REIMAGINING OUR WORKDAY An Overview of the Workday Project Last Updated May 2011.

REIMAGINING OUR WORKDAY

An Overview ofthe Workday Project

Last Updated May 2011


Today’s Goals

Today we will:

• Share driving forces leading to the decision to partner with Workday.

• Review some of Workday’s product features.

• Provide an update on the Workday Project.

• Address your questions and comments.


Why are we undergoing a major system project? What are the driving forces?

Background Information: Driving Forces


Data access … Aligned systems … Less transaction time


Today:




Today:

• Many hands involved – duplication of effort

• Multiple disconnected systems – PeopleSoft, HR Online, Leave Accrual System, Taleo, custom shadow systems, etc.

• Decision makers lacking the information (ex. Salary Improvement Program)

• Costly to operate

Cornell is aboutLearning, Discovery,

Engagement



1

Data access:Cornell community members have real time information at their desktops to answer their questions.

2

Aligned systems:There is one system for all HR/Payroll activities (hiring, performance reviews, etc.) that “talks” to other Cornell systems (Taleo, Kuali, etc.)

Resources are shifted from administrative/data entry tasks to enhanced support for faculty and staff.

3

Less “transaction” time:


Why Workday

What is different about Workday?


What is Workday

Workday at a Glance

• Founded by Dave Duffield ’62, MBA ’64 and Aneel Bhusri

• Provide web-based Software-as-a- Service (SaaS) solutions for HR, Payroll and Finance systems

• A “next generation” provider with:o 194 Customers (Georgetown University, first higher

education customer as of July 2010)

o 522 Employees


One HR/Payroll system to be integrated with Kuali, Taleo and variousother Cornellsystems (including other existingPeopleSoft applications)

Why Workday

Source: Workday


1


Workday Key Features: HRMS/Payroll Applications


Designed for,accessible bya variety of users (via web/mobile)

2


Workday Key Features: HR/Payroll Applications


4

Accessible,real-timereports/data

3

Workflow enabled (routing of info)



Why Workday – Driving Forces

Tomorrow:

Systems talking to each other

Systems talking to each other


Why Workday

What is Software-as-a-Service? What are the benefits of Software-as-a-Service?


Why Workday– SaaS Value

Source: Wikipedia

What is SaaS?Software as a service (SaaS), sometimes referred to as ‘cloud technology’ is:

Software that is deployed over the internet and/or run behind a firewall on a local area network or personal computer;

A provider of licenses to an application, through a subscription or a "pay-as-you-go" model.


Why Workday– SaaS Value

Source: Business Case document presented to ITCG (Aug 2010)

Projected Lower Total Cost of Ownership

$0.5

$1.3$1.5

$0.0

$0.5

$1.0

$1.5

$2.0

Mill

ions

Avg. Annual Cost


Background Information: Why Workday– SaaS Value

New Product Releases – The Pace of Innovation (SaaS)

1 2 3 4 5 6 7 8 9 10 11 1312


The Project

How and when will Workday be rolled out? How will campus be involved?


The Project Structure


The Project: Initial Planning Timeline*DRAFT Deployment Plan Under Review

Design Stage

Deploy

Plan Stage

TentativeGo-Live

Checkpoints

Build

Test StageWe are here


What we’ve done– Attended HCM, Benefits, Payroll Training– Conducted business design workshops to determine steps & roles for HR

processes/configuring the system – Established initial integrations list & design– Shared overview presentations to groups on campus– Sent Cornell data to Workday for our first data load into Workday– Data validation review of our first Workday Cornell environment– Configuration testing of our first Workday Cornell environment

What we’re doing to complete the Design Stage– Facilitate campus involvement via feedback session/demo of our first Workday

Cornell environment (examine initial design of steps & roles)

Design Stage DeployPlan Build Test

Project Update: Deployment Team


What we’ve done– Gathered inventory of “pain points” from HR and business leaders– Created “parking lot” of items generated from prototype development sessions– Prioritized according to design and configuration planning deadlines– Established broaden campus team– Identify issues requiring steering committee or sr. management review

What we’re doing to complete the Design Stage– Resolve deployment critical issues first– Establish system governance to review and approve post deployment

optimization


Project Update: Business Optimization


What we’ve done– Shared initial feedback on Position Management– Reviewed Job Requisition features, shared initial feedback

What we’re doing to complete the Design Stage and on-going– Position Budgets and Commitment Accounting (integration with Kuali)– Job Requisitions– Multiple Jobs– iPEDs– Union Tracking


Project Update: Strategic Advisory


Resources to Learn More

1. View the project website (http://www.hr.cornell.edu/wip/index.cfm)2. Access short 5 minute demonstrations on the Workday website. Below

are specific videos that may be of interest:

Employee Experience Product Preview Manager Experience Product Preview Contextual Reporting Business Process Framework Performance Meets the Bottom Line Compensation Demo

A full listing of demos is available at www.workday.com

3. Email the project email box with your specific comments, suggestions, questions and concerns: [email protected].

http://www.hr.cornell.edu/wip/index.cfm

http://www.workday.com/

mailto:[email protected]

REIMAGINING OUR WORKDAY An Overview of the Workday Project Last Updated May 2011.

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