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HCM SIG March 2014

HCM SIG March 2014. Rossi Dzhedzheva: Fusion HCM consultant ( rdzhedzheva@deloitte.co.uk ) Gregory Deruelle : Head of Corporate Support Roadmap ( gregory.deruelle@euroclear.com ). Agenda. Euroclear presentation. Euroclear is…

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HCM SIG March 2014

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  1. HCM SIG March 2014 Rossi Dzhedzheva: Fusion HCM consultant (rdzhedzheva@deloitte.co.uk) Gregory Deruelle: Head of Corporate Support Roadmap (gregory.deruelle@euroclear.com)

  2. Agenda

  3. Euroclear presentation

  4. Euroclear is… Apost-trade financial market infrastructure which is user owned and user governed • The Euroclear Group is the national Central Securities Depositories (CSDs) for Belgium, Finland, France, Ireland, the Netherlands, Sweden and the United Kingdom serving local clients for local transactions • Euroclear bank is the leading International Central Securities Depository (ICSD) covering more than 1,000,000 securities, with access to domestic securities from over 40 markets and settlements in 53 currenciesworldwide Our Clients Facts & Figures • All major financial institutions in more than 90 countries and millions of retail investors. Global and local custodians, broker dealers, central banks, commercial and investment banks, investment managers, supranational organisations and a wide range of issuers. • Over €540 trillion of transaction settled yearly • €23 trillion of assets held in custody • €700 billion of collateral mobiliseddaily 4

  5. Our organisation Worldwide footprint, but Europe centric • Headquarters based in Belgium • 7 main countries and 8 representative/branch offices • 3600 employees (4700 incl. contingent workers/vendors)

  6. Implementation objectives

  7. The context at Euroclear For the past two years Euroclear has been undergoing a major HR transformation • The aim of the transformation is to deliver a stronger HR division in support of the business:

  8. Implementation objectives Euroclear chose to implement Oracle HCM Cloud as one of the main pillars of its transformation • Reduce costs of maintaining current PeopleSoft solution which is heavily customized and internally hosted • Have a truly global & integrated approach to Performance and Talent management • Have a single source of truth for all employee data enabling global reporting and real BI trend analysis • Decommission multiple disconnected and isolated HR databases which led to time consuming administrative and paper-based processes Talent Recruitment Compensation/Benefits Internal tool Core HR Learning Payroll Time Case Management Internal tool

  9. The future landscape at EuroclearThe final objective is to move all HR applications to the Oracle cloud platform Core HR Talent Recruitment Compensation/Benefits Payroll Time Learning Case Management Outsourced

  10. Implementation strategy

  11. Traditional deployment strategy Usually Global HR is implemented first, however this wasn’t a suitable option for Euroclear • Why this approach was not suitable for Euroclear: • HR management steered to deliver added-value functionalities first • Complex internal technical architecture (cloud integration)

  12. Where are we in our journey To deliver quick wins to the business our implementation strategy started with the most strategic modules • Module by module implementation strategy • Temporary “manual” coexistence model Initial Design Goals, Performance & Talent Design & Delivery Talent and Succession Delivery • Phase complete Go-Live Core HR Local Design Core HR Delivery Taleo Learn Compensation and Benefits Time tracking rollout

  13. Implementation methodology A hybrid methodology between Waterfall and Agile provides numerous benefits, but requires continuous planning • Design • Build • Deliver • Operate • Plan Iterative approach for multiple releases of each Sprint • Main objectives were: • More controllable approach with tangible results • Earlier adoption of the new tools by HR teams • Higher adaptability to business / technical changes Zoom on sprint Sprint Review Meeting Configure Requirements Validate configuration Deploy to Production and Plan Confirm Design

  14. challenges

  15. Challenges There were numerous challenges along the way Challenges Impact Strategic • Timelines expectations • Multiple projects • Global vs. local design • Change management • Timescales dependencies on numerous factors • Project timelines and key resources involvement • Aligning local countries to a global model can be a challenge • Training and change management should apply to everyone • Functional • Simplicity • Customizations • Cloud release cycle • Mirroring exactly what you have today creates more complexity • Some areas might feel like a regression • Constant changes on project planning • Technical • Data migration • Reporting • Interfacing • Back to front implementation • Maturity of Fusion • Significant impact on the intended implementation schedule (trial and error approach) • Unclear functionality • Lack of skills and knowledge on the market

  16. Lessons learnt

  17. What about Fusion? • It’s perfect for a standalone implementation, but still needs to improve for a corporate integrated solution • Fusion is functionally working fine … but technically not mature • Reporting still highly technical • Data Migration is very complex • Interfacing seems not straight-forward • Oracle reactivity is good, but Support is still in learning mode • Stability/release management is not yet at par with PeopleSoft and EBS • Need to train your own people, given the lack of resources on the market • The Fusion Community is key to support you • Need strong support from Oracle management (& development) • Can be used, without compromises, for large organisations as of R8 17

  18. Lessons learnt Simplicity is key • Create a global design and stick to it • Assess local/regional requirements • Simplify existing systems with Fusion • Don’t try and build what you already have • Communicate clearly the advantages that are gained • Don’t get hung up on aesthetics • Don’t underestimate testing 18

  19. Lessons learnt Implementing a new system is not a stand-alone project • Implementation plans should allow for various complexities • Technical challenges (data migration, interfaces) • New Releases • Projects in parallel • Begin the technical work as early as possible • Design new processes with the system in mind • Don’t underestimate change management • The process design, change management, functional and technical teams should work together 19

  20. Any questions?

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