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Erin Govednik, Cox Communications - Speaker at the marcus evans HR Technology Summit 2012, held in LAs Vegas, NV, delivered her presentation entitled Two Steps Forward and One Step Back: The Real Path of HR Metrics and Analytics
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Two Steps Forward & One Step Back: The Real Path of HR Metrics/Analyticsy
Erin GovednikExecutive Director, HR Technology
November 12, 2012
AGENDA
• Cox Communications Overview
• Steps Along the Way
• What’s Next?
• Discussion/Wrap-Up
22
Cox Communications: Who We Are
Lines of BusinessCox Digital Telephone, Cox High Speed Internet, Cox TVCox Business & Cox Media
3
Cox Communications: Who We Are
• Third largest U S cable TV company• Third-largest U.S. cable TV company
• Pioneered the bundle of TV, Internet and telephone services
• Approximately 6 million residences and businesses
• Since 1996, Cox has invested more than $16 billion in our network
• More than 20,000 employees nationwide
• Serves 275,000 business customers, driving $1 billion in revenue
• Total Revenue: $9 billion in 2011
• In kind & direct cash contributions that total tens of millions
4
• In-kind & direct cash contributions that total tens of millions
Cox Communications Locations
C lif i
Las VegasKansas/Arkansas/Omaha/Sun Valley
New England/Cleveland
VirginiaCalifornia
Arizona
Oklahoma Virginia
Greater LouisianaFlorida/Georgia
5
People Strategy
To create one universal employee experience to prepare a skilled engaged and motivatedprepare a skilled, engaged, and motivated workforce through:
– EfficiencyC bili– Capability
– Affiliation
6
Technology Implications
• Practices and tools that are simple, reliable, and convenient
• Employee and Manager self-service that allow for transaction efficiency and capturing datafor transaction efficiency and capturing data closest to the source
• Integration of data and processes across the g pentire employee life cycle
• Leading-edge technology that meets the expectations of our workforceexpectations of our workforce
• Ease of support/maintenance for HR tools
7
HR System Diagram 2002
CEIPeoplesoft
BenefitsAdmin
CCI HRIMFTP
EmployeeSSN File
SocialSecurityAdmin
CCISSNLS.SQRAnnual/Manual
PeopleSoftQuery
man
ual
Cox Career Network
People SMART
Database Link
AffirmativeAction
PeopleSmart IntranetPage
PayrollReport to
Cox
CCI Peoplesoft 7.5 HRMScatl0x13
CCI HRIMFile CCICEI.SQR
Nightly/Scheduled
FTP
CCIKRON.SQRNi htl /S h d l d
J.D.Edwards(FinancialReporting)
PayrollExpense Data
(GTL WorkTable in PS)
CCIGL.SQRBiweekly/Manual
FTP
GarnishmentVendor
PaymentsCCIGARN.SQRBiweekly/Manual
FTP
Dare to Dream
Leader SourceVirtual Table/ Manual
Update
Cyber CheckDatab
FTPFTP
Database Link
Database Link
Checks togarnishment
vendors
Kronos Libraries
Employee Demographic/PayrollDatafile
(updates sick, Vacation, PTO)
Nightly/Scheduled
Sales Tracking andCommissions System
(2 PS Tables - Employees &Commissions Table)
FTPDatabase Link - Approved Commissions
EE Check/Advice Data
CCIPAY003.SQRBiweekly/Manual
ADP PrintServices
Alpharetta, GATimepost CCI Payload.SQR
Icoms
ADP Software
FTP
Mailing Labels
Fed Ex AddressLabels
Biweekly.manualChecks toEE's andLocations
Picks up new hies, transfer etc. & putsthem into the correct Krnos Library
Periodic/biweekly Tax Data
p ,
CCIADPTAX.SQRBiweeklyManual
ADP Tax Software
ADP TaxServices
SanDimas, CA
CCIEIS.LISEE Payroll
Data(ADP
CCIEIS.SQRBiweekly/Manual Network Drive
Map
Interface FileTimepost
Interface File
TimepostInterface File
N
Pay036 SQRBiweekly/ Manual
Biweekly/ Manual Intranet Page
Quarterly/End of year
Federal &State
Agencies
ADP(Monthly)
Biweekly TimePost Process
(ADPformat)
CEI Network Server
NewHires
ProComm+Connections
CCIDDP01.SQRDaily/Manual Off Cycle
Positive Pay$
W h i
State ofGeorgia
Email, Diskette
Bank FilesValid Checks/Direct
Cox U
BiweeklyCompensation
Data
Biweekly EEJob Data
Manual InportOverwrite Data
FTPTPA - 3rd
party vendors(Monthly)
Biweekly Manual
8
Wachovia$
Bank of America
Deposits/Positive Pay for on-
cycle
Mercer Prism
Security Systems
Intranet Page
Biweekly ManualDistribute toother stateswith EE;s
First Step: (2001-2004)
Symptoms:
• Conflicting answers given for HR dataDiffic lt doing an reporting• Difficulty doing any reporting
• Disconnected systems (if they existed at all)• No common definitions for metrics• No common definitions for metrics• Thousands of queries from core HR system
9
Roadmap Ahead
First iteration of initial HRMS
long-term plan(July)
2002 2003 20052004 2006 2007 2011/1220092008
• PS Upgrade 7.5-8.3 (included eProfile/ePay)
• Initial eRecruit rollout (’03)
• Authoria implementation (’03)
• Business Objects implementation (’04)
• eComp Manager Desktop (’04)
10
eComp Manager Desktop ( 04)
•Cox U (PeopleSoft Enterprise Learning Mgmt.) implementation (’04)
Second Step: (2005-2010)
Symptoms:
• Desire for more dataProliferation of ad hoc reports from BI tool• Proliferation of ad hoc reports from BI tool
• Tweaking of standard reports with common metrics• Difficulty articulating key metrics• Difficulty articulating key metrics• Most data used by HR for HR
11
Roadmap Ahead
Second 3-5 year plan beganp g
(March)
2002 2003 20052004 2006 2007 2011/1220092008
•Rollout of eCompensation to systems (’08-’09)
•Variable Compensation rollout (’09)
•Moved from Business Objects • PS Upgrade 8.3-8.9 (2005-2006)• myHR Portal (2006-2007)
• Time & Labor project (’07-’08); Capital labor enhancements (’08-’09)
•CAAMS Affirmative Action Planning Tool (3/10)
• HR Dashboard Rollout (’10)
to OBIEE (7/09)
12
• Authoria Upgrade/MSS (’07-’08)• Manager Self-Service Rollout (’07-’08)• ePerformance project (9/07-’10)
• HR Dashboard Rollout ( 10)
•Added Cox University data to OBIEE Data Warehouse (antic. live 8/10)
Final ReportHR System Diagram CurrentEmployee / /Manager Self Service
Updates
HR Data Warehouse/
(OBIEE)
• Employee Self Service
•Manager Self ServiceWorkforce Planning/Recruiting
• Reports • Analytics• Ad Hoc capabilities• Security• HR• Census Data• Recruiting
PeopleSoftMercer Prism
• Market Pricing
Mercer Prism
• Market Pricing
Oracle Financials
GL D
Oracle Financials
GL D
• RecruitmentPre- Screening
ERC• Recruitment
Pre- Screening
ERC
•Workforce Planning/Recruiting
•Maintain Personal Data
•Maintain Job Data
•
Competency Management
•Administer Base Benefits•Ad i i t W kf
• Time• Payroll• Compensation
CEI Benefits
• Base Benefits for H&W plans
• Benefits Administration
Authoria
• Objectives
Competencies• Measuring
• GL Data• EE Data• GL Data• EE Data
Time and LaborManage Performance &
Rewards
Training
Administer Workforce
•Regulatory Reports
Cox University
• Manage Payroll Process (incl. interface to ADP)
• 401k
Vanguard
• 401k
Vanguard
PeopleClick• Affirmative
Action Reports
PeopleClick• Affirmative
Action Reports ADP
Sales Oracle
Incentive Comp
Oracle Web Center
pp
TALX
ArbitaJob Board Aggregator•
EE Verification UNUM
EE Data to Unum
ValuePay
Off Cycle Check PrintAD
User Authentication
Payroll Tax Filing
13
CenterEE Portal•
Third Step: (2011-current)
Symptoms/Current State:
• Data is now connected and available (some tbd)Sec rit is onl a ailable for HR roles• Security is only available for HR roles
• Operational metrics/reporting is simpler but still needs enhancementenhancement
• Able to connect employee life cycle and non-HR data• Desire to move to more predictive analyticsp y
14
Roadmap Ahead
Updated HR Technology gy
Plan Developed
2002 2003 20052004 2006 2007 2011/1220092008
•Updated Executive Dashboard (’11)
A l ti A t
15
•Analytics Assessment
•Planning for HR Transformation ahead
Executive Dashboard
Business Strategies HR Strategies Metrics
Count HR InitiativePhase I Metrics
Delivered
S iSuperior Customer Service
Employee Capability & Engagement 82
Standardization and Efficiency 8
Culture of Trust 4Retention Strategies 70
O ti HR ServiceOptimum Structure &
Process
HR Service Delivery,
Workforce Analytics, &
Organizational Effectiveness
33
Standardization And Efficiency 29
Culture of Trust 4
Robust & Engaging Services
People Practices & Tools to Support
Growth 15
Rewards And Recognition 4
Technology Tools 2EmployeeEmployee
Development 9
Growth & Leadership Talent
Management16
Talent Pipeline 5
T l t A i iti A d
1616
Talent Acquisition And On-boarding 11
146
What’s Next?
• Ultimately, the goal is to determine how differences in people relate to differences in business outcomes in:
Business Outcomes
– Impact – how much does the change in performance affect the business outcomes?• Correlations between improved
t l t & k t h l fit
Impact: Predictive Modeling•predicts future behavior; generates significant insights
Predictive Modeling
talent & market share, sales, profit, etc.
– Effectiveness – how much did the talent improve because of the intervention? Effectiveness: Trend Analysis
Talent
T d p• Quality of hire• Validity of assessments
– Efficiency – how much of something
Effectiveness: Trend Analysislooks for patterns; moderate
insights
HR Practices
Trend Analysis
you get for the investment • Cost-per-hire• Time-to-fill• HR staffing ratios
C t t
Efficiency: Metrics•slices & dices current data; limited insights
HR Practices
Metrics
171717
• Costs per assessment g
HR Investments
Discussion/Wrap-Upp p
1818