Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie...

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Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff

Transcript of Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie...

Page 1: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Classification: KeyCorp Public

KeyBank Case Study

Moving to HRO and Technology in the Cloud

Katie Ladd, Jennifer Koch & Doug Kanouff

Page 2: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Case Overview

KeyBank was experiencing expensive and time consuming upgrades for their core HR technology. Technology met current but not future needs of the organization. It did not align with corporate strategy. HR operations workforce was not fluid and agile. KeyBank’s overarching philosophy is to source non-core activities.

HR was tasked with transforming to focus on strategy, technology to advance their business, contain cost and remain compliant.

Solution: Infuse cloud technology with HR sourcing solutions.

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Page 3: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Journey Begins

Katie Ladd - Director of Employee Relations, HR Compliance and HR Operations•Define Scope•Due Diligence•The Solution

Jennifer Koch - HR Director of Technology and Operations – Project Manager•Project staffing•Timeline•Transition •Change management

Doug Kanouff - Director Enterprise Architecture•Technology solution•Conversion•Implementation

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Page 4: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

HR Optimization - Background

The Scope

•Workforce Administration & Core HRIS•Employee Services (Contact Center)•Payroll•Benefits Administration•Leave Administration

• Talent Acquisition (Branch & Client Contact Center positions)

• Learning Content Development• Compensation (System only)• Performance Management (System only)• Succession Planning (System only)

Strategic Objectives

•Leverage strategic partner capabilities for delivery of HR Operations at Key (payroll, benefits administration, leave management, employee contact center, and HR systems management)

•Implement next generation recruitment solution to improve ability to hire the right talent at the right time in support of employment brand leveraging Recruiting Process Outsourcing services and full candidate management system

•Support employee and leadership development objectives by positioning Key to focus on assessing needs as the business evolves, leveraging automated delivery, and providing access to advanced learning content development expertise to reduce reliance on Instructor Led Training

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Page 5: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

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HR Optimization - Background

The Approach

•Initiated RFI with four providers (1Q12)

•After RFI, narrowed providers to two -- Aon Hewitt and IBM (2Q12)

•Further current state assessment and deep dive inbound and outbound due diligence (3Q12 – 1Q13)

– Three rounds of negotiations resulted in reduction of initial bids

– Creative solutions including the introduction of Workday (software as a service) as an HR Information Systems platform

• To best meet Key’s strategic HR objectives, a blended Provider solution was selected (2Q13)

Page 6: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Due Diligence Goals and Purpose

Verification Vendor’s capability to deliver proposed solutions

Validation The scope of engagement The baselines, i.e. transaction volumes and staffing levels

of current operations for in-scope servicesInformation Gathering A successful transformation and transition

Identification Risks to KeyBank Issues, and potential liabilities

Validation of The scope of engagement The baselines, i.e. transaction volumes and staffing

levels of current operations for in-scope servicesVerification of

Assumptions used in the proposalInformation Gathering for

A successful transformation and transitionIdentification of

Issues, risks and potential liabilities

Key Bank

Vendor

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Page 7: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Evaluation Scorecard and Rating Instructions

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Evaluation for HRO Services AH 27.0 Name: IBM 27.0 Date:

Background & Quals R

ele

vant

Experience

Ability t

o m

eet

our

busin

ess r

equirem

ents

/delivera

ble

s

Quality

of

Resourc

es (

Depth

of

Know

ledge,

Vis

ion a

nd

Com

pliance S

upport

)

Ease o

f D

oin

g B

usin

ess

(Fle

xib

lity

, C

onfigura

bility,

Alignm

ent)

Level of

Auto

mation (

UI,

Pro

cess,

Report

ing,

Pro

ject

Support

)

Tota

l

Comments

AH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Solution OverviewAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

TechnologyAH 3 3 3 3 3 15

IBM 3 3 3 3 3 15

SOWAH 3 3 3 3 3 15Compensation 3 3 3 3 3Benefits & Leaves 3 3 3 3 3Payroll 3 3 3 3 3Talent Acquisition 3 3 3 3 3Talent Management 3 3 3 3 3Learning 3 3 3 3 3Employee Services 3 3 3 3 3Workforce Admin 3 3 3 3 3IBM 3 3 3 3 3 15Compensation 3 3 3 3 3Benefits & Leaves 3 3 3 3 3Payroll 3 3 3 3 3Talent Acquisition 3 3 3 3 3Talent Management 3 3 3 3 3Learning 3 3 3 3 3Employee Services 3 3 3 3 3Workforce Admin 3 3 3 3 3

Evaluation for HRO Services AH 27.0 Name: IBM 27.0 Date:

Background & Quals R

ele

vant

Experience

Ability t

o m

eet

our

busin

ess r

equirem

ents

/delivera

ble

s

Quality

of

Resourc

es (

Depth

of

Know

ledge,

Vis

ion a

nd

Com

pliance S

upport

)

Ease o

f D

oin

g B

usin

ess

(Fle

xib

lity

, C

onfigura

bility,

Alignm

ent)

Level of

Auto

mation (

UI,

Pro

cess,

Report

ing,

Pro

ject

Support

)

Tota

l

Comments

AH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Solution OverviewAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

TechnologyAH 3 3 3 3 3 15

IBM 3 3 3 3 3 15

SOWAH 3 3 3 3 3 15Compensation 3 3 3 3 3Benefits & Leaves 3 3 3 3 3Payroll 3 3 3 3 3Talent Acquisition 3 3 3 3 3Talent Management 3 3 3 3 3Learning 3 3 3 3 3Employee Services 3 3 3 3 3Workforce Admin 3 3 3 3 3IBM 3 3 3 3 3 15Compensation 3 3 3 3 3Benefits & Leaves 3 3 3 3 3Payroll 3 3 3 3 3Talent Acquisition 3 3 3 3 3Talent Management 3 3 3 3 3Learning 3 3 3 3 3Employee Services 3 3 3 3 3Workforce Admin 3 3 3 3 3

Evaluation for HRO Services AH #REF! Name: IBM #REF! Date:

Background & Quals R

ele

vant E

xperie

nce

Ability to m

eet our busin

ess requirem

ents/deliverable

s

Quality of R

esources (D

epth of

Know

ledge, V

isio

n and

Com

pliance S

upport)

Ease of D

oin

g B

usin

ess

(F

lexib

lity, C

onfig

urability,

Alignm

ent)

Level of A

utom

atio

n (U

I,

Process, R

eportin

g, P

roje

ct

Support)

Total

Comments

Service LevelsAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Transition PlanAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

BCPAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

GovernanceAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Value- addAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Commercial Specifications A

lignm

ent (agreem

ent w

ith T

&C

s,

pric

ing transparency)

Com

petitiv

e (approach to T

&C

s,

pric

ing structure)

Ease of D

oin

g B

usin

ess (F

lexib

lity,

Config

urability, A

lignm

ent)

Ris

k (T

erm

inatio

n F

ees &

la

nguage)

Assum

ptio

ns &

C

aveats (M

agnitude

ofgaps in

pric

ing, caveats on T

&C

s)

Total

AH 0IBM 0

PricingAH 0IBM 0

Evaluation for HRO Services AH #REF! Name: IBM #REF! Date:

Background & Quals R

ele

vant E

xperie

nce

Ability to m

eet our busin

ess requirem

ents/deliverable

s

Quality of R

esources (D

epth of

Know

ledge, V

isio

n and

Com

pliance S

upport)

Ease of D

oin

g B

usin

ess

(F

lexib

lity, C

onfig

urability,

Alignm

ent)

Level of A

utom

atio

n (U

I,

Process, R

eportin

g, P

roje

ct

Support)

Total

Comments

Service LevelsAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Transition PlanAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

BCPAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

GovernanceAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Value- addAH 3 3 3 3 3 15IBM 3 3 3 3 3 15

Commercial Specifications A

lignm

ent (agreem

ent w

ith T

&C

s,

pric

ing transparency)

Com

petitiv

e (approach to T

&C

s,

pric

ing structure)

Ease of D

oin

g B

usin

ess (F

lexib

lity,

Config

urability, A

lignm

ent)

Ris

k (T

erm

inatio

n F

ees &

la

nguage)

Assum

ptio

ns &

C

aveats (M

agnitude

ofgaps in

pric

ing, caveats on T

&C

s)

Total

AH 0IBM 0

PricingAH 0IBM 0

The following Rating Factors are to be used. Please do not deviate from the use of 1, 3, or 9. All ratings have been pre-populated to 3 = "meets needs" as a starting point.If you are not rating a category/section then place "n/e" for all Providers.

Rating Factor 9 – Significantly Exceeds (enter ratings in green cells on the "RFP Summary" tab)

3 - Meets Needs

1 - Does Not Meet

"n/e" - Did not Evaluate (if this rating is used it must be used for all Providers)

Page 8: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Sample Evaluation

1. Currently all categories are weighted as follows: (Background, Solution, Technology, Scope, Service Levels, BCP/DR, Governance, Value-Add)

Relevant Experience 25% Ability to meet Key’s Business Requirements 25% Quality of Resources (Depth of Knowledge, Vision and Compliance Support) 25% Level of Automation (UI, Process, Reporting, Project Support) 15% Ease of Doing Business (Flexibility, Configurability, Alignment) 10%

2. Commercial Weighting - Currently weighted as follows: Alignment (Agreement with T&Cs, Pricing Transparency) 25% Competitive (Approach to T&Cs, Pricing Structure) 25% Ease of Doing Business (Flexibility, Alignment) 20% Risk (Termination Fees & Language) 20% Assumptions & Caveats (Magnitude of Gaps in Pricing, Caveats on T&Cs) 10%

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Page 9: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

The Solution

Selected two strategic providers and leveraging each for their best in class services

o Aon Hewitt/Workday to provide business process outsourcing for Payroll, Service Center, Benefits and Leave Administration services

o Aon Hewitt/Workday to provide system only solution for Compensation and Talent Management

o IBM/Kenexa to provide Recruiting Process Outsourcing for high volume recruiting, Applicant Tracking System and Learning Content Development services

The Benefits

Leverages cloud evergreen core HR system with access to enhanced solutions for Talent Acquisition, Performance Management, Succession Planning, Compensation Planning and Learning as well as a collaborative and consultative partner to plan and strategize with Key as business needs evolve.

o Cloud based, evergreen solution

o Majority of HR processes integrated with Workday

o Compliance and Regulatory modules are refreshed periodically as part of standard services

o Leverages variable run rate cost structure based on head count +/-

o Eliminates need to maintain systems and processes that are non-core to Key (e.g.,PeopleSoft hosting)

Blended supplier solution: Aon Hewitt and IBM

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Page 10: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Lessons Learned

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Align executive support from throughout the organization, not just HR, for project

Ensure the providers you are considering are flexible with solutions

Insist on a dedicated team as you move through the process

Engage subject matter experts and remain focused on scope

Don’t be shy about asking questions to verify quality of resources and ability to meet business requirements

Triple-check volumes and resources to confirm commercial aspects, set foundation for performance measures, and finalize Statement of Work

Define evaluation criteria and weighting; ensure consistency

Build foundation to sustain a win-win relationship with your vendor

Page 11: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Key HRO Transition Team

Transition Support Partners

Executive Sponsor:CHRO

SPSC Solutions Manager

Core Team

5-6 Subject Matter Experts

Core Team

5-6 Subject Matter Experts

Core Team

5-6 Subject Matter Experts

Core Team

5-6 Subject Matter Experts

Transition Manager

Core Team

5-6 Subject Matter Experts Finance

Risk Review

CompensationTower Lead

Payroll Tower Lead

Procurement

LeavesTower Lead

WFA/HRIM, ESTower Lead

Benefits Tower Lead

CHRO, CIO CO-Pres. Commercial Bank,

SPSC Exec

Security/ BCP

Risk

Core Team

5-6 Subject Matter Experts

Core Team

5-6 Subject Matter Experts

Core Team

5-6 Subject Matter Experts

Talent Management Tower Lead

LearningTower Lead

Talent AcquisitionTower Lead

Strategic Partner Solutions Exec.

Program Director

Executive Leadership Team

IT – Transition Support Team

IT Transition Tower Lead

Project Manager – Transition Support

Tech Project Manager Tech Project Manager

Tech Lead Tech Lead

Project Manager – Transition Support

Transition Change Tower

Lead

Change MgmtSupport Team

Communication TrainingHuman Capital

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Page 12: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Project Teams & Committees – Interaction & CadenceExecutive Steering Committee – monthly update meetings

Chair: Program Director

Members: CHRO, CIO, Co. President Comm Bank, SPSC Exec.

Begins: Needs to be established; week of 7/29/13

Chair: Program Director

Members: CHRO, HR Directors, HR COE Directors, Transition Manager

Begins: Already established; next update 7/29

Chair: Transition Manager

Members: Tower Leads- Functional, Tech, Change and Support Partners

Begins: Week of 7/29

Chair: Transition Manager

Members: Key Program Director, SPSC Leader, Tech Lead, Aon Program Director

Begins: TBD

HR Leadership Team – weekly update in already standing routine

Program Management Office – weekly update meetings

Integrated Transition Team (Aon) – weekly update meetings

Integrated Transition Team (IBM/Kenexa) – weekly update meetings

Chair: Transition Manager

Members: Key Program Director, SPSC Leader, Tech Lead, IBM Program Director

Begins: Week of 8/5/13

Domain Transition Team – daily meetings

Chair: Project Managers

Members: Trans. Manager, Project Managers, HR Domain Manager, HR Domain Core Team, Tech leads

Begins: Talent Acquisition 7/19/13; Learning Week of 8/5/13; Others TBD

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Page 13: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

HRO Transition Timeline

Pre-Plan Plan Architect Config/Prototype Test/Deploy Stabilize

Jul-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14

IBM/Kenexa

Talent Acquisition - RPO

Talent Acquisition - Brassring

Learning

AON Hewitt Workday

WFA/HRIS*/ES*

Payroll

Compensation

Talent Management

H&W

Leaves

* HRIS & Employee Services only have Prototype I, business requirements defintion and UAT will vary slightly from dates noted

Aug-13

Go-Live

Go-Live

Go-Live

Begin Reqs Finalize Reqs Begin UAT End UAT Go-Live

Begin Reqs Finalize Reqs Begin UAT End UAT Go-Live

Begin Reqs Finalize Reqs Begin UAT End UAT Go-Live

Begin Reqs Finalize Reqs Begin UAT End UAT Go-Live

Go-Live

Go-Live

Begin Reqs

Begin Reqs

Finalize Reqs

Finalize Reqs

5/2 - 5/27 UAT

5/2 - 5/27 UAT

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Page 14: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Critical Path – Change Management

Sept

Kick OffRequirements

Complete

Detailed Training Strategy Complete

Go Live

Training Materials Complet

e

Go / No Go

2013

Oct Nov Dec Jan Feb Mar Apr May Jun Jul

2014

Training Begins

Detailed Communication

Strategy Complete End users using new tools

Change Impacts Complete

Stakeholder Analysis Complete

Sponsorship Coalition Complete

Communication Materials Complete

HR Business Process Outsourcing | Implementation Shared Services Proprietary & Confidential 14

Page 15: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

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The Facts

Don’t Under-

Estimate

Leading through change

No matter how “small” or how short the project, you need a full end-to-end change management strategy and plan

The successfulness of your project will depend on how you create awareness and champion for adaptation of change

Identify your sponsors and engage them early as advocates for the initiative FAQs don’t lie

Never too soon to begin your change management strategy and planning Change management is a science as well as an art. Don’t down play the

specialized skills/experience needed to effectively manage the change The power of grass root effort in its ability to increase adoption Don’t wait until you need change management to engage your change leads

Page 16: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

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Must Do’s

Doing It Differently Next Time

Managing the transition Strongly recommend resourcing project team with full-time, dedicated team Ensure subject matter experts are engaged in critical roles, i.e. Payroll, Benefits,

Leaves, etc. Positioning for success

o Select project team leads who have the credibility to lead a highly demanding project and establish their authority for making decisions

Expect change, be open to what comes and navigate through it Keep it simple, stay focused on your primary objective, transformation won’t

happen over night Solve and design for the majority, not the exceptions. Live by the 80/20 rule.

It’s never too early to bring multiple partners, if applicable, to the table for integrated conversations

Have a game plan for how to leverage partner’s project plans Establish your future state governance model during Transition Begin your change management plan on day one

Page 17: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Solution Description Scope

Core: Workforce Admin, Payroll, Employee Services, Benefit Administration, Leave Administrationo Data Conversion to Workday (Workforce Admin, Payroll)o Data Conversion to Aon (Benefit Administration, Leave Administration)o Interface Mapping and Development (All functions)o Support for one-time setup\configuration (All functions)o SSO Integration (Workday and Aon)

Talent: Talent Management, Talent Acquisition, Learning, Compensation o Data Conversion to IBM (Talent Acquisition)o Interface Mapping and Development (Talent Acquisition) - BrassRing to Workdayo Background Integration - FirstAdvantage, BrassRingo Support for one-time setup\configuration (Talent Acquisition, Talent Management, Compensation, Learning)o Interim PeopleSoft Modifications to support IBM recruitment on PeopleSoft and temporary integrations between

BrassRing and PeopleSofto SSO Integration (Talent Acquisition, Compensation (MarketPay)

Feeds from current HR to existing systems replicated by new solution in order to reduce rework of existing downstream systems. The Enterprise Data Supply Chain ingests data from vendors and provides the data for internal system usage where appropriate.

Kronos is the only HR related technology still housed at Key. All other HR related technology will be housed at the vendor(s).

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Page 18: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

HR BPO – Logical Context Diagram

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KEY

EDP

Internal systems

PRC

ACH GLJ

Internal FeedsInternal Feeds

CIS

Notes

EIM

KCB

Recruitment(BRR)

3rd Party Feeds

= New Component

Portal 2.0

(HRP)

Absence Management

360

TBA

Service Center Applications

UI ServerOMS

In-Memory Server xml

xml

Shared Drives

Kronos (KRO)

HRS

BMS

HRONLINE

HRANALYTICS

ICS_WIGG

KDI

= Retired Component

Evolution(EVO)

Outlook

CDS

BizLinkIntegration

Cloud Connect Custom Integrations

Integration Cloud

Persistent store

xml

RSA WebAuth

3rd Party Feeds

3rd Party Feeds

FTP

CA AuthMinder(MFH)

Key.com

Middlew

are processers

NXG

PrudentialPrudential

Merc MedcoMerc Medco

CIGNACIGNA

UHCUHC

EYEMEDEYEMED

FEDChild

Support

FEDChild

Support OPTUMOPTUM

FE BNY Mellon RFMKey Trust

MBENMBEN

ConcurConcur

U.S. Government(eVerify)

State of OhioState of Ohio

ADPADP

TALXTALX

SpotlightSpotlight

FidelityFidelity

CitiBankCitiBank

CWTCWT

NextJumpNextJump

MarketPay

JAT

VOCUS

CIC+

(HRS LEARNCTR)

HSA

Jobs America

PCM

TNS

GFT

TLS

BDM

DTP

LDR

CEP

PCM

ALS

Page 19: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

HR BPO – User Interactions

Key

TFIM

SSO For Training

BrassRing

Recruitment

Non-Key – Potential Candidate

Internal Candidate

Learning ContentReviewer

KeyNet Training

Key.com

Ext. Candidate

Learning ContentAdministration

External Candidate

= New Component

Key Issued LaptopVPN Connectivity

Key Issued LaptopVPN Connectivity

Notes IBM RecruiterKey Email

Recruitment

SSO for InternalCandidate &Recruitment

Kenexa

Evolution

Learning Content Management

WorkDay

HR

SSO for HR

Alumni

Key – Non-Key Device

HR

HR

SSO

Kronos (KRO)

AON CS Agent

Time Records

SSO for HR

Key Recruiter

Load LearningContent

IBM Content Delivery

Learning Content Development

3rd Parties

Shaker

HR Online

= Retired Component

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and Employees

Page 20: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Security – Single Sign-On

Aon Domain

Key Domain

Aon Portal

Key TFIM

Key Employee (Key device)

Nucleus 360

TBA

Aon Internal SSO

Aon Internal SSO

Oracle Taleo Learning

IBM BrassRing

Enabled in Phase 2 Talent Acquisitio

nExisting

Workday

SSO for Key non-actives to WD

Employee and Alumni (non-Key device)- enter via Aon Portal, access to WD

With credentials from Aon

Aon Ping

SS

O fo

r K

ey

Use

rs to

Aon

To be built during Aon\Workday Implementation

Benefits Providers

Exi

stin

g

MarketPay SSO for Key Users to Market Pay

SSO for Key actives to WD

Key Employees transferred from Aon Portal (via url

links) to Key for navigation to and authentication with

3rd Parties

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Page 21: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Lessons Learned

Data Conversion: probably the most straight-forward part of our technology implementation….specifically Core Workday data conversion. Conversion to BrassRing was more complex.

o Multiple dry runs, automate file compares…even before loading to the application

o How much history is enough… and what do to with the data you don’t convert?

Data Integrations: ~100 involving 15-20 third-party vendors

o Make a list and check it twice (better make that 10 times): Know who is consuming the current HR data….scheduled integrations and direct DB read access

o Don’t try to get too far ahead, slow your roll: Functional Decisions impactful to integration attributes, timeframes, etc. Let the functional decisions\requirements lead the way, followed closely by the integrations

o Don’t bite off more than you can chew: Phase in the integrations based on priority ….we had 3 waves

o Minimize Collateral Damage: Provide down-stream applications what they get today

o Charge the batteries of your secret decoder ring: multiple vendors, speaking different terminology. Plan to be the interpreter…and Switzerland!

o Who’s on first, what’s on second: Establish a well defined flow for the creation and review of the requirements and design documents. Not the project plan…but a matrix. Don’t underestimate the amount of time it takes to slug through this process

o Production Orchestration: Just when you were feeling good about the build and test, then you realize….all this stuff needs to be scheduled to run in Prod

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Page 22: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Lessons Learned, Cont

Payroll = Job #1…..

o Appropriate accounting = Job #2: Testing should include balance and recon

o More broadly speaking….don’t get lulled into exclusively relying on the “Pay Cycle Match” metrics: Expand Payroll testing cycles to include upstream and downstream data integrations

Miscellaneous

o Site for collaboration: issue log management, documentation, contact info. Internal and externally shared

o Data Validations: Not in the core application, implications downstream can be painful

o Enterprise Interface Builder (en mass updates tool) are painful: proceed with caution

o Critical Implementation Tools Required:

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Page 23: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Appendix

Page 24: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Payroll End to End

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Page 25: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Time Online

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Page 26: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Accounting

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Page 27: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Downstream Integrations

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Page 28: Classification: KeyCorp Public KeyBank Case Study Moving to HRO and Technology in the Cloud Katie Ladd, Jennifer Koch & Doug Kanouff.

Brass Ring-Workday-Key Bank

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