March 10, 2016 1 Todays Speakers Mark Castleberry Project - - PowerPoint PPT Presentation

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Cox’s Journey to the Cloud March 10, 2016

Today’s Speakers

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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

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

Integrated Talent Management

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Roadmap & Structure

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2013 2014 2015 2016

Q2 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 Principles

3–4 weeks* Facilitator Participants: TMLT Approvals TMLT, HRVPs

Business Process Design

4–8 weeks* Facilitator: PWC BP lead Participants: Team identified by TMLT Approvals TMLT, HRVPs, Program Directors

Implementation

6–8 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 users Go/no-go: TMLT, HRVPs, Program Directors

Stabilization

8 weeks* Mobilize Business Process Tollgate Mobilize Implementation Tollgate UAT Tollgate Go/no-go Transition to Operations

* Estimates only and can be more or less depending on approach, resources and number of modules combined

Executive Demos

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

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

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Operations & Support

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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

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• 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

Candidate Experience: Search Engine Optimization

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Taleo Recruiting Projects in 2016

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• 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

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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 clear Define 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.

Enhancement Process for 2016

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ACTIVITIES

P E O P L E

2016 Operational Calendar

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Recruiting Business Events

Technical Taleo

Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov CTA Process Redesign – Phase 2 Enhancements supporting process redesign Release Release Requirement Gathering Sprint 1 Sprint 2 Stabilization Refresh Refresh Refresh CRM Implementation Phase 1

Lessons Learned – Operating in the Cloud

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• 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

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Thank You & Questions