myHR – Managing the Change

2. myHR – Managing the Change

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

4. HRT - The Vision… From the HR Conference, 2012 - 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. The Vision endures with myHR…

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

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

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

8. State of the State of myHR Key Issues 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

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

10. State of the State of myHR Key Issues 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

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

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

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

14. Managing Expectations • 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 Service Level Agreements

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

16. 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

17. 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 • Educatemanagers 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

18. Open Forum Questions…

19. ADKAR Refresher • Awareness - Change begins with understanding why • 1:1 or group discussions with managers/associates • Desire - Change involves personal decisions • Discuss the benefits of myHR and promote continued discussion • Knowledge - Change requires knowing how • Identify those struggling with new policies and processes • Promote access to training, job aids and other tools • Ability - Change requires action in the right direction • Identify gaps where capabilities don’t exist despite training • Reinforcement – 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

20. 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

21. 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

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