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Workday Financials Implementation Project Workday Ambassadors Kickoff Meeting CUC ACC Building Amphitheater Friday, March 6, 2015, 10:00 a.m. 11:30 a.m.

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Todays Presentation Welcome and Introductions Workday Project Organization What is Workday Financials Workday Project Timing What is Change Management Role of Workday Ambassadors Questions and Discussion

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Name College Current Role (Office and Position) Welcome and Introductions

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Project Roles Project Owner CUC CEO Executive Sponsors Business and Financial Affairs Committee (BFAC); the Treasurers Project Management Office (PMO) CUC CEO, BFAC Chair, BFAC Change Management Lead, Project Manager, 2 Financial Leads (Pomona Controller and CUC Controller), 2 IT Leads (Pomona IT and CUC IT) Project Management Team (PMT) Project Manager, 2 Financial Leads Core/Design Team Representatives from each College Workday Ambassadors Representatives from each College User Acceptance Testers (UAT) Representatives from each College Workday Project Organization

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What is Workday Financials? An enterprise software system provided as Software-as-a-Service (SaaS) Hosted by Workday Cloud-based with online web access Updates issued twice a year to all customers at the same time Built on modern object-oriented technology Not customizable, but instead configurable to meet each customers needs Integrates with other existing systems Payroll, gifts, student accounts, banking

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And now for an advertisement

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A Landmark Project Joint implementation of the same new financial system at the same time by the two Controllers Offices at Pomona and at CUC for all eight member institutions of The Claremont Colleges Workday Financials at The Claremont Colleges

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What We Gain From Workday A modern financial system to replace Jenzabar CX** at Pomona and Datatel Colleague at all other Colleges. (**Note that Jenzabar CX will remain in use for the five undergraduate College student systems and for HMC Advancement.)

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What We Gain From Workday Solutions for three major needs: Robust reporting for decision-making Integrated budgeting and planning tools Business processes with embedded workflows and document management

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A Quick Look at How it Works

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Project Timeline 2014-15 Plan Phase October 2014 November 2014 Architect Phase November 2014 December 2014 Configure and Prototype Phase January 2015 March 2015 Test Phase March 2015 May 2015 Deploy Phase June 2015 GO LIVE July 1, 2015

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Project Scope Phase I Go Live date of July 1, 2015 Modules included: Suppliers (Accounts Payable) Customers (Non-Student Accounts Receivable and Cash Receipts) Core Accounting (Journal Entries) Banking and Settlement

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Project Scope Phase II Multiple Go-Live dates after July 1, 2015 Modules included: Procurement (Purchasing) Expenses (Employee Reimbursements) Capital Assets (Fixed Assets) Gifts (including Endowment Unitization) Projects Grants (Post-Award) Budgeting and Planning (with Tidemark product)

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Other Workday Products Workday HCM (Human Capital Management) For Human Resources and Payroll; implementation decision to be determined in the future Workday Student Council approved becoming a Strategic Influencer; implementation decision to be determined in the future

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Core/Design Perspective Perspective from a Core/Design Team member: Experiences working on the team What have we learned What will change with Workday What will the campuses gain from Workday

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What is Change Management?

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Clear direction that articulates the drivers and benefits of change Shared design with engaged leadership, staff, and faculty A strong understanding of and connection to strategic goals of the Colleges and the departments The capacity to guide people through change in a way that they can understand and use WIFM (Whats in it for me?) 17 Successful changes are characterized by:

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ADKAR The People Side of the Workday Project

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Process of Change Where you are today Where you want to be The process of change

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Cross your arms Activity

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Discussion Did it come naturally or did you have to stop and think about it? Will you continue to cross your arms the other way? Why not? How would you change your habit? What are some things that make people resistant to change? 21

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The Claremont Colleges Change Objectives Increase knowledge and confidence for the use of Workday Preempt resistance to change by reducing uncertainty and containing anxiety Confirm communication needs are systematically addressed Manage expectations Strive for smooth transition and effective implementation Build and encourage continued use of the Workday Community Elicit constructive suggestions and stakeholder involvement Celebrate success and learn from mistakes

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Workday Ambassadors: Roles and Responsibilities

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College Treasurers Change Champions Core/Design Team Change Leaders Workday Ambassadors Change Early Adopters

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Are early adopters of Workday Promote understanding and ownership of Workday Are advocates for change and Workday Communicate whats in it for me Facilitate acceptance of the changes with colleagues

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Assist in identifying potential problems, issues and sources of resistance at an employee level and help to resolve them Proactively follow up with Workday Ambassadors as needed for clarifications and to bridge knowledge and communication gaps Work with the Workday Ambassadors to identify and respond to unique organizational or department specific factors Are advocates for change and Workday Encourage participation of end users in training sessions

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How to Start a Movement 27

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Thinking About Your Role As you think about the groups you represent as a Workday Ambassador: What is your sphere of influence? What can you do to involve your colleagues effectively? What types of communications are the best way to engage your colleagues and to obtain feedback? What types of communications work well for your campus now?

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Workday Ambassador Activities Activities revolve primarily around communication and support and include: Forwarding Workday specific communication to colleagues and direct reports Talking informally with colleagues about the Workday project in a positive manner Volunteering to support project events such as roadshows, training, software and business process demonstration and testing Being the first to sign up for and participate in activities such as training, then encouraging peers to participate as well Answering questions from departments about Workday Participating as a User Acceptance Tester (UAT) Supporting training activities

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We are asking you to help One or two meetings per month Participate in other activities as time permits Willingness to learn, consider, and contribute User Acceptance Training (UAT) Be on the lookout for challenges and obstacles to adoption from College colleagues Help identify messaging needed and assist with localizing the messages at your College Serve as a trusted resource at your College

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Upcoming Activities Next meeting (late March, exact date TBD) Overview of what is changing with Workday Overview of Financial Data Model (FDM) Demonstration of business processes Discussion of change activities and strategies Future Meetings Hands on Workday Training for User Acceptance Testing (UAT) Preparation for Workday introduction sessions and messages at your College Training and support rollout

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Thank you!

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Questions and Discussion