1. Leveraging Oracle HCM Cloud for HR Transformation in Europe
The Road not taken?

2. Agenda HCM Cloud Basics HCM Cloud in Europe
The Essentials
Three Key items for Success
Key Lessons Learned 
Q & A Session

3. HCM Cloud Basics

4. Analyst view on HCM and SaaS Trends
Gartner is projecting the SaaS market will grow at a steady CAGR of 19.5% through 2016, having increased the forecast slightly (.4%) since its latest published report
Gartner is projecting a $10 billion HCM market by 2015, with $4 billion in talent management, 75% of that market coming from SaaS.
IDC's revenue forecast for worldwide HCM market is $11 billion in 2016, growing at a compound annual growth rate (CAGR) of 8.1%.
Market data and trends show that the HCM market is predicted to grow rapidly in the next few years

5. Target Customer for HCM Cloud
HCM Cloud Basics
Why HCM Cloud
Quicker ROI
Reduced and Predictable IT Costs
Considered as a “successor” for Oracle EBS and PeopleSoft HCM product
Hassle free upgrades
Reduced Upgrade risk and downtime
Stay current – utilize latest functionality
Target Customer for HCM Cloud
Number of Employees < 15000
Multi country companies with small population in each region
Customers with multiple and isolated HR systems
Existing Oracle Customers interested in better Talent and Compensation product
Customers looking to improve user experience – Social, Mobile and Analytics
Have limited budget for hosting and licenses
Willing to adopt best practices and align with product features

6. HCM Cloud – Advantages More resources required in On-premise vs Cloud
Go-Live takes longer in On-premise vs Cloud
New Releases/Upgrade adoption is much later for On-premise
Infrastructure is Oracle Cloud Service Managed in Cloud, thereby reducing resources

7. HCM Cloud in Europe

8. HCM Cloud trends in Europe

9. Three Key Items for Success

10. The Three Key Items for Success
What we discovered is that there are three Essential items:
Maturity & breath of the Product
Global adoption
Stick to the standard and take advantage of upgrades
Consider this a journey of enhancement & improvement
Maturity of the Implementation approach
Getting this up and running is fairly simple
Address the connection in your wider IT environment
Address the internal Maintenance & Support
Maturity of the organization
Cloud requites adoption to the standard
Align your Operating Model
Apply a strong Change Management support

11. The Essentials

12. Product : Oracle HCM Cloud

13. Implementation Methodology: HCM Cloud Methodology
Cognizant leverages proprietary Oracle Cloud Implementation methodology which has been successfully used in Cloud based rapid Implementation of HCM Cloud projects and is aligned to Oracle’s OUM methodology.
Diagnose (Assess, Finalize Scope & Plan)
Solution envisioning workshops conducted with
stakeholders to understand scope, critical success factors and gather requirements.
AccelHRate
Diagnose
Simulate
Validate
Deploy 1 2 3 4
Simulate (Process Map & Build)
Business process flows are mapped to Oracle HCM Cloud to identify, prioritize and estimate Gap & conversions needs.
Validate (Test & Reconfigure)
System Integration and User Acceptance Testing is performed to ensure that the solution meets the business requirements.
Deploy (Transfer & Train users)
System is deployed for business users. End User Training is conducted and provides detailed cutover and rollout plan, validates production instance and ensures operational readiness.

14. Implementation Methodology: Pre-Configured Solution
Head Start with Oracle + Cognizant
Other SI
Oracle HCM Cloud +
Cognizant Advantage
Client specific requirement
Recruiting
Cognizant’s IP
Accelerate Time to Value
Reusable Processes &
Templates
PeopleSoft Connect
Value Added Services
Learn
Reduce Program Risk
Core HR
Process Modeler
EBS Connect
Dashboard & Reports
Compensation
Adopt Industry Best Practices
Benefits
Seeded Configurator
Taleo Connect
UPK Kits
Talent Management
Increased User Adaptability
Migration Assist
1000+
Test Cases
Time and Labor
Align with HR Transformation
Accelerate
Integrate
Deliver
Payroll

15. Change Management: Organizational CM Framework
The Cognizant OCM framework incorporates four change domains supported by key enabling elements
Stakeholder Mapping & Analysis
Cognizant’s Organization Change Management Framework
Change Vision, Sponsorship, Executive Alignment & Program Governance
Stakeholder Management Plan 1 2
Change Agent Identification & Network
Change Strategy & Leadership
Stakeholder Management & Communication
Change Management Strategy and Plan
Communication Strategy, Planning and Delivery
Managing Organizational Change
Baseline / Iterative Change Assessment
Organization Impact Assessment
Active and visible executive alignment & sponsorship
Tight collaboration between business operations and the project team
Effective communications
Dedicated Change Agent Network
Initial Change Impact Analysis
Organization Design Requirements
Macro Level Organization Structure
Job Impact Analysis
Micro Organization Structure and Job Design 3
Knowledge Transfer Management 4
Skills Management
Organization Design
Future State Governance
Skill Gap Assessment
Transition Plan / Roadmap
Training Delivery Strategy 15

16. Change Management: Framework contd..
Cognizant’s OCM framework is flexible and can be customized to fit customer specific needs
Offerings
Objectives
Assess the organization’s aptitude for change
Develop recommendations to guide the design of a change program to transform culture to the desired state
Identification of key stakeholders
Understand Stakeholder requirements and preferences
Establish change agents within the organization
Ensures adequacy, timeliness, consistency and the context of communication is maintained
Establish a two-way communications network
Develops targeted communication to stakeholders with varying degree of change buy-in
Impact assessment across people, process and technology dimensions
Identifying and prioritizing the identified impacts and developing necessary litigator steps
Assess organizational structure impact
Organization structure to operate after the change?
What roles / responsibilities will be changed or eliminated
Gauging the skill gaps in impacted resources that will affect their performance post change
Developing a comprehensive training plan an associated material based on the skill gaps identified
Organizational Change Readiness Assessment
Illustrative Solution Set
Stakeholder Analysis & Management Planning
Communication Strategy, Planning and Delivery
Change Impact Assessment and Analysis
Org Design & Governance Model
Skill gap assessment & training needs analysis 16

17. Examples & Solutions
Lessons Learned

18. Example Project Timelines
Implementation
Upgrade
Go-Live all 6 Countries
Goal Management
Performance Management
Talent Review
Compensation Management
OTBI for HCM
Wave 1 – Core I Netherlands
Wave 1- Core Rollout
Wave 2 Roll-out Talent
Functional Areas
Month 5
Month 4
Core HR, ESS/MSS
Profile Management
Absence Management
Payroll Extract
Rollout to 5 Countries*
Payroll Extracts
Extend functionality
Stay with latest release
Prepare for future upgrades
Enable internal IT team for support
End to end testing of business processes
Release 7 Upgrade
Month 6
* Roll-out Countries: Spain, France, UK, Italy, Germany

19. Our Success Factors
Third party vendors to be made aware of project timelines and expectation from them during the project lifecycle
Establish a streamlined service resolution process with Oracle
Willingness to change the current way of working with HCM Cloud delivered processes without the need for heavy customization
Openness to look at alternative solution/workarou nds is desirable
Ensured that SMEs and Business leaders define the overall solution which should then be validated only for legislative compliance with other countries. Communications strategy and sponsor should endorse this approach
Prep the customer (cloud understanding, global design, product limitations, dependencies)
Helped them identify key roles and our expectations from them during project
Helped them plan for additional phases, post warranty support and end user trainings well in advance
Manage external dependencies well
Expectation setting
Centralized decision and design
Adopt consultative approach

20. Key Lessons Learned Key Lessons Learned 1 4 2 3 5
Limited availability of environments in SaaS Implementations
Ensure minimal overlap of phases
Plan Production to Test cloning for critical phases of projects (.e.g. CRP2, .SIT, UAT, Upgrade)
Start configuring Enterprise Setup on production post CRP2 or post approval of To-Be Process Model
Don’t underestimate data migration esp. historical data
Small upgrade window
Small window (5-6 weeks) available for end to end upgrade - hence it is critical to prioritize, validate and roll-out new functionalities
It is important to evaluate results of test plan immediately after upgrade and liaise with Oracle for resolution at an early stage 5 4 1 2 3
Key Lessons Learned
SMEs buy-in and period reviews
Ensure that client keeps Worker council involved and updated with the progress of the project to ensure their buy-in to the solution
Keep ~2 months for end to end rollout for each set of countries
Oracle Releases newer version every six months
Before starting the implementation, get all details of new releases in HCM Cloud space from Oracle and plan implementation accordingly
Importance of Data Privacy
Involve customer legal experts at an early stage of the project and also ensure Customer PMO arranges for necessary design/CRP/UAT sign off from their internal legal team

21. THANK YOU