HR Analytics at Wells Fargo

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Jeff McQuigg

Ramesh Ponaganti

Sept. 26, 2013

Oracle Open World, CON5792

HR Analytics at Wells Fargo

� Oracle’s 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

2

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

3

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The Leader In Oracle BI & EPM 4

Strategic Consulting | Systems Implementation | Training

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Transform Data Into InsightTransform Data Into Insight

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Oracle/Siebel/Hyperion engineering teams

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� Senior Architect at KPI Partners

� 10+ years OBIEE consulting experience, 20+ years overall

� Personally been involved with over 45+ OBI projects in every capacity

(BI Architect, Data Modeling, RPD Metadata, Business Analyst, Report

Developer, ETL Architect/Developer, Project Manager, Pre-Sales)

� Oracle Ace thought leader for BI & OBI:

� Blogging about OBI & DW best practices since 2006 at

GreatOBI.WordPress.com (Oldest running OBI blog in the world)

� Frequent Oracle Open World speaker

� Personal: My 3,100+ beer bottles of beer are on display at Brewpalace.com

5

� 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)

� KPI’s 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.

6

Introduction


Project Implementation & Team





Wrap up & Q&A

7

� HQ in San Francisco

� Founded in 1852 by the founders

of American Express

� Now the world’s largest bank (by Market

Capitalization) as of July 2013

� 300,000 employees & contractors – 14th largest in the US and ~ 50th

in 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

10

� Wells Fargo selected Oracle HR Analytics 7.9.6.3

� Pre-built integration with PeopleSoft

� Overall flexibility and capability

Workforce Profile�Demographics

�Headcount, Race & Gender, Temp

Workers, Retirement

�Movement�Transfers, Terminations, Promotions

�Performance Management�Reviews and career progression

�Compensation�Pay Equity, Pay vs. Performance,

Industry Benchmarking

Recruiting�Requisition Activity

�Time to fill, Open Positions

�Applicant Tracking�Applicant profile, source

effectiveness

�Recruiter Performance�Conversion rates by stage, Offer

acceptance

�Recruiting Process�Times, drop off and bottlenecks along

the pipeline

11

Introduction







Wrap up & Q&A

12

� 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 11g database (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�

13

�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

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

15

� 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

16

Introduction







Wrap up & Q&A

17

� Deployed Release 1.0 Oct 2012

� 1,000 HR specialists as users

� 150 custom reports over 9 dashboards

� 3 ad-hoc subject areas for 100 power users

� Processing 100 Million rows daily

� Size of DB: 400 GB

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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

19

Very

Impressed

I amR

Blown Away

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 for November

� 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

20

Introduction







Wrap up & Q&A

21

� Targeted to advanced users (HR Consultants)

� Result: highly interactive pages� Many prompts

� 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 and metrics

22

23

Extensive Options

24

25

Highlight two important aspects of the project

� Ensuring user

adoption of

Enterprise BI

with an iterative UI

process

� Hierarchy solution

for Security, Flexibility

and Usability

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Usability

Flexibility

Security

� 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 approach for identifying reporting content

� OOB reports were not

considered due to WF expertise in HR

� “Prototype to Production”

� Continual iterative report

development with constant user feedback

� No detailed report specs!

Approach1. Identify Key Business Questions

2. Prioritize the list

3. Data to answer the questions

4. Find key comparisons

5. Whiteboard visualizations

6. Convert to Excel mockups

7. Enhance & Refine mockups

8. Move mockups to OBI

9. Iterative report refining

10. UI development complete

For each Dashboard:

� 2 weeks elapsed Excel mockup

� 4 weeks elapsed in OBI

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KPI designed a unique solution enhancing dashboard 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

29

Security Requirements

� Data security by user selected hierarchy (all 4!)

+ HR consultants assume the role of selected managers

� 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 security models

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Usability

� Easily change all of the following:

1. Hierarchy

2. Hierarchy version

3. Manager to 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

HR

Consultant

31

Solution

� All hierarchies are mapped into a single

OBI logical table selectable by the user

� They select a version - As Is or As Was

� OBI determines physical tables

� Select an Access Point, or who they “are”

� Select a sub-manager to run the reports

for on the page

� Hierarchies are exploded into special

tables (4x) allowing this to happen

32

Result:

� The entire page can be changed to support different hierarchies, versions and different managers in only a few clicks

� Data security follows the selected hierarchy

� Enhancements for excellent performance� Many pages for CEO (300,000+

employees) < 10 seconds!

33

Introduction







Wrap up & Q&A

34

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 and Variations)� 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

35

� 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

36

� 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

(Oracle’s 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

37

� 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

38

Introduction







Wrap up & Q&A

39

� 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

40

� 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

41

42

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

� KPI expertise in inner

workings of HR Analytics

� Back End expertise for

design and development of

custom hierarchies and sources

� Strong architects to solve complex problems

� Iterative report design & build approach

� User involvement drives user adoption

43

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46Oracle Open World, 2013

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HR Analytics at Wells Fargo