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Seminar C2 Moving from Transactional to Strategic

HR to Add Value to Your Business

MOVING FROM TRANSACTIONAL TO STRATEGIC HR

TO ADD VALUE TO YOUR BUSINESS

Mark Judd, VP, HCM Product Strategy, EMEA

Alison Cowdall, Senior Director HR Services, AstraZeneca

Helen Gowler, Global HR Technology Lead, Avon

Workday Confidential Your Success Is Our Success

Technology Designed for the Digital Age

One architecture

One community

One source of truth

One experience

One security model

One version

One Deployment model

Moving from Transactional To Strategic HR

Using Technology to Add Value Alison Cowdall- CIPD Conference October 2017

AstraZeneca – Who are We?

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59,700 employees globally; 13,700 in N. America

Focus on discovery, development, commercialization of primary/specialty-care meds

137 projects in clinical pipeline; 11 new molecular entities in late-stage clinical development or under regulatory review

Achieve Scientific

Leadership

Return to Growth

Be a Great Place to

Work

3 Strategic Priorities

Oncology Respiratory, Inflammation & Autoimmunity

Cardiovascular & Metabolic Diseases

Infection, neuroscience, and gastrointestinal

Opportunity-Driven Main Therapy Areas

A

7

The Problems We Needed to Solve:

Non Consistent

Global Processes

Payroll Accuracy

Multiple sources of

data

No consistent HR Metrics

Inconsistent Administration and Delivery

No seat at the strategic business table

Data gathering rather than decision making

Perception of Inefficiency

HR Technology Transformation Timeline:

Oct 2016

HCM Performance Succession

Launch My HR Advisory Teams July 20 – December 2016

Apr 2017

Jan 2016

Wor

kday

H

R F

unct

ion

May 2015

Advanced Comp 50 countries 2016

Recruiting 53 countries

Aug 2016

Nov 2017

Change Payroll arrangements – 73 countries January 2016 – November 2017

Deployment of Workday Time / Absence 58 countries October 2016 – January 2018

Recruiting 20 countries

Launch new Global Career

Site

Deploy Field Glass 9 countries November 2017 –

June 2018

Deploy SABA Cloud to all countries

Advanced Comp 23 countries

Jan 2017

9

HR….Possibly Too Exhausted to be Strategic………

10

Challenges of Transitioning to a Strategic Approach:

Change fatigue

Capability

Culture

Adoption of new

Processes / governance

Data Accuracy

11

Becoming a more strategic HR – Using Data

Execution Focused

Goal setting Linking reward

to performance Capability Gap

Development

Metrics Driven

Recruitment Performance

Employees with plans

Benefits Achieved

Financially Savvy

Manage spend in annual reward

Tracking of recruitment costs

Might seem like that sometimes

and comments questions

? ?

Confidentiality Notice This file is private and may contain confidential and proprietary information. If you have received this file in error, please notify us and remove it from your system and note that you must not copy, distribute or take any action in reliance on it. Any unauthorized use or disclosure of the contents of this file is not permitted and may be unlawful. AstraZeneca PLC, 1 Francis Crick Avenue, Cambridge Biomedical Campus, Cambridge, CB2 0AA, UK, T: +44(0)203 749 5000, www.astrazeneca.com

15

The Journey from Transactional to Strategic HR

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Helen Gowler

CIPD Conference

Who are we?

Our Vision

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Just 3 years ago

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What was the problem we were trying to solve

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No centralised

people analytics strategy

Missing or incorrect

data

Lack of core Global HR processes

Inconsistent definition of data fields

• Innovative, designed for speed, usability, flexibility

• Cloud-based technology, lower total cost of ownership

• Global source of truth for human capital management

• Actionable insight using sophisticated HR Analytics

• Constant innovation, new version every six months

• Intuitive user interface

What did we need?

HR Technology Timeline:

Oct 2015

HCM Comp 64 countries

Launch Global Data Governance Program

Mar 2016

Oct 2014

HR

Tec

hnol

ogy

Wor

kday

Apr 2014

Nov 2014

July 2017

Deploy case management tool with enhanced functionality

Launch review of Global HR Portal

Diagnostics for WF Planning, Recruiting, Learning solutions

Jan 2016

16 additional payroll countries

Advanced Comp 64 countries

Advanced Review of Scorecards and Dashboards

Workday Value Realisation Study

Global Talent Review and Succession Planning 64 countries

Performance Management 64 countries

Workday

Advanced Comp, HCM, Talent, Performance, Scorecards and Dashboards

Supporting Technology

Diagnosis of Workday Usage, Global Portal and Case Management Review, Advanced

Analytics, review of Payroll

Validation of findings and assumptions

Activities to support the implementation of our people strategy

Value Realisation of our core system of record Workday, deployment of core modules

Analyse which areas can improve in terms of business value and provide an enhanced associate experience

Investigate additional areas for future HRIS solutions, including portal, workforce planning, recruitment and learning platforms

Phas

e A

ctiv

ity

2014 - 2016 2017

Stra

tegy

* Names and roles in appendix

HR Technology Landscape: Where is Avon Cosmetics vs. High Performers

4

1

2

3

Leading Edge

Advanced

Emerging

Foundational

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50HR Strategy Alignment

HR Service Delivery Model

Talent Management

HR Technology Landscape

HR Business Process Definition

HR Data and Analytics

High Performers Maturity Score Your Maturity Score

Apply Business Judgement through Change

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Avon has outlined a high-level action plan to achieve leading edge

• Leverage full capabilities of insights, dashboards, worklets, alerts, reports, and harmonize the data model

• Drive evidence based decision making supported by robust reporting framework

Maximise the value of the people data

Unified Business Analytics Strategy

• Leverage Workday functionalities current suite and mobile • Assess other HRIS solutions to improve HR processes • Leverage single sign on to access Workday process

Enhance the Associate Experience

Integrated Associate Centred Technologies

• Harmonize processes with end-user lens: roles, responsibilities, governance • Leverage additional functionality to enhance the User Experience

Maximise HR strategic advantage with effective

process design HR Core Processes

• Review business process design to leverage self service: simple, predictable process and maximise functionality to store key documents

• Refine Global Security Model: simplify model and architecture; improve control and audit procedures; enable HR to access and view relevant data

Enable process and technology to support HR

future roadmap People Data Framework

and Service Model

Headline Actions Objective

Future Opportunity

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Questions?