1. A WORKSHOP FOR BUILDING, JUSTIFYING AND EXECUTING YOUR HR TECHNOLOGY STRATEGY IHRIM Pre-Conference Education Course September 16, 2015

2. YOUR INSTRUCTOR Jacqueline Kuhn, HRIP EVP HCM Consulting Services HRchitect 30 years in the Human Resources and IT professions Core expertise in HR technology strategy, software selection, and application management IHRIM member since 1991, IHRIM Board Chair 2008 – 2010, Past President HRIM Foundation and currently serving as Secretary on the Foundation Board Created HR Technology Strategies for numerous companies of all sized, domestic and global. Connect with me via LinkedIn https://www.linkedin.com/in/jacquelinekuhn 2 Fun Fact: Certified Dog Trainer, helping shelter dogs find a forever home.

3. AGENDA Introductions & Session Objectives1:00 – 1:15 HCM Technology Strategy Overview1:15- 1:30 Discovery Phase1:30 – 2:15 Develop Phase2:15 – 3:00 Break3:00 – 3:15 Review Samples of Technology Strategies3:15 – 3:45 Components that make the Business Case3:45 – 4:15 Strategy Management & Governance Best Practices 4:15 – 4:45 Wrap Up4:45 – 5:00

4. INTRODUCTIONS Name Who you work for Your role at your company Years as an IHRIM Member A Fun Fact about you 4

5. SESSION OBJECTIVES  Articulate why having an HR Technology Strategy is Important  Understand the steps to take for creating the strategy  Recognize key elements for building a business case  Understand the importance of a Strategy Management program and how to establish one  Know enough about how a strategy is created to determine how much assistance, if any, you would need from a consultant in the creation of your company’s HR Technology Strategy. 5

6. HCM TECHNOLOGY STRATEGY OVERVIEW The Methodology 6

7. WHY DEVELOP AN HCM TECHNOLOGY STRATEGY? Without one, firms usually end up with…  Silos (functional / departmental / divisional, etc.)  Redundant, disparate, non-integrated systems  Fragmented pools of workforce information  Difficult/time consuming consolidated reporting  Higher acquisition / implementation / support costs  Staff inefficiencies  Reduced ROI from the overall investment  A tendency to react in ‘knee-jerk’ fashion to the latest market fad/ business crisis 7

8. HCM TECHNOLOGY STRATEGY “MUST HAVES” Strong linkage to your firm’s goals and objectives and supporting strategic plans (People and Business strategies) Clear articulation of your firm’s strategy and objectives for HCM technology Steps and timeline for HCM apps purchases – sets the priorities on technology acquisition Coverage of the entire workforce management cycle Strong & ongoing support from key executive sponsors and stakeholders 8

9. HCM TECHNOLOGY STRATEGY - THE METHODOLOGY - Discovery Project Definition Current Strategies Review System / Process Review Critical Issues / Business Requirements HCM Technology Strategy Development Draft / Interate Strategy Build Business Case Secure Stakeholder Approval Create Governance Model Periodic Strategy Review

10. © 2014 HRCHITECT, INC. CONFIDENTIAL AND PROPRIETARY INFORMATION10 Project ObjectivesProject Scope Project Measures of SuccessProject Timeline Project Charter Project Definition There are 4 major components of the Project charter for the strategy project. It is important to make sure that the charter focuses on this project, and is not expand to include components that are out of scope, like vendor identification and selection.

11. © 2014 HRCHITECT, INC. CONFIDENTIAL AND PROPRIETARY INFORMATION11 Project ObjectivesProject Scope Project Measures of SuccessProject Timeline Project Charter Project Definition The objectives for a strategy project should mirror the overall objectives for having an HR Technology Strategy. Common examples are: To create an HCM technology strategy that aligns with business strategy and supports the new HR service delivery model Must support a move to more current and supported technology, and reflect an investment in a tools set that will provide better information for decision making. Set priorities for procurement and implementation of new technologies by process. Include a business case for the investments. Contain a 3 year plan for procurement and implementation of the new technologies

12. © 2014 HRCHITECT, INC. CONFIDENTIAL AND PROPRIETARY INFORMATION12 Project ObjectivesProject Scope Project Measures of SuccessProject Timeline Project Charter Project Definition The project scope should include all in-scope processes, business units, countries and functional areas. If there are HR functional areas that are specifically out- of-scope, this should be stated separately so no assumptions are made with regards to scope Common examples are: In Scope Talent Acquisition Employee Records Payroll Compensation Performance Management Talent Identification/Succession Planning All North America Locations Out of Scope Benefits Administration Time Tracking & Scheduling Learning / Training All APAC Locations Data Migration Strategy

13. © 2014 HRCHITECT, INC. CONFIDENTIAL AND PROPRIETARY INFORMATION13 Project ObjectivesProject Scope Project Measures of SuccessProject Timeline Project Charter Project Definition The Measures of Success are those measures that will determine if the resulting Strategic Plan is successful. The most important measure of success is the approval of the plan by key stakeholders. Other common measures are: Creating a Change Management strategy for strategy execution Creating a clearly articulated business case, including identification of hidden costs Creating a strategy implementation plan that is milestone based and time bound, which is based on priorities Making sure the strategy includes the integrations to the non-HR business systems

14. 14 Project ObjectivesProject Scope Project Measures of SuccessProject Timeline Project Charter Project Definition A high level timeline with major activities whose purpose is to keep all team members and stakeholders informed of key dates and activities. This is not intended to be a detailed project plan, nor does it negate the need for a more detailed plan. Below is a sample of a Strategy Project timeline:

15.  The goal for the Current Strategies Review is to understand the business, people, and service delivery strategies of your organization.  During this task, it is important to meet with the people who own the strategic plans for the organization. Therefore it is common that the CIO, CHRO, CFO and COO are interviewed in this phase.  The service delivery strategy is extremely important – processes and the supporting technology will vary based on the amount of control over process and direct access to information an organization wishes to provide to employees and managers.  Common strategies uncovered during this phase include:  Company growth through acquisition or organically  Managers take a more active role in talent planning  The move to an HR Service Center Model  The outsourcing of Benefits Administration  Decrease risk of compliance for time tracking  Leadership access to key KPI’s for decision making. 15 Current Strategies Review

16. 16 System / Process Review INVENTORY This task involves taking an inventory of every in-scope process and document the technology that supports the process, as well as Manager and Employee roles in execution of the process. This step will aid in identification of redundant systems, understand volumes and frequencies, key stakeholders, as well as provide an inventory of systems and processes to be included when calculating the current state costs for the business case. Below is a sample of a process and the items to be inventoried: Processes List the person / people who perform this task How much time collectively is performed doing this task? What system is used to perform this task If there are manual steps, please indicate them here Manual or Automated Interfaces to / from process HR Data Entry Manage r Direct Access Employee Direct Access FreqVolume Shared Services Employee Population Serviced Workflow Enabled Languages Deployed Talent Acquisition Requisition process Create a requisition Approve requisitions Posting requisitions

17. 17 System / Process Review Interviews In this step, process owners and stakeholders are interviewed to understand the strengths and weaknesses of the process and technology. This information is more detailed than the strategic discussions, but less detailed than a true software requirements interview. This is designed to focus on process not system requirements. Sample questions asked in these interviews are: What is working with the process that you do not want to have changed? What parts of the process are cumbersome and require you to work both in the system as well as manually outside of the system? What parts of the process that you perform, do not seem to add any value? Are there any parts of the process that you wait for information from others that you could more easily perform if you had access to it yourself? You want to avoid asking “What do you not like about the current systems” as this derails conversations and typically does not obtain information needed for the strategy, often resulting in having to re-interview that stakeholder.

18. This step links together the information gathered to date and produces the key deliverable from the discover phase – the “Current State Report”. An analysis of the information gathered to date is performed, resulting in a matrix or list of critical issues and the business requirements they tie. All critical issues should tie to a business requirement. If something was indicated as high priority or critical, but there is no corresponding business requirement, the criticality of the issue should be reviewed. Below are samples of common issues/business requirements that would be considered “critical”  The business requires people to be certified on equipment in order to be scheduled to work. The current scheduling system does not have any ties to certifications and no ability to restrict scheduling employees on equipment.  The #1 cost issue is overtime. It is being entered based on a piece of paper given to a supervisor as employees do not punch in and out. The business must have the ability for all employees to track worked and non-work time via multiple medias (web clocks, mobile, PC). This sample is of an issue that while not very efficient, is not a business requirement  Applications are received on paper and tracked manually. Operations hire, once per year, for 5 – 10 jobs. All applicants are referrals from employees and come into the facility to complete an application during a job fair.. 18 Critical Issues / Business Requirements

19. CASE STUDY – DISCOVERY PHASE  Class Co.:  Excavating and heavy equipment manufacturing company in US. Large hourly workforce. Infinium AS400 Core HR/Payroll and Time and Scheduling, SuccessFactors for Salaried Performance Management, Saba for Learning Management, PeopleSoft financials and the PeopleSoft Portal. There is no self service for employees or managers for core HR processes  Leaders from HR, IT and Business operations met over 3 days to discuss process issues and challenges to business operations. The HR team went to the business operations to see first hand what was working and the challenges they would pose if self service technology was to be introduced.  The next 6 slides are excerpts from the Current State Report 19

20. WHAT IS WORKING WELL  All those managers interviewed found SuccessFactors easy to use.  Despite technology issues, HR delivers excellent service to managers and employees.  The actual payroll process works well. Payroll processing is accurate. Provided data input is accurate.  Paycheck paper distribution process works well.  Benefits open enrollment process works well.  Infinium system interfaces with SuccessFactors and Saba eliminating need for duplicate entry. 20

21. PROCESS MAP HR/PAYROLL AND TIME KEEPING All Employee information is processed via paper and entered into Infinium by HR HR distributes paper checks/ advices and pay statements. Open Enrollment packets are mailed home to employees. Supervisors, not employees, enter time 21

22. PROCESS MAP TRAINING, PERFORMANCE & RECRUITMENT All applicant information is handled via paper and email by HR The MSHA required 5023 form is paper based and housed in 2 sets of employee files Salaried Employees access SuccessFactors either via the PeopleSoft portal or through bookmarking the site HR Enters Training records in Saba Managers and Supervisors access Saba for training enrollment and view what has been trained 22

23. WHEN PUT TOGETHER ALL PROCESSES ILLUSTRATE HR IN THE MIDDLE OF ALL ADMINISTRATIVE PROCESS, HANDLING MULTIPLE PIECES OF PAPER AND PERFORMING ALL SYSTEM ENTRY OF EMPLOYEE INFORMATION 23

24. CURRENT STATE REPORT ANNUALIZED COSTS OF CURRENT HR TECHNOLOGY 24 ApplicationUsed ForSoftwareConsultingTotal Cost Infor iSeriesCore HR, Payroll, Time 175,000180,000355,000 Infor Q&AReporting Software 5500 Success FactorsPerformance10,000 CompensationIncluded SabaTraining35,000 SeafabTime Keeping at Plant A 2000 Org PlusOrganization Charts 1800 TOTAL458,800 The total cost of the software in use today reflect a price of 15.25 Per Employee Per Month

25. ANNUALIZED STAFF TIME SPENT PROCESSING EMPLOYEE INFORMATION 25 ProcessEstimated Hours per year Cost using $25 per hour as average rate Reporting 841 $21,025 Data Entry (HR )1420$35,500 Data Entry (Benefits)1243$31,075 Payroll Processes1817$45,425 Compensation900$22,500 Training1446$36,150 Recruiting2200$55,000 TOTAL9867$246,675 The information above is consolidated for Corporate Center and all divisions. It does not represent all manual effort, rather those areas that have the potential to gain the most benefit from new technology. This also does not include the 2 hours per week on average supervisors spend performing time entry for their employees.

26. DEVELOP PHASE 26

27. Draft / Iterate Strategy In this step, the future state views of the technology landscape is formed. The information gathered during Discovery will be used to determine which technologies to keep, cut, or create in order to support the future state HR Service Delivery model and other business objectives. If new purchases are recommended, this will also be determined during this stage. It is important to create multiple options, as there is not a “one size fits all” for a technology strategy. When developing the strategy presentation, it is recommended the deck contain the following information:  Summary of critical areas of importance to be addressed by the strategy  Assumptions made when creating the strategy options  The future state process changes needed in order to execute the strategy  Recommendations for sequencing future state changes  The strategy options  A recommended option  The business case for the recommended option.

28. BREAK 28

29. FUTURE STATE OPTIONS CASE STUDY The Following slides represent the Strategy Deck for Class Co. 29

30. THE FUTURE STATE MUST ADDRESS CRITICAL AREAS OF IMPORTANCE WHILE NOT ADVERSELY IMPACTING WHAT IS WORKING WELL Critical Areas of Importance 1.Accurate tracking of overtime 2.Tracking of training and knowing what an employee is certified to work. Having a tool that is easy to use for Supervisors and Managers 3.Self Service that works within the Plant infrastructure 4.Integrated HR/Payroll/Attendance system to avoid duplicate entries 5.Elimination of the paper processing that HR Reps at Corporate Center and field locations process for employee record changes 6.Any new solution would need to have reporting and administration capabilities that reduce or eliminate the reliance on excel based processes 7.Any new solution needs to have controls and edits that will reduce or eliminate data errors 8.Any new solution must have a reporting tool that is easy to use for end users in the field What is Working Well 1.All those managers interviewed found SuccessFactors easy to use. 2.Despite the manual workarounds due to technology issues and limitations, HR delivers excellent service to managers and employees. 30

31. ASSUMPTIONS USED WHEN CREATING THE OPTIONS 1.Software as a Service (SaaS) will be the delivery platform 2.In the next 3 years, the iSeries platform will continue to support non-HR business processes, and that HR data needs to be interfaced back to this platform 3.The desired role for HR Representatives is to support managers in areas of employee relations, developing employees, and adherence to compliance -- not to perform administrative duties in the HR Systems 4.The corporate center (HR and IT) will provide centralized support on the new systems, and be responsible for ongoing maintenance and enhancements. 5.The plan timeline is based on a 3 year plan, and assumes HR will continue with all normal business activities without the addition of resources, permanent or temporary 31

32. RECOMMENDED FUTURE STATE PROCESS IMPROVEMENTS In order to take full advantage of future state technologies and the potential cost savings, the following process improvements are recommended  Employee self service for pay advices, w2’s, personal data changes, and benefits enrollment  This is top priority as SaaS vendors who run payroll will charge extra for employees who are on direct deposit but receive a paper advice. Also, there are additional charges for printed W2’s.  Positive time reporting, completed by the employee, to facilitate time off reporting and automated calculations for overtime.  Manager self service for employee changes that are integrated with the HRMS system, leveraging automated workflow, and directly updating the HRMS database 32

33. RECOMMENDED FUTURE STATE IMPLEMENTATION SEQUENCE The proposed process/module implementation order was based on obtaining the most benefit upfront and addressing the most critical needs first. Building the foundational information, in the new HRMS system, and creating the necessary integrations to the iSeries tables. This takes into account the current Saba contract term. 1.HRMS (including Self Service and Benefits) Active Employees (3 – 4 Months) 2.Payroll and Time & Attendance (6 Months) 3.Performance Management & Compensation 4.Reporting and Analytics 5.Learning Management 6.Applicant Tracking (ATS) / Onboarding 7.Non-active Employees in HRMS 33

34. FUTURE STATE OPTION #1 MOVE TO A SINGLE INTEGRATED SYSTEM  Replace all systems with a single integrated HRMS/Payroll/Time system/Talent/LMS  Workflow within the system will allow for self service for mangers and employees with HR approval where appropriate  The new system would have a reporting / analytics engine Pro’s Addresses all critical areas of importance Consistent look and feel to users for all processes One system to learn and support One vendor to manage and increased leverage by use of the entire platform Con’s There is likely to be more process changes required within Class Co. with this option than the others A single vendor will not have best in class functionality for all processes under consideration. Decision will need to be made based on prioritization of processes. 34

35. FUTURE STATE OPTION #1 (TEAM RECOMMENDATION) 35

36. OPTION #2 CONSOLIDATE ONTO SUCCESSFACTORS FOR ALL TALENT PROCESSES AND A SINGLE HCM FOR HR/PAYROLL/TIME  Consolidate on SuccessFactors for expansion to use ATS, Onboarding and LMS  Replace iSeries with an integrated HR/Payroll /Time application  Workflow within the both systems will allow self service for mangers and employees with HR approval, where appropriate  The new HRMS system would have a reporting / analytics engine that would be able to report on data from both systems Pro’s Addresses all critical areas of importance. Best in class functionality available for Core Processes Vendor selection and Evaluation can be focused on more detailed requirements set for a more targeted process Con’s Two separate systems to support There will be a different look and feel for users when using the Talent systems than when in HRMS Interfaces will need to be built between HRMS and TMS It is assumed that SuccessFactors will meet all of Class Co needs, which may not be the case. 36

37. OPTION #3 ONE VENDOR FOR TALENT MANAGEMENT ONE FOR HR/PAYROLL/TIME & PERFORM AN EVALUATION PROCESS FOR SELECTING BOTH. Evaluate SuccessFactors and one or two other talent management providers for an integrated solution for Performance, Compensation, LMS and ATS. Replace iSeries with an integrated HR/Payroll /Time application Pro’s Addresses all critical areas of importance. Best Class Functionality for Core and Talent. Evaluating SuccessFactors against a set of criteria will ensure it meets Class Co needs Con’s Two separate systems to support There will be a different look and feel for users when using the Talent systems than when in HRMS Interfaces will need to be built between HRMS and TMS and the HRMS A more complex RFP process 37

38. FUTURE STATE OPTION #2 & #3 38

39. RATIONALE FOR NOT INCLUDING A FOURTH OPTION A fourth option could have either the Time & Attendance or the LMS standalone. Having a time system separate and apart from the payroll system would add complexity to the process and should only occur if there are no integrated systems that would meet Class Co needs. The introduction of a third and potentially fourth vendor will complicate the infrastructure needed to support the systems due to interfaces that need to be built. Managers would have 3 or 4 systems to use which would impact user adoption and ease of use This would also increase the overall cost, due to loss of leverage when using multiple products from one vendor. 39

40. ANTICIPATED TIMELINE FOR 3 YEAR PLAN OF OPTION #1 40 The implementation plan begins in 2015 as the balance of 2014 was used for vendor selection and evaluation.

41. COMPONENTS OF THE BUSINESS CASE 41

42. Critical components of the business case The business case should take into consideration the following: People cost of current state Hardware cost of current state Software cost of current state Compliance adherence Reduction of risk Capacity to handle future business growth

43. CASE STUDY BUSINESS CASE FOR FUTURE STATE This business case has 4 components 1.Legal Compliance - Those data and processes that are governed by federal or state law that through the use of a new system will mitigate risk of non-compliance 2.Class Co. Compliance / Risk Mitigation – Those data and processes that Class Co. needs to be performed consistently for adherence to policies, data integrity, effective operations and mitigation of risk 3.Process Efficiencies & Operational Expense Savings – Those processes that today are manual and can be reduced significantly through the adoption of new technology, processes and the related expenses 4.Future Growth – Provide a platform that will support the future growth of Class Co. domestically and internationally 43

44. BUSINESS CASE FOR FUTURE STATE LEGAL COMPLIANCE Wage & Hour 1.Wage & Hour laws require an employer to pay non-exempt employees for every hour worked. 2.Employees do not “punch” their own time, rather they inform their supervisors of how many hours they have worked. 3.There are non formal ways of tracking exactly how much an employee worked, but no formal records of the conversations and communications between the supervisors and employees in this manner. Use of SSN as Employee ID 1.Currently Class Co uses Social Security Number as the unique record identifier for former employees who are COBRA recipients and Retiree’s. There are no alternatives in the current system to track these former employees. 2.There are 20 states that have laws restricting the use of social security number. Class Co operates in 4 of these sates. FMLA There is no functionality in the current system to track time taken as FMLA. This is tracked manually and in spreadsheets at each location. OFCCP Applicant logs for EEO reporting are tracked manually 44

45. BUSINESS CASE FOR FUTURE STATE FUTURE GROWTH The current HR system is lacking key features needed to support Class Co growth:  Ability to track employees outside of the US.  The system only supports a US company structure  There are no plans by the vendor to provide global capabilities in the future  Configurability of business rules  Any changes to business rules requires custom programming 45

46. BUSINESS CASE FOR FUTURE STATE OPERATIONAL / EXPENSE SAVINGS Basis for savings opportunities  Forrester and Gartner studies have shown that if manual processes are replaced with easy to use self service systems, a 68 – 80% reduction overall in manual effort can be achieved. Target areas for savings for Class Co.  Supervisor entry of employee time and weekly schedule maintenance  Manual data entry of employee information  Payroll Processing  Compensation administration  Training administration  Talent Acquisition 46

47. BUSINESS CASE FOR FUTURE STATE 73% OPERATIONAL EXPENSE SAVINGS 47 ProcessNumber of Employees executing the process Number of hours per year today Cost per year Today Anticipated Hours per year in future State Anticipated Cost in Future State Supervisors Entry and approval of Time 16617,264$488,3984316$122,099 HR Entry of Benefit Enrollments41243$31,075248.6$6215 Employee Changes Data Entry41420$35,500426$10,650 Mailing of paper benefits statements $11,000$0 Mailing of paper pay checks$14,680$4404 Manual distribution of paper pay checks and advices 2104$260035$875 Payroll Processes11817$45,425908$22,712 Compensation1900$22,500300$7500 Training41446$36,150289$7230 Recruiting32200$55,00073518,334 TOTAL$742,328$200,019

48. CURRENT APPLICATION SPEND VS ANTICIPATED FUTURE APPLICATION SPEND 48 Total Annual SpendEstimated Future Spend with a single SaaS system (Option 1) Estimated Future Spend with one system for HRMS and one for Talent (Option 2 & 3) 204,780$350,000$425,000 There is a potential operational expense redeployment of $500,000 annually; however, actual bookable savings are likely to be $40,000 - $50,000. This is due to the large amount of savings coming from Supervisors performing time entry, the time saved redeployed to other operational activities. However, the bookable savings should be enough to allow the ongoing spend of a new system to not materially increase annual operational expense.

49. Strategy Management / Governance Model The strategy should not be a “project artifact,” rather it should be a document that is used as decisions on process and technology are made. Creating a solid governance model will ensure the business case stated is realized. The plan for adhering to the strategy should contain the following:  Creation of a Governance Team with specified roles & responsibilities  Frequency of meetings for the team  Guidelines on how operational decisions that impact strategy execution will be made  A plan for reviewing the strategy to ensure it continues to meet business requirements.

50. Strategy Management / Governance Model Creation of a Governance Team with specified roles & responsibilities The role of the Governance Team is to make sure the strategy remains relevant and is executed. When decisions are to be made that would either change the plan or delay when tasks on the plan are executed, this team will be responsible and accountable for those decisions. The team should be comprised of individuals from all key process stakeholders.  CIO or delegate  CHRO or delegate  CFO or delegate  Head of Total Rewards / Compensation/Benefits  Head of Talent Acquisition  Head of HRIT  Business leaders from operational areas

51. Strategy Management / Governance Model Frequency of meetings for the team The frequency should be based on the pace of business change and requests for HRIT development. Typically these teams meet no less than once per month to review HRIT activity and determine if that is in adherence to the plan. While each team member should be present at the meetings, it is recommended that meetings be held according to schedule, and that alternates / delegates be allowed to attend and represent the core team member. Creating a culture of acceptance of meeting cancellations is risky and increases the chances that the strategy will be abandoned.

52. Strategy Management / Governance Model Guidelines on how operational decisions that impact strategy execution will be made The single most important team guideline is the process for decision making. Some common guidelines include: All proposed changes must have a business case in order to be approved. Majority vote required to approve a plan change Changes will only happen X times per year Changes can only be presented to the committee by the process owner

53. Strategy Management / Governance Model A plan for reviewing the strategy to ensure it continues to meet business requirements. This is different than ongoing review of requests that impact the strategy. This is a holistic review to make sure the strategy still aligns with business objectives, company people plans and technology capability. Business needs change and the strategy must support these changes. Today, technology changes at an extremely rapid pace. Every 3 – 4 months, products improve and new capabilities are introduced. It is recommended that the strategy be reviewed no less frequent than one time per year. More frequently if the Governance Team sees major business changes or is faced with an increasing amount of change requests.

54. WRAP-UP / QUESTIONS