remote support, passport implementations, training development and deployment. Experienced workshop and project lead for functional design, technical design for integrations between Oracle Taleo products and client core systems, passport integrations and custom reporting development. Functional experience included roles as a recruiter, onboarding specialist, strategic sourcing specialist, and business process lead. Oracle Taleo Recruiting Cloud certified specialist 4

5 Cox Enterprises is the nation s largest, privately held media and broadband communications company. Headquartered in Atlanta, Cox Enterprises' 2012 revenues are more than $15 billion, and the company has more than 50,000 employees nationwide. $9.6B 2012 Revenues $3.9B 2012 Revenues $1.9B 2012 Revenues Cable Television Telephone Internet Access Telecommunications Advertising Solutions AutoTrader.Com Manheim Kelly Blue Book vauto VinSolutions Financial Products TV/Radio Stations Newspapers Ad Sales Rep Firms Valpak Cox Digital Solutions 5

6 2014 Specialized Partner of the Year: Oracle Cloud 6

7 Cox Enterprises is comprised of three subsidiaries ranging from cable, news, and radio to automotive sales. All three subsidiaries identified talent management as a top business and HR strategic objective but all with vastly different needs for managing their talent. Furthermore, our talent management processes were highly inconsistent, primarily focused on compliance, and driven by manual processes. 7

8 The challenge for Cox was how to transform our talent management practices across all divisions while deploying an enterprise wide solution. Key objectives: Align on a common vision for managing talent across the enterprise so that Cox could Design and deploy highly standardized processes, procedures, and technologies across all divisions aimed to Enable cross division talent management focusing on operational excellence, continuous improvement, and employee engagement. 8

9 HR executives from all divisions gathered for a two day off site where differences were put aside and everyone aligned around a common mission, vision and value. 9

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11 ITM Vision Investing in people across the Cox portfolio of businesses to: Attract, grow and retain exceptional employees Deliver superior customer experiences Drive outstanding business performance Create a sustainable competitive advantage 11

12 ITM Mission Integrated Talent Management links the people strategy to the business strategy. By leveraging common processes, practices and technology, ITM will provide: A holistic view of employee talent across the Cox portfolio of businesses A foundation for collaboration within and across businesses The means to ensure the right people are in the right places at the right time 12

13 ITM Values & Principles Company Values Preserve the Cox values Enhance and support a more diverse workforce Develop a talent driven mindset It s All About The People Investing in our people is investing in our business Talent drives results results bring success success attracts talent Differentiation of employees through performance and potential Delivering a workforce that is uniquely skilled to execute our initiatives and strategies 13

14 ITM Values & Principles Leader/Manager Accountabilities Leaders are responsible for building the talent in their organizations Individual development is a team sport between manager and employee Communications must be two way, timely, open, honest and direct End user Focus Consider the user experience when designing and implementing processes Deliver a practical and intuitive solution Provide easy access to training and support Operational Excellence Gain effectiveness and efficiency through consistency Drive continuous improvement Go from good to great at managing and developing people Leverage data for making informed talent decisions and measuring results 14

15 ITM Overall Design Principles We will adopt/develop: Enterprise wide methodology for talent reviews Common framework for evaluating performance and assessing potential Common library of competency definitions Common profiles for roles shared across the enterprise in leadership, management and key functional areas Common approach to goal setting, aligned to business strategy Cox core curriculum for select topics leadership, management, key functional areas, other general topics Common set of tools and training for people managers Common set of talent management metrics Consolidated approach to functions, to achieve efficiencies and operational excellence 15

16 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Recruiting Vision Onboarding Goals Performance Mgmt Business Process Learning/Development System Talent Reviews Succession Planning Org Strategic Workforce Planning Compensation Change 16

17 Mobilize Business Process Tollgate Mobilize Implementation Tollgate Executive Demos UAT Tollgate Go/no go Transition to Operations Guiding Principles 3 4 weeks* Facilitator: Ed Participants: TMLT Approvals TMLT, HRVPs Business Process Design 4 8 weeks* Facilitator: PwC BP lead Participants: Team identified by TMLT Approvals TMLT, HRVPs, Program Directors Implementation 6 8 months* Facilitator: PwC Lead & Module Lead Participants: Team identified by TMLT Demo to program directors and MBL at times HRVPs Recorded demo to divisions Approvals System Design: TMLT UAT: Division business users Go/no go: TMLT, HRVPs, Program Directors Stabilization 8 weeks* * Estimates only and can be more or less depending on approach, resources and number of modules combined 17

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19 Guiding Principles Business Process Implementation Stabilization Enterprise wide technology and database for recruiting Default to centralized recruiting operations, support and administration based on standard processes Only justified exceptions allowed, as defined by leadership and design teams Customer facing, front office and field recruiting roles managed by the centralized function but located within the divisions Service level agreements defined between the central recruiting function and divisions 19

20 Guiding Principles Business Process Implementation Stabilization Provide a consistent, enterprise wide candidate experience that retains distinct business brands and allows users to: Create and update one candidate profile Navigate across divisions; access all job opportunities and types Control the scope of their search to meet their requirements Utilize a consistent employee referral program Hiring business pays the referral fee Eligibility requirements clearly identified by role Provide visibility to internal and external talent across the enterprise for recruiters/those responsible for recruiting Consider any current Cox employee an internal candidate 20

21 Guiding Principles Business Process Implementation Stabilization 21

22 Guiding Principles Business Process Implementation Stabilization Each division had unique practices, policies and procedures Role clarification and alignment Enterprise wide view of talent Offer management Consistent experience that leverages brand equity 22

23 Guiding Principles Business Process Implementation Stabilization Moved stabilization from 4 weeks to 8 weeks Identify the leader early on Training, communications and user adoption has been the largest lift Re assessing a few processes designed don t let the exceptions get you Have clear success criteria that your sponsors understand and agree on 23

24 A Talent Acquisition Shared Services Cox sees tremendous savings over the next five years. Our cost per hire is approximately 40% less than US benchmarks We have a consistent candidate experience and one applicant tracking system Consistent processes and policies across the portfolio Robust internal career site I have interviewed with at least 10 companies since March and four of those interviews involved travel. Cox was far and away the best coordinated. Thank you for all your help. External Candidate 24

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26 Guiding Principles Business Process Implementation Stabilization Create a common process and enterprise wide technology that allows for the specific needs of the businesses Include mandatory core elements and milestone activities at the enterprise and division level Deliver a branded experience, beginning when the offer is extended and concluding at the end of the first 90 days on the job Design a common Cox experience that accommodates the needs of each new employee Engage employees, set clear expectations and define the Cox employee value proposition Help the employee feel like a valued part of the team and create an emotional connection with Cox 26

27 Guiding Principles Business Process Implementation Stabilization Design a shared employee assimilation experience for enterprise and division level induction components of the onboarding process Determine common induction components for business unit, site/department and role specific assimilation (design and execution will be done at the division level) Establish clear roles and responsibilities for all stakeholders (e.g., hiring managers, HR) involved in onboarding Employ enterprise wide metrics, measurements and feedback mechanisms to assess the effectiveness of onboarding processes, policies and experience Create linkages to HR analytics and models (e.g., employee engagement and attrition models) Utilize system capabilities to automate administrative activities where possible (e.g., provisioning) Feed employee data automatically into the onboarding process from the recruiting process 27

28 Guiding Principles Business Process Implementation Stabilization 28

29 Guiding Principles Business Process Implementation Stabilization Inconsistent new hire experiences across divisions Hiring manager responsible for majority of onboarding activities Inconsistent information sharing regarding company services, values and businesses Onboarding processes varied by division, location and work site 29

30 Guiding Principles Business Process Implementation Stabilization Starting Onboarding/Transitions is separate from getting them hired into your HRIS (for Cox, PeopleSoft) The module is only as good as the content created/available and process alignment Start basic and become more mature over time Identify an owner early on to continue to drive enhancing the module 30

31 Automation of manual processes faster, better, more efficient Consistent messaging for new employees with clear direction New employees are more informed about the company and what we offer Ability to track and improve upon survey results 30 and 90 day surveys on their onboarding experience Provides hiring managers with timely reminders about tasks they should complete with their new employee 31

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33 Guiding Principles Business Process Implementation Stabilization Create consistent process across the enterprise (e.g., competencies, performance ratings, policies, practices, etc.) which supports enterprise wide talent reviews and mobility Enable goal setting to be aligned with the strategic priorities of the businesses Move to a continuous performance cycle which includes performance planning (goals, competencies and a development plan), tracking, feedback, coaching, reviewing and ongoing performance conversations Create accountability for both whats (goals) and hows (competencies) with a common competency library 33

34 Guiding Principles Business Process Implementation Stabilization Provide a simple, easy tool with emphasis placed on the performance conversation versus the mechanics of the tool Establish a development planning method connected to performance expectations and focused on both current and future growth Enable automation for efficiency, reporting, and analysis, while not losing primary emphasis on conversations and continuous improvement Focus on flexibility to be relevant in a variety of business environments (12 month business cycles, virtual project teams on 8 week goal periods, etc.) Establish clear methods for performance tracking to yield better data to sup port talent decisions and to help in differentiating performance Define the roles of both the manager and employee, emphasizing the partnership required, highlighting the active roles both should play, and identifying the skills necessary to effectively use the process 34

35 Guiding Principles Business Process Implementation Stabilization 35

36 Guiding Principles Business Process Implementation Stabilization Inconsistent approach to measuring performance across the enterprise Goal Setting & Performance Management driven by HR Little to no alignment between employee and organization performance Lack of clarity into how performance drives compensation No common ground for measuring employees across divisions Disparity amongst the divisions in overall rating calculation or determination 36

37 Guiding Principles Business Process Implementation Stabilization Full year pilot starting January 2015 with 150 employees Incorporate feedback from pilot participants Take Release 9 & 10 before full roll out January

38 Soraya Kassamali, PMP Cox Enterprises Sr. Manager HR Technology Strategy & Execution Office: Cox Enterprises 6205 Peachtree Dunwoody Rd NE Atlanta GA Veronica T. Altemus PwC Manager Taleo Product Specialist Mobile: PricewaterhouseCoopers LLP One Detroit Center 500 Woodward Avenue Detroit MI

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