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

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• 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)

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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)

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• 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

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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

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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

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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

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