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myHR Managing the Change

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Objectives Objectives Review the state of myHR Share the current action plan Define your role in managing the change Our goals for this session include

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HRT - The Vision HRT - The Vision The Vision endures with myHR Imagine an organization where any associate has easy access to their HR data able to take advantage of convenient self-service tools to manage their personal information. Managers have access to manage the HR needs of their team. Because associates are able to access these tools, you are empowered to serve as strategic partners to the organization and drive business growth. From the HR Conference, 2012 -

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myHR by Numbers myHR by Numbers Service 1,700 web chats 1,700 web chats 10,000 eService requests closed 10,000 eService requests closed 35,000 myHR service center calls answered 35,000 myHR service center calls answeredTransactions 11,000 manager self-service transactions completed 11,000 manager self-service transactions completed 28,000 employee self-service transactions completed 28,000 employee self-service transactions completed 100,000 pay checks processed 100,000 pay checks processed Hiring 3,200 associates hired (plus 350 rehires) 3,200 associates hired (plus 350 rehires) 5,200 background checks completed 5,200 background checks completed 6,000 consent forms and pre-employment drug screens 6,000 consent forms and pre-employment drug screens 9,500 MVRs 9,500 MVRs

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State of the State of myHR State of the State of myHR Key areas of success Manager Self Service Employee Self Service Payroll Service Center Key areas of stabilization Financial reporting and GL Hiring and Onboarding Process Root Causes Bad Data Lack of Training Human Error Process Avoidance Interface Timing

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State of the State of myHR State of the State of myHR Key Issues 1.Blackout and early January Hires Clean up from initial conversion 2. Associates not on file Missing pay checks No system access 3. Service Levels Call Center eService requests

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State of the State of myHR State of the State of myHR Key Issues 4.Hiring and Onboarding Candidate technology challenges System integration issues and defects PeopleAnswers Lack of system editing/Bad Data Difficulty in correcting mistakes Pre-employment testing SLAs TGN SAL/SLL process

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State of the State of myHR State of the State of myHR Key Issues 5.Policy Changes Number of changes exceeding 15% limit Avoidance of posting policy 6.System Navigation Managers not understanding new processes Info Center organization

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State of the State of myHR State of the State of myHR Key Issues 7.Payroll Lack of understanding on new forms Overpayments Significant number of off-cycle check requests Ensuring proper approvals for payments Frequency changes Bad data from timekeeping/manual requests

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Stabilization Plan Stabilization Plan 1.Hiring and Onboarding 2. Payroll Additional modifications to forms to simplify Daily call-in Candidate Help Desk Hiring Lead Support Line System modifications and defect resolution

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Stabilization Plan - Continued Stabilization Plan - Continued 3.Policy Changes 4. Additional Support Kelly Howell (TMX) Bryan Andrews (TGN) Changing 15% limits to 20% for system edits

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Stabilization Plan - Continued Stabilization Plan - Continued 5. Additional Communication 6. GL and Financial Report SWAT team eService Ticket and call flow information myHR Resource Guide Printed and online

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Managing Expectations Managing Expectations Service Level Agreements Service Level Agreements On-cycle checks (timecard and pay data) Monday 6:00 PM for weekly associates Semi-monthly associates 6:00 PM one week before pay date Off-cycle checks In by 12:00 CT Current business day (delivered day after) After 12:00 CT Next business day (delivered day after) All other requests have 5 day SLA

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Managing Expectations Managing Expectations Requests will not be escalated until SLA has been missed Escalation Escalation

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Moving Forward Moving Forward Stay the course Continue to educate yourself on the new model and myHR Ensure managers use the myHR Service Center and you as their primary resources Explain the routing of eService Tickets and Call Flow to set expectations with managers Encourage proactive recruiting to reduce start date corrections at Aon Hewitt

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Moving Forward Moving Forward Validate data, especially when entering into PeopleAnswers or off-cycle request forms Be proactive in working with your managers to reduce unforeseen impacts of retroactive corrections Educate managers and leaders to understand the why for changes, not just the rules (15% limit/posting policy/SAL-SLL rules) Remind others the system is designed to operate as told clarity of input most often nets desired results

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Open Forum Open Forum Questions

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ADKAR Refresher ADKAR Refresher A wareness - Change begins with understanding why 1:1 or group discussions with managers/associates D esire - Change involves personal decisions Discuss the benefits of myHR and promote continued discussion K nowledge - Change requires knowing how Identify those struggling with new policies and processes Promote access to training, job aids and other tools A bility - Change requires action in the right direction Identify gaps where capabilities dont exist despite training R einforcement Change must be reinforced to be sustained Hold managers account for using the system correctly Work compliance reports to reiterate processes Discuss a question of the week with region or branch managers

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ADKAR Refresher ADKAR Refresher Managing Resistance Create hope Associates respond to the opportunity of something better Share your passion for the change Show the benefits in a real and tangible way Share success stories Make a personal appeal Leverage your relationships to encourage change and gain support Convert the strongest dissenters

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ADKAR Refresher ADKAR Refresher Managing Resistance Listen and understand objections Associates just want to be heard, so listen Identify misunderstandings and provide a clear pat to resolution Focus on the what, let go of the who Focus on outcomes Involving associates builds desire to support the change Remove barriers Distinguish between resistance and barriers Provide simple, clear choices and consequences Be clear about the choices associates have during change

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Closing Thought Success is the result of perfection, hard work, learning from failure, loyalty and persistence. Colin Powell

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