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Marie High – NationwideAVP, HRIS Administration Human Resources
Bryan Hinz - Apex ITVice President
The Upgrade Journey: Nationwide and Apex IT PeopleSoft 9.1 HR Help Desk & Beyond
Discussion Topics Nationwide/Apex IT Introduction and Relationship
Nationwide CRM (HR Helpdesk) Users
Upgrade & Implementation Why Upgrade?
Upgrade Team and Time Line
New Functionality Adopted By Nationwide
Business Process Changes
Nationwide Customizations
Upgrade Process
A Look at Today
Future Enhancements
Slide 2
Apex IT at a Glance
Apex IT’s HR Service Delivery practice is focused on HR Help Desk and its intersection with key areas of the Employee Lifecycle− Onboarding− Shared Services− Employee Relations
n Ora Platinum Partner
Full service consultancy – supporting the entire application implementation continuum – from strategy development and implementation, to change management and training
Oracle’s strategic partner to position and demo the product, build business cases/ROI and Oracle’s Insight process
Member of Oracle’s PeopleSoft HRHD Advisory Board
HR Shared Services Knowledge Portal: http://apexit.com/hrhelpdeskportal/index.html
Quarterly Apex IT HR Help Desk User Group
Slide 3
Diversified insurance and financial services organization
Insurance – Auto, homes, motorcycles, boats, vehicle fleets, farms, businesses and mobile homes
Home equity and home mortgage lines of credit Traditional life and variable life insurance Annuities, Retirement plans, Mutual funds, Specialty
investments Specialty, Excess and surplus insurance
50 states and District of Columbia
Ranked #127 on the Fortune 500 #1 Farm Insurer, #6 Auto Insurer, #7 Home Insurer #4 Defined Contributions, #7 Variable Life
Approximately 33,000 associates
15+ million policies in force
Corporate Home Office – Columbus Ohio
Nationwide – On Your Side
Slide 4
Slide 5
Why HR Help Desk?What’s the Business Value?
Transforming business processes to leverage a shared service model Automating multiple channels Pushing interaction resolution via Self-Service Leveraging technology that supports best practices and improves
productivity Reducing TCO due to similar technology and pre-built integration Improving the associate experience, which leads to better
engagement & lower turnover
“The greatest value from HR Help Desk is enabling associates to focus on their job rather than spending time finding answers to HR questions”
Average Savings = $35-125 /per employee/per year
Slide 6
Nationwide HR Helpdesk Users …..Who, When, & Why they Use the System
Associate Service Center - 2006
Supports Associates & Retirees - Benefits, Payroll, Health (Disability Mgt., Drug Testing, Time Off, and Fleet Services)
25 Customer Service Representatives and 50-60 Other Users
Office of Associate Relations - 2008
Supports, Associates, Leaders, & HR - Performance & Behavior issues, Attendance & Tardiness, Conflict management, HR policy, & Ethics
30 Customer Service Representatives
Slide 7
Provide consistent responses to questions and issues; regardless of touch-point Efficient and accurate Provide a centralized resource (knowledge-base) for obtaining information Reduce duplication and complexity of information for the organization
Track reasons that customers contact the ASC to identify trends in the type, frequency and complexity of questions/issue Staffing needs may be forecasted Standard solutions can be developed in real-time to meet the changing
needs of the organization and Proactive communications can be targeted at meeting information needs
Reduce training & technical knowledge requirements Facilitate rapid training and on-boarding of new CSRs & contractors Minimize depth of technical knowledge Enable first time final objectives of >80%
Maintain records for compliance & service reasons Document each interaction and communication
Deliver a multi-channel service experience based on the customer’s preference
NW Service Center Technology Strategy
Slide 8
Office of Associate Relations Business Justification & Use Case
Critical tool in developing and supporting a centralized consulting function for Associate Relations issues
Enables the AR department to provide consistent customer service. One of the critical tools to develop this centralized function is a case management system
Enables analysis and proactive steps to effectively manage issues. OAR can provided needed consultation and adjustments by analyzing employee relations trends and making recommendations to HR leaders
Is a valuable tool in mitigating Enterprise risk for employment litigation and administrative charges
Positions Associate Relations to provide employee relations support to associates at all levels within the Enterprise and further development the department as a Center of Expertise Slide 9
Upgrade: Leverage Key CRM Enhancements:
Improved Integration capabilities Improved Correspondence Management CTD Administration redesign Overall performance Currency
Upgrading HCM and CRM applications from 8.9 to 9.1 to implement Talent Management Suite.
Realign & Enhance: Improve Usability Improve Reliability & Confidence in Solution
Why Upgrade & Realign?
Slide 10
“Re-alignment” Project Break/fix work from initial
implementation 9.1 awareness- Features/Benefits Process Redesign
“HR Help Desk Configuration” 9.1 Upgrade Project Fit/gap sessions Upgrade prep Go-live support
Post Production Support Remote Apex IT resources Patches Upgrade
Ongoing engagements & activity beginning in 2008
Nationwide/Apex IT Relationship
Slide 11
Set overall program direction, priorities, allocate resources, set tone and pace, and ensure timely decision making and issue resolution
Change advocates/opinion leaders Maintain alignment with other strategic business
initiatives Ensure the quality and timeliness of plans and
deliverables Support, coach, and enable all people serving the project
HR Help Desk Steering Committee
Nationwide Team Call Center Leadership & SMEs HR Operations – System Configuration, Tier 2
support, UAT Testing HRIT – Infrastructure, Programming & System
Support
Apex IT 1 Functional Lead 1 Technical Lead Remote resources (post go-live)
Upgrade Team
Slide 13
March-April Fit gap sessions• Apex IT/Nationwide
April-June Retrofitting and Configuration• Apex IT/Nationwide
June System Testing• Nationwide
July-August UAT
August Performance/Load testing• Nationwide/Apex IT
September 7th Go Live• Nationwide/Apex IT
September-Today Post Production Support & Realignment Efforts
2010 Upgrade Time Line
Slide 14
A series of facilitated sessions to understand the impact of HR HelpDesk release 9.1
Objectives: Establish foundation to support current business processes
and future initiatives Utilize industry best practices as delivered “Out of the Box” Critically evaluate and eliminate system customizations Implement new system functionality to enhance efficiency
and effectiveness
Fit – Gap Analysis
Slide 15
A series of facilitated sessions to develop longer-term strategies to best leverage system functionality & training to better use and support the system.Objectives:
Develop a 9.1 Knowledge Management (Solutions) strategy Build-out the roadmap for updated CTDs, Quick Codes, Self-
Service Implementation, CTI roll-out, etc. Establish a reporting strategy using the Pagelet Wizard Establish SME expertise – configuration & system
administration training
Realignment
Gap/Issue Enhancement Features Benefits
Cumbersome capturing of data on cases resolved by first contact
The “Resolved by First Contact” feature could be utilized, replacing the current practice of using the 8815 Solution Code to identify cases solved First Time Final
HR HelpDesk contains a check box to reflect that a case was solved with first contact or “First Time Final”
Improved capturing of First Time Final Information and better Solutions reporting capability.
Ineffective problem solving via the Solutions data Base
Discontinue tracking First Time Final through Solutions Data BaseThe Solutions Data Base functionality will be enhanced in v 9.1 including the ability to use “spidering” to search other web-based data and indexed documents
Clean-up current solutions – See prior Apex IT recommendationsThe Solutions will focus on providing answers to questions/issues (rather than identifying “problems” – or the reason for the call). Solutions will be developed to:a. Allow “scripting” of answers for the service reps. andb. Provide information directly to associates
The ability to track frequently asked questions so that:a. Standard answers can be developed to ensure consistency in responses, b. Future communications can be targeted at meeting these identified information needs.
Workflow Optimization Examples
Slide 17
Tasks, Global Cases, Anonymous caller
New Functionality Adopted By Nationwide
Slide 18
Provider group now defaults based on the agent’s PG instead of CTD combination. This will help better manage the cases. New business rule to make sure that the agent exists in only one provider group.
Redesigned CTDs from 400+ combinations to less than 200
Creating cases instead of using interactions using quick codes for better visibility, reporting and productivity
Business Process Changes
Slide 19
Keep: 360 degree view data is populated
using database links instead of integration for performance improvement. Additional fields to be displayed are also added
Action links to HCM on 360 Degree page prevents opening a case to view HCM data
Bulk notes – Application engine process to mass upload the cases into the system for situations like Open Enrollment
360 Degree page and case Audit Functionality to disable deleting case
notes after saving and exiting the case
Nationwide Customizations
Slide 20
Keep: (cont) Fulfillment processing – Case are created in CRM due to action
taken in HCM via Integration broker. Eg: Medical applications, Life insurance medical exam forms etc.,
Nightly Custom Reporting table with HCM and CRM data related to a case.
Remove: Correspondence Management related customization to handle
firewalls and printing multiple attachments Customized Worksynch process to process future dated new hires
New: Separate Tasks by Business Unit
Nationwide Customizations (cont.)
Slide 21
Bugs in delivered functionality – Quick response by Oracle in providing resolutions
Performance issues on case save and case search
Infrastructure related issues Resistance to change Aggressive time line
Challenges
Slide 22
Stakeholders What are the actions to take?
Core Team Team members are project ambassadors and need to publicly support the change. Concerns and questions should be vetted through team - keep a game face.
1. Set up a status meeting(s) with the HRIT team (Jagdish P.)2. Team Building activity – Clippers game June 143. Send the Requirements document to the team
HRIT Include in roll-out party1. Send a thank you
a. Note of appreciationb. Snack trayc. Be as collaborative as possible
Business Review/ Planning Committee
Share Engagement Plan1. Share Training Strategy2. Schedule Update meetings after Configuration and during UAT.
ASC Managers Connie B. & Mary B.
Share Engagement Plan and Training Strategy for input1. Give a demo of new features2. Train this group first3. Invite to roll-out party
Customers Inside article on upgrade?1. Phone prompt alert to upgrade’s potential impact on service time. 2. May need to close for a period to close and reopen cases for the conversion.
Provider Group Members
Schedule project update and new feature preview meetings1. Distribute poster – Elevator speech and new features list2. Communicate CRM Technology Strategy, introducing training3. Communicate training plan (Brent email)4. Schedule for training 5. Celebration – roll-out party
Change Management
Objectives: Users will understand and be able to
effectively use new system features and business processes that will be implemented with the upgrade
Users will have written documentation they can use to reinforce their classroom learning
Users will understand the implementation plan for new features and business processes are coming in phase 2
Users will be introduced to associate self-service
Training Strategy
Slide 24
Job Aids
Fast Forward to Today – Stronger & Better!
Improvements: System Performance & Reliability Reporting & Analytics Time Savings for Closing Cases Better Understanding of the System
Implementation – Lots of hard work to prepare and test, actual cutover very smooth.
So, How Did It Go?
Slide 26
12 sec to select Old CTD
5 sec to select New CTD
7 sec savings per Case - PPR
x 40-50 Cases per day
x 50+ Customer Service Reps
~ 4-5 hours per day (savings)
–
Example of 3 Hierarchical Fields on 1 Screen for
1 Process
Category/Specialty Type/Detail
10 sec savings per Case – Sol.
x 40-50 Cases per day
x 25+ Customer Service Reps
~ 2-3 hours per day (savings)
Driving Higher CSR Effectiveness
Impact of Partial Page Refresh & Solutions Changes
Slide 27
Implemented: Use Email Notification functionality that
improves productivity and one source for records
Enhanced Knowledge Management (Solutions)
Currency on Patches & Bundles – May 2011:
July 2011: Implement Self-Service Replace HR Help & Contact Center
Enhancements Post Upgrade
Slide 28
Building User Confidence
Further Solutions Enhancements
Email Response Management System
Chat Computer Telephony
Integration (CTI)
Future Potential Enhancements
Slide 29
Questions & Answers
Slide 30
Contact Information
Marie High
Bryan Hinz
612.964.5596
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