CSC Deployment of Workday

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Key Questions We’ve Been Asked

and Are Trying to Answer Today

What were your

considerations in

selecting Workday’s

Human Capital

Management (HCM)?

Which Workday

functionality did you

implement?

Was the implementation

global? If so, what was

your rollout strategy?

What were

your lessons learned?

How did you engage with

Workday during and after

implementation?

Have you deployed

Workday?

Have you realized the

benefits you wanted to

achieve?

Who’s Here in the Audience

Noble Jacob

Workday Practice Partner, CSC

Cindy Blendu Presenter

Vice President HR Operations, CSC

Business Lead for Workday Project

Background

Who is CSC?

► $11.7 billion global IT services company

► 70,000 employees in 70+ countries

► More than half of revenue in highly regulated areas

► In third year of five-year transformation

What do we do?

► Global deployment and optimization solutions for Workday clients

► Applications modernization, development, maintenance, and infrastructure

► Business process outsourcing

► Integrated platforms and solutions that enable our clients to move to next-gen infrastructure

► Cloud, cybersecurity, and big data solutions

What Is at Play?

Employee productivity hinges on access to modern technology, real-time information, and communication tools.

CSC

► New CEO and leadership team as of 2012

► Five-year transformation journey: Get Fit, Grow and Lead; CSC is currently in Grow phase

► New global operating model in September 2012, with refinements made over the past three years

► Significant cost-reduction effort

► New platforms and methodologies across all areas

► Workday practice created in 2014, with CSC as Customer Zero

Market

► Shift from on-premises to next-gen technologies

► Accelerating Social, Mobile, Analytics, Cloud (SMAC) trend

► Significant cost pressures

► New entrants and start-ups

► Competition for talent

► Demand for greater management insight and analytics

► Increasing user literacy and ease-of-use expectations

► Tools to empower employees and speed time to value

CSC Case for Change

Business pressures

► Tough competition to attract and retain key

talent and skills

► Ability to deploy the right talent from the

right location at the right time; fundamental

to be competitive

► Provider of true global delivery centers

with core competencies

► Standard yet flexible products and

services that meet client needs

► Significant restructuring and mergers and

acquisitions activity to support

► Inconsistency across CSC: roles, processes,

and support models

► Processes divided across multiple systems or

in spreadsheets

► Cumbersome Human Resources (HR) policies

and self-service capabilities

► Difficult to get access to trusted data and

metrics

► “People processes” as HR’s job, not

manager’s job

► IT roadmap too costly and still not providing

right capabilities

► HR facing significant cost targets

HR capability

With transformation underway to address internal and external factors, we (HR) had to keep up, and do more with less.

Core HR functionality

User friendliness and mobile capability

Ability to execute quickly

Advanced analytics and reporting

“Cool” factor—much needed to boost morale during corporate transformation

No integration advantage to SAP SuccessFactors vis a vis SAP Financials

Client reference calls

1

2

3

4

5

6

7

How and Why We Selected Workday

Workday: Fast-growing cloud provider with strong HR capability and advanced platform

SuccessFactors/SAP: Evolved from talent management solution to SAP’s cloud HCM solution

Oracle Fusion: “Built from scratch” cloud offering to bring the best of Oracle HCM offerings

SAP HCM and Point Solutions (business as usual): Current on-premise solution and roadmap

Focus on Software as a Service (SaaS) and BAU

Why We Picked Workday

Workday was selected as CSC core HCM platform and has provided key improvements in productivity, data access, analytics, and efficiency.

Workday Is a Key Element of

CSC’s Business Transformation

… to a defined services framework aligned to

CSC’s operating model, to integrate

processes, systems, and data

From a collection of point solutions …

Future Project/ Program

Management

Payroll

Integration

Security

Master Data

Identity

• Do we implement as big bang or phased approach? Do we go slow or fast?

• When and how do we do process reengineering?

• Which key events (e.g., HR calendar) need to be integrated?

• How will Workday integrate with other systems and data flows? Which system is

the “master”?

• How do we integrate Workday with in-flight systems deployments and initiatives?

• Which roles and resources are required?

• How will we manage the project and program?

• How will the system be supported after implementation?

• How do we balance deployment with so many competing priorities?

• How do we ensure the best price?

• What are the future run and maintain costs? What can be eliminated?

• Is any impairment required from current systems (unamortized capital

expenditures [CAPEX])?

Deployment schedule

Enterprise architecture

Resources

Ability to execute

Economics

Key Questions Asked During Selection and Planning

• CSC was Workday’s fastest implementation of this size and scope.

• CSC will deploy Workday’s full HCM suite, except for payroll, time-tracking, and absence management.

• Workday’s core HCM solution was deployed globally in March 2015, except in Germany and Austria (where Works Council approval is needed). ‒ Workday Performance Management and Succession Planning has now been deployed.

‒ Advanced compensation planning is underway.

‒ Recruiting is planned for 2017.

• CSC deployed Workday with us as “Customer Zero,” which has enabled our Workday Practice to share a set of learnings for future clients.

• CSC used a team of Workday and CSC-certified consultants and developers.

About Our Workday Deployment

Workday Has Been a Positive Signal to Our Employees

and a Huge Improvement to Our HR Capabilities

The People Manager’s Point of View: Then and Now

Control over people-related processes in Workday—people managers updating their team data and initiating, managing, and approving employee transactions

Streamlined access to comprehensive people data for team reviews and discussions

Real-time visibility into data and organizational changes

Now

Dependent on HR to drive people processes

Limited manager visibility into team data

Fragmented processes across multiple forms, systems, and approval chains

Unclear transaction status during approval delays, making it difficult to engage or follow up

Then

What Might Be of Interest to You (1 of 2)—

How CSC…

Getting Started Enabler Result

Make a deliberate choice, with leadership signing off on trade-offs.

• Maintain strong HR leadership and engagement.

• Do not oversell Workday capability at go-live.

• Plan for longer hyper-care period.

Less costly implementation and quicker timeframe to achieve better HR capabilities

Work right to left from Workday’s out-of-the-box capabilities, and truly understand how security roles work in processes and data access.

• Keep effective documentation of working sessions and decisions.

• Maintain strong engagement model and governance with HR and shared services.

Clarity in roles and responsibilities, more streamlined processes

Senior leaders must agree up front on alignment of new role of manager.

• Provide communications to make new role clear and frequently reinforce rationale.

• Provide proof that Workday will drive better, more strategic HR capabilities.

More managerial ownership to drive people processes and more strategic role for HR

Implemented core HCM globally in 10 months

Moved from 800+ processes and forms to just 60 Workday processes

Changed the role of HR and our managers

What Might Be of Interest to You (2 of 2)—

How CSC …

Getting Started Enabler Result

• Document all key data flows and systems integrations.

• Know all critical data required to load an employee, for integrations to other systems and transactions, and to pay employees.

• Do not underestimate the importance of this step.

• Implement tracking process to cleanse data before data loads.

• Conduct effective documentation of working sessions for data mapping and conversions.

Although we faced a delay from data / integrations, the steps we did take assured greater chance for success

Develop governance and engagement model with corporate communications and other key initiatives underway to ensure awareness and interlock.

• Keep communications to key bullet points—what they really need to know.

• Implement training worklet within Workday to make training accessible.

• Do minimal manager training up front, and refresher training 3–4 weeks after go-live.

Positive signal to employees that CSC is taking a step forward in transformation

Addressed significant complexity in our data and integrations with SAP and other systems

Migrated to a new platform in light of the large number of competing priorities

Go slow to go fast. Before jumping into design, deeply understand your desired capabilities, Workday’s end-to-end business processes, and how roles and security work. 1

Drive rigorous HR engagement model and governance to both identify and make key business decisions as early as possible. 2

Do not minimize the work required for data clean-up and integrations … otherwise there will undoubtedly be issues post go-live. 3

Invest in consulting support to identify how best to design, drive, and implement the required business process changes. 4

Ensure that dedicated Workday subject matter experts (SMEs) are assigned to the business readiness team to be as specific as possible in the training materials and tools. 5

Build an internal capability for both technical support and business subject matter expertise. This process should be considered a journey, not a single trip. 6

Lessons Learned

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