1. First Data's Roadmap to a Successful HR Transformation

2. First Data's Roadmap to a Successful HR Transformation

3. Agenda Our Company Our Transformation Journey Our Technology Roadmap
Our BI Strategy
Q&A
Agenda

4. Company Overview

5. What Do We Do?
Around the world, every second of every day, we make payment transactions secure, fast and easy for financial institutions, merchants and their customers. We leverage our unparalleled product portfolio and expertise to deliver solutions that drive our customers’ revenue and profitability.

6. Our Products and Services

7. Landscape
We process 14,000 transactions per second, that’s 31 billion transactions per month
We process half of all US transactions
We do business in over 50 countries worldwide
One third of the company’s revenue is generated outside the US
We have over 25,000 employees and “on the ground” coverage in 36 countries
PeopleSoft evolution at First Data:

8. Our Transformation Journey

9. Global HR Technology – Our Vision
A journey to become and continue as a world-class HR organization, where:
A single source of truth is provided through superior technology
An increase in quality business partnerships impacting profitability
Employees’ experiences are consistent
Talent Management is the mindset
Job satisfaction increases
Efficiency & effectiveness is the norm
Key Enablers for our Leaders
Integrated technology suite to enable talent management and drive business results – from hiring to development to performance compensation
Real-time, single-source access to employee transaction, profiles & reporting
Simplification & globalization of HR policies and processes

10. Operating Rhythm and Infrastructure Technology Optimization
Global HR Transformation – Pillars for Success
Operating Rhythm and Infrastructure
Change Management
World Class HR
Process E
Bullet 1
Reduce unit costs
Technology Optimization
Process Excellence
HR Globalization
Process and policy harmonization
Process ownership
Consistent tools & process methodology leveraged globally
Metrics and control plans
Globalize HR structure
Role Clarity
Seamless partnership
Optimum leverage of Global HRSC for all global issues
Near shore & cost effective resolution for local issues
PeopleSoft upgrade
Payroll consolidation
Robust self service tools
Enabled full talent management suite
Case management
Technology governance

11. Our Process Excellence Journey
The Summit Advantage
Shareholder Value &
Quality Leadership
Best
Practice 5 4 3 2 1
Level 1
Process Owners
Measurement
Coaching
Reward Structure
Level 2
Continuous Improvement
Level 3
Data driven accountability
Operating rhythm
Level 4
Cultural Process Excellence
Customer focused
Level 5
Process Toolbox
Process Competency
Leadership
Process Model
Functional Focus
Active / Reactive
Internal View
Silo Activity
Hero
Process Focus
Data Driven
Customer Voice
Integrated Teams
Leadership
Cultural Shift
Project Teams

12. Enabling Our Transformation – Process View
Payroll Processing
Current State:
Greece
Japan US
Disjointed employee & manager experience
Inconsistent business processes not properly
integrated with corporate systems
No true process owners or accountability
Future State: 2 1 3
Standardize tools, core business processes and policies and realign across geographies
rather than by
geographies
Implement appropriate process ownership, governance, and ongoing monitoring process
Deploy integrated talent management technology with self service capabilities
Consistent employee and manager experience
Consolidated and standardized processes and technologies across geographies
Process owner accountability & appropriate controls
Robust self-service tools

13. Enabling Our Transformation – Service View
Omaha
Costa Rica
Current State:
Future State:
The HR Service Center handles 8400 direct employee inquiries per month; 95% from US
60% of US and less than 5% of international employee and manager transactions are handled via self service
Employee and manager experience is negatively impacted by the current system which is limited to tracking individual calls rather than providing case management functionality
Full HR Service Delivery
80% of all employee/manager transactions globally handled through employee and manager self service
Fully integrated PeopleSoft Case Management tool enabling 95% of global Tier 2 support to be provided by the HR Service Center
Consistent employee and manager experience through the lowest cost channels

14. Enabling Our Transformation – Systems View
PeopleSoft
Symphony
Current State:
Future State:
Current disparate systems & environments
PeopleSoft was not deployed with a global view
“Best in Class” approach to technology
100 + interfaces & integration points
MSS
Hewitt
Mercer
Flex Pay
MetPay
Other
ESS
PeopleSoft “vanilla” core leveraged globally for employees and contingent workers
Sunset all “Best in Class” applications
Governance process for all technology requests
Standardized processes and technologies across geographies leading to a consistent employee and manager experience
Less than one half of existing interfaces
Talent Mgmt
NA Payroll
Comp
Time & Labor
HR HelpDesk
PeopleSoft 9.1 HRMS Suite

15. Sources of Operational data Revenue Production by Team
Enabling our Transformation – Data View
Sources of Operational data …
Canned reporting
Ad hoc reporting
One- off analytics
Drop-drag parameters
Revenue Production by Team 10 20 30 40 50 60 70 80 90
100
Sales Distribution Q1 Q2 Q3 Q4
Quarterly Sales
Quartery Sales
PeopleSoft
HR Analytics
No single “source of truth” for employees and contractors
Data integrity issues
Focus on reporting data rather than providing business analytics
Highly manual data collection and mining efforts
Transform fragmented data into actionable information
Better linkage to financial data
Visibility into true employment costs
Enable manager self-service reporting
Current State:
Future State:
Vacation requests in Greece
Standard reporting
package
Read-only capability

16. Our Technology Roadmap

17. PeopleSoft 9.1 Deployment Schedule
eCompensation
Int’l Payroll
Core HCM
Manager Self Service
HR Help Desk
Contingent Workers
Profile Management
Career & Succession Planning
Business Intelligence

18. International Timeline
Year
2012
2013
2014
2015 Q1 Q2 Q3 Q4
Each country deployment will include Global Payroll, Employee Self Service, Time and Labor, Absence Management and Benefits in local language
Vendor Switch Only

19. Program Structure

20. Base Upgrade – What we’ve accomplished
Eliminated 60% of report queries enabling capacity for more proactive analytics
Improved data accuracy and reduced rework by implementing standard PS 9.1 functionality
Set the foundation for First Data’s “single source of truth”
Provided a new summary page to review/edit employee information
Delivered additional self service capability for managing personal addresses; critical for employee surveys
Improved employee experience
Simplified the technology footprint
Eliminated of 1,900 customizations
Prepared to sunset People Data Manager Tool
Deployed the infrastructure for our integrated global talent management system
Reduced job codes from over 1,600 to 523
Operationalized position management team
Standardized 8 self service transactions across the globe (100+ global processes impacted)
Harmonized 3 time and labor policies
Provided “on the job” coaching/training/mentoring on process excellence tools to over 50 employees
Harmonized policied & began our process excellence journey

21. Considerations of a global transformation
Built strong partnerships for strategic guidance and expertise
Focused on voice of the customer and process work up front
Harmonized global policies
Established a formal change management program
Developed a strong program leadership structure
Created relationships from other organizations to learn from their experiences
Leveraged multiple communication vehicles to support a global deployment
Committed to face-to-face workshops to get a global view
Gained trust and commitment of our steering committee by providing data driven recommendations
Considerations of a global transformation
What was key to our success…

22. Change Management – It is critical!
Engaged a Global Change Leadership team and change champions to rollout training & communications
Provided “WIIFM” to all impacted groups to gain support
Created clear & consistent communication vehicles
Implemented a formal training strategy utilizing UPK
Developed an HR Transformation Video
Change Management – It is critical!

23. Lessons Learned – What would we do differently?
Don’t understand estimate power of resistance; implement resistance management plans early
Ensure project managers are experienced in the IT project management lifecycle & education the executives and team members on “what to expect”
Separate the configuration and track lead responsibilities
Assign dedicated process experts
Provide change management training to key stakeholders and project team
Deliver more change preparedness to key constituents
Deploy a standard project toolkit prior to kickoff and ensure the tools are being leveraged consistently
Have a dedicated DBA to build the environments
Lessons Learned – What would we do differently?

24. For More Information Tracy Quinn
VP, Global HR Technology & Process Excellence
+1 (404)
Nancy Pannarale
Program Director
+1 (303)
For More Information

25. Save the Date QuestDirect.org/COLLABORATE
APRIL 7-11, 2014
Sands Expo and Convention Center
Las Vegas, Nevada
QuestDirect.org/COLLABORATE
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