1

Cox’s Journey to the Cloud

March 10, 2016

Today’s Speakers

2

Mark Castleberry

• Project Manager, Corporate Information Services

• Joined Cox in 2007

• Mark.Castleberry@coxinc.com

Karen Burkhart

• Manager, Production & Analysis, HR Technology Services

• Joined Cox in 2015

• Karen.Burkhart@coxinc.com

Cox Enterprises: A Diversified, Private Company

A leading communications, media and automotive services company with

revenues of $18 billion and approximately 55,000 employees.

Television and radio stations, digital media,

newspapers and advertising sales rep firms

Cable television distribution, high-speed Internet

access, home security, telephone, commercial

telecommunications and advertising solutions

Cox’s major national brands include:

Vehicle auctions, repair and certification services and web-based technology products; digital automotive marketplace and software solutions

Cox Enterprises: Major Divisions

Transforming Talent Management

• All three divisions identified talent

mgmt. as a top business and HR

strategic objective - but all with

vastly different needs.

• Our talent mgmt. processes were

highly inconsistent - primarily

focused on compliance and driven

by manual processes.

Challenge:

Transform talent mgmt. practices across all divisions while deploying an enterprise-wide solution.

Objectives:

• Align on a common vision for managing talent across the enterprise so that Cox could…

• Design and deploy highly standardized processes, procedures, and technologies across all divisions aimed to…

• Enable cross-division talent management focusing on operational excellence, continuous improvement, and employee engagement.

Transforming Talent Management

Integrated Talent Management

8

Roadmap & Structure

9

2013 2014 2015 2016Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

GO-LIVE STABILIZATION

Recruiting

Onboarding

GO-LIVE/STABILIZATION

FULL YEAR PILOT KICK-OFF GO-LIVE/STABILIZATION

Goals/Performance Mgmt

GO-LIVE/STABILIZATION

Competencies/Rating Scale

GO-LIVE/STABILIZATION

Talent Review/Succession Planning

GO-LIVE/STABILIZATION

My Career Bio

Learning

DESIGN SIGN-OFF GO-LIVE/STABILIZATION

*Each workstream includes two months of post go-live stabilization.

Guiding Principles3–4 weeks*

FacilitatorParticipants: TMLT

ApprovalsTMLT, HRVPs

Business Process Design

4–8 weeks*

Facilitator: PWC BP leadParticipants: Team identified by TMLT

ApprovalsTMLT, HRVPs, Program

Directors

Implementation6–8 months*

Facilitator: Product specialist & Module Lead

Participants: Team identified by TMLT

• Demo to program directors and HRVPs

• Recorded demo to divisions

Approvals System Design: TMLT

UAT: Division business usersGo/no-go: TMLT, HRVPs, Program

Directors

Stabilization8 weeks*

Mobilize Business Process

Tollgate

Mobilize Implementation

Tollgate UAT

TollgateGo/no-go

Transition to Operations

* Estimates only and can be more or less depending on approach, resources and number of modules combined

ExecutiveDemos

Implementation Methodology

Recruiting Design Principles

• Enterprise‐wide technology and database for recruiting

• Default to centralized recruiting operations, support and administration based on standard processes

• Provide a consistent, enterprise–wide candidate experience that retains distinct business brands and allows users to:

– Create and update one candidate profile

– Navigate across divisions; access all job opportunities and types

– Control the scope of their search to meet their requirements

• Provide visibility to internal and external talent across the enterprise for recruiters/those responsible for recruiting

• Consider any current Cox employee an internal candidate

A Day in the Life of The Recruiting Process

Recruiting Challenges

• Each division had unique practices,

policies and procedures – harmonizing

process and data

• Getting buy in from a large group of

stakeholders

• Consistent experience that leverages

brand equity

• Extensive integration development

required

Lessons Learned

• Cloud projects have fewer

environments available

• Start deployment planning early

• Allow ample time for stabilization

– we doubled original plan to 8

weeks

16

Operations & Support

17

Taleo Enterprise Edition

– Release 15A.7.1

– Recruiting and Onboarding (Transitions)

– Integrations

• Passport vendors

– InfoMart (background checks)

– FurstPerson (assessments)

• TCC (Taleo Connect Client)

– PeopleSoft

– Oracle Fusion

Recruiting Activity in 2015– 20,000 new job postings

– 530,000 new applications

– 16,800 hires

Initial Model for Enhancements

18

• Requested by Divisions

• Reviewed by COE

• Prioritized monthly with HRTS

• Worked in monthly releases

99 enhancements completed in 2015

• Release 15A

• Acquisitions and reorganization

• Mobile apply process

• Search Engine Optimization (SEO) using Talent Brew by TMP

Candidate Experience: Search Engine Optimization

19

Taleo Recruiting Projects in 2016

20

• New functionality

– CRM Tool

– Evaluation Management

– ACE Questions

• Business-driven change

– Recruiting Workflow Changes

– Acquisitions and Reorganizations

• Maintaining currency

– Taleo Release(s)

– Integrations with Fusion

2015 vs. 2016

21

Reality in 2015 What’s Changing in 2016?

Requirements not fully understood prior to beginning work

New requirement request form and intake process

Work often took longer than planned resulting in missed deadlines

Disciplined approach to estimating and planning

Testing plans were not always clearDefine test plans as part of requirement gathering

Schedule of enhancement deployment often changed

“agile-like” sprints to deliver new functionality.Operational Calendar to manage overall schedule.

Unplanned work was absorbed without changes to resources or schedule

Work will be assigned to a sprint. Unplanned work will be assigned to a future sprint.

Enhancement Process for 2016

22

ACTIVITIES

PEOPLE

2016 Operational Calendar

23

Rec

ruit

ing

Bu

sin

ess

Even

tsTe

chn

ical

Tale

o

Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov

CTA Process Redesign – Phase 2

Enhancements supporting process redesign

ReleaseRelease

Requirement Gathering

Sprint 1 Sprint 2

Stabilization

Refresh Refresh Refresh

CRM Implementation

Phase 1

Lessons Learned – Operating in the Cloud

24

• Vendor relationship

– Roadmap

– Release methodology

– Support model

– Contract provisions

• Customer networking

– On-line communities

– Webinars and conferences

• Release planning

– Internal strategy

– Playbook for regression testing

25

Thank You & Questions