HR Analytics at

Wells Fargo
Jeff McQuigg
Ramesh Ponaganti
Sept. 26, 2013

Oracle Open World, CON5792

Start Here

© KPI Partners Inc.

Contact Us
510.818.9480 | www.kpipartners.com

Oracle’s largest HR Analytics implementation
 Wells Fargo has 300,000+ employees and contractors
 Targeted to 40,000+ managers, starting with 1,000
 And 1,000+ Ad-hoc users, started with 100

Enterprise BI on a massive scale

• Crossing 6 distinct Lines of Business
+ Corporate HR

Unique technical solutions marrying

usability, flexibility and security

Project that won the 2013 Excellence award for KPI

Partners

2
Introduction

Business Need & Solution

Project Implementation

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

3
 www.kpipartners.com

Transform Data Into Insight

Strategic Consulting | Systems Implementation | Training

Staff built from Oracle BI Hyperion

Oracle/Siebel/Hyperion engineering teams Endeca Exalytics

On-site, off-shore and blended shore

delivery models

Exclusive pre-built solutions for Oracle
BI & E-Business Suite

Depot Repair Analytics Student Info Analytics

Fixed Asset Analytics Subledger (SLA) Analytics
Manufacturing Analytics Real Time Analytics and more
Salesforce.com Analytics FSG Solution

The Leader In Oracle BI & EPM 4

 Senior Architect at KPI Partners

 10+ years OBIEE consulting experience, 20+ years overall

 Personally been involved with over 45+ OBI projects in every capacity
(BI Architect, Data Modeling, RPD Metadata, Business Analyst, Report
Developer, ETL Architect/Developer, Project Manager, Pre-Sales)

 Oracle Ace thought leader for BI & OBI:

 Blogging about OBI & DW best practices since 2006 at
GreatOBI.WordPress.com (Oldest running OBI blog in the world)
 Frequent Oracle Open World speaker

 Personal: My 3,100+ beer bottles of beer are on display at Brewpalace.com

5
 BI Apps Architect / Lead at KPI Partners

 6 years of BIApps consulting experience, 9 years overall

 Ramesh has been involved with over 15 OBI projects

(BI Apps Architect, Data Modeling, Business Analyst, ETL
Architect/Developer, Pre-Sales)

 KPI’s HR Analytics expert

 Expertise in integrating 3rd party source systems with BI Applications

 ADP Payroll, Ceridian (Recruiting), JobVite (Recruiting), BLS.com (Benchmark
data), Learn.com (LMS), Success Factors, PIPs and SIRs etc.

6
Introduction

Business Need & Solution

Project Implementation & Team

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

7

HQ in San Francisco

Founded in 1852 by the founders

of American Express

Now the world’s largest bank (by Market

Capitalization) as of July 2013

300,000 employees & contractors – 14th largest in the US and ~ 50th

in the world
 2.9 million job applicants per year!

Growth via dozens of acquisitions

 More recent large mergers: Norwest – 1998 and Wachovia - 2008

Consists of several distinct lines of business:

 Community Banking, Home Mortgage, Wealth Brokerage & Retirement, Wholesale
Banking, Securities

8

6 LOBs & Corp HR managed differently
 Differing systems and tools
 Differing metrics & definitions
 Differing HR management processes

Time wasted on manual tasks for

 Gathering data
 Answering HR questions
 Basic reconciliation

No ability to spot trends and

become proactive

Technical skills needed were too

high with existing systems

9

Wanted to operate in a common manner across LOBs

Reduce effort for basic reporting and analysis

Reduce technical skills needed

Enhance reporting and analysis

 Rich data set for analysis
 View HR data by Financial Hierarchies

Line manager (40,000!) self-service

Enable greater capability for core HR professionals

10

Wells Fargo selected Oracle HR Analytics 7.9.6.3
 Pre-built integration with PeopleSoft
 Overall flexibility and capability

Workforce Profile Recruiting

Demographics Requisition Activity
Headcount, Race & Gender, Temp Time to fill, Open Positions
Workers, Retirement
Applicant Tracking
Movement Applicant profile, source
Transfers, Terminations, Promotions effectiveness

Performance Management Recruiter Performance

Reviews and career progression Conversion rates by stage, Offer
acceptance
Compensation
Pay Equity, Pay vs. Performance, Recruiting Process
Industry Benchmarking Times, drop off and bottlenecks along
the pipeline

11
Introduction

Business Need & Solution

Project Implementation & Team

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

12

Release 1 began Oct. 2011, completed Oct. 2012

KPI Team of ~15 consultants

WF IT team of 3-4 plus 3-4 key business analysts

 Over 100 total involvement

Technical Environment
 Oracle 11g database (11.2.0.1.0)
 PeopleSoft 8.9 on DB2 System 390
 OBIEE 11.1.1.6
 SiteMinder

1 year BI Apps implementation? Why?

1. Extensive customizations to the data model and ETL logic
2. 100% custom developed Dashboarding solution (150 complex reports)
3. Largest data volume to run through HR ETL
More on these items later

13
 2011 2012
Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Enterprise Metric Definitions

KPI
Begin

Install

Gap Analysis

ETL/Model Design

ETL Dev.

UI Reqs/Design/Dev

QA
Iterative Prototype -> Go
Prod Live
Perf Tune

Implementation followed a basic Waterfall approach, except for the reporting/UI content
which was highly iterative and followed a prototype to completion approach.

14
KPI lead the combined team:

Overall KPI Team Lead – (Jeff M.)

KPI Partner - Client Manager (part time)

BI Apps Architect & ETL Lead - HR Analytics expert (Ramesh P.)
 4-6 ETL developers

OBI Team
 1 OBI Architect
 2 OBI developers
 1 technical infrastructure expert for initial security integration

Technical PeopleSoft SMEs
 1 SME – during requirements and design phases

1 Project Manager (part time)

• Total: 13-16 KPI resources throughout the life of the project

• Core team consisted of 9 consultants

• KPI offshore was not involved at the request of Wells Fargo

15
Wells Technical and Business team members involvement:

1 Business Sponsor (Sr. VP HR
2 PeopleSoft SMEs

Insight and Metrics)
“Metrics Team” of 4-5 analysts

1 IT Director
“Security Team” of 3-4 people

1 IT Manager
Business user involvement: 80+

2 Project Managers, 1 reporting to
2 Oracle DBAs
business sponsor, 1 reporting to IT
1 performance tuning DBA

1 Data modeler / Overseer
2 OBI Infrastructure Admins

2 ETL developers
6 from corporate testing team,

1 OBI developer mostly offshore

Total Wells Fargo Involvement: ~110

16
Introduction

Business Need & Solution

Project Implementation & Team

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

17

Deployed Release 1.0 Oct 2012

1,000 HR specialists as users

150 custom reports over 9 dashboards

3 ad-hoc subject areas for 100 power users

Processing 100 Million rows daily

Size of DB: 400 GB

18
 “This is a 5-star app!” - Exec Very I amR
Impressed Blown Away

 “I am blown away!! Fantastic and

very intuitive!” - Exec

 “WOW!!! … Needless to say I am very

impressed. I definitely believe this can be a game
changer … Just a brief exposure into the tool
provides many insights about my team that have
been difficult to find in the past.” - Exec

 “Workforce Analytics tool is open - I love it!” - User

19
Wells & KPI are continuing enhancements:

Since Release 1:
 Increased ad-hoc users 50%
 Redevelopment of custom hierarchy ETL code
 Continual ETL performance tuning
 Analysis, design & development tasks for
November

November Timeframe
 GL Hierarchies w/ enhanced security model
 Controller Data Mart integration to link GL
 Payroll Analytics

2014
 Learning Integration
 Replacing PSFT Recruiting
 PSFT upgrade 8.9 to 9.2

20
Introduction

Business Need & Solution

Project Implementation & Team

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

21

Targeted to advanced users (HR Consultants)

Result: highly interactive pages

 Many prompts
 Heavy use of column selectors to change content
 Heavy use of view selectors for different perspectives or visuals
 Heavy use of navigations into details

Innovative Security model and usability solution

Extensive customization of core hierarchies and

metrics

22
23
 Extensive Options

24
25
Highlight two important aspects of the project

Ensuring user Security

adoption of
Enterprise BI
with an iterative UI Flexibility

process
Usability

Hierarchy solution
for Security, Flexibility
and Usability

26

6 LOBs plus Corporate HR with input

Sessions had 80 participants

Agree to definitions, reports, UI, flow

KPI lead sessions on reporting requirements

and detailed data definitions

• WF began defining metrics before the project began

• Representatives from each LOB joined the “Metrics Team”

• Worked through common definitions and terminology

• Sometimes very difficult to nail down:

 Ex. 1: 6 months to define a Promotion!
 Ex. 2: When does a job seeker become an
applicant?

27

Pure top down BI approach
for identifying reporting
content

OOB reports were not
considered due to WF
expertise in HR

“Prototype to Production”

Continual iterative report
development with constant
user feedback

No detailed report specs!
28
Approach
1. Identify Key Business Questions
2. Prioritize the list
3. Data to answer the questions
4. Find key comparisons
5. Whiteboard visualizations
6. Convert to Excel mockups
7. Enhance & Refine mockups
8. Move mockups to OBI
9. Iterative report refining
10. UI development complete
For each Dashboard:

2 weeks elapsed Excel mockup

4 weeks elapsed in OBI
KPI designed a unique solution enhancing
dashboard capability and improving usability

Employee- 6 Tier /
Hierarchies Position Executive
Enterprise Legacy (for

Support 2 different hierarchies direction some LOBs)
22 levels 6 levels
100% Custom 100% Custom
 “As-is” and “As-Was” versions As Is As Is
As Was As Was

 Users select from 4 hierarchies at any time

 Architected for future Financial hierarchies

29
Security Requirements

Data security by user selected hierarchy (all 4!)

+ HR consultants assume the role of selected

managers
 E.g., an HR consultant can “become” a VP of Retail Banking
 Similar to a proxy feature

+ Security differs by subject area

 E.g., a Recruiting consultant has greater access rights on
Recruiting than on Workforce Demographics

One of the more complex and challenging security

models

30
 VP #1
Usability

Easily change all of the following:

1. Hierarchy Director #1
HR
Consultant
2. Hierarchy version

3. Manager to become VP #2

4. Any sub-manager to analyze

Fixed levels are a common hierarchy solution Director #2

 Not realistic with a 22 level hierarchy
 Each hierarchy has different # levels
 Not possible with 4+ hierarchies

31
Solution

All hierarchies are mapped into a single
OBI logical table selectable by the user

They select a version - As Is or As Was

OBI determines physical tables

Select an Access Point, or who they “are”

Select a sub-manager to run the reports

for on the page

Hierarchies are exploded into special

tables (4x) allowing this to happen

32
Result:

The entire page can be
changed to support different
hierarchies, versions and
different managers in only a
few clicks

Data security follows the

selected hierarchy

Enhancements for excellent

performance
 Many pages for CEO (300,000+
employees) < 10 seconds!

33
Introduction

Business Need & Solution

Project Implementation & Team

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

34
Sheer quantity and complexity of custom requirements

Highly customized PeopleSoft system

 13 years old, after many mergers and exception cases

Data model extensions to support ~100 new metrics (Key and

Variations)
 Many had complex definitions: Promotions (Actions & MRP), Internal Hires,
External Hires, Requisitions vs. Positions, Applicants Vs. Job seekers etc.

Addition of Full Position Management (custom)

Complex Customizations in Workforce/Recruitment Stars

Custom Performance Ratings

National unemployment rates for benchmarking

35

4 custom hierarchies
 With support for open positions

Extended dimensionality Retirement Eligibility Band

 Custom banding for 6 metrics Band Min Mons. Max Mons.

Now -9999 1
 Corp Accounting Unit (Cost Center) < 1 yr. 1 12
 Area Differentials 1 – 2 yrs. 12 36
3 -4 yrs. 36 60
 Complex security dimensions
5+ yrs. 60
 30+ new columns on employee dim
 Extensions on other OOTB dimensions

15+ new Aggregate tables to improve reporting performance

36

Domain/CSV configurations
 Complex domain configurations to meet PSFT customizations
 Definitions dependency on both CSV files and ETL code
 Metric definition/configuration conflicts
o Promotions Vs. Internal Hires
o Applicants Vs. Job Seekers
o Employment Status, Full Time Part time etc.

ETL Performance
 Large volume of data being run through ETL engine
(Oracle’s largest data set yet for HR Analytics!)
 Complex HR Analytics ETL process
 Extensive use of DAC Action framework
 Added table partitioning to 20+ tables
 Extensive efforts on tuning to meet nightly SLA

Mainframe DB2 issues

 Extract times – running into ASU Limit issues
 Network Issues – impacted ETL loads
 Modified code to support Dirty Reads
 Shared DB2 subsystem required environment coordination

37

PeopleSoft Effective Dates not reliable on key tables

Re-architected OOB incremental logic

Solution (table by table basis):

Full extracts for source tables

Full/Incremental refreshes for DW tables

Relinking foreign keys on Facts on Full refreshes

Special Data Scenarios

 Missing change capture triggers for Incumbent changes
 Coding around Recruitment data quality issues
 Added support for same day Hire/Terminations
 Logic enhancements for many metrics like Promotions, Transfers
and Recruiting metrics etc.
 Turned off Product generated events in Recruitment

38
Introduction

Business Need & Solution

Project Implementation & Team

Status & Future Plans

The Solution & Key Aspects

Data Model and ETL Efforts

Challenges, Best Practices & Keys to Success

Wrap up & Q&A

39

Security Model
 Difficult requirements to implement
and discuss
 Difficult communications with
PeopleSoft and Security teams
 Challenging technical solution

Consensus building across LOBs

who operate differently
 Questions, Reports, Features, Definitions

Large # of users involved

Large Data sets

40

Draining Requirements sessions
 4 hours per day
 2x per week
 8+ weeks
 All on phone
 80+ people on calls

Changing Recruiting definitions

Geographically diverse team

• Difficult communication and
sessions

Constant plan reworking due
to external factors

41
Pure top-down approach to BI

Functional prioritization

Iterative development via prototyping to drive user adoption

Strong focus on interactive application

BI Apps Performance Layer for improved query times

Extensive OBI QA using OBI to verify derived metrics

42

KPI expertise in inner
workings of HR Analytics

Back End expertise for

design and development of
custom hierarchies and sources

Strong architects to solve complex problems

Iterative report design & build approach

User involvement drives user adoption

43
44
 Contact Us

Email: info@kpipartners.com
Web: kpipartners.com/contact

KPI World Headquarters North America Offices

39899 Balentine Drive New York, NY Minneapolis, MN
Suite #375 Chicago, IL San Diego, CA
Boston, MA Greensboro, NC
Newark, CA 94560
Phone: (510) 818-9480 Global Offices
Bangalore, India Hyderabad, India

The Leader In Oracle BI & EPM 45

 www.kpipartners.com

Oracle Open World, 2013 46