Intuit Transforms HR

Introduction: Dave Duffield, co-CEO and Chief Customer Advocate, Workday

Speaker: Jennifer Hall, VP of HR, Intuit

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915 Workday employees

Rated “Best Place To Work” 4th Consecutive Year in A Row

230+ Customers (1.9+M Workers ) Manufacturing Retail

Financial Services Higher Education Healthcare Related Other

Technology Services

230+ Customers (1.9+M Workers ) Manufacturing Retail

Financial Services Higher Education Healthcare Related Other

Technology Services

A Leading Provider of Business and Financial Management Solutions

• Founded in 1983

• FY 2011 revenue: $3.9 billion

• Nasdaq: INTU

• Employees: 8,000+ (globally)

Most Admired: Software Industry

2004 2005 2006 2007 2008 2009 2011

8 Years in a row

2010

Fortune Top 100 Places to Work

6 Years in a row

Jennifer Hall • VP of Human Resources at Intuit

• Prior 18 years experience at Intuit: • Chief Information Officer (CIO)

• General manager of online services

• Business development

• Engineering

• Mission: To Continually Develop People and Organizations

• Workday Customer #96

What I will cover…

• Intuit’s Journey

• The HR Challenge

• Our HR Transformation

• Our Learnings, “Watch outs” and Benefits

Intuit’s Journey Our Mission: To be a premier innovative growth company

that improves our customers’ financial lives so profoundly… they can’t imagine going back to the old way

Our recent evolution: From desktop software to connected services, social & mobile From U. S. domestic to global offerings and talent

What remains strong:

Our values Customer focus Innovation

Innovative Solutions for Consumers & Business

Help small businesses be 20% more profitable… Customers’ revenues ~20% of U.S. GDP, pay 1 in 12 American workers

Help people get the maximum tax refund … $40B in tax refunds, 1 out of every 3 tax returns e-filed

Put up to $1,000 back in families’ pockets… $550M in consumer savings identified to date

Help accountants be 20% more productive today… Serve half of all accounting firms

Improving

Lives 50M

Improve FI profit per customer by 20%… IB customers equal to the 5th largest U.S. bank

~

Would our current mindset, processes, systems and delivery channels be effective? Efficient? Scalable?

From… ~8,000 employees

...in 6 countries ...in 28 locations

...7% virtual

To… 15,000+ employees

...in 15 countries

...in 50 locations ...15+% virtual

The HR Challenge: Accelerate Growth

HR Transformation: To Accelerate Intuit’s Growth

High HR effectiveness with high touch

High touch delivery model for all managers & employees

Fragmentation and duplication of efforts

Many offerings/programs with a mindset of customization

Variation in capability in org design, talent management, and L&D

US centric mindset

From…

Effective outcomes with efficient investment

Increased self sufficiency for managers & employees

Put the work in the right place… what is best delivered in shared services

Common where possible, custom where necessary… modular design

Experts being leveraged across the company

Worldwide and virtual mindset

…To

HR Transformation: To Accelerate Intuit’s Growth

Significant Work Required to: Define future state processes and roles

Redesign the organization around the work

Change mindset, skill set and toolset

Make HR systems effective and efficient

With TONS of Communication

& Change Leadership

The HR Systems View: May 2009

19

Total Cost of Ownership (TCO) for HR applications higher than peers

Significant resource just to run the operations

Technology falling behind industry

Very different user experiences using the different applications

IT partners required specific resources & skills for technologies

Intuit offering SaaS solutions, but HR not realizing the benefit of SaaS

The Challenges FY 09 10 On Premise HR apps & 2

SaaS apps

Inconsistent service delivery for each process

Complex development & support requirements with costly and time consuming upgrades

No Master Data Management solution and inefficient reporting

Limited Worldwide capabilities

Inconsistent partner relationships

The View Then…. May 2009

20

10 On Premise applications and 2 SaaS applications

Spend by application and type

On Premise SaaS

HR

Man

agem

t Sys

tem

Sale

s C

omp

Tim

e &

Atte

ndan

ce

Cas

e M

anag

emt

Mer

it &

Bon

us to

ol

LMS

/ LC

MS

Empl

oyee

Cha

nge

Req

uest

Wor

kpla

ce M

anag

emt

Rep

ortin

g &

Ana

lytic

s

ESPP

Tale

nt M

anag

emt

App

lican

t Tra

ckin

g

0-2 On Premise HR Apps Process owners with consistent

service delivery across applications Development focused on vendor

interfaces & standard testing Master Data Management with real

time data insights & reports All systems & processes worldwide

Strong SaaS vendor/partner

relationship

10 On Premise & 2 SaaS HR apps

Inconsistent service delivery for each process

Complex development & support requirements

No Master Data Management solution and inefficient reporting

Limited worldwide capabilities

Inconsistent partner relationships

FY12

HR Systems Transformation: Vision

FY10: Self funded HR Core conversion providing most of the FY12 functionality

FY11: Further reductions of In House Apps and more self sufficiency

FY12: Fully deployed efficient, effective, scalable worldwide HR system

FY 09

FROM

Get it right from the start

Build and customize it

Do it yourself

High touch

Launch, learn, and adjust

“Out of the box” functionality …configure it and integrate it

Leverage vendors to do it for us

Self Service

TO

Changing the Mindset

FROM

Annual releases only when features were requested

Testing with major releases

Production support within the Intuit team

IT with primarily software development skills

HR Technology skills customizing applications

HR skills are experts in delivering HR services

Frequent new releases – need to plan for new features

Need testing to be repeatable

Production support is in partnership with SaaS providers

IT focuses on proprietary integrations

HR skills for process engineering, web services, data & security

Expertise in partner management & business intelligence

TO

Changing the Skillset (and Work)

FROM

• Build custom solutions

• IT & HR teams managing application & infrastructure

• Systems implementation planning

• Add features as requested by the business

• Do quick fixes and work arounds

• Leverage best practices and technology that serves millions

• Vendors managing application and infrastructure

• Vendor/partners selection and relationship management

• Get features with each upgrade

• Managing security and uptime

TO

Changing the Toolset….

The View Now…. August 2012

25

1 On Premise application and 6 SaaS applications

Tim

e &

Atte

ndan

ce

Wor

kday

(HR

MS)

Sale

s C

omp

Tale

nt M

anag

emt

LMS

/ LC

MS

Car

eer E

xplo

ratio

n

App

lican

t Tra

ckin

g

Spend by application and type

On Premise SaaS

HR Application Landscape Transformation & Costs

We revised our investment strategy…

Resulting in 35% reduction in overall application costs

…and we are reinvesting to accelerate business growth

FY09 FY12

On PremiseSaaS

Total Application

Spend

Closing Thoughts • The Learning

• Mindset, skill set, tool set…in that order • Tradeoffs of fast implementation – get core functionality • Didn’t emphasize importance of first use experience

• The “Watch outs”

• Too many SaaS providers – complexity of integration; you have to own • Self sufficiency requires investing in manager capability • Can’t over-communicate the “why” of the change

• The Benefits

• TCO reduced which has allowed us to invest in other areas • Complexity reduced • Positioned to scale globally – for growing “workforce”

We are not done yet…. It’s a journey

But it doesn’t look like this!

We are focusing on the user experience…

Questions?

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