Posted by Karla Lindblom on November 6, 2012
On tap today at Workday Rising, we’re co-presenting with our colleague from AIG, which is in the midst of a global, multi-year HR Transformation initiative. Our session centers around a method for improving the effectiveness of change management in large-scale transformations.
Unifying HR and Financial systems can have many advantages: Organizational and employee changes such as promotions, transfers, addresses, banking data and employment status are instantly reflected across the system, so data is more accurate and up to date. Cross-functional analysis (e.g., costs by headcount) is also available with real-time accuracy. Having a single vendor/system with a consistent user interface for employees can add cost-effectiveness and ease of administration.
But unifying the two also comes with challenges: Data security and privacy should be carefully mapped and managed. System maintenance and enhancements (lockouts, upgrades, sandbox refreshes) should be organized and communicated—neither function can operate in a bubble. Data fields (e.g., Location) should be used for a consistent purpose by both groups, to avoid contention.
Timing is also a big factor in Financials implementations. Go-Live should be planned around several factors, including quarter timing (to avoid quarter end reporting your first month in Workday) and the thrice-yearly Workday updates. Keeping the project on track then becomes critically important, as slipping the go-live date may mean adding multiple months onto the project, given the factors above.
In addition, each implementation generally comes with some customer-specific needs and challenges that must be addressed—TripAdvisor, for example, has complex multi-currency transactional requirements. We’ve found there are common critical success factors that can help ensure success no matter what the challenges are, such as:
For those of you contemplating or in the midst of a similar integration, we also offer a few lessons learned:
|Karla Lindblom is a manager with Deloitte Consulting LLP’s Workday Practice and served as the Deloitte project lead for Workday Financials implementation at TripAdvisor, LLC.|
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.