1. HCM Transformation Initiative Update
Wharton School
Staff Meeting
HCM Transformation Initiative Update
Date: 2/27/2018

2. Agenda Topic HCM Overview – Trudi Sippola
Penn Employee Solution Center – Claudia Quinton
Update – Julie Shuttleworth
Change Management – Trudi Sippola
Fireside Chat - Q&A - Thank You and Stay in Touch

3. HCM Overview
Trudi Sippola, Project Lead – Change Management

4. Overview – One Project/Two Workstreams
HCM Transformation Initiative
Service Delivery
Penn Employee Solution Center
Improve people-centered services
Consistent, up-to-date responses to FAQS
Strategic
People-centered
Transforms how we do our work

5. Penn’s Transformation Challenge – HCM Transformation Initiative
Human Capital Management (HCM) represents the end-to-end processes related to managing people resources and support core functions for “hire to retire” and beyond.
Embrace change to foster excellence as a
change-agile” organization
Engage the energy and passion of Penn around a shared vision and commitment to:
Excellence
Inclusion
Service
HCM
University-wide
Scope
Recruitment
& Hiring
Payroll
Personnel
Admin
Benefits
Compensation
Time
Management
Faculty
Talent
Large Scale
Transformation
New HCM Workday System
New Work Processes
New Service Delivery Model
People /Role Alignment
Penn Employee Solution Center
Penn’s HCM project is a large scale transformation – it offers us all a chance to embrace change – to become more change agile.

6. Why are We Changing? What’s In It For Me? (WIIFM)
A Compelling Business Case
What’s In It For Me? (WIIFM)
Need to replace aging systems to reduce security, expense and compliance risks.
Continue to be an employer of choice offering modern and efficient resources to our people.
Penn staff say “we love Penn but dislike our tedious work processes.”
Simplified, integrated processes will improve data accuracy and informed decision-making
Reduce staff time on transactional tasks so we can focus more on valued-added work, mission-driven efforts and strategic support.
Change is unique and personal for each of us.
A few thoughts:
Opportunity to learn modern, agile cloud- based integrated system to stay current in your career
An enhanced Penn employee experience – direct access to information anywhere, anytime on any device
Greater University-wide career mobility and opportunities through digital literacy and knowledge of the same system used across Penn
More opportunity for collaboration and growth across Penn

7. High-Level Timeline 2017 2018 2019 2020 Plan & Architect Wave 1 Wave 2
Solution Center 1.0 Live
Workday Wave 1 Live
Workday Wave 2 Live
Initial Focus of Expertise
Core HCM
Recruitment
Compensation
Leave Administration PTO, FMLA, Disability Leaves
Time Reporting
Payroll Change in amount, errors in payment, pay dates
Staff and Labor System usage, policy and procedure
Core HCM
Academic Unit
Payroll
Benefits
Compensation
Time/Attendance
Absence
Recruiting
Onboarding
Performance
Talent
Learning
Effort Reporting
This detailed look at the timeline shows the current plan for Phase 4 milestones.
Service Desk 1.0 – January 2018
Workday Wave 1 go live – January 2019
Workday Wave 2 go live – January 2020
During the Plan & Architect stage, we’ll more clearly define what is included in Wave 1 and Wave 2

8. Penn Employee Solution Center
Claudia Quinton, Project Lead - Service Delivery

9. What is the Penn Employee Solution Center?
Vision
Build a hub providing answers to the Penn community as well as school and center business partners
Provide faculty and staff with best-in-class customer service and timely resolutions
Build an integrated knowledge base for the Penn community
Provide an irresistible customer experience
Areas of Initial Focus
Compensation
Leave Administration PTO, FMLA, Disability Leaves
Payroll Questions about changes in amount, errors in payment, pay dates
Recruitment
Staff and Labor System usage, policy and procedure
Time Reporting eTime, PTO system

10. Early Adopter Organizations
Solution Center Launch and Rollout
Early Adopter Organizations
Division of Business Services
Division of Finance
Division of Human Resources
Division of Information Systems & Computing
Office of Development & Alumni Relations
School of Arts & Sciences
School of Nursing
School of Social Policy & Practice
Future Adopters in 2018
Incremental releases expand audience, topics, and communications channels
Service to all employees regardless of their school or center or inquiry type.
New hires given the Solution Center contact information in orientation materials.
Schools and centers will receive substantial communications support for formal rollouts .
2017
2018
2019
2020
Solution Center 1.0 launched 1/29, covering existing systems.
Wave 2 – 5
March – July
2018
Solution Center transitions to support all functions within
With Workday Wave 2 go-live, Solution Center expands to include new functions.

11. Project Update – Workday@Penn
Julie Shuttleworth, HCM Program Director
Functional Team Lead

12. Workday@Penn Guiding Principles
Think “One Penn”
Keep it Simple
Adopt, Don’t Adapt
Innovate and Improve
Strive For Clarity
Be Accountable
We will implement these standard, best-practice processes and procedures with a focus on what is best for the Penn Community as a whole. Through standardization we will simplify cost structures and delivery of services to our internal and external constituents and demonstrate accountability to end users.
Guiding Principles in Action during Business Process Design Sessions
There are six principles that will guide us throughout this project:
Think “One Penn”
Do what is best for the University, not just for one school or center
Be transparent, collaborative, and inclusive
Adopt, Don’t Adapt
Change the HCM process, not the software.
Any HCM software customization should deliver 10x value to cost.
Keep It Simple
Minimize the HCM data entry and modifications of the same information and shared data fields in multiple systems.
Utilize one HCM technology to enable efficient and uniform processes
Be Accountable
Every HCM data source, process, procedure, and policy requires an owner.
Strive for Clarity
Agree on consistent HCM terms, such as headcount or employee transfers.
Innovate and Improve
Consider new approaches and ideas.
Monitor and measure HCM services for quality and efficiency, and take corrective action if needed.

13. Other members of the Workday higher education community
What Is Workday?
Workday offers…
A cloud-based integrated system that manages HR, payroll, and other HCM-related processes
Enterprise-class security with 24/7 access to information
Modern, agile technology
Real-time analytics and user friendly
After a rigorous selection process, Penn selected Workday as our HCM software provider.
We’re excited to be partnering with the leader in human capital management applications.
Other members of the Workday higher education community
Brown  Yale  Cornell  NYU  University of Chicago  USC  Georgetown  and more

14. Current Phase: Configure and Prototype Activities
Design workbooks that were created during the Architect phase will now be used to build business process flows, security roles, supervisory organizations, and other requirements that create multiple, secure prototype tenants in Workday’s cloud computing architecture.
Architect
Configure and Prototype
Test
Deploy
Build and Refine Prototype Tenants
Pennworks Data Cleaning
For Julie: Suggested Talking Points
Provide an overview of key activities in C&P from a functional perspective; last two items are provided as illustrative CM activities that we will go into further detail later in the presentation. Give context for this phase as needed.
Communications/Meetings
Organizational Readiness Activities

15. Workday Fundamentals
Business Process Grouping of tasks that are processed for a particular action (i.e. hire, job transfer, name change, etc.)
Security and Roles Used to determine what access is granted to users for task processing, data viewing, and report generation.
Supervisory Organizations Used to group job and workers for various purposes, including processing and reporting. 1 3 2
Keep brief for now – will cover in March Core Concepts webinar. Focus on suporgs for key decisions and the hierarchy tool intro

16. 1 2 3 Key Supervisory Organization Decisions
All workers will be hired into a position within a supervisory organization.
Multi-manager supervisory organizations will be allowed in Workday.
Existing HR Manager Hierarchy tool will be expanded for non-staff, with data used for Workday supervisory organization conversion and/or creation.
For Julie: As part of your talking point for each decision, you could include the relevance (the “so what”) for the Penn Community of each decision—we can then fold this type of information into future presentations.

17. Workday Supervisory Organizations
Supervisory Organizations provide the foundation of the hierarchy structure
Each Supervisory Organization consists of:
A unique org name
A manager
Employees that report to the manager
Supervisory Organizations provides structure for how:
Employees are organized
Business processes are routed
Data is connected

18. Capturing Supervisory Data for Conversion
Supervisory data will be converted from HR Manager Hierarchy tool
Previously used only for staff in support of performance appraisal process
Tool has been expanded to capture supervisor information for all active employees
Data has been preloaded from Salary Increase Modeling and eTimesheets as a starting point for non-staff
HCM team will send out communications to change leads to coordinate updating of hierarchy for conversion cycles
Team will also supply a list of current hierarchy tool users in each School/Center
Here’s how you can help: We need to expand the hierarchy tool used for staff to all employees. Your help is needed with this to create the supervisory orgs in Workday.
Julie – decide if mention legacy system data cleanup and mail code small projects to help with transition.

19. Academic Units Allow us to: Track academics and their appointments
Primary and secondary appointments
Named professorships
Track visiting scholars as affiliates
Drives academic appointment business processes
Assignment of security roles (separate of security on the Supervisory Organization)
Direct relationship with the Supervisory Organization for routing in Staff Business Processes
Allowing for position changes to be initiated based on changes in rank
Academic Unit Hierarchy
Subtypes – Center, Department, and Institute

20. Cost Allocations
The Org, Fund, Program and CREF segments of the budget code will need to be entered
BC will be inferred by the FUND (same as in Hyperion)
CNAC will be inferred by the ORG
Object code will be determined automatically by the worker and earning type details
Implementation of cost allocation involves custom orgs/fields so that any future implementation of Workday Financials is not impacted

21. Successful Change Requires Two Sides
Technical Side
People Side
Design
Deliver
Develop
Embrace
Use
Adopt
Current State
Transition State
Future State

22. Change Management Overview
Trudi Sippola, Project Lead – Change Management

23. Change Management Overview
The application of a structured process and set of tools for leading the people side of change to achieve a desired outcome.
A leadership competency
A strategic capability to increase change capacity and responsiveness.
What is Change Management?
Embrace change to foster excellence and innovation as a “change-agile” organization in service to Penn and its people
Integrate the “people side of change” with project management to drive results
Actively engage the Penn community in a large, complex, and highly “people dependent” transformation
Ensure adoption, utilization and proficiency with Workday and the Penn Employee Solution Center
Objective: Enhance the Penn Employee Experience

24. Why is Change Management Important?
It is the bridge between a quality solution and benefit realization as individuals embrace and adopt the change from current state to desired future state
Organizational change requires individual change
Organizational outcomes are the collective result of individual change
We apply change management to realize the benefits and desired outcomes of the change vs just installing a new solution
HCM is Transformative for Penn
The way we do work changes with a new modern system, processes and roles
Preparation for change is necessary
Current State (Today)
Future State
(Tomorrow)
Transformation
Bring home the difference between just installing a new system with training and tips and realizing the benefits and desired outcomes of a transformation project.
CM is needed and preparing for change is essential.

25. Penn Engagement Framework
Engage hearts & minds
People-Centered Transformation
Continuous
Learning
Collaboration
Empowerment
Innovation
Build new capabilities
Career mobility
Workday is iterative!
Work across boundaries
Share knowledge
Mobility on any device
No hassle self-service
Modern, agile technology
New efficiencies

26. Stakeholder Assessment
Change Management Tools and Activities
Align Leadership
A Change Readiness Assessment uses periodic surveys to document a baseline and provide regular pulse checks that will assess how ready stakeholders are for Workday.
Change Readiness
Change Network
Change Networks utilize key stakeholders to deliver and drive change activities and reinforce communications to their respective areas within the organization while providing feedback from their respective groups.
Facilitate
Change
Agents
Stakeholder Assessment
The Stakeholder Assessment is a key input into the Engagement and Communication Plans, which will ensure that the right people are engaged and receive the right information, at the right time, in the right way.
Climate / Behavior
Engaging & Enabling
Implementing & Sustaining
Leadership buy in drives change management from the top down and supports adoption across the Penn Community.
Drive
Translate
Share
Communicate
Coach
Training
Change Impact Assessment
End user training will provide users with a learning experience tailored to their future use of Workday. This blended learning approach will utilize diverse methods, tools, and platforms to provide process and role-based learning experiences that fit the needs of users.
A Change Impact Assessment identifies what is changing and who is impacted as a result of Workday HCM’s implementation, along with the degree of change anticipated.

27. Our Partnership – Structure & Roles
HCM Overview
Serve as a focal point for planning, small projects or data related requests, emerging issues, feedback and questions with the HCM team
Identify others locally who can help with specific requests when needed.
How You Can Participate Now:
Expansion of the hierarchy tool for supervisory org development
Penn Works legacy system data clean-up to ensure a smoother transition
Mail Code clean-up to prepare for Workday
What’s Coming Next:
Complete the brief on-line Change Readiness survey for those impacted by Workday to help guide plans to support your communication and training needs.
Each local team has a primary liaison or
Local Change Agent Lead (L-CAL)
Executive Sponsors
Steering Committee
PMO
Technical Team
Functional Team
Change Team
Service Delivery Team
HCM Change Agent Network
Local Project Lead(s)
(VP or Vice Dean level)
Local Change Agent Lead
Local Change Agents(s)
Your Local Audiences

28. Communication to Support Change
Awareness
of the need for change
Desire
to participate in and support the change
Knowledge
on how to change
Ability
to implement changes on a daily basis
Reinforcement
to sustain the change
What’s changing?
Why is it necessary?
What are risks of not changing?
What are benefits of the change?
What’s in it for me?
How will my job change?
How will processes change?
What processes are changing and when?
What do I need to know/learn to be successful?
What training is required?
Will I have the tools and access necessary to do my job?
Who can answer questions?
How will barriers be removed and problems solved?
What resources are available to support new processes and behaviors?
How will we celebrate success?
How will we continue to improve?
This detailed look at the timeline shows the current plan for Phase 4 milestones.
Service Desk 1.0 – January 2018
Workday Wave 1 go live – January 2019
Workday Wave 2 go live – January 2020
During the Plan & Architect stage, we’ll more clearly define what is included in Wave 1 and Wave 2
ProSci ADKAR Model: The People Side of Change

29. Thank You Stay up to date with HCM activities
Website
HCM Primer
FAQs
Team Member Bios
HCM Update, monthly e-newsletter and archives. Subscribe from the website
Contact your local Change Agent Network
the HCM team

30. Fireside Chat Q&A