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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