5What 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.
7LandscapeWe process 14,000 transactions per second, that’s 31 billion transactions per monthWe process half of all US transactionsWe do business in over 50 countries worldwideOne third of the company’s revenue is generated outside the USWe have over 25,000 employees and “on the ground” coverage in 36 countriesPeopleSoft evolution at First Data:
9Global 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 technologyAn increase in quality business partnerships impacting profitabilityEmployees’ experiences are consistentTalent Management is the mindsetJob satisfaction increasesEfficiency & effectiveness is the normKey Enablers for our LeadersIntegrated technology suite to enable talent management and drive business results – from hiring to development to performance compensationReal-time, single-source access to employee transaction, profiles & reportingSimplification & globalization of HR policies and processes
10Operating Rhythm and Infrastructure Technology Optimization Global HR Transformation – Pillars for SuccessOperating Rhythm and InfrastructureChange ManagementWorld Class HRProcessEBullet 1Reduce unit costsTechnology OptimizationProcess ExcellenceHR GlobalizationProcess and policy harmonizationProcess ownershipConsistent tools & process methodology leveraged globallyMetrics and control plansGlobalize HR structureRole ClaritySeamless partnershipOptimum leverage of Global HRSC for all global issuesNear shore & cost effective resolution for local issuesPeopleSoft upgradePayroll consolidationRobust self service toolsEnabled full talent management suiteCase managementTechnology governance
11Our Process Excellence Journey The Summit AdvantageShareholder Value &Quality LeadershipBestPractice54321Level 1Process OwnersMeasurementCoachingReward StructureLevel 2Continuous ImprovementLevel 3Data driven accountabilityOperating rhythmLevel 4Cultural Process ExcellenceCustomer focusedLevel 5Process ToolboxProcess CompetencyLeadershipProcess ModelFunctional FocusActive / ReactiveInternal ViewSilo ActivityHeroProcess FocusData DrivenCustomer VoiceIntegrated TeamsLeadershipCultural ShiftProject Teams
12Enabling Our Transformation – Process View Payroll ProcessingCurrent State:GreeceJapanUSDisjointed employee & manager experienceInconsistent business processes not properlyintegrated with corporate systemsNo true process owners or accountabilityFuture State:213Standardize tools, core business processes and policies and realign across geographiesrather than bygeographiesImplement appropriate process ownership, governance, and ongoing monitoring processDeploy integrated talent management technology with self service capabilitiesConsistent employee and manager experienceConsolidated and standardized processes and technologies across geographiesProcess owner accountability & appropriate controlsRobust self-service tools
13Enabling Our Transformation – Service View OmahaCosta RicaCurrent State:Future State:The HR Service Center handles 8400 direct employee inquiries per month; 95% from US60% of US and less than 5% of international employee and manager transactions are handled via self serviceEmployee and manager experience is negatively impacted by the current system which is limited to tracking individual calls rather than providing case management functionalityFull HR Service Delivery80% of all employee/manager transactions globally handled through employee and manager self serviceFully integrated PeopleSoft Case Management tool enabling 95% of global Tier 2 support to be provided by the HR Service CenterConsistent employee and manager experience through the lowest cost channels
14Enabling Our Transformation – Systems View PeopleSoftSymphonyCurrent State:Future State:Current disparate systems & environmentsPeopleSoft was not deployed with a global view“Best in Class” approach to technology100 + interfaces & integration pointsMSSHewittMercerFlex PayMetPayOtherESSPeopleSoft “vanilla” core leveraged globally for employees and contingent workersSunset all “Best in Class” applicationsGovernance process for all technology requestsStandardized processes and technologies across geographies leading to a consistent employee and manager experienceLess than one half of existing interfacesTalent MgmtNA PayrollCompTime & LaborHR HelpDeskPeopleSoft 9.1 HRMS Suite
15Sources of Operational data Revenue Production by Team Enabling our Transformation – Data ViewSources of Operational data…Canned reportingAd hoc reportingOne- off analyticsDrop-drag parametersRevenue Production by Team102030405060708090100Sales DistributionQ1Q2Q3Q4Quarterly SalesQuartery SalesPeopleSoftHR AnalyticsNo single “source of truth” for employees and contractorsData integrity issuesFocus on reporting data rather than providing business analyticsHighly manual data collection and mining effortsTransform fragmented data into actionable informationBetter linkage to financial dataVisibility into true employment costsEnable manager self-service reportingCurrent State:Future State:Vacation requests in GreeceStandard reportingpackageRead-only capability
18International Timeline Year2012201320142015Q1Q2Q3Q4Each country deployment will include Global Payroll, Employee Self Service, Time and Labor, Absence Management and Benefits in local languageVendor Switch Only
20Base Upgrade – What we’ve accomplished Eliminated 60% of report queries enabling capacity for more proactive analyticsImproved data accuracy and reduced rework by implementing standard PS 9.1 functionalitySet the foundation for First Data’s “single source of truth”Provided a new summary page to review/edit employee informationDelivered additional self service capability for managing personal addresses; critical for employee surveysImproved employee experienceSimplified the technology footprintEliminated of 1,900 customizationsPrepared to sunset People Data Manager ToolDeployed the infrastructure for our integrated global talent management systemReduced job codes from over 1,600 to 523Operationalized position management teamStandardized 8 self service transactions across the globe (100+ global processes impacted)Harmonized 3 time and labor policiesProvided “on the job” coaching/training/mentoring on process excellence tools to over 50 employeesHarmonized policied & began our process excellence journey
21Considerations of a global transformation Built strong partnerships for strategic guidance and expertiseFocused on voice of the customer and process work up frontHarmonized global policiesEstablished a formal change management programDeveloped a strong program leadership structureCreated relationships from other organizations to learn from their experiencesLeveraged multiple communication vehicles to support a global deploymentCommitted to face-to-face workshops to get a global viewGained trust and commitment of our steering committee by providing data driven recommendationsConsiderations of a global transformationWhat was key to our success…
22Change Management – It is critical! Engaged a Global Change Leadership team and change champions to rollout training & communicationsProvided “WIIFM” to all impacted groups to gain supportCreated clear & consistent communication vehiclesImplemented a formal training strategy utilizing UPKDeveloped an HR Transformation VideoChange Management – It is critical!
23Lessons Learned – What would we do differently? Don’t understand estimate power of resistance; implement resistance management plans earlyEnsure 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 responsibilitiesAssign dedicated process expertsProvide change management training to key stakeholders and project teamDeliver more change preparedness to key constituentsDeploy a standard project toolkit prior to kickoff and ensure the tools are being leveraged consistentlyHave a dedicated DBA to build the environmentsLessons Learned – What would we do differently?
24For More Information Tracy Quinn VP, Global HR Technology & Process Excellence+1 (404)Nancy PannaraleProgram Director+1 (303)For More Information
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