This presentation contains no controlled technical data or technology.

Implementing HR TechnologyShahbaz Alibaig, Sr. Director, HR Operations

Kellie Lacabanne, HR Program Manager, HR Operations

Contains no controlled technical data or technology.

Agenda

• Challenges of Implementing HR Technology

– Why Change

– Journey

– Challenges & Best Practices

• Q&A

Why Change?Shahbaz Alibaig

Esterline Explained, January 2017 3

• Strong global footprint for sales and manufacturing

• More than half of ~13,000 employees outside the U.S.

• Specialized global manufacturer of custom-engineered

solutions for aerospace & defense.

Advanced Materials

Avionics & Controls

Sensors & Systems

About Esterline

Contains no controlled technical data or technology.

Why Change from on-premise solution?

• Product expiring – so upgrade or start fresh

• Mostly paper and HR Data entry

• Designed for decentralized business model

• No manager access

• Narrow visibility of talent

• Outdated & highly customized technology

• Good at data flow but not data analytics

Contains no controlled technical data or technology.

HR Transformation Goals

5

JourneyKellie Lacabanne

6

Contains no controlled technical data or technology.

Cloud Computing Defined

7

Advantages

• You don’t host

• Monthly patches

• Major upgrades 2x per year (not as

lengthy as on-premise but still a very

structured process)

Disadvantages

• Can’t fix it yourself

• Can’t customize at will

• Can’t control what they break

Contains no controlled technical data or technology.

Initial Approach

8

• “Big Bang”

– All Locations/Countries

– All functionality configured

– MSS/ESS

– Learn

– Payroll Interface

• Talent management, compensation/focal

processes to begin as needed based on

COE requirements

Contains no controlled technical data or technology.

Challenges with this approach• Limited resources

• Change management required for size/scope of

change

• Shared Services, or lack thereof

• 60% production

• Lack of IT infrastructure

9

Contains no controlled technical data or technology.

Revised Approach• Smaller “Big Bang”

– All Locations/Countries

– HR-only access at go live

– Configure/Test all Functionality

– Learn

– Payroll Interfaces

• Talent management, compensation/focal

processes to begin as needed based on

COE requirements

10

Payroll

Integration

Compensation

Learning

TalentBenefits

Core HR

Challenges & Best Practices

Contains no controlled technical data or technology. 12

Implementation Go Live Decline Recovery Stability

Conversion, prep

new system,

business process

Go live signifies

both a beginning

and an ending

Right after go-live

performance,

productivity and

customer

satisfaction/ morale

often decline as

people adapt to new

system and

processes

As people get

comfortable with the

system and as

issues are resolved,

then we can start to

recover and become

more stable

With stable

environment, we

can then take

advantage of

additional features

and functionality and

realize benefits.

Expectations of Change

(r)evolution

13

RevolutionOld system to new system

EvolutionNew features, Performance, Talent, Compensation, Learning, Manager/Employee Access, Recruit

Contains no controlled technical data or technology.

Best Practices for project • Know your objectives & set expectations early

• Clear project scope & priorities Watch scope creep

• Global team – validate requirements

• Project team – make sure you have the right people

• Language identification

• Governance model -- during and after project

• Testing Cycles (UAT1, UAT2, CRP)

• Change management & ongoing support

• Communicate! Communicate! Communicate!

14

Looking Back

15

• What has worked

– Global feedback

– Process simplification

– Slow roll – phased rollouts

– Contingency plans

– Open Mic calls

– HR TTT and VOC feedback

– HR Ops back-up data entry support for HRIS Specialists

– Governance Model

• Work in Progress

– IT infrastructure & Communication

– Global Access – Kiosks