Description
Journey to building a world-class HR business intelligence capability and organization that is scalable and sustainable.
January 2010
What is IT?
· Tactical:
– Simpler, quicker, more accurate access to HR data
– Reported in a way that supports critical business decision making
– Emphasis on insights to drive rapid operational savings
· Strategic:
– Creative insights derived from predictive modeling and scenario planning
– Actionable insights to strengthen decision making and reinforce innovation
What is it?
· Understand workforce and labor effectiveness:
– Cost Reductions:
· Labor cost reductions (5-20%*); identify labor cost levers to focus on to drive
savings and headcount efficiencies
– Performance Improvement:
· Increase productivity (15-20%*); Improve retention of high performers (4-50%*);
Increase employee engagement (positive correlation to revenue and customer
satisfaction); Reduce risk events and non-compliance reductions
– Operational Savings:
· Leaner and more targeted HR organization with $$M savings annually from
retention (4-50%*), relocation, recruitment (25-55%*), training (20-50%*), etc.
What value?
· Time to value
– Requires rapid start to support current cost reduction and revenue protection efforts
– Longer term savings require infrastructure capabilities to derive insights
· Support Global organization change in process
– Requires standardized and single view of HR data to measure human capital link to
business results
Why now?
* Based on Accenture results with other clients
How do we talk about IT?
· HR Business Intelligence Program
· Quick Wins/Segment Learnings
· Foundation/Technology/Infrastructure
· Blueprint
· Data/Information
· Reporting/Metrics/Analytics
· Modeling/Predictive
· Business Intelligence Competency Center
· Analytics Adoption
3
Our journey to building a world-class HR business intelligence capability and organization
that is scalable and sustainable.
H
R
B
u
s
i
n
e
s
s
I
n
t
e
l
l
i
g
e
n
c
e
Basic Developing Defined Advanced Leading
HR Business Intelligence Capability
In addition to
periodical reports,
management utilizes
data to test
hypotheses and
improve the quality
of business
operations
HR analytics are not
used in business
operations
HR analytics are
used on an ad-hoc
basis to improve
business operations
The organization
produces periodical
reports which
management uses
in decision making
Sophisticated
predictive modeling
is used in scenario-
based analysis; data
points management
to opportunities for
improving operations
and mitigating risks
The Journey
How many people left? Who left? Did the right people leave? Who is at risk of leaving? Who should we hire?
Unplanned Top
Performer Attrition
Risk by Department
An Example – Attrition Analytics
Basic Developing Defined Advanced Leading
Limited value. Allows for
enterprise snapshot and
simple trending. Little
granularity of reporting.
“Not the whole story.”
Identify clusters of
planned/unplanned
attrition and enable deep-
dive analysis. Search for
specific drivers of “good”
and “bad” attrition
(incentives, leadership,
career development, etc.)
and actively adjust /
reinforce strategy.
Calculate historical
Attrition Performance
Ratios (i.e. loss of low
performers to high
performers) at multiple
org levels. Focus on
areas/people with low
ratios to help drive
behavioral change and
drive smart retention.
Develop Attrition Risk
Profiles for critical
workforce segments.
Predict attrition of Top
Performers, evaluate the
impact of that attrition
against predicted labor
market scenarios, and
determine cost/benefit for
specific interventions.
Calculate attrition risk
profiles for all candidates
prior to hiring. Optimize
hiring strategies by
addressing attrition
proactively at the point of
hire, rather than
reactively at the point of
employee departure.
Business Value Generated
Attrition by
Segment/Department/
Job type/Position
Planned/Unplanned
Attrition by Segment/
Department/ Job
Type/Position
Attrition Performance
Ratio by Segment/
Department/ Manager
Attrition Risk Profile
by New Hire Candidate
Basic Developing Defined Advanced Leading
R
e
p
o
r
t
/
M
e
t
r
i
c
D
a
t
a
R
e
q
u
i
r
e
d
·Currently reported
using manual and
local automated
processes
·Data available today
via SAP BW
·Requires planned/
unplanned calculation
in Cognos
·Requires integration of
Engagement Survey/
Exit Interview data
·Further integrate Labor
Market data to
evaluate replacement
risk/cost in critical
workforce segments
·Requires integration of
Performance
Connection Data
·Requires calculation of
Attrition Performance
Ratio in Cognos
·Requires development
and integration of new-
hire pre-screening test
·Track performance and
create a feedback loop
to optimize test results
over time
An approach – The first steps
The Walt Disney Company
Program Background, Objectives, and Approach
· TWDC HR has invested in Enterprise applications to separately support functional requirements. This has
resulted in loosely integrated HR applications - each with its own reporting tool
· Today our systems allow us to answer simple targeted questions focused on specific HR functions. This has
limited value and does not allow us to easily answer strategic questions that require a comprehensive view of
data.
· Multiple, manual databases with many reconciling steps required to answer most business questions
Background
Overall
Program
Objectives
· A single Business Intelligence environment with comprehensive data and robust tools to support data-driven
decision making
· Develop infrastructure that supports Enterprise and Segment requirements
· Drive cost savings through reducing duplicate work and manual reconciliations
7
Approach
Release 1
Quick Wins
Diversity Dashboard
Leadership Reports Dashboard
Benefit:
Gain lessons learned through “hands-on” development
Great communication tool in describing the value of BI
Achieve value as we grow with analytic maturity
Workforce Analytics
Foundation Phase I
Workforce Strength
Talent Development
Talent Retention
Talent Acquisition
Workforce Compensation
Foundation Phase II
Talent Development
Talent Retention
Talent Acquisition
Benefits:
Enterprise HR Data Warehouse
Pre-packaged Data Model
Supports multiple reporting tools
Segment
Enterprise
Segme
nt
Segment Segments
HR Analytics
Center of Excellence
Analytics Adoption/Change Management:
Identification of an analytics subject matter
expert to oversee the ongoing transition
to an Enterprise HR Data Warehouse
and the ongoing development of Analytics
Maturity.
Governance
Education
Communication & Training
NOTE: All systems exclude Pixar (until FY10) & Tokyo Disneyland Global multi-lingual
E
Global English Only U.S. Only Reporting Tool Employee Facing
? LEGEND:
· Many solutions solving a common problem
· Fragmented reporting
· Inconsistent user experience
HR Systems Infrastructure – September 2008
OInternal TWDC Sites
OExternal TWDC Sites
LEARNING TALENT PLANNING
O
PERFORMANCE MGMT
COMPENSATION CORE BENEFITS
PAYROLL
?
TIME
EMPLOYEE LIFE EVENTS & MASTER DATA
OOn-Boarding
(Aloha)
Hummingbird
SOR = Employee Files
Human Resources
(SAP)
SOR = Employee Master Data
Learning
Management
(DDC)
SOR = Training History
Scheduling
Systems
(WDP&R)
Talent Planning
(Performance
Connection)
SOR = Talent Plan
Performance Mgmt
(Performance
Connection)
SOR = Performance Rating
Merit, Bonus, Stock
& Off-cycle Planning
(Workscape – Coming Soon)
Stock Option
Admin
(Merrill Lynch)
SOR = Stock Grants
Payroll
(SAP)
ADP (International)
Other Local Providers
(non-US)
Workbrain
Kronos
SC
Kronos
TDS
Mannet
Hours to
Gross
Rerun
Theatrical
401(k) Admin
(Fidelity)
SOR = Elections
Health, Welfare
& Pension Admin
(Hewitt)
SOR = Elections
Applicants
Hire
s
East Coast
Relocation
(ReloCC)
West Coast
Relocation
(DORS)
International
Relocation
(KPMG/LINK)
STAR MICROS
CATS
(SAP)
HR Data
Repository
(CORE)
Executive
Presentation –
Employee Data
(CHRIS)
OTalent
Acquisition
(VURV)
SOR = Applicants
College
Program Recruitment
(SAP Recruitment)
SOR = Applicants
E
E
External Job Postings
O
Cognos
R3/BW
Business
Objects
R3/BW/
Cognos
Compensation
Planning
(SAP)
Excel
(WDP&R & ESPN)
?
?
?
?
?
?
?
?
?
Contacts
SOR = Work Location
?
?
?
Org Charts
(OrgPublisher)
(SAP)
Policy
(Authoria)
ESS/MSS
Self Service
(SAP)
O O
OO
OO
O
O
None
O
None
O
OO O O O
O
Intl Time
Systems
O
E
?
O
OOO
O
O
O
O
O
O
O
Temp Staffing
(DOTS)
G
MS
Access
MS
Access
O
O
O
O
?
?
?
?
? ?
?
?
? ?
?
?
?
Contract Admin
(CARS)
O
O
O
O
PORTAL O
TALENT ACQUISITION O O
O
?
O
O O O
O
9
HR Systems Infrastructure - Vision
· Establish and agree on global, regional & local processes
· Aggregated data for comprehensive, global reporting
Global:
Talent Acq
Comp
Learning & Dev
Talent Dev
User experience
Metrics
Global Mobility
Regional:
I-9
Onboarding
Payroll
Time
Outsourced:
H & W admin
Pension admin
401(k) admin
Stock Option admin
SAP:
Emp Master
Domestic pay
Domestic time
Labor/Workforce
Finance
Ad Hoc
DDC:
Training History
Talent Dev database:
Talent plan
Perf rating
Applicants
Benefits
Comp Planning history
External payroll
DLP HRIS data
PIXAR HRIS data
Market analysis data
Business data
Internal System of Record
Reporting
Data Warehouse
Process Data Global
Reporting
Analytics
Workforce
Intelligence
Dashboards
Modeling w/
Internal &
Market Data
Common
Data & Policy
Common
Data & Policy
Common
Data & Policy
EE Admin
(SAP)
Talent Acq Comp
Talent Dev Learning & Dev
?
Comprehensive Plng Tool
Merit, Stock,Bonus
(Workscape)
TWDC Site
Job Postings
Talent Acquisition (Kenexa)
On-Boarding
Temp Staffing (TBD)
College Program Recruitment (SAP)
?
?
Learning Mgmt
Scheduling
(DDC)
Talent Planning
Perf Mgmt
(TBD)
?
? ?
Common
Solutions
Third Party Partners
Merrill Lynch
Fidelity
Hewitt
CIGNA
System
Proprietary and Confidential. Not complete without accompanying verbal presentation.
HR BI Investment – A Stepwise Approach
· Gain commitment to a 3-5 year HR Business Intelligence strategy
· Separate work into measured deliverables, individually funded, providing immediate value
· Take executive checkpoints along the way – with appropriate governance to greenlight
next steps and guide the program
Months 1-18 – Funding Request #1
Delivery of Diversity Dashboard; Delivery of Leadership Reports;
Implementation of Workforce Analytics package;
Implementation of Enterprise Data Warehouse infrastructure;
Ongoing change management and education of Business Intelligence
Months 18-36 – Funding Request #2
Aggregation of additional enterprise data; Aggregation of segment
specific data, Delivery of Total Rewards statements Ongoing analytic
maturity
Months 36-60 – Funding Request #3
Completion of data aggregation; Metrics to support predictive decision
making; Ongoing analytic maturity
10 10
Drive Successful Adoption
11
Goal :
Analytics will eventually be embedded in day-to-day, instantaneous
decision making and tracking.
Develop Internal
Marketing,
Branding, and
Communication
Motivate
Organizational
and Behavioral
Change
Develop
Comprehensive
Process and
Tech Training
Comprehensive Change and Launch Plan
Stakeholder Management Plan
Executive Sponsorship
Executive Sponsors
· CIO
· SVP, Enterprise Comp, Benefits & HRIS
· SVP, Segment HR
· SVP, Corporate Finance
Marketing & Buy-In with a Quick Win deliverable
13
· The data is readily available & consistently defined
· Content can be enterprise-wide view; ability to filter for segment
· Simple security requirements
· Provides value immediately, with initially developed version.
· Can be developed in a short timeframe window
Quick Wins – WHY?
14
Phase 1 (BW as DW) Phase 2 (Cognos BI Cube)
Functionality Cognos functionality is restricted Additional Cognos functionality
Capability of joining with other non-SAP
data
Development
Agility
Dependence on SAP
development and releases
Faster POC development
Faster modifications
Data Latency Same as BW cube load Can be controlled independently of BW
loads
Performance Slower
Caching helps.
Better performance since the data is pre-
calculated and restricted to the specific
dashboard requirements.
Data Security Data Security is inherited from
SAP. No additional maintenance.
Cognos data security requires additional
maintenance.
Maintenance Low maintenance since no data
movement
High Maintenance due to more data
movements and also introduces more
data reconciliation requirements
Diversity Dashboard
15
Integrated HRBI Project Work Stream approach
DATA GOVERNANCE:
Define a data governance organization, the supporting
processes and supporting tools to establish and monitor
HR BI data definitions and data quality.
BICC:
Define a cross-operating unit organization that identifies the
data and measures needed to answer strategic business
questions and develops methods to present interactive
complex information for decision making.
ANALYTICS EXCELLENCE:
Design a program that enables a shift from siloed reporting to
sophisticated analysis and reporting of HR functions and
strategic initiatives. Define the future-state goal for analytics at
enterprise and segment levels, and assess the level of
readiness. Develop an approach and plan to execute adoption
and advance analytics excellence within each operating unit.
DAY-2:
Characterize and drive the key information requirements to support the strategy of
the business segments. Through interviews with key analytics stakeholders, Day
2 will generate a prioritized list of opportunities to help plan the next, and future,
phases of workforce analytics across the enterprise.
TECHNOLOGY:
Design, configure, and implement
the Workforce Analytics Solution,
and manage integration with the
Disney environment.
Project Work Streams
Technology Organization Process Data Governance
How are
analytical
decisions
made?
What
enablers are
required?
How do we
get the most
out of our
data?
What
capabilities do
we need?
What
process
changes are
required?
Adoption
How do we
make the
shift?
Value
What business
issues are we
trying to
solve?
DATA
GOVERNANCE:
Define a data
governance
organization, the
supporting processes
and supporting tools to
establish and monitor
HR BI data definitions
and data quality.
BICC:
Define a cross-
operating unit
organization that
identifies the data and
measures needed to
answer strategic
business questions.
Manages enterprise
programs and
initiatives to evolve
analytics capabilities.
ANALYTICS
EXCELLENCE:
Define a program that
enables a shift from
siloed reporting to
sophisticated
analytics.
Develop a marketing
and communications
strategy to drive
adoption and analytics
excellence across the
company.
DAY-2:
Visioning to showcase
the short- and long-
term opportunities and
value.
Generate a prioritized
list business analytic
solutions to help plan
the phases of
workforce analytics
across the company.
TECHNOLOGY:
Design, configure, and
implement the
Workforce Analytics
Solution.
Manage integration
with the Disney
environment.
How Do We Get There?
Overview of 5 HRBI Work Streams
Value for the Business
Transforms data from HRIS solutions
into actionable information, enabling
executives, managers, business
analysts, and human resource (HR)
specialists to measure, monitor, and
report on workforce performance.
Value for IT
Streamlines the configuration of
reports and enables users to add
new content to meet changing
workforce requirements quickly and
cost-effectively.
Build out an analytic application that can provide insight into human resource and workforce issues.
Benefits:
The application is designed
to provide rapid
deployment of industry
standard metrics while
providing the flexibility to
grow and adjust the data and
metrics to address specific
business requirements.
Talent
Retention
Talent
Development
Compensation
Workforce
Strength
Talent
Acquisition
Workforce Performance
Technology Work Stream Overview
Day-2 Work Stream Overview
Objectives
Characterize and drive the key information requirements to support the strategy of the business
segments. Through interviews with key analytics stakeholders, Day 2 will generate a prioritized list of
opportunities to help plan the next, and future, phases of workforce analytics across the enterprise.
Sep Oct Nov Dec
2010
Jan Feb
2011
Assessment
Evaluate
Opportunities
Functional
Design
Deploy
Technical Detailed Design and Metrics
Definition
Develop and Test
Conduct Interviews and
Assess Interview Output Summary
Analyze and Identify List of 5
Additional Analytic areas for Day 2
Functional Design & Visual Mock-ups
1
2 3
COMPLETE
1. Attrition
2. Diversity
3. Organizational Movement
4. Productivity
5. Talent Planning
COMPLETE
Technical Design and Metrics Definition Develop, Test and Deploy
4 5
Day 1 Cognos Users Can Develop Insights Using Two
Different Methods: Dashboards and Assisted Deep Dives
Dashboards
Pre-configured dashboards provide end-users with
consistent and easy access to established metrics.
Dashboards may provide enterprise-level data, or
segment- and function-specific information, and some
basic drill-down functionality.
Ad Hoc Analysis
For business challenges that require data beyond the
established dashboards, users will need to utilize ad hoc
analysis functionality. Here, end users can partner with
analysts to dive deeper into the high-level data that they
have accessed through the dashboard.
Data Governance Work Stream Overview
Objectives
Define a data governance organization design, the supporting processes and tools to establish and
monitor HR BI data definitions and data quality.
Application Landscape Document
Data Governance
Requirements
Data Governance
Implementation Plan
Data Governance Organization
Design, Role Profiles
Process Flows and Supporting Narratives
Training
Curriculum
Tool Analysis &
Recommendation
Sep Oct Nov Dec
2010
Disney
Data
Integrity
Project
4Requirements Sign-off
Requirements
Development
4Implementation Plan 4Process Flows
· Organizational requirements to manage data issues and drive towards effective and timely
resolution
· Ensure accurate, consistent and reliable data that can be more seamlessly integrated and
reported, resulting in greater business confidence in information
· Define a structured process for the on-going maintenance and communication of standard
structures, naming conventions and data standards
· Provide policy and direction to ensure data integrity, maximize the use of data, and minimize the
costs associated with data collection and data management
· Reduce proliferation of departmental solutions/data definitions and drive segment accountability
HR Business Intelligence Competency Center
(BICC) Work Stream Overview
Oct Nov Dec
2010 2011
Jan
Training Curriculum and Plan
BICC Requirements Long-Term/Permanent BICC Implementation Plan BICC Organization Design, Role Profiles
BICC Process Flows and Supporting Narratives Talent Acquisition Strategy
BICC Capability Definition and
Maturity Model
Tool Analysis and Recommendations
Define a cross-operating unit structure that provides BI focus & leadership for TWDC HR: identifies the
data and measures needed to answer strategic business questions, develops methods to present
interactive complex information for decision making, and provides tools, support & capability to the
segments.
Objectives
· Advanced resources are available to provide statistical and predictive modeling capability
· Users, at all levels, know where to get reports, dashboards and critical HR information…. and, where to get help
· Leadership is in place to drive key BI initiatives, facilitate governance, make decisions and ensure business
segment needs are being met
2011
Feb Mar Apr
Start-up and transition to new processes and operating model
Assess Design Plan
Deploy
• Tools to accelerate the adoption of HR
BI (vignettes, communications, day-in-
the-life)
• Enterprise Definitions for Analytics
Excellence
• Current State, Interim and Desired State
Analytics Excellence Work Stream Overview
Objectives
Design a program that enables a shift from siloed reporting to sophisticated analysis and reporting of HR
functions and strategic initiatives. Define the future-state goal for analytics at enterprise and segment
levels, and assess the level of readiness. Develop an approach and plan to execute adoption and advance
analytics excellence within each operating unit.
Nov Dec
2010
Jan Feb
2011
Analytics Capability
Definition and Maturity
Model (each operating unit)
Develop Adoption and
Maturity Plans (each
operating unit)
Adoption Strategy and
Maturity Roadmap
4Analytics Capability Definitions
AE Marketing and
Communications
Strategy
Develop BI Adoption
Accelerator Strategy
4R Adoption Plans
S1 S2 S3
Is the vision and mission of the BI Analytics project clear?
Are stakeholders receiving accurate and timely information?
Are project leaders and sponsors visibly championing the project?
Are stakeholders demonstrating support for the project?
Do the organization’s infrastructure, culture and work process support the BI Analytics
success?
Audience Analysis
Vehicle/Channel
Inventory
Messaging &
Timing Strategy
C
o
m
m
u
n
i
c
a
t
i
o
n
S
t
r
a
t
e
g
y
Phase I
Basic
Phase II
Developing
Phase III
Defined
Phase IV
Advanced
Phase V
Leading
Analytics Excellence Capability
· Roles needed to
advance HR BI
Analytics Adoption
· Definition of different
degrees of adoption
· Plan and timeline to
execute adoption and
advance analytics
excellence within each
operating unit
Adoption Readiness
Assessment
26
The CoE Leads the Charge for Data-Driven Decision Making
HR Analytics Center of Excellence
Segment-specific Analytics Groups
Value Derived from Segments
· Identify business hypotheses
for exploration
Value Delivered to Segments
· Provide actionable insights
· Uncover potential gaps and
undiscovered opportunities
· Provide consulting support
· Mine for over-arching insights to be
enhanced at the Segment level
· Responsible for HR Analytics
· Drives framework to focus on key HR business performance drivers
· Staffs the most advanced analytic expertise to focus on strategic
initiatives – with quicker and more accurate turnaround
· Collaborates with and across Segments to identify hypotheses
· Leverages and shares internal and external best practices
· Focuses on segment specific dynamics and challenges, anchored on
same key business performance drivers
Thank you!
Jane Bemis
VP, Enterprise HRIS
The Walt Disney Company
[email protected]
Ken Nigro
Director, HR Business Intelligence
The Walt Disney Company
[email protected]
Contact Information
27
doc_694797693.pdf
Journey to building a world-class HR business intelligence capability and organization that is scalable and sustainable.
January 2010
What is IT?
· Tactical:
– Simpler, quicker, more accurate access to HR data
– Reported in a way that supports critical business decision making
– Emphasis on insights to drive rapid operational savings
· Strategic:
– Creative insights derived from predictive modeling and scenario planning
– Actionable insights to strengthen decision making and reinforce innovation
What is it?
· Understand workforce and labor effectiveness:
– Cost Reductions:
· Labor cost reductions (5-20%*); identify labor cost levers to focus on to drive
savings and headcount efficiencies
– Performance Improvement:
· Increase productivity (15-20%*); Improve retention of high performers (4-50%*);
Increase employee engagement (positive correlation to revenue and customer
satisfaction); Reduce risk events and non-compliance reductions
– Operational Savings:
· Leaner and more targeted HR organization with $$M savings annually from
retention (4-50%*), relocation, recruitment (25-55%*), training (20-50%*), etc.
What value?
· Time to value
– Requires rapid start to support current cost reduction and revenue protection efforts
– Longer term savings require infrastructure capabilities to derive insights
· Support Global organization change in process
– Requires standardized and single view of HR data to measure human capital link to
business results
Why now?
* Based on Accenture results with other clients
How do we talk about IT?
· HR Business Intelligence Program
· Quick Wins/Segment Learnings
· Foundation/Technology/Infrastructure
· Blueprint
· Data/Information
· Reporting/Metrics/Analytics
· Modeling/Predictive
· Business Intelligence Competency Center
· Analytics Adoption
3
Our journey to building a world-class HR business intelligence capability and organization
that is scalable and sustainable.
H
R
B
u
s
i
n
e
s
s
I
n
t
e
l
l
i
g
e
n
c
e
Basic Developing Defined Advanced Leading
HR Business Intelligence Capability
In addition to
periodical reports,
management utilizes
data to test
hypotheses and
improve the quality
of business
operations
HR analytics are not
used in business
operations
HR analytics are
used on an ad-hoc
basis to improve
business operations
The organization
produces periodical
reports which
management uses
in decision making
Sophisticated
predictive modeling
is used in scenario-
based analysis; data
points management
to opportunities for
improving operations
and mitigating risks
The Journey
How many people left? Who left? Did the right people leave? Who is at risk of leaving? Who should we hire?
Unplanned Top
Performer Attrition
Risk by Department
An Example – Attrition Analytics
Basic Developing Defined Advanced Leading
Limited value. Allows for
enterprise snapshot and
simple trending. Little
granularity of reporting.
“Not the whole story.”
Identify clusters of
planned/unplanned
attrition and enable deep-
dive analysis. Search for
specific drivers of “good”
and “bad” attrition
(incentives, leadership,
career development, etc.)
and actively adjust /
reinforce strategy.
Calculate historical
Attrition Performance
Ratios (i.e. loss of low
performers to high
performers) at multiple
org levels. Focus on
areas/people with low
ratios to help drive
behavioral change and
drive smart retention.
Develop Attrition Risk
Profiles for critical
workforce segments.
Predict attrition of Top
Performers, evaluate the
impact of that attrition
against predicted labor
market scenarios, and
determine cost/benefit for
specific interventions.
Calculate attrition risk
profiles for all candidates
prior to hiring. Optimize
hiring strategies by
addressing attrition
proactively at the point of
hire, rather than
reactively at the point of
employee departure.
Business Value Generated
Attrition by
Segment/Department/
Job type/Position
Planned/Unplanned
Attrition by Segment/
Department/ Job
Type/Position
Attrition Performance
Ratio by Segment/
Department/ Manager
Attrition Risk Profile
by New Hire Candidate
Basic Developing Defined Advanced Leading
R
e
p
o
r
t
/
M
e
t
r
i
c
D
a
t
a
R
e
q
u
i
r
e
d
·Currently reported
using manual and
local automated
processes
·Data available today
via SAP BW
·Requires planned/
unplanned calculation
in Cognos
·Requires integration of
Engagement Survey/
Exit Interview data
·Further integrate Labor
Market data to
evaluate replacement
risk/cost in critical
workforce segments
·Requires integration of
Performance
Connection Data
·Requires calculation of
Attrition Performance
Ratio in Cognos
·Requires development
and integration of new-
hire pre-screening test
·Track performance and
create a feedback loop
to optimize test results
over time
An approach – The first steps
The Walt Disney Company
Program Background, Objectives, and Approach
· TWDC HR has invested in Enterprise applications to separately support functional requirements. This has
resulted in loosely integrated HR applications - each with its own reporting tool
· Today our systems allow us to answer simple targeted questions focused on specific HR functions. This has
limited value and does not allow us to easily answer strategic questions that require a comprehensive view of
data.
· Multiple, manual databases with many reconciling steps required to answer most business questions
Background
Overall
Program
Objectives
· A single Business Intelligence environment with comprehensive data and robust tools to support data-driven
decision making
· Develop infrastructure that supports Enterprise and Segment requirements
· Drive cost savings through reducing duplicate work and manual reconciliations
7
Approach
Release 1
Quick Wins
Diversity Dashboard
Leadership Reports Dashboard
Benefit:
Gain lessons learned through “hands-on” development
Great communication tool in describing the value of BI
Achieve value as we grow with analytic maturity
Workforce Analytics
Foundation Phase I
Workforce Strength
Talent Development
Talent Retention
Talent Acquisition
Workforce Compensation
Foundation Phase II
Talent Development
Talent Retention
Talent Acquisition
Benefits:
Enterprise HR Data Warehouse
Pre-packaged Data Model
Supports multiple reporting tools
Segment
Enterprise
Segme
nt
Segment Segments
HR Analytics
Center of Excellence
Analytics Adoption/Change Management:
Identification of an analytics subject matter
expert to oversee the ongoing transition
to an Enterprise HR Data Warehouse
and the ongoing development of Analytics
Maturity.
Governance
Education
Communication & Training
NOTE: All systems exclude Pixar (until FY10) & Tokyo Disneyland Global multi-lingual
E
Global English Only U.S. Only Reporting Tool Employee Facing
? LEGEND:
· Many solutions solving a common problem
· Fragmented reporting
· Inconsistent user experience
HR Systems Infrastructure – September 2008
OInternal TWDC Sites
OExternal TWDC Sites
LEARNING TALENT PLANNING
O
PERFORMANCE MGMT
COMPENSATION CORE BENEFITS
PAYROLL
?
TIME
EMPLOYEE LIFE EVENTS & MASTER DATA
OOn-Boarding
(Aloha)
Hummingbird
SOR = Employee Files
Human Resources
(SAP)
SOR = Employee Master Data
Learning
Management
(DDC)
SOR = Training History
Scheduling
Systems
(WDP&R)
Talent Planning
(Performance
Connection)
SOR = Talent Plan
Performance Mgmt
(Performance
Connection)
SOR = Performance Rating
Merit, Bonus, Stock
& Off-cycle Planning
(Workscape – Coming Soon)
Stock Option
Admin
(Merrill Lynch)
SOR = Stock Grants
Payroll
(SAP)
ADP (International)
Other Local Providers
(non-US)
Workbrain
Kronos
SC
Kronos
TDS
Mannet
Hours to
Gross
Rerun
Theatrical
401(k) Admin
(Fidelity)
SOR = Elections
Health, Welfare
& Pension Admin
(Hewitt)
SOR = Elections
Applicants
Hire
s
East Coast
Relocation
(ReloCC)
West Coast
Relocation
(DORS)
International
Relocation
(KPMG/LINK)
STAR MICROS
CATS
(SAP)
HR Data
Repository
(CORE)
Executive
Presentation –
Employee Data
(CHRIS)
OTalent
Acquisition
(VURV)
SOR = Applicants
College
Program Recruitment
(SAP Recruitment)
SOR = Applicants
E
E
External Job Postings
O
Cognos
R3/BW
Business
Objects
R3/BW/
Cognos
Compensation
Planning
(SAP)
Excel
(WDP&R & ESPN)
?
?
?
?
?
?
?
?
?
Contacts
SOR = Work Location
?
?
?
Org Charts
(OrgPublisher)
(SAP)
Policy
(Authoria)
ESS/MSS
Self Service
(SAP)
O O
OO
OO
O
O
None
O
None
O
OO O O O
O
Intl Time
Systems
O
E
?
O
OOO
O
O
O
O
O
O
O
Temp Staffing
(DOTS)
G
MS
Access
MS
Access
O
O
O
O
?
?
?
?
? ?
?
?
? ?
?
?
?
Contract Admin
(CARS)
O
O
O
O
PORTAL O
TALENT ACQUISITION O O
O
?
O
O O O
O
9
HR Systems Infrastructure - Vision
· Establish and agree on global, regional & local processes
· Aggregated data for comprehensive, global reporting
Global:
Talent Acq
Comp
Learning & Dev
Talent Dev
User experience
Metrics
Global Mobility
Regional:
I-9
Onboarding
Payroll
Time
Outsourced:
H & W admin
Pension admin
401(k) admin
Stock Option admin
SAP:
Emp Master
Domestic pay
Domestic time
Labor/Workforce
Finance
Ad Hoc
DDC:
Training History
Talent Dev database:
Talent plan
Perf rating
Applicants
Benefits
Comp Planning history
External payroll
DLP HRIS data
PIXAR HRIS data
Market analysis data
Business data
Internal System of Record
Reporting
Data Warehouse
Process Data Global
Reporting
Analytics
Workforce
Intelligence
Dashboards
Modeling w/
Internal &
Market Data
Common
Data & Policy
Common
Data & Policy
Common
Data & Policy
EE Admin
(SAP)
Talent Acq Comp
Talent Dev Learning & Dev
?
Comprehensive Plng Tool
Merit, Stock,Bonus
(Workscape)
TWDC Site
Job Postings
Talent Acquisition (Kenexa)
On-Boarding
Temp Staffing (TBD)
College Program Recruitment (SAP)
?
?
Learning Mgmt
Scheduling
(DDC)
Talent Planning
Perf Mgmt
(TBD)
?
? ?
Common
Solutions
Third Party Partners
Merrill Lynch
Fidelity
Hewitt
CIGNA
System
Proprietary and Confidential. Not complete without accompanying verbal presentation.
HR BI Investment – A Stepwise Approach
· Gain commitment to a 3-5 year HR Business Intelligence strategy
· Separate work into measured deliverables, individually funded, providing immediate value
· Take executive checkpoints along the way – with appropriate governance to greenlight
next steps and guide the program
Months 1-18 – Funding Request #1
Delivery of Diversity Dashboard; Delivery of Leadership Reports;
Implementation of Workforce Analytics package;
Implementation of Enterprise Data Warehouse infrastructure;
Ongoing change management and education of Business Intelligence
Months 18-36 – Funding Request #2
Aggregation of additional enterprise data; Aggregation of segment
specific data, Delivery of Total Rewards statements Ongoing analytic
maturity
Months 36-60 – Funding Request #3
Completion of data aggregation; Metrics to support predictive decision
making; Ongoing analytic maturity
10 10
Drive Successful Adoption
11
Goal :
Analytics will eventually be embedded in day-to-day, instantaneous
decision making and tracking.
Develop Internal
Marketing,
Branding, and
Communication
Motivate
Organizational
and Behavioral
Change
Develop
Comprehensive
Process and
Tech Training
Comprehensive Change and Launch Plan
Stakeholder Management Plan
Executive Sponsorship
Executive Sponsors
· CIO
· SVP, Enterprise Comp, Benefits & HRIS
· SVP, Segment HR
· SVP, Corporate Finance
Marketing & Buy-In with a Quick Win deliverable
13
· The data is readily available & consistently defined
· Content can be enterprise-wide view; ability to filter for segment
· Simple security requirements
· Provides value immediately, with initially developed version.
· Can be developed in a short timeframe window
Quick Wins – WHY?
14
Phase 1 (BW as DW) Phase 2 (Cognos BI Cube)
Functionality Cognos functionality is restricted Additional Cognos functionality
Capability of joining with other non-SAP
data
Development
Agility
Dependence on SAP
development and releases
Faster POC development
Faster modifications
Data Latency Same as BW cube load Can be controlled independently of BW
loads
Performance Slower
Caching helps.
Better performance since the data is pre-
calculated and restricted to the specific
dashboard requirements.
Data Security Data Security is inherited from
SAP. No additional maintenance.
Cognos data security requires additional
maintenance.
Maintenance Low maintenance since no data
movement
High Maintenance due to more data
movements and also introduces more
data reconciliation requirements
Diversity Dashboard
15
Integrated HRBI Project Work Stream approach
DATA GOVERNANCE:
Define a data governance organization, the supporting
processes and supporting tools to establish and monitor
HR BI data definitions and data quality.
BICC:
Define a cross-operating unit organization that identifies the
data and measures needed to answer strategic business
questions and develops methods to present interactive
complex information for decision making.
ANALYTICS EXCELLENCE:
Design a program that enables a shift from siloed reporting to
sophisticated analysis and reporting of HR functions and
strategic initiatives. Define the future-state goal for analytics at
enterprise and segment levels, and assess the level of
readiness. Develop an approach and plan to execute adoption
and advance analytics excellence within each operating unit.
DAY-2:
Characterize and drive the key information requirements to support the strategy of
the business segments. Through interviews with key analytics stakeholders, Day
2 will generate a prioritized list of opportunities to help plan the next, and future,
phases of workforce analytics across the enterprise.
TECHNOLOGY:
Design, configure, and implement
the Workforce Analytics Solution,
and manage integration with the
Disney environment.
Project Work Streams
Technology Organization Process Data Governance
How are
analytical
decisions
made?
What
enablers are
required?
How do we
get the most
out of our
data?
What
capabilities do
we need?
What
process
changes are
required?
Adoption
How do we
make the
shift?
Value
What business
issues are we
trying to
solve?
DATA
GOVERNANCE:
Define a data
governance
organization, the
supporting processes
and supporting tools to
establish and monitor
HR BI data definitions
and data quality.
BICC:
Define a cross-
operating unit
organization that
identifies the data and
measures needed to
answer strategic
business questions.
Manages enterprise
programs and
initiatives to evolve
analytics capabilities.
ANALYTICS
EXCELLENCE:
Define a program that
enables a shift from
siloed reporting to
sophisticated
analytics.
Develop a marketing
and communications
strategy to drive
adoption and analytics
excellence across the
company.
DAY-2:
Visioning to showcase
the short- and long-
term opportunities and
value.
Generate a prioritized
list business analytic
solutions to help plan
the phases of
workforce analytics
across the company.
TECHNOLOGY:
Design, configure, and
implement the
Workforce Analytics
Solution.
Manage integration
with the Disney
environment.
How Do We Get There?
Overview of 5 HRBI Work Streams
Value for the Business
Transforms data from HRIS solutions
into actionable information, enabling
executives, managers, business
analysts, and human resource (HR)
specialists to measure, monitor, and
report on workforce performance.
Value for IT
Streamlines the configuration of
reports and enables users to add
new content to meet changing
workforce requirements quickly and
cost-effectively.
Build out an analytic application that can provide insight into human resource and workforce issues.
Benefits:
The application is designed
to provide rapid
deployment of industry
standard metrics while
providing the flexibility to
grow and adjust the data and
metrics to address specific
business requirements.
Talent
Retention
Talent
Development
Compensation
Workforce
Strength
Talent
Acquisition
Workforce Performance
Technology Work Stream Overview
Day-2 Work Stream Overview
Objectives
Characterize and drive the key information requirements to support the strategy of the business
segments. Through interviews with key analytics stakeholders, Day 2 will generate a prioritized list of
opportunities to help plan the next, and future, phases of workforce analytics across the enterprise.
Sep Oct Nov Dec
2010
Jan Feb
2011
Assessment
Evaluate
Opportunities
Functional
Design
Deploy
Technical Detailed Design and Metrics
Definition
Develop and Test
Conduct Interviews and
Assess Interview Output Summary
Analyze and Identify List of 5
Additional Analytic areas for Day 2
Functional Design & Visual Mock-ups
1
2 3
COMPLETE
1. Attrition
2. Diversity
3. Organizational Movement
4. Productivity
5. Talent Planning
COMPLETE
Technical Design and Metrics Definition Develop, Test and Deploy
4 5
Day 1 Cognos Users Can Develop Insights Using Two
Different Methods: Dashboards and Assisted Deep Dives
Dashboards
Pre-configured dashboards provide end-users with
consistent and easy access to established metrics.
Dashboards may provide enterprise-level data, or
segment- and function-specific information, and some
basic drill-down functionality.
Ad Hoc Analysis
For business challenges that require data beyond the
established dashboards, users will need to utilize ad hoc
analysis functionality. Here, end users can partner with
analysts to dive deeper into the high-level data that they
have accessed through the dashboard.
Data Governance Work Stream Overview
Objectives
Define a data governance organization design, the supporting processes and tools to establish and
monitor HR BI data definitions and data quality.
Application Landscape Document
Data Governance
Requirements
Data Governance
Implementation Plan
Data Governance Organization
Design, Role Profiles
Process Flows and Supporting Narratives
Training
Curriculum
Tool Analysis &
Recommendation
Sep Oct Nov Dec
2010
Disney
Data
Integrity
Project
4Requirements Sign-off
Requirements
Development
4Implementation Plan 4Process Flows
· Organizational requirements to manage data issues and drive towards effective and timely
resolution
· Ensure accurate, consistent and reliable data that can be more seamlessly integrated and
reported, resulting in greater business confidence in information
· Define a structured process for the on-going maintenance and communication of standard
structures, naming conventions and data standards
· Provide policy and direction to ensure data integrity, maximize the use of data, and minimize the
costs associated with data collection and data management
· Reduce proliferation of departmental solutions/data definitions and drive segment accountability
HR Business Intelligence Competency Center
(BICC) Work Stream Overview
Oct Nov Dec
2010 2011
Jan
Training Curriculum and Plan
BICC Requirements Long-Term/Permanent BICC Implementation Plan BICC Organization Design, Role Profiles
BICC Process Flows and Supporting Narratives Talent Acquisition Strategy
BICC Capability Definition and
Maturity Model
Tool Analysis and Recommendations
Define a cross-operating unit structure that provides BI focus & leadership for TWDC HR: identifies the
data and measures needed to answer strategic business questions, develops methods to present
interactive complex information for decision making, and provides tools, support & capability to the
segments.
Objectives
· Advanced resources are available to provide statistical and predictive modeling capability
· Users, at all levels, know where to get reports, dashboards and critical HR information…. and, where to get help
· Leadership is in place to drive key BI initiatives, facilitate governance, make decisions and ensure business
segment needs are being met
2011
Feb Mar Apr
Start-up and transition to new processes and operating model
Assess Design Plan
Deploy
• Tools to accelerate the adoption of HR
BI (vignettes, communications, day-in-
the-life)
• Enterprise Definitions for Analytics
Excellence
• Current State, Interim and Desired State
Analytics Excellence Work Stream Overview
Objectives
Design a program that enables a shift from siloed reporting to sophisticated analysis and reporting of HR
functions and strategic initiatives. Define the future-state goal for analytics at enterprise and segment
levels, and assess the level of readiness. Develop an approach and plan to execute adoption and advance
analytics excellence within each operating unit.
Nov Dec
2010
Jan Feb
2011
Analytics Capability
Definition and Maturity
Model (each operating unit)
Develop Adoption and
Maturity Plans (each
operating unit)
Adoption Strategy and
Maturity Roadmap
4Analytics Capability Definitions
AE Marketing and
Communications
Strategy
Develop BI Adoption
Accelerator Strategy
4R Adoption Plans
S1 S2 S3
Is the vision and mission of the BI Analytics project clear?
Are stakeholders receiving accurate and timely information?
Are project leaders and sponsors visibly championing the project?
Are stakeholders demonstrating support for the project?
Do the organization’s infrastructure, culture and work process support the BI Analytics
success?
Audience Analysis
Vehicle/Channel
Inventory
Messaging &
Timing Strategy
C
o
m
m
u
n
i
c
a
t
i
o
n
S
t
r
a
t
e
g
y
Phase I
Basic
Phase II
Developing
Phase III
Defined
Phase IV
Advanced
Phase V
Leading
Analytics Excellence Capability
· Roles needed to
advance HR BI
Analytics Adoption
· Definition of different
degrees of adoption
· Plan and timeline to
execute adoption and
advance analytics
excellence within each
operating unit
Adoption Readiness
Assessment
26
The CoE Leads the Charge for Data-Driven Decision Making
HR Analytics Center of Excellence
Segment-specific Analytics Groups
Value Derived from Segments
· Identify business hypotheses
for exploration
Value Delivered to Segments
· Provide actionable insights
· Uncover potential gaps and
undiscovered opportunities
· Provide consulting support
· Mine for over-arching insights to be
enhanced at the Segment level
· Responsible for HR Analytics
· Drives framework to focus on key HR business performance drivers
· Staffs the most advanced analytic expertise to focus on strategic
initiatives – with quicker and more accurate turnaround
· Collaborates with and across Segments to identify hypotheses
· Leverages and shares internal and external best practices
· Focuses on segment specific dynamics and challenges, anchored on
same key business performance drivers
Thank you!
Jane Bemis
VP, Enterprise HRIS
The Walt Disney Company
[email protected]
Ken Nigro
Director, HR Business Intelligence
The Walt Disney Company
[email protected]
Contact Information
27
doc_694797693.pdf