Cox’s Journey to the Cloud March 10, 2016 1
Today’s Speakers Mark Castleberry • Project Manager, Corporate Information Services • Joined Cox in 2007 • Mark.Castleberry@coxinc.com Karen Burkhart • Manager, Production & Analysis, HR Technology Services • Joined Cox in 2015 • Karen.Burkhart@coxinc.com 2
Cox Enterprises: A Diversified, Private Company A leading communications, media and automotive services company with revenues of $18 billion and approximately 55,000 employees.
Cox Enterprises: Major Divisions Cable television distribution, high-speed Internet Television and radio stations, digital media, access, home security, telephone, commercial newspapers and advertising sales rep firms telecommunications and advertising solutions Vehicle auctions, repair and certification services and web-based technology products; digital automotive marketplace and software solutions Cox’s major national brands include:
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.
Transforming Talent Management 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.
Integrated Talent Management
Roadmap & Structure 8
2013 2014 2015 2016 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 GO-LIVE STABILIZATION Recruiting GO-LIVE/STABILIZATION Onboarding 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 DESIGN SIGN-OFF GO-LIVE/STABILIZATION Learning *Each workstream includes two months of post go-live stabilization. 9
Implementation Methodology Mobilize Business Mobilize Executive Process Implementation Demos Tollgate Transition to Tollgate Tollgate Go/no-go UAT Operations Implementation Guiding Business Process Stabilization 6 – 8 months* 8 weeks* Principles Design 3 – 4 weeks* 4 – 8 weeks* Facilitator: Product specialist & Module Lead Facilitator Facilitator: PWC BP lead Participants: Team identified by Participants: TMLT Participants: Team TMLT identified by TMLT Approvals • Demo to program directors and TMLT, HRVPs Approvals HRVPs TMLT, HRVPs, Program • Recorded demo to divisions Directors Approvals System Design: TMLT UAT: Division business users Go/no-go: TMLT, HRVPs, Program Directors * Estimates only and can be more or less depending on approach, resources and number of modules combined
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
A Day in the Life of The Recruiting Process
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
Operations & Support 16
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 17
Initial Model for Enhancements • 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 T alent Brew by TMP 18
Candidate Experience: Search Engine Optimization 19
Taleo Recruiting Projects in 2016 • 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 20
2015 vs. 2016 Reality in 2015 What’s Changing in 2016? Requirements not fully understood prior to New requirement request form and intake beginning work process Work often took longer than planned resulting Disciplined approach to estimating and in missed deadlines planning Define test plans as part of requirement Testing plans were not always clear gathering “ a gile- like” sprints to deliver new functionality. Schedule of enhancement deployment often Operational Calendar to manage overall changed schedule. Unplanned work was absorbed without changes Work will be assigned to a sprint. Unplanned to resources or schedule work will be assigned to a future sprint. 21
Enhancement Process for 2016 ACTIVITIES P E O P L E 22
2016 Operational Calendar Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Phase 1 Recruiting Business Events CTA Process Redesign – Phase 2 CRM Implementation Enhancements supporting process redesign Stabilization Requirement Taleo Gathering Sprint 2 Sprint 1 Release Release Technical Refresh Refresh Refresh 23
Lessons Learned – Operating in the Cloud • 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 24
Thank You & Questions 25
Recommend
More recommend
