Erie Insurance s HCM Journey to the Cloud Michelle Galla & Jill Roberts Erie Insurance & itelligence Group Session ID#4520

Transcription

1 Erie Insurance s HCM Journey to the Cloud Michelle Galla & Jill Roberts Erie Insurance & itelligence Group Session ID#4520

2 AGENDA About Us Project Goals Evaluation Process/Vendor Selection itelligence Implementation Methodology Project Team/Phases Challenges Before/After Q&A

3 3 KEY LEARNING POINTS Learn how the integrated solution provides a single and consistent user-interface, as well as standardization of processes based on best practices. Learn how the solution enables Erie Insurance to improve HR productivity, achieve speed and consistency of information, as well as attract, engage, and develop talent. Learn why Erie Insurance chose to embark on a journey to the cloud for HCM

4 ABOUT THE PRESENTERS Michelle Galla Title: HRIS Manager Tenure: 26 Years in HR technology roles at Erie Insurance Experience: Software implementations: WorkForce Software Time & Attendance and ACT, Halogen talent management, Peoplesoft HRMS, Peoplesoft self-service HR software support, reporting, interfacing, data analysis, continuous improvements, upgrades Education/Certifications: Human Resources Information Professional (HRIP), MS in Computer & Information Science

5 ERIE INSURANCE AT A GLANCE Auto, home, business and life insurance provider Headquarters: Erie, PA Locations in 12 states & DC Founded: ,000 employees Strong commitment to developing employees Purpose: To provide our Policyholders with as near perfect protection, as near perfect service as is humanly possible and to do so at the lowest possible cost."

6 ABOUT THE PRESENTERS Jill Roberts Title: Project Manager Background: HR Practitioner, Solutions Consultant, and Project Manager Experience: Software implementations: KRONOS Time & Attendance, Peoplesoft HRMS, Peoplesoft selfservice, SuccessFactors Education/Certifications: Senior Professional in Human Resources (SPHR), MBA in Business Administration

7 ITELLIGENCE AT A GLANCE

8 CUSTOMER STORY To support business goals that include improvement of talent management processes, Erie Insurance embarked on a multi-year and phased implementation of SuccessFactors Platform, Succession, Learning Management, Career Development Planning, Recruiting Management, Recruiting Marketing, Onboarding, and SAP Jam.

9 EVOLUTION OF NEEDS Mainly manual process Talent profiles with limited use Very manual process IDPs not connected to learning activities in the LMS Succession Career Mainly automated Duplicate entry for hires and requisitions Talent profile couldn t be used for internal hires Recruiting Learning Mainly automated Learning activities disconnected from IDPs or career activities

10 PROJECT GOALS Find an integrated suite of talent management products that provide a seamless user experience and integrated data repository for recruiting, learning, succession planning, career planning and competency management. Succession Planning & Career: provide tools for employees, leaders, and talent management to better manage employees careers whether for reasons of personal development or corporate risk reduction Recruiting: Improve the user experience in how internal employees and external applicants apply to positions. Increase marketing and social capabilities. Learning: Improve user experience and integration with career & succession planning; improve vendor service & support. HRIS: Provide access to data across multiple functional areas, improve configuration and security abilities.

11 VENDOR REVIEW Used Bersin reports to determine vendors for consideration Looked at our existing vendors for possible expansion Added additional vendors for consideration as team expanded Only considered cloud vendors and those that had a full talent management suite

12 NARROWING DOWN THE LIST Market Review RFPs 11 Demos 8 Finalists 3

13 VENDOR REVIEW PROCESS Bersin Ratings Gartner Magic Quadrant Forrester Report Team Scorecards Customer References (both vendor-provided & rogue ) Multiple demonstrations

14 ERIE TEAM RATINGS Recruiting/Career/ Succession/Admin Learning Number of Requirements Rated SuccessFactors Score 2, Other Finalist Score 2,

15 FAST PLAN SESSION After selection, but before finalizing contracts, ERIE conducted a fast-plan session to refine requirements 1 ½ days, off-site Included various SMEs, IT specialists, vendor representatives Identified objective, scope, outcomes, success factors, deliverables, timeline Last day report to project sponsors

16 ITELLIGENCE IMPLEMENTATION METHODOLOGY Phase Initiate Define Configure Transition Deploy Activities Project Preparations Kick Off Meeting Introductions & Alignment Project Scope Validation Critical Success Factors Review Business Process Mapping Solution Architecture Review & Integration Plan Final Project Plan Discuss Rollout Strategy Configure Solution 3 Iterations Integration Testing User Acceptance Testing Admin Training Production Readiness Checks Solution Migration (Test to Production) Knowledge Transfer (Train-The-Trainer Training) Transfer to SFSF Production Readiness Checks Go-live in Production Environment Post Go-Live Support Plan Deliverables Kick Off Presentation Draft Project Plan Initiate Stage Signoff Solution Diagram/Business Process Mapping (BPM) Requirements Gathering Pre-Work Configuration Workbook Final Project Plan Final Configuration Workbook Business Process Procedure (BPP s) & Test Scripts Validated Test Configuration & Interfaces Admin Training/Guides Cutover Plan Validated Configuration & Interfaces in Production Transition Stage Signoff Post Go-Live Support Deploy Stage Signoff Project Completion Signoff Define Stage Signoff Configure Stage Signoff

17 BENEFITS Flexible, scalable, and affordable solution Cloud-based solution no hardware requirements Regular updates requiring little to no customer intervention As little or as much functionality as required Able to use internal expertise to quickly implement, update, and maintain functionality

18 SINGLE & CONSISTENT USER-INTERFACE One stop for employees to search for learning, update their talent profile, apply for jobs and explore career options Additional tools for leaders in managing succession of team

19 IMPROVED HR PRODUCTIVITY Increased efficiencies to internal processes Reduction of duplications Reduction of manual work Reduction in the reliance of third-party systems

20 ATTRACT/ENGAGE/DEVELOP TALENT Improved insight into company s talent Search capabilities Planning of impact of succession moves Understanding of employee s career goals

21 PROJECT TEAM Executive Sponsor SVP HR Steering Committee VP Corporate Learning, VP Recruiting & Community Engagement, VP Talent Mgmt & HRBP Project Sponsor HR Manager Business PM, IT PM, itelligence PM SMEs: succession, career, learning, HRIS, recruiting, HR business partners IT: software engineer, analyst, security specialist Ad hoc: law, communications, creative services

22 PROJECT PHASES/TIMELINE Phases 1: Platform Succession LMS Oct 2015 April 2016 Phase 2: Recruiting Mgmt Recruiting Marketing Onboarding CDP Jan 2016 Aug 2016 Phase 3: Jam Sept 2016 Feb 2017

23 PROJECT PHASES/TIMELINE Initiate 3 weeks 10/12/15-10/30/15 Configure (incl. UAT) 13 weeks 12/4/15 3/2/16 Deploy 2 weeks 3/28/16 4/12/16 Define 5 weeks 10/30/15 12/3/15 Transition 3 weeks 3/3/16 3/27/16

24 PROJECT CHALLENGES Integrated system means integrated decisions Used to making independent decisions by teams Manual to automated processes most difficult to translate Single signon unexpected difficulties Project resources quick decisions & turnaround times easily impacted by resource availability, on both teams In scope/out of scope Assumptions can differ between all parties

25 RELEASE 1 BEFORE Succession planning done through manual processes No online view for leader Nominations were done by telling an HR team member Learning interface not-user friendly Disconcerting activity search and filter experience contributed to Learner dissatisfaction Limited reporting and analytics capabilities meant many reports had to be manually-generated Complex administration framework often led to lengthy Learning deliverable timeframes and steep learning curves for administrators AFTER All successor data managed through SF Leader has view into own successors, and successors for her direct reports Nominations done online Improved user interface with quick links, tiles and improved search Familiar activity search and filter experience expected to boost Learner adoption Wealth of reporting and analytics capabilities will satisfy business partner requirements and increase automation Streamlined administration framework will expedite Learning deliverables

26 RELEASE 2 BEFORE Talent Profile can t be used for an internal resume Onboarding processes and forms manually collected Limited tools available online for employees to explore career possibilities Career planning separate from recruiting separate from learning AFTER Talent profile used to apply for a job Onboarding completed online, forms collected in advance of hire Assessment tools available to employees to review career options Career/Learning/Recruiting all integrated for one user experience

27 EXPECTED RESULTS A talent profile that s actually used should improve the quality of the talent data available to us Insight into impacts of succession placement can allow us to see risk areas Improved interface for learning should lead to increased usage especially for agents that directly sell our product Adding tools for career development will increase our employees capabilities and competencies to meet changing business needs and improve employee engagement Improved tools can help us decrease time spent on administrative processes, like recording successor information or re-entering hire data; allowing more time for strategic HR tasks

28 NEXT STEPS Completion of Career/Recruiting/Onboarding rollout Absorb administrative and support tasks into existing teams Enhance reporting capabilities Consider additional modules

29 TIPS TO SUCCESS Define and map current business processes Do not assume everyone has the same understanding of how the process works Make sure to dedicate enough time to design Misnomer that cloud means no customization Cloud processes can be customized based on business requirements Use a cross-representation of your employee population to make sure all facets of the process are identified Define historical data requirements in design Configuration may be required to support specific data elements Templates and processes are provided for ease of conversion of most key data elements

30 TIPS TO SUCCESS Do not underestimate the time it will take to implement New functionality/processes will take appropriate time to define, map, and vet Business processes need to be clearly defined and documented Implementing Cloud functionality is still a project Allow time for comprehensive testing and training Clearly define your test scenarios Intuitive layout of solution does not replace the need for training

31 QUESTIONS & ANSWERS

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