Erin Govednik, Cox Communications - Speaker at the marcus evans HR Technology Summit 2012, held in LAs Vegas, NV, delivered her presentation entitled Two Steps Forward and One Step Back: The Real Path of HR Metrics and Analytics

1. Two Steps Forward & One Step Back:
y
The Real Path of HR Metrics/Analytics
Erin Govednik
Executive Director, HR Technology
November 12, 2012

2. AGENDA
• Cox Communications Overview
• Steps Along the Way
• What’s Next?
• Discussion/Wrap-Up
2

3. Cox Communications: Who We Are
Lines of Business
Cox Digital Telephone, Cox High Speed Internet, Cox TV
Cox Business & Cox Media
3

4. Cox Communications: Who We Are
• Third largest U S cable TV company
Third-largest U.S.
• 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
• Serves 275,000 business customers, driving $1 billion in revenue
• More than 20,000 employees nationwide
• Total Revenue: $9 billion in 2011
• In kind & direct cash contributions that total tens of millions
In-kind
4

5. Cox Communications Locations
New England/
Kansas/Arkansas/ Cleveland
Las Vegas Omaha/Sun Valley
Virginia
California
C lif i
Oklahoma
Arizona
Greater Louisiana
Florida/Georgia
5

6. People Strategy
To create one universal employee experience to
prepare a skilled engaged and motivated
skilled, engaged,
workforce through:
– Efficiency
– C bili
Capability
– Affiliation
6

7. Technology Implications
• Practices and tools that are simple, reliable,
and convenient
• Employee and Manager self-service that allow
for transaction efficiency and capturing data
closest to the source
• Integration of data and p
g processes across the
entire employee life cycle
• Leading-edge technology that meets the
expectations of our workforce
• Ease of support/maintenance for HR tools
7

8. HR System Diagram 2002
manual
PeopleSoft
Payroll Social Query
Report to Security Employee
CEI SSN File People SMART
Cox Admin
Peoplesoft Affirmative
Cox Career Network
Benefits Action
Admin CCISSNLS.SQR
Annual/Manual PeopleSmart Intranet
k
Page e Lin
FTP CCI HRIM bas
Data Cyber Check
File CCICEI.SQR
Nightly/Scheduled
Payroll
CCIGL.SQR Expense Data FTP Checks to
Dare to Dream (GTL Work J.D.Edwards
Biweekly/Manual garnishment
Table in PS) (Financial
vendors
Database Link Reporting)
Leader Source
FTP CCIGARN.SQR
Biweekly/Manual
Garnishment
Vendor
Payments
FTP
Virtual Table/ Manual Database Link CCI Peoplesoft 7.5 HRMS
Update
FTP
CCIKRON.SQR
Nightly/Scheduled
Ni htl /S h d l d
catl0x13
Databa
se Link
Employee Demographic/Payroll
Datafile
(updates sick, Vacation, PTO)
F TP
- Appro
ved Com
mission
s Sales Tracking and
Commissions System
Icoms
(2 PS Tables - Employees &
Picks up new hies, transfer etc. & puts CCIPAY003.SQR Commissions Table)
Kronos Libraries them into the correct Krnos Library Biweekly/Manual
EE Check/
Fed Ex Address Advice Data
ADP Software
Labels ADP Print
Checks to
Biweekly.manual Services
EE's and
Timepost CCI Payload.SQR Mailing Labels Locations
Alpharetta, GA
p ,
Interface File Biweekly/ Manual
Intranet Page
Timepost CCIADPTAX.SQR
Interface File Biweekly
Periodic/biweekly Tax Data ADP Tax
Biweekly Time Manual
Timepost Services Federal &
Post Process
Interface File State
Quarterly/End of year ADP Tax Software San Agencies
Dimas, CA
Pay036 SQR CCIEIS.SQR CCIEIS.LIS
Biweekly/ Manual Biweekly/Manual EE Payroll Network Drive
ADP
Data Map
(Monthly)
New
N (ADP
Hires Biweekly format)
Compensation FTP
CEI Network Server TPA - 3rd
Data
Email, Diskette party vendors
(Monthly)
CCIDDP01.SQR
Biweekly EE Daily/Manual Off Cycle
State of Positive Pay
Georgia Job Data ProComm+
Cox U $
Connections
Manual Inport Bank Files
Overwrite Data Valid Checks/Direct
Biweekly Manual
Deposits/ Wachovi
W h i
Distribute to a
Positive Pay for on- $
other states
Security Systems cycle
with EE;s
Mercer Prism Intranet Page
Bank of America
8

9. First Step: (2001-2004)
Symptoms:
• Conflicting answers given for HR data
• Difficulty
Diffic lt doing an reporting
any
• Disconnected systems (if they existed at all)
• No common definitions for metrics
• Thousands of queries from core HR system
9

10. Roadmap Ahead
First iteration of
initial HRMS
long-term plan
(July)
2002 2003 2004 2005 2006 2007 2008 2009 2011/12
• PS Upgrade 7.5-8.3 (included
eProfile/ePay)
• Initial eRecruit rollout (’03)
• Authoria implementation (’03)
• Business
Objects
implementation (’04)
• eComp Manager Desktop (’04)
( 04)
•Cox U (PeopleSoft Enterprise Learning
Mgmt.) implementation (’04)
10

11. Second Step: (2005-2010)
Symptoms:
• Desire for more data
• Proliferation of ad hoc reports from BI tool
• Tweaking of standard reports with common metrics
• Difficulty articulating key metrics
• Most data used by HR for HR
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12. Roadmap Ahead
Second 3-5 year
p
plan began
g
(March)
2002 2003 2004 2005 2006 2007 2008 2009 2011/12
•Rollout of eCompensation to systems (’08-’09)
•Variable Compensation rollout (’09)
•Moved from Business Objects
• PS Upgrade 8.3-8.9 (2005-2006) to OBIEE (7/09)
• myHR Portal (2006-2007)
•CAAMS Affirmative Action Planning Tool (3/10)
• Time & Labor project (’07-’08); Capital
labor enhancements (’08-’09)
• Authoria Upgrade/MSS (’07-’08) • HR Dashboard Rollout ( 10)
(’10)
• Manager Self-Service Rollout (’07-’08)
• ePerformance project (9/07-’10)
•Added Cox University data to OBIEE Data Warehouse (antic. live
8/10)
12

13. HR System Diagram Current Final Report
Employee / /Manager Self Service
HR Data
Warehouse/
(OBIEE) Updates
• Reports
• Analytics PeopleSoft ERC
Mercer Prism • Ad Hoc capabilities • Recruitment
• Security Pre- Screening
• Market Pricing
• HR • Employee Self Service
• Census Data Manager Self Service Oracle Financials
•
• Recruiting Workforce Planning/Recruiting
CEI Benefits • Time • • GL Data
D
Maintain Personal Data • EE Data
• Payroll
• Maintain Job Data
• Base Benefits for • Compensation
H&W plans Training • Competency Management Authoria
• Benefits Time and Labor
Administration
• Manage Performance & • Objectives
• Rewards • Measuring
Administer Base Benefits Competencies
•
Administer W kf
Ad i i t Workforce
• Manage Payroll Process (incl. Sales
Vanguard interface to ADP)
• Oracle
• 401k Regulatory Reports Incentive
Comp
PeopleClick
• Affirmative Cox University
p
Action Reports ADP
Payroll Tax Filing
TALX
ValuePay
EE Verification UNUM Arbita
Off Cycle Check Job Board
AD Print •
EE Data to Unum Aggregator
User Authentication Oracle Web
Center
• EE Portal
13

14. 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 only available
• Operational metrics/reporting is simpler but still needs
enhancement
• Able to connect employee life cycle and non-HR data
• Desire to move to more predictive analytics
p y
14

15. Roadmap Ahead
Updated HR
Technology
gy
Plan
Developed
2002 2003 2004 2005 2006 2007 2008 2009 2011/12
•Updated Executive Dashboard (’11)
•Analytics Assessment
A l ti A t
•Planning for HR Transformation ahead
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16. Executive Dashboard
Phase I
Business Metrics
HR Strategies HR Initiative Metrics
Strategies Count
Delivered
Superior
S i Employee Standardization and
Customer Capability & 8
Efficiency
Service Engagement 82
Culture of Trust 4
Retention Strategies 70
Optimum
O ti HR Service
Delivery, Standardization And
Structure & 29
Workforce Efficiency
Process
Analytics, & 33
Organizational
Effectiveness Culture of Trust 4
Robust & Rewards And
Engaging People Practices 4
Recognition
Services & Tools to Support
15
Growth Technology Tools 2
Employee
9
Development
Growth &
Leadership Talent Talent Pipeline 5
Management
16
Talent Acquisition A d
T l tA i iti And
11
On-boarding
146
16

17. 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
Predictive performance affect the business Impact: Predictive Modeling
Modeling outcomes? •predicts future behavior;
generates significant insights
• Correlations between improved
talent
t l t & market share, sales, profit,
k t h l fit
etc.
Talent
– Effectiveness – how much did the talent
improve because of the intervention?
p Effectiveness: Trend Analysis
Trend
T d
Analysis • Quality of hire looks for patterns; moderate
insights
• Validity of assessments
– Efficiency – how much of something HR Practices
you get for the investment
• Cost-per-hire
Metrics • Time-to-fill Efficiency: Metrics
• HR staffing ratios •slices & dices current data; limited
g
insights
• C t per assessment
Costs t
HR Investments
17

18. Discussion/Wrap-Up
p p
18