Workday Leadership Summit

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1 Workday Leadership Summit February 29, 2016

2 Welcome

3 Agenda Project Overview and Timeline Role of Change Management Governance Committee Demo of Workday System and Examples of Key Changes Summit Review and Feedback Going Forward Other Discussion Items

4 Purpose To keep you informed on the project To get your thoughts around decisions that have been made Ensure that you as leaders are aware of who needs to be involved and when Do I have the right people involved? Do I need to be involved? If so, when and for what?

5 Why Workday? Reduce manual workloads and streamline business processes while maintaining accurate data Provide a friendly, easy to access user experience Enable us to be faster, smarter, and more efficient in the way we work Permit employees to securely manage their personal and work information anytime, from anywhere, and on any device.

6 Project Update

7 This multi-year program will implement a new Enterprise Cloud Applications called Workday for the City and County of Denver, including Denver International Airport. This solution includes the replacement of the PeopleSoft for: Human Resources Purchasing Payroll and Financials applications. This program will redefine how our departments do business, impacting all employees of the City and County of Denver. It is targeted to go live in Workday is a SaaS solution, offering a unified platform, increased user experience, configurable application. Sierra-Cedar will provide professional services for the deployment of the Workday software.

8 Project Scope Human Capital Management (HCM) Procurement Finance (GL, AR, AP Projects, Grants, Fixed Assets) Payroll Benefits Core Compensation Talent/Performance Management Employee and Manager Self Service Standard Reports Change Management

9 Project Team Members Executive Sponsors

10 Project Team Members- Governance

11 Project Team Members Implementation

12 Project Team Members Communication

13 Communication Weekly Status Meetings (30-60 minutes) Semi-Monthly Executive Steering Committee Meetings (1 hour) Milestone Reviews (2-4 hours) Design Reviews Business Process Review Workday Website

14 Methodology Plan Architect Configure & Prototype Test Deploy Project Team Assembled Project Plan and Charter Communication Plan Initial Prototype Tenant (P0) Project Kick-off Conceptual Designs Detailed Business Process Design Integrations & Reports Discovery Review & Approve Design Solution & Gap Analysis Configuration Prototype Tenant (P1) Unit Test, Validate Configuration Build Integrations & Reports Final Configuration Prototype Tenant (P2) Create System & UAT Test Cases End to End Test Prototype Tenant (P3) User Acceptance Test (UAT) Parallel Testing Training Tenant (Gold) Production Data Conversion & Configuration Go-Live Checklist Go-Live! Post-Production Support Close-Out Project Management, Change Management, Knowledge Transfer & Training Delivery Assurance Framework for Success

15 HCM/Payroll Timeline Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Business Process Alignment Stage 1 Plan Stage 2 - Architect Stage 3 Configure & Prototype Stage 4 Test Stage 5 Deploy PM and CM Go-Live We Are Here!

16 Finance Timeline Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul HCM/Payroll Phase Stage 1 Plan Stage 2 - Architect Stage 3 Configure & Prototype Stage 4 Test Stage 5 Deploy PM and CM Go-Live We Are Here!

17 Status of the Overall Program Completed the CCD Business Process Analysis (BPA) project NOV-2015 Closing down the DEN Business Process Analysis (BPA) project MAR-2016 Initiated the HR/PAY Implementation project (Go Live 1/2017) Pending the initiation of the FIN/PUR Implementation project (Go Live 6/2017)

18 Status of the HR/PAY Project Completed the Plan stage on time Last stretch of the Architect stage 3/2016 Preparing for Configure & Architect stage This included: Prototype 0 (P0) creation, utilization All discovery sessions (HR, PAY, FDM) All design sessions (adding ad-hoc as needed) Listing of integrations (113, 40+ for HR/PAY) Plan Data Conversion

19 Integrations Number of Interfaces 51 HCM/Payroll related Integrations Types of Interfaces HCM (Employee information) Benefits Payroll Temporary - to accommodate time between Workday HR and Financials implementation Integration Approach Utilize delivered Workday connectors wherever possible Make integrations more efficient where allowable by the project timeline (i.e. Worker Service consolidate integrations with the same Employee type of data) Develop integrations using current requirements where needed to accommodate project timeline.

20 Integrations Approach Interface Wave Approach Designing and developing integrations in 4 waves Rationale for waves Grouped similar information together (i.e. Employee Information) Length of time to develop Length of time to work with vendors Timeline Wave 1 Designs being created now CCD Project Team access to Tenant 1 which has configuration data April 12 Begin finalizing designs by end of April Development begins end of April/early May Testing Begins - August

21 The Next 90 Days... Sign-off future Business Process designs Execute first Data Conversion from PeopleSoft Extract and convert Data Validation Upload into Workday Prototype 1 tenant Design Integrations (for HR/PAY) Begin Integrations development Plan Training and testing Playback Sessions

22 Methodology Plan Architect Configure & Prototype Test Deploy Project Team Assembled Project Plan and Charter Communication Plan Initial Prototype Tenant (P0) Project Kick-off Conceptual Designs Configuration Prototype Detailed Business Tenant (P1) Process Design Integrations & Reports Discovery Unit Test, Validate Configuration Review & Approve Design Solution & Gap Build Integrations & Reports Analysis Final Configuration Prototype Tenant (P2) Create System & UAT Test Cases Prototype Tenant (P3) End to End Test User Acceptance Test (UAT) Parallel Testing Training Tenant (Gold) Production Data Conversion & Configuration Go-Live Checklist Go-Live! Post-Production Support Close-Out Project Management, Change Management, Knowledge Transfer & Training Delivery Assurance Framework for Success

23 Change Management

24 Business Readiness/Change Management Approach Business Process Alignment Plan Architect Configure & Prototype Test Deploy Change Readiness Assessment Stakeholder Engagement Workshops Establish Change Ambassador Network Communication Plan Business Readiness Strategy Training Strategy Workday Network Business Process Impact Analysis Playbacks for Agency/ department Training Needs Assessment Training Content Development Training Preparation Roadshows Cutover Support Change Readiness Assessment End User Training Training Curriculum Communication Stakeholder Engagement Knowledge Sharing

25 Why is Change Management Important? Ensures Employees Are Ready to Perform at Go-Live RPS Model; Ready Perform Sustain Achieve Desired Level (adoption) Original Level Change Launched Learning Curve Lowest Point (during transition) Time

26 Most Effective Message Senders Executives and Senior Management Department Head The Employee's Supervisor HR Representative Business Reasons for the Change Personal Impact Project Team Change Management Other 0% 20% 40% 60% 80% Percent of Respondents 26 Prosci Benchmarking Report 2011, Data from 650 global companies undergoing major change projects

27 Change Leadership

28 The Workday Network... Is: A team located across CCD to help users through change and continuity efforts A two-way communication channel to ensure rapid and accurate communications within the business A group of people who influence positive change A formal network to leverage peer to peer communications Is Not: A replacement for existing communication mechanisms. A substitute for the existing management structure A decision-making body

29 Workday Network The Workday Ambassador role Is a role, not a full time position Has management support and commitment through Workday project life and beyond The Workday Network and its members Are connected to each other and the project through the Network meetings Have clear and consistent understanding of role, established objectives and defined benefits

30 Help build ownership Connect with peers and project team members Are advocates for change and Workday Communicate what s in it for me Facilitate understanding in both directions

31 Participate in configuration workshops, business process workshops Identify and communicate around the new to-be process that may be particularly challenging Understand how project impacts users Communicate what s in it for me Facilitate understanding during the project

32 Assist in identifying potential issues-help to resolve them Proactively follow up with Ambassadors as needed to bridge knowledge and communication gaps Work with the Key Users and Ambassadors to identify and respond to unique needs Are advocates for change and Workday Encourage participation of end users in training sessions

33 What are we trying to accomplish? Get people s attention and build a consistent vision Maintain awareness and reinforce the transition to Workday Embed changed business processes into daily life Be a visible presence of support and information (with excellent communications!) Strengthen knowledge sharing and collaboration Establish a foundation for change that can be used on future Workday updates

34 If you always do what you always did- you will always get what you always got. -Albert Einstein

35 Governance Committee

36 Governance Committee Comprised of HR leaders and citywide stakeholders Escalation path for issues during design and testing Committee that will continue past the go-live Meets once a month or as necessary

37 Discussions so far... Standardization and customization of business processes Roles within Workday What those roles will do Initiate actions, approve actions, etc. How those impact our roles today

38 Key Decision Goal of the project is to use Workday leading practices for our business processes instead of customizing processes. Thoughts?

39 Managers in Workday Use real time analytics, with dashboards and reports Approve and initiate steps within business processes Visibility to your workforce with talent information

40 Let s look at what has been done with Workday so far

41 Demonstration Agenda (5 min.) CCD Supervisory Organization Preview Definition then Preview (15 min.) Integrated Worker Detail and Delivered Analytics Worker Job Details Screen / Worker History WD Dashboard and Analytics (20 min.) Examples of High-Value Workflow Improvements for CCD Enabling the Manager Change Job Onboarding (5 min.) IDs Overview and General Discussion

42 Integrated Info. and Analytics There are MANY methods within Workday to digest data into information Integrated U.I. screens (e.g Worker Detail, Timeline, History) Delivered Reports Workday Standard Reports What s New In Workday Open Positions Customized Reports as Worklets Dashboards Dashboards and Worklets Example

43 Workday MSS and ESS Workflow Enabling the Manager MSS = Manager Self Service ESS = Employee Self Service Workday is delivered with many MSS options available Managers have the opportunities to start business processes, if they so choose (BP Initiate Capabilities), throughout most BPs within the system. Certain BPs define Managers as designated Approvers. A CCD Design Decision to date has been to replace those approvers with HR Analyst or HR Partner. During Training and Change discussions, CCD can experiment with enabling Managers more as Approvers (where applicable) instead of just Initiators.

44 Onboarding Enhancements Workflow Discussion Onboarding Immediate Streamline Opportunities (Leverage WD delivered workflow) W4 Form Emergency Contacts information Add Payment Elections Submit Federal Withholding Elections Change Benefit Elections Define Government IDs I-9 Documentation and Review Employee Photos WD Better Enabling CCD to Go Paperless Affirmation of Legal Work Status TS Acceptable Use Agreement Violence Acknowledgement Policy Violence Signature Page Drug Free work environment

45 Change Job / PA Form the Linkage Workflow Example Change Job WD Change Job maintains the spirit of the PA Form process while better automating it and ensuring information integrity Transfers an employee from one Position to Another Position. No need to terminate and re-hire anyone Worker History is automatically updated for research/reporting purposes Demo of Worker transferring between HR Technology and Innovation and HR Talent Acquisition Human Resources

46 IDs Design Decisions in WD IDs Demonstration and Discussion Badge ID Easily viewed, reported, or updated by users with the appropriate system security Position Status and Position Suffix Status values available in WD via Custom fields

47 Using Mobile

48 Questions For You Do you have the right people on the project to make decisions and be the spokesperson for your agency/department? Review criteria Let Oren and/or Chris know Did this meeting help answer questions that you or your staff may have? Any additional information that you or your teams need?

49 Going Forward Additional Work We will have a meeting with the HR Generalists to review their role in Workday Use the Workday website to put information How would you like to be kept informed?

50 Thankyou

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