1. Governance Committee April 26, 2016

2. Welcome and introductions Molly Billings Background/HistoryMolly Billings & Liz Dross Governance Committee roleMolly Billings Change ManagementDr. Josh Fairchild Self Service Tom Drzaic Communications/WebsiteSara Schimenti & Amy Hansen Next MeetingMolly Billings Questions/Wrap upMolly Billings Agenda

3. Employee Perspective Transactional system (Oracle E Business Suite) that was built to transact (payroll, time and labor, etc.) – not provide a modern and engaging user experience. Not intuitively easy to use – new employees require training and all employees use only when necessary vs. leveraging to full value Lack Modern Capabilities - originally deployed in the late 1980s and lack currently available functionality consistent with Modern HR Lacks manager self service – does not support initiative decision making, no access to pay, vacation and other information Not supportive of our anytime, anywhere, any device digital strategy Creighton University- Current State 3

4. HR Systems Oracle: upgraded to R-12 March 2013 Merit System 2013 (bolt on) Performance Management 2014 (bolt on) Cloud (Core, Payroll, and ESS/MSS) Timekeeping Applicant tracking Compensation and performance Application Tracking, other talent systems, compensation, performance modules 4

5. Technology Perspective A complete solution from one provider solves the integration challenges – all solutions are designed to work together natively and without special integration Reporting/Analytics are built-in and simplified by reducing 3 rd parties – with Oracle Modern HR solutions can be accessed easily and intuitively by users, managers, executives/provosts, deans, etc. Workflow is built in and works across all solutions - Modern HR – with 2 upgrades per year as standard Creighton can always be on the latest version or of the most modern solution available..As part of the larger Creighton digital strategy, myHR will be integrated into the myCreighton Intranet digital experience to support our anytime, anywhere and any device vision.digital strategy Creighton University- Future State 5

6. Current v. Future CurrentFuture Bubble sheetsOnline timekeeping EAF (Employee Action Form) – routed via email Online form with approvals via workflow Limited employee self service Enhanced self service (change address, withholdings, update all personal information) No Manager self serviceManager self service (access to data, online forms) Very limited people data for managers Manager would have access to people data (compensation, emergency contact, vacation/sick and other relevant data). PeopleAdmin (applicant tracking) Taleo (best of breed talent system) for faculty, staff and student recruiting 6

7. MyHR Program Phases Phase 1 HR Core, Payroll, Timekeeping, Employee Self Service and Manager Self Service: January 1, 2017 Phase 2 Taleo (Applicant tracking), Performance management, compensation, 6+ months (2017 and 2018)

8. Meet monthly or as needed: Group to make configuration decisions, and give input One Creighton process Simplification where possible Change management and communications – Change champion, help communicate to your areas and include others in your areas as needed MyHR Committee Role 8

9. Recommendations for Organizational Change 9

10. Organizational change is often met with suspicion and resistance – Especially episodic change Shift in a particular procedure or direction Employees often resist changes to status quo The Challenge 10

11. 1.Communication is Key 2.Establish Cultural Fit 3.Stimulate Involvement 4.Identify Leaders 5.Remain Adaptable Overview 11

12. Use “plain English” Make clear case for change – Can’t be perceived as driven by monetary demands Clarify exactly what will be implemented and when – Post somewhere prominent Communication is Key 12

13. Highlights shortcomings in current system – As they affect employees – Point out specific “pain points” or frustrations Communication is Key 13

14. Lou Gerstner (former CEO of IBM): “Culture is everything” – Resistance is due to mismatch with culture Establish Cultural Fit 14

15. Don’t get so fixated on the mechanics that we lose sight of what makes us Creighton – Keep Mission in mind during development and implementation – Network with Mission and Ministry throughout change process Establish Cultural Fit 15

16. Change is best received when it fits with an organization’s culture At Creighton, this means articulating fit with Mission – Those involved should be able to speak to this – Should be clearly spelled out Establish Cultural Fit 16

17. Employee voice is among most critical factors for change acceptance – And for acceptance of HR initiatives specifically – Heavily influences attitudes and fairness perceptions Stimulate Involvement 17

18. Solicit involvement from employees at all levels Involvement plan should be decided and clarified prior to implementation – Consider multiple approaches and strategies Stimulate Involvement 18

19. Champions for the change Well-regarded individuals (or groups) within departments or administrative units – Already well on the way, with selection of this t ask force Identify Leaders 19

20. Principles of a “Learning Organization” – Be open and responsive to feedback – Watch for success and potential problems with roll Be prepared to make shifts and course corrections – Also helps cement employee voice Remain Adaptable 20

21. Enhanced ability for employee and managers to maintain information and submit employee events Address, Emergency Contacts, W-4, Direct Deposit, etc. Employee transfers, promotions, separations, etc. Status of transactions can be viewed online On-line approvals On-line access to department data Self Service – Manager and Employee 21

22. System is configurable, not customizable System design on-going and demonstrations will be held Meetings will be held to discuss configuration options Consistent processes across University Go-live configurations based on current processes Design enhancements to be evaluated after go-live Decisions/input needed for self service 22

23. http://www.creighton.edu/hr/myHR myhr@creighton.edu Initial email announcement sent to Faculty and Staff February 2016 On-going e-mail messaging to targeted groups, addressing area-specific issues Creighton Today Creightonian HR Newsletter Postcards with training session dates myHR Advocates – (myHR logo shirts) Designated people within areas around campus to assist with promotion; training; questions Communications and Website 23

24. Why are we moving to myHR? Creighton's current system hasn't modernized with Creighton expectations and technology. The new system will improve operations, data back up and technical maintenance. It will eliminate paper time sheets, including the cumbersome process of manually processing 2,500 time sheets. What are some of the benefits of myHR? myHR will deliver 24/7 secure access, which will enhance student, staff, and faculty experience and convenience. myHR will further Creighton's commitment to a green campus by saving on energy and paper waste, along with allowing Faculty, staff, and students to focus their energy on other job duties. Questions and some FAQ’s 24

25. Will the connection between my computer and the cloud server be secure? Oracle uses industry standard security mechanisms to ensure our data is protected as we access this data across the Internet. Will my data be handled securely in the cloud? Oracle employs industry standard encryption mechanisms to protect your data in the cloud. Oracle maintains a robust Security Policy that specifies how they secure our data by limiting who can access our data, how it is transmitted to us for use, and how they maintain their servers and environment to minimize the potential for a data breach or unauthorized disclosure of our data. Oracle employs dedicated security professionals to monitor and protect our data. Questions and some FAQ’s 25

26. MyHR is a new organizational system including timekeeping, payroll and core Human Resources information. Bring better system, information and service to faculty, staff, and students. Governance Committee are important part of communications and change management. Next meeting in July Talking points/Key Takeaways 26

27. Appendix 27

28. Project Methodology Project Methodology Project Methodology – Oracle OUM Cloud Implementation Method Plan Project Conduct Kickoff Meeting Conduct Design Review Conduct Project Checkpoint Setup Applications Build and Validate Integrations Validate Configuration Load & Validate Data Apply & Validate Extensions and Extensible Items Conduct Project Checkpoint Load & Validate Data Prepare Validation Scripts Conduct End to End Review Migrate Configuration to Production Manage Transition to Steady-state Operations Conduct Final Validation Review Implement Security Conduct Project Checkpoint Begin Production Use Update Setups Verify Production & Operational Readiness Gain Acceptance Close Project Schedule Workshops Configure Validate Transition Realization Project Design Migrate Integrations & Extensions to Production Load, Reconcile & Validate Data in Production Post Go-Live Support Handoff to Client Relationship Manager 28

29. Oracle 29 13,500+ Oracle HCM Customers 3,000+ Global Payroll Customers 200+ Countries = Truly Global 12m+ Global HR & Talent Cloud End Users 6,000+ Global HCM SaaS Customers $5b+ Annual R&D Investment $ 1b+ in Cloud

30. Oracle 30 2 2 nd largest Cloud provider in the World 6K+ Cloud HR Customers 1 Largest provider of HR solutions worldwide Committed to your success 1400 Higher education customers

31. Future Meetings – DRAFT/Tentative May – no meeting June – self service, Second meeting Status update, follow up, change management, communications, intro video July – no meeting August - timekeeping September October - specialized training November - specialized training December – specialized training January February – lessons learned, what worked, what didn’t March – Taleo, compensation and merit feedback? 31

32. Print screen of system 32

33. Print screen of system 33

34. Governance Committee Members Will Solomon Jolene Buckingham Joshua Fairchild Therese McGrath Lori Gigliotti Renee Mixan Diane Boone Regina Taylor Lannette Chavez Dawn Wilson Brenda Hovden Maria Jerrell Tara McGuire Nancy Schrage Angie Mills Richard Hauser Kristi Freese Ray Stoupa James Rodenbiker Cynthia Adams Tracy Gady Susan Naatz Tim Weber Tami Thibodeau Christina Schroeder Kelly Ptacek Dave Madsen Mary Emmer 34

35. Facilitators Molly Billings Human Resources HRMS Director Tom Drzaic Human Resources Associate Director Sara Schimenti Human Resources HR Assistant Amy Hansen Information Technology IT Project Manager Liz Dross Information Technology Senior Director 35