cox’s journey to the cloud march 10, 2016 - ihrim atlanta presentation.pdf · television and...
TRANSCRIPT
Today’s Speakers
2
Mark Castleberry
• Project Manager, Corporate Information Services
• Joined Cox in 2007
Karen Burkhart
• Manager, Production & Analysis, HR Technology Services
• Joined Cox in 2015
Cox Enterprises: A Diversified, Private Company
A leading communications, media and automotive services company with
revenues of $18 billion and approximately 55,000 employees.
Television and radio stations, digital media,
newspapers and advertising sales rep firms
Cable television distribution, high-speed Internet
access, home security, telephone, commercial
telecommunications and advertising solutions
Cox’s major national brands include:
Vehicle auctions, repair and certification services and web-based technology products; digital automotive marketplace and software solutions
Cox Enterprises: Major Divisions
Transforming Talent Management
• All three divisions identified talent
mgmt. as a top business and HR
strategic objective - but all with
vastly different needs.
• Our talent mgmt. processes were
highly inconsistent - primarily
focused on compliance and driven
by manual processes.
Challenge:
Transform talent mgmt. practices across all divisions while deploying an enterprise-wide solution.
Objectives:
• Align on a common vision for managing talent across the enterprise so that Cox could…
• Design and deploy highly standardized processes, procedures, and technologies across all divisions aimed to…
• Enable cross-division talent management focusing on operational excellence, continuous improvement, and employee engagement.
Transforming Talent Management
9
2013 2014 2015 2016Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3
GO-LIVE STABILIZATION
Recruiting
Onboarding
GO-LIVE/STABILIZATION
FULL YEAR PILOT KICK-OFF GO-LIVE/STABILIZATION
Goals/Performance Mgmt
GO-LIVE/STABILIZATION
Competencies/Rating Scale
GO-LIVE/STABILIZATION
Talent Review/Succession Planning
GO-LIVE/STABILIZATION
My Career Bio
Learning
DESIGN SIGN-OFF GO-LIVE/STABILIZATION
*Each workstream includes two months of post go-live stabilization.
Guiding Principles3–4 weeks*
FacilitatorParticipants: TMLT
ApprovalsTMLT, HRVPs
Business Process Design
4–8 weeks*
Facilitator: PWC BP leadParticipants: Team identified by TMLT
ApprovalsTMLT, HRVPs, Program
Directors
Implementation6–8 months*
Facilitator: Product specialist & Module Lead
Participants: Team identified by TMLT
• Demo to program directors and HRVPs
• Recorded demo to divisions
Approvals System Design: TMLT
UAT: Division business usersGo/no-go: TMLT, HRVPs, Program
Directors
Stabilization8 weeks*
Mobilize Business Process
Tollgate
Mobilize Implementation
Tollgate UAT
TollgateGo/no-go
Transition to Operations
* Estimates only and can be more or less depending on approach, resources and number of modules combined
ExecutiveDemos
Implementation Methodology
Recruiting Design Principles
• Enterprise‐wide technology and database for recruiting
• Default to centralized recruiting operations, support and administration based on standard processes
• Provide a consistent, enterprise–wide candidate experience that retains distinct business brands and allows users to:
– Create and update one candidate profile
– Navigate across divisions; access all job opportunities and types
– Control the scope of their search to meet their requirements
• Provide visibility to internal and external talent across the enterprise for recruiters/those responsible for recruiting
• Consider any current Cox employee an internal candidate
Recruiting Challenges
• Each division had unique practices,
policies and procedures – harmonizing
process and data
• Getting buy in from a large group of
stakeholders
• Consistent experience that leverages
brand equity
• Extensive integration development
required
Lessons Learned
• Cloud projects have fewer
environments available
• Start deployment planning early
• Allow ample time for stabilization
– we doubled original plan to 8
weeks
17
Taleo Enterprise Edition
– Release 15A.7.1
– Recruiting and Onboarding (Transitions)
– Integrations
• Passport vendors
– InfoMart (background checks)
– FurstPerson (assessments)
• TCC (Taleo Connect Client)
– PeopleSoft
– Oracle Fusion
Recruiting Activity in 2015– 20,000 new job postings
– 530,000 new applications
– 16,800 hires
Initial Model for Enhancements
18
• Requested by Divisions
• Reviewed by COE
• Prioritized monthly with HRTS
• Worked in monthly releases
99 enhancements completed in 2015
• Release 15A
• Acquisitions and reorganization
• Mobile apply process
• Search Engine Optimization (SEO) using Talent Brew by TMP
Taleo Recruiting Projects in 2016
20
• New functionality
– CRM Tool
– Evaluation Management
– ACE Questions
• Business-driven change
– Recruiting Workflow Changes
– Acquisitions and Reorganizations
• Maintaining currency
– Taleo Release(s)
– Integrations with Fusion
2015 vs. 2016
21
Reality in 2015 What’s Changing in 2016?
Requirements not fully understood prior to beginning work
New requirement request form and intake process
Work often took longer than planned resulting in missed deadlines
Disciplined approach to estimating and planning
Testing plans were not always clearDefine test plans as part of requirement gathering
Schedule of enhancement deployment often changed
“agile-like” sprints to deliver new functionality.Operational Calendar to manage overall schedule.
Unplanned work was absorbed without changes to resources or schedule
Work will be assigned to a sprint. Unplanned work will be assigned to a future sprint.
2016 Operational Calendar
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Rec
ruit
ing
Bu
sin
ess
Even
tsTe
chn
ical
Tale
o
Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov
CTA Process Redesign – Phase 2
Enhancements supporting process redesign
ReleaseRelease
Requirement Gathering
Sprint 1 Sprint 2
Stabilization
Refresh Refresh Refresh
CRM Implementation
Phase 1
Lessons Learned – Operating in the Cloud
24
• Vendor relationship
– Roadmap
– Release methodology
– Support model
– Contract provisions
• Customer networking
– On-line communities
– Webinars and conferences
• Release planning
– Internal strategy
– Playbook for regression testing