Hr Analytics at Wells Fargo 1

8/12/2019 Hr Analytics at Wells Fargo 1

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Contact Us510.818.9480 | www.kpipartners.com KPI Partners Inc.

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Jeff McQuigg

Ramesh Ponaganti

Sept. 26, 2013

Oracle Open World, CON5792

HR Analytics at

Wells Fargo


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Oracles largest HR Analytics implementation Wells Fargo has 300,000+ employees and contractors

Targeted to 40,000+ managers, starting with 1,000

And 1,000+ Ad-hoc users, started with 100

Enterprise BI on a massive scale Crossing 6 distinct Lines of Business

+ Corporate HR

Unique technical solutions marrying

usability, flexibility and security

Project that won the 2013 Excellence award for KPI

Partners

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Introduction

Business Need & Solution

Project Implementation

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

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www.kpipartners.com

The Leader In Oracle BI & EPM 4

Strategic Consulting | Systems Implementation | Training

Depot Repair Analytics

Fixed Asset Analytics

Manufacturing Analytics

Salesforce.com Analytics

Student Info Analytics

Subledger (SLA) Analytics

Real Time Analytics and more

FSG Solution

Transform Data Into InsightTransform Data Into Insight

Staff built from

Oracle/Siebel/Hyperion engineering teams

On-site, off-shore and blended shore

delivery models Exclusive pre-built solutions for Oracle

BI & E-Business Suite

Oracle BI Hyperion

Endeca Exalytics

Oracle BI Hyperion

Endeca Exalytics


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BI Apps Architect / Lead at KPI Partners

6 years of BIApps consulting experience, 9 years overall

Ramesh has been involved with over 15 OBI projects

(BI Apps Architect, Data Modeling, Business Analyst, ETL

Architect/Developer, Pre-Sales)

KPIs HR Analytics expert

Expertise in integrating 3rd party source systems with BI Applications

ADP Payroll, Ceridian (Recruiting), JobVite (Recruiting), BLS.com (Benchmark

data), Learn.com (LMS), Success Factors, PIPs and SIRs etc.

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Introduction


Project Implementation & Team





Wrap up & Q&A

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HQ in San Francisco

Founded in 1852 by the founders

of American Express

Now the worlds largest bank (by Market

Capitalization) as of July 2013

300,000 employees & contractors 14th largest in the US and ~ 50thin the world 2.9 million job applicants per year!

Growth via dozens of acquisitions More recent large mergers: Norwest 1998 and Wachovia - 2008

Consists of several distinct lines of business: Community Banking, Home Mortgage, Wealth Brokerage & Retirement, Wholesale

Banking, Securities

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6 LOBs & Corp HR managed differently Differing systems and tools

Differing metrics & definitions

Differing HR management processes

Time wasted on manual tasks for Gathering data

Answering HR questions

Basic reconciliation

No ability to spot trends and

become proactive

Technical skills needed were too

high with existing systems

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Wanted to operate in a common manner across LOBs

Reduce effort for basic reporting and analysis

Reduce technical skills needed

Enhance reporting and analysis

Rich data set for analysis View HR data by Financial Hierarchies

Line manager (40,000!) self-service

Enable greater capability for core HR professionals

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Wells Fargo selected Oracle HR Analytics 7.9.6.3

Pre-built integration with PeopleSoft

Overall flexibility and capability

Workforce Profile

DemographicsHeadcount, Race & Gender, Temp

Workers, Retirement

Movement

Transfers, Terminations, Promotions

Performance ManagementReviews and career progression

CompensationPay Equity, Pay vs. Performance,

Industry Benchmarking

Recruiting

Requisition ActivityTime to fill, Open Positions

Applicant TrackingApplicant profile, source

effectiveness

Recruiter PerformanceConversion rates by stage, Offer

acceptance

Recruiting ProcessTimes, drop off and bottlenecks along

the pipeline

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Introduction







Wrap up & Q&A

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Release 1 began Oct. 2011, completed Oct. 2012

KPI Team of ~15 consultants

WF IT team of 3-4 plus 3-4 key business analysts Over 100 total involvement

Technical Environment

Oracle 11gdatabase (11.2.0.1.0) PeopleSoft 8.9 on DB2 System 390

OBIEE 11.1.1.6

SiteMinder

1 year BI Apps implementation? Why?1. Extensive customizations to the data model and ETL logic

2. 100% custom developed Dashboarding solution (150 complex reports)

3. Largest data volume to run through HR ETL

More on these items later

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Implementation followed a basic Waterfall approach, except for the reporting/UI content

which was highly iterative and followed a prototype to completion approach.

Oct

Install

ETL/Model Design

ETL Dev.

QA

UI Reqs/Design/Dev

Gap Analysis

Perf Tune

Enterprise Metric Definitions

Iterative Prototype ->

Prod

KPI

Begin

14

20122011

Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Go

Live


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KPI lead the combined team:

Overall KPI Team Lead (Jeff M.)

KPI Partner - Client Manager (part time)

BI Apps Architect & ETL Lead - HR Analytics expert (Ramesh P.)

4-6 ETL developers OBI Team

1 OBI Architect

2 OBI developers

1 technical infrastructure expert for initial security integration

Technical PeopleSoft SMEs 1 SME during requirements and design phases

1 Project Manager (part time)

Total: 13-16 KPI resources throughout the life of the project

Core team consisted of 9 consultants

KPI offshore was not involved at the request of Wells Fargo

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1 Business Sponsor (Sr. VP HR

Insight and Metrics) 1 IT Director

1 IT Manager

2 Project Managers, 1 reporting to

business sponsor, 1 reporting to IT 1 Data modeler / Overseer

2 ETL developers

1 OBI developer

2 PeopleSoft SMEs

Metrics Team of 4-5 analysts Security Team of 3-4 people

Business user involvement: 80+

2 Oracle DBAs

1 performance tuning DBA 2 OBI Infrastructure Admins

6 from corporate testing team,

mostly offshore

Wells Technical and Business team members involvement:

Total Wells Fargo Involvement: ~110

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Introduction







Wrap up & Q&A

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This is a 5-star app! - Exec

I am blown away!! Fantastic and

very intuitive! - Exec

WOW!!! Needless to say I am very

impressed. I definitely believe this can be a game

changer Just a brief exposure into the tool

provides many insights about my team that have

been difficult to find in the past. - Exec

Workforce Analytics tool is open - I love it! - User

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Very

Impressed

I am

Blown Away


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Wells & KPI are continuing enhancements:

Since Release 1: Increased ad-hoc users 50%

Redevelopment of custom hierarchy ETL code Continual ETL performance tuning

Analysis, design & development tasks forNovember

November Timeframe GL Hierarchies w/ enhanced security model Controller Data Mart integration to link GL

Payroll Analytics

2014

Learning Integration Replacing PSFT Recruiting

PSFT upgrade 8.9 to 9.2

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Introduction







Wrap up & Q&A

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Targeted to advanced users (HR Consultants)

Result: highly interactive pages Manyprompts

Heavy use of column selectors to change content

Heavy use of view selectors for different perspectives or visuals

Heavy use of navigations into details

Innovative Security model and usability solution

Extensive customization of core hierarchies andmetrics

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Extensive Options

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Highlight two important aspects of the project

Ensuring user

adoption of

Enterprise BI

with an iterative UI

process

Hierarchy solution

for Security, Flexibilityand Usability

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Usability

Flexibility

Security


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6 LOBs plus Corporate HR with input

Sessions had 80 participants

Agree to definitions, reports, UI, flow

KPI lead sessions on reporting requirements

and detailed data definitions

WF began defining metrics before the project began

Representatives from each LOB joined the Metrics Team

Worked through common definitions and terminology

Sometimes very difficult to nail down: Ex. 1: 6 months to define a Promotion!

Ex. 2: When does a job seeker become an

applicant?

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Pure top down BI approachfor identifying reportingcontent

OOB reports were notconsidered due to WFexpertise in HR

Prototype to Production

Continual iterative report

development with constantuser feedback

No detailed report specs!

1.

2.

3.

4. 5.

.

. &

.

.

10.

2 4

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KPI designed a unique solution enhancingdashboard capability and improving usability

Hierarchies

Support 2 different hierarchies

Employee-Position

6 Tier /Executive

Enterprise

direction

Legacy (for

some LOBs)

22 levels 6 levels

100% Custom 100% Custom

As Is As Is

As Was As Was

As-is and As-Was versions

Users select from 4 hierarchies at any time

Architected for future Financial hierarchies

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Security Requirements

Data security by user selected hierarchy (all 4!)

+ HR consultants assume the role of selectedmanagers E.g., an HR consultant can become a VP of Retail Banking

Similar to a proxy feature

+ Security differs by subject area E.g., a Recruiting consultant has greater access rights on

Recruiting than on Workforce Demographics

One of the more complex and challenging securitymodels

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Usability

Easily change all of the following:

1. Hierarchy

2. Hierarchy version

3. Managerto become

4. Any sub-manager to analyze

Fixed levels are a common hierarchy solution

Not realistic with a 22 level hierarchy Each hierarchy has different # levels

Not possible with 4+ hierarchies

VP #1

Director #1

VP #2

Director #2

HRConsultant

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Solution All hierarchies are mapped into a single

OBI logical table selectable by the user

They select a version -As Is orAs Was

OBI determines physical tables

Select an Access Point, or who they are

Select a sub-manager to run the reports

foron the page

Hierarchies are exploded into specialtables (4x) allowing this to happen

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Result: The entire page can be

changed to support differenthierarchies, versions anddifferent managers in only afew clicks

Data security follows theselected hierarchy

Enhancements for excellent

performance Many pages for CEO (300,000+employees) < 10 seconds!

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Introduction







Wrap up & Q&A

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Sheer quantity and complexity of custom requirements

Highly customized PeopleSoft system 13 years old, after many mergers and exception cases

Data model extensions to support ~100 new metrics (Key andVariations) Many had complex definitions: Promotions (Actions & MRP), Internal Hires,

External Hires, Requisitions vs. Positions, Applicants Vs. Job seekers etc.

Addition of Full Position Management (custom)

Complex Customizations in Workforce/Recruitment Stars

Custom Performance Ratings

National unemployment rates for benchmarking

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4 custom hierarchies

With support for open positions

Extended dimensionality

Custom banding for 6 metrics

Corp Accounting Unit (Cost Center)

Area Differentials Complex security dimensions

30+ new columns on employee dim

Extensions on other OOTB dimensions

15+ new Aggregate tables to improve reporting performance

Band Min Mons. Max Mons.

Now -9999 1

< 1 yr. 1 12

1 2 yrs. 12 36

3 -4 yrs. 36 60

5+ yrs. 60

Retirement Eligibility Band

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Domain/CSV configurations Complex domain configurations to meet PSFT customizations

Definitions dependency on both CSV files and ETL code

Metric definition/configuration conflictso Promotions Vs. Internal Hires

o Applicants Vs. Job Seekers

o Employment Status, Full Time Part time etc.

ETL Performance Large volume of data being run through ETL engine

(Oracles largest data set yet for HR Analytics!)

Complex HR Analytics ETL process

Extensive use of DAC Action framework Added table partitioning to 20+ tables Extensive efforts on tuning to meet nightly SLA

Mainframe DB2 issues Extract times running into ASU Limit issues

Network Issues impacted ETL loads

Modified code to support Dirty Reads

Shared DB2 subsystem required environment coordination

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PeopleSoft Effective Dates not reliable on key tables Re-architected OOB incremental logic

Solution (table by table basis):

Full extracts for source tables Full/Incremental refreshes for DW tables

Relinking foreign keys on Facts on Full refreshes

Special Data Scenarios Missing change capture triggers for Incumbent changes

Coding around Recruitment data quality issues

Added support for same day Hire/Terminations

Logic enhancements for many metrics like Promotions, Transfers

and Recruiting metrics etc. Turned off Product generated events in Recruitment

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Introduction







Wrap up & Q&A

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Security Model Difficult requirements to implement

and discuss

Difficult communications with

PeopleSoft and Security teams

Challenging technical solution

Consensus building across LOBs

who operate differently Questions, Reports, Features, Definitions

Large # of users involved

Large Data sets

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Draining Requirements sessions

4 hours per day

2x per week

8+ weeks

All on phone

80+ people on calls

Changing Recruiting definitions

Geographically diverse team Difficult communication and

sessions

Constant plan reworking due

to external factors

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Pure top-down approach to BI

Functional prioritization

Iterative development via prototyping to drive user adoption

Strong focus on interactive application

BI Apps Performance Layer for improved query times

Extensive OBI QA using OBI to verify derived metrics


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KPI expertise in inner

workings of HR Analytics

Back End expertise fordesign and development of

custom hierarchies and sources

Strong architects to solve complex problems

Iterative report design & build approach

User involvement drives user adoption

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Email: [email protected]

Web: kpipartners.com/contact

KPI World Headquarters

39899 Balentine Drive

Suite #375

Newark, CA 94560

Phone: (510) 818-9480

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46Oracle Open World, 2013

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Hr Analytics at Wells Fargo 1