February 2017 France Major Project Updates Working time project: negotiations ongoing. Expectations of Unions are far above our proposal concerning financial compensation. Next rd th negotiation meetings on March 3 and 16 . Healthcare system: Preparation of a new scheme compliant with “Contrat Responsable” in January 2018. Local Business Trends Revenue: +2.8M€ ACE: 63.5 of rollout rate at end of February: 678 Clients out of 1071 are live. Digiposte: 165 deals signed YTD Rollout of IBM BPMS for MS: +300 clients live. No migration deals signed this month Netherlands Major Project Updates Service and implementation performance after the peak on plan iHCM customer escalations increased after go-live in January Strong performance Detach/BPO driven by Year-End and new orders NPS on positive trend, back in positive ratings (+3) Major Project Updates SLS/MarCom restructuring: Workerscouncil advice on Sales/Marketing restructuring, including generic placement policy, agreed for 2 years Implementation redesign of organization; (re)design phase completed and presented to Frank Smith Local Business Trends NPS on positive trend, back in positive ratings (+3) PPC % has shown continuous improvement as labor market in the Netherlands is improving with client employee base increasing Local Highlights First female sales manager (with HCM experience) hired. Joined forces with Diversity in selection; has been successful.
February 2017 France Major Project Updates Working time project: negotiations ongoing. Expectations of Unions are far above our proposal concerning financial compensation. Next rd th negotiation meetings on March 3 and 16 . Healthcare system: Preparation of a new scheme compliant with “Contrat Responsable” in January 2018. Local Business Trends Revenue: +2.8M€ ACE: 63.5 of rollout rate at end of February: 678 Clients out of 1071 are live. Digiposte: 165 deals signed YTD Rollout of IBM BPMS for MS: +300 clients live. No migration deals signed this month Netherlands Major Project Updates Service and implementation performance after the peak on plan iHCM customer escalations increased after go-live in January Strong performance Detach/BPO driven by Year-End and new orders NPS on positive trend, back in positive ratings (+3) Major Project Updates SLS/MarCom restructuring: Workerscouncil advice on Sales/Marketing restructuring, including generic placement policy, agreed for 2 years Implementation redesign of organization; (re)design phase completed and presented to Frank Smith Local Business Trends NPS on positive trend, back in positive ratings (+3) PPC % has shown continuous improvement as labor market in the Netherlands is improving with client employee base increasing Local Highlights First female sales manager (with HCM experience) hired. Joined forces with Diversity in selection; has been successful.
February 2017 Sales above plan. Springtime training initiative kicked off with high participation (50%) throughout the organization and very positive feedback. Workerscouncil conditional approval on Sales/Marketing restructuring, including generic placement policy agreed for 2 years Local Challenges Buutzorg Claim, driven by wrong calculation on specific labor-arrangement iHCM customer escalations increased after go-live in January Recruiting of specialist roles in services and implementation increasingly difficult with improving labor market (economic uptick) Other Updates iWin Netherlands chapter have hosted a session on diversity with a known speaker on the topic. Ten percent of Netherlands office (50% male) joined the session. CSR chapter for Netherlands has linked with the Mont Ventoux sports event to support our joined good cause. CSR chapter have created a social report for Netherlands (in close cooperation with international team). Visit of Vito Giuliani, supportive of local housing strategy, move from two locations 8 km apart, to one (ADP-owned) building. Agile training by Frederico Figueiredo for local Excom Fourteen of Dutch population have activated the Network Compass to receive feedback, and 83% of the invited Dutch raters have provided feedback. Germany Critical Updates on Goals In frame of a regular tax audit for the calendar years 2010 through 2015 the Tax Authority declared te tax-free contributions into the so-called “Life Balance Depot”, a deferred compensation pension plan for Directors, to be not tax compliant. The Tax Authority claims tax for five active Directors with a total amount of 68K€. In cooperation with Comp & Ben, HR EMEA and Finance, we have decided end of January to raise protest against this claim. Five other directors, who have left ADP, will receive claims from their Tax Authority individually. Two of them have decided, meanwhile, to get the Life Balance Accounts taxed and cashed out. Basically the Directors themselves are liable for the tax claims. Nevertheless, we cannot exclude that individual participants might be able to sue ADP to be liable. Major Project Updates In context with the closure of the Nuremburg location, we have given seven terminations to the concerned employees, effective end of December. These employees were released from work immediately. In addition, one apprentice has left after having passed the
February 2017 Sales above plan. Springtime training initiative kicked off with high participation (50%) throughout the organization and very positive feedback. Workerscouncil conditional approval on Sales/Marketing restructuring, including generic placement policy agreed for 2 years Local Challenges Buutzorg Claim, driven by wrong calculation on specific labor-arrangement iHCM customer escalations increased after go-live in January Recruiting of specialist roles in services and implementation increasingly difficult with improving labor market (economic uptick) Other Updates iWin Netherlands chapter have hosted a session on diversity with a known speaker on the topic. Ten percent of Netherlands office (50% male) joined the session. CSR chapter for Netherlands has linked with the Mont Ventoux sports event to support our joined good cause. CSR chapter have created a social report for Netherlands (in close cooperation with international team). Visit of Vito Giuliani, supportive of local housing strategy, move from two locations 8 km apart, to one (ADP-owned) building. Agile training by Frederico Figueiredo for local Excom Fourteen of Dutch population have activated the Network Compass to receive feedback, and 83% of the invited Dutch raters have provided feedback. Germany Critical Updates on Goals In frame of a regular tax audit for the calendar years 2010 through 2015 the Tax Authority declared te tax-free contributions into the so-called “Life Balance Depot”, a deferred compensation pension plan for Directors, to be not tax compliant. The Tax Authority claims tax for five active Directors with a total amount of 68K€. In cooperation with Comp & Ben, HR EMEA and Finance, we have decided end of January to raise protest against this claim. Five other directors, who have left ADP, will receive claims from their Tax Authority individually. Two of them have decided, meanwhile, to get the Life Balance Accounts taxed and cashed out. Basically the Directors themselves are liable for the tax claims. Nevertheless, we cannot exclude that individual participants might be able to sue ADP to be liable. Major Project Updates In context with the closure of the Nuremburg location, we have given seven terminations to the concerned employees, effective end of December. These employees were released from work immediately. In addition, one apprentice has left after having passed the
February 2017 examination of apprenticeship mid-February and the second one will move to Managed Services Payroll in Dresden. Twelve employees will work from home offices. Five employees, who are in parental leave currently, will be terminated when the parental leave ends. th The negotiations about a social plan, regulating the amounts of the severance payments, were closed on February 9 . One employee raised protest against the termination at the labor court. But given the fact that a social plan is in place, the risk for ADP is rather low. th th Sigrid Hiller has participated in the Kick Off Workshop for the launch of GV HCM in Roseland from February 7 until February 9 . Local Business Trends Our main competitor, SDWorx, continues to chase our talent via headhunters. SDWorx is offering significant salary increases (up to 30%) and, in addition, less workload and less pressure. In February we have lost ten employees who have resigned, and probably 5 or 6 of them will go to SDWorx. In the first quarter of FY17 we have lost 2 Directors to SDWorx already. SDWorx targets our complete population from Senior Management via Consultants down to Managed Services payroll clerks. The situation is critical, because it is really hard and expensive to hire good, qualified and motivated replacements. We are analyzing the situation in detail currently and will set up appropriate actions short-term. Local Highlights Besides the agreements with the works council in terms of the social plan in Nuremburg, the launch of Medallia and the approval of the e- learning trainings, no special highlights in February. Local Challenges The main current challenge for the German business is the migration of 1028 clients from an old ADP Payroll/HR platform TPO (Taylorix Personal Office) onto an ADP PAISY platform. Currently 459 clients are migrated. Small clients are and will be migrated onto a platform from our cooperation partner Eurodata, named ED-Lohn, and large customers with iHCM requirements will be migrated to LOGA, a platform from our cooperation partner P&I. The customers who are left have to be migrated by an external provider, which was ordered due to the lack of own resources. The current status with this provider is very critical, since the external provider is far behind target. This leads to the necessity to migrate defined customers with our own resources in the ADP standard setup way. th In cooperation with R&D EMEA and R&D France we are working on the option to postpone the latest date for migration to December 17 . It looks like there is a realistic chance, but still no confirmation yet. HR is contributing to fixing the issue together with TA by recruiting up to 10 PAISY Consultants from outside and by managing the works council communication.
February 2017 examination of apprenticeship mid-February and the second one will move to Managed Services Payroll in Dresden. Twelve employees will work from home offices. Five employees, who are in parental leave currently, will be terminated when the parental leave ends. th The negotiations about a social plan, regulating the amounts of the severance payments, were closed on February 9 . One employee raised protest against the termination at the labor court. But given the fact that a social plan is in place, the risk for ADP is rather low. th th Sigrid Hiller has participated in the Kick Off Workshop for the launch of GV HCM in Roseland from February 7 until February 9 . Local Business Trends Our main competitor, SDWorx, continues to chase our talent via headhunters. SDWorx is offering significant salary increases (up to 30%) and, in addition, less workload and less pressure. In February we have lost ten employees who have resigned, and probably 5 or 6 of them will go to SDWorx. In the first quarter of FY17 we have lost 2 Directors to SDWorx already. SDWorx targets our complete population from Senior Management via Consultants down to Managed Services payroll clerks. The situation is critical, because it is really hard and expensive to hire good, qualified and motivated replacements. We are analyzing the situation in detail currently and will set up appropriate actions short-term. Local Highlights Besides the agreements with the works council in terms of the social plan in Nuremburg, the launch of Medallia and the approval of the e- learning trainings, no special highlights in February. Local Challenges The main current challenge for the German business is the migration of 1028 clients from an old ADP Payroll/HR platform TPO (Taylorix Personal Office) onto an ADP PAISY platform. Currently 459 clients are migrated. Small clients are and will be migrated onto a platform from our cooperation partner Eurodata, named ED-Lohn, and large customers with iHCM requirements will be migrated to LOGA, a platform from our cooperation partner P&I. The customers who are left have to be migrated by an external provider, which was ordered due to the lack of own resources. The current status with this provider is very critical, since the external provider is far behind target. This leads to the necessity to migrate defined customers with our own resources in the ADP standard setup way. th In cooperation with R&D EMEA and R&D France we are working on the option to postpone the latest date for migration to December 17 . It looks like there is a realistic chance, but still no confirmation yet. HR is contributing to fixing the issue together with TA by recruiting up to 10 PAISY Consultants from outside and by managing the works council communication.
February 2017 In addition, 3 R&D colleagues from R&D France plus 1 external French freelancer with good German language skills will support R&D Germany in our location Kornwestheim. HR has organized a French translator and is preparing a German payroll training in French language by an external provider. In total, seven employees are on RiF in context with the TPO migration. Three employees from R&D have moved internally, three additional employees will move after migration, two have signed severance agreements, two will go for pension and three additional employees will be terminated once the migration is finished. Other Updates Current negotiations with the works council are: Global Job Architecture, RPA, Adjustments on Working Time Agreement, Leader and Network Compass, General IT Company agreement, Health Management and ADPworks. The social plan for Nuremburg, the launch of Medallia and the single deployment e-learning trainings were agreed with the works council end of February. Next to come: GV HCM For each of these projects we need a company agreement and, depending on the content, a data privacy approval from the Data Privacy Official prior to the launch. Italy Major Project Updates Launch of Loyalty program for current client with the aim to increase references for prospects and raise local market image. Local Business Trends Results (NOI, client retention) slightly better than plan, sales in line with plan, couple of deals on critical stage, MNC sales deal below plan Local Highlights Network compass Italy response rate at 93% th High level of workload in customer service organization, 15 of March is the deadline for annual declaration Local Challenges Alitalia (One of our major clients) is under huge cost pressure and planning heavy downsizing, possible impact to ADP workforce and business
February 2017 In addition, 3 R&D colleagues from R&D France plus 1 external French freelancer with good German language skills will support R&D Germany in our location Kornwestheim. HR has organized a French translator and is preparing a German payroll training in French language by an external provider. In total, seven employees are on RiF in context with the TPO migration. Three employees from R&D have moved internally, three additional employees will move after migration, two have signed severance agreements, two will go for pension and three additional employees will be terminated once the migration is finished. Other Updates Current negotiations with the works council are: Global Job Architecture, RPA, Adjustments on Working Time Agreement, Leader and Network Compass, General IT Company agreement, Health Management and ADPworks. The social plan for Nuremburg, the launch of Medallia and the single deployment e-learning trainings were agreed with the works council end of February. Next to come: GV HCM For each of these projects we need a company agreement and, depending on the content, a data privacy approval from the Data Privacy Official prior to the launch. Italy Major Project Updates Launch of Loyalty program for current client with the aim to increase references for prospects and raise local market image. Local Business Trends Results (NOI, client retention) slightly better than plan, sales in line with plan, couple of deals on critical stage, MNC sales deal below plan Local Highlights Network compass Italy response rate at 93% th High level of workload in customer service organization, 15 of March is the deadline for annual declaration Local Challenges Alitalia (One of our major clients) is under huge cost pressure and planning heavy downsizing, possible impact to ADP workforce and business
February 2017 Budget and forecast preparation, heavy focus on this activity 2SP Major Project Updates Spain – Capacity constraints in service delivery teams remain with no or very limited improvement. Impacts on productivity and client retention. Major Project Updates Platform migrations (all 2SP countries) & Cret@ project (significant legal change in Spain impacting payroll platform enhancements) HRSS Project, Poland – Ongoing. Full transfer to finalize by the end of FY17. Status: under control and no outstanding issues so far. Temporary support to relief workload from the tea (reduction of one permanent FTE in country). HRSS Project, Spain (Service Delivery Team) – Design started, to be finalized by end of FY17. Planned 6-month academy, to be rolled out in FY18. Goal: reduce recruitment gaps/accelerate onboarding and productivity, reduce learning curves. Local Business Trends NPS: Low results. Spain -35.5% and Switzerland -11.8%. Poland +12.8% (all decreased vs. FY16 period). No major trend changes on competitors in 2SP countries. Unemployment rates seem to improve slightly in Spain (approximately 18% at the end of 2016 vs. 20% in 2015). Lower unemployment rates in Poland (around 8% since 2016) and very low in Switzerland (3.75%) mean talent attraction difficulties. Local Highights Poland: Good growth of the business. Revenue/sales and NOI showing good positive trend. Sales in January in 2SP very positive. Local Challenges Succession planning for key roles in Spain and Switzerland (technical roles). Key roles need to be backed up to ensure knowledge transfer to retain key payroll platform knowledge. Critical impact on business since loss will put risk on the service/business. Started to discuss transition plans for key role in Spain. Recruitment “gaps” – reviewed recruitment efforts/strategy to accelerate hiring in Spain (training academy to support and relieve the pressure on recruitment challenges) Other Updates Talent Calibration 2SP scheduled mid-March
February 2017 Budget and forecast preparation, heavy focus on this activity 2SP Major Project Updates Spain – Capacity constraints in service delivery teams remain with no or very limited improvement. Impacts on productivity and client retention. Major Project Updates Platform migrations (all 2SP countries) & Cret@ project (significant legal change in Spain impacting payroll platform enhancements) HRSS Project, Poland – Ongoing. Full transfer to finalize by the end of FY17. Status: under control and no outstanding issues so far. Temporary support to relief workload from the tea (reduction of one permanent FTE in country). HRSS Project, Spain (Service Delivery Team) – Design started, to be finalized by end of FY17. Planned 6-month academy, to be rolled out in FY18. Goal: reduce recruitment gaps/accelerate onboarding and productivity, reduce learning curves. Local Business Trends NPS: Low results. Spain -35.5% and Switzerland -11.8%. Poland +12.8% (all decreased vs. FY16 period). No major trend changes on competitors in 2SP countries. Unemployment rates seem to improve slightly in Spain (approximately 18% at the end of 2016 vs. 20% in 2015). Lower unemployment rates in Poland (around 8% since 2016) and very low in Switzerland (3.75%) mean talent attraction difficulties. Local Highights Poland: Good growth of the business. Revenue/sales and NOI showing good positive trend. Sales in January in 2SP very positive. Local Challenges Succession planning for key roles in Spain and Switzerland (technical roles). Key roles need to be backed up to ensure knowledge transfer to retain key payroll platform knowledge. Critical impact on business since loss will put risk on the service/business. Started to discuss transition plans for key role in Spain. Recruitment “gaps” – reviewed recruitment efforts/strategy to accelerate hiring in Spain (training academy to support and relieve the pressure on recruitment challenges) Other Updates Talent Calibration 2SP scheduled mid-March
February 2017 Leadership training for high potentials/high performers in 2SP (line managers) to be deployed in FY17 Workshop to improve cooperation and relieve team tensions in Switzerland after recent incident among associates (cultural/generational conflict) Tunisia Major Project Updates Global projects: Launch of Network Compass – 92% of the managers participated and 86% of surveys were completed Local projects: Launch of “Coaching & Leadership” program; a coaching program jointly drafted by the local excom managers and an external coach. The objective of the program is to strengthen the leadership of the manager to enable them to improve associates’ engagement and performance. Local Business Trends Start of 30 new accounts on Major Accounts Deployment of scrum methodology on technical teams Local Highlights Relocation to a new building was validated and the decision was communicated to all associates. Moving period: July and August 2017. Local Challenges Workforce reductions (30 associates) in the Social Declaration activity due to the implementation of the DSN (single social declaration) in France: we’ve been able to transfer all the associates to growth activities.
February 2017 Leadership training for high potentials/high performers in 2SP (line managers) to be deployed in FY17 Workshop to improve cooperation and relieve team tensions in Switzerland after recent incident among associates (cultural/generational conflict) Tunisia Major Project Updates Global projects: Launch of Network Compass – 92% of the managers participated and 86% of surveys were completed Local projects: Launch of “Coaching & Leadership” program; a coaching program jointly drafted by the local excom managers and an external coach. The objective of the program is to strengthen the leadership of the manager to enable them to improve associates’ engagement and performance. Local Business Trends Start of 30 new accounts on Major Accounts Deployment of scrum methodology on technical teams Local Highlights Relocation to a new building was validated and the decision was communicated to all associates. Moving period: July and August 2017. Local Challenges Workforce reductions (30 associates) in the Social Declaration activity due to the implementation of the DSN (single social declaration) in France: we’ve been able to transfer all the associates to growth activities.
February 2017 Appendix myMoment Data *Full data available in March Info Binder and Attachment
February 2017 Appendix myMoment Data *Full data available in March Info Binder and Attachment
Situation Report Appendices Copyright © 2015 ADP, LLC. Proprietary and Confidential.
Situation Report Appendices Copyright © 2015 ADP, LLC. Proprietary and Confidential.
MNC HR FY17 Feb ‘17 SIT Report Copyright © 2016 ADP, LLC. Proprietary and Confidential.
MNC HR FY17 Feb ‘17 SIT Report Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 Strategic Alignment MNC HR Simplify •GPD - disrupt the global Fully leverage and spread the • At least 90% of US Simplify and payroll market Win as One MNC concept and payroll clients on strategic •Continue to grow our broader re-build trust and engagement in platforms globalize the solution HCM solution and the organization • 50% reduction of service tools portfolio. capabilities •Re-establish Talent Innovate •Develop the Insightful Acquisition (EMEA) and focus investments on key Talent Expertise aspect of the GV • Increase R&D Investment to Align Sales with HCM solution Retention enhance our portfolio global solution roadmap. • Reduce low value service •MNC Academy complete roll- contacts by 50% •Upgrade all GV clients to the out with Career Advisory next gen UX. Continue the Services & Coaching Grow Develop service Win as One MNC journey Programs for Managers • Continued client growth and model of the future. •RPA to drive productivity and maintain our HCM leadership service quality •Workforce Planning fully position embedded into the business •Global Cloud Connect cycle • Significantly improve client Think efficiency in experience and NPS everything we do. 2 Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 Strategic Alignment MNC HR Simplify •GPD - disrupt the global Fully leverage and spread the • At least 90% of US Simplify and payroll market Win as One MNC concept and payroll clients on strategic •Continue to grow our broader re-build trust and engagement in platforms globalize the solution HCM solution and the organization • 50% reduction of service tools portfolio. capabilities •Re-establish Talent Innovate •Develop the Insightful Acquisition (EMEA) and focus investments on key Talent Expertise aspect of the GV • Increase R&D Investment to Align Sales with HCM solution Retention enhance our portfolio global solution roadmap. • Reduce low value service •MNC Academy complete roll- contacts by 50% •Upgrade all GV clients to the out with Career Advisory next gen UX. Continue the Services & Coaching Grow Develop service Win as One MNC journey Programs for Managers • Continued client growth and model of the future. •RPA to drive productivity and maintain our HCM leadership service quality •Workforce Planning fully position embedded into the business •Global Cloud Connect cycle • Significantly improve client Think efficiency in experience and NPS everything we do. 2 Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 MNC HR Strategic Pillars – Talent Talent Management ORG_DIVISION HIRES GES - MNC - Client Services - Americas 17 GES - MNC - Implementation 67 • TA Prague: team completely re-established GES - MNC - Global Staff 7 and YTD results meeting GES - MNC - Global Time & Labor 7 business expectations in GES - MNC – CS EMEA 102 terms of volume of new GES - MNC - Field Services 5 hires. • Retention program rolled- GES - MNC - Streamline 10 out in CS EMEA with some GES - MNC - APAC 4 first positive indicators GES - MNC - Global HR/Talent 1 GES India 66 TOTAL 286 Additional information: • EVP: partnership with the University of Economics in Prague continues; Todd Horvath, Jitka Soskova, Chris Glico and Simone Piana are planned to have lectures on Leadership themes between February and April 2017 • ADP sponsoring a publication from the University of Prague on Leadership 3 Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 MNC HR Strategic Pillars – Talent Talent Management ORG_DIVISION HIRES GES - MNC - Client Services - Americas 17 GES - MNC - Implementation 67 • TA Prague: team completely re-established GES - MNC - Global Staff 7 and YTD results meeting GES - MNC - Global Time & Labor 7 business expectations in GES - MNC – CS EMEA 102 terms of volume of new GES - MNC - Field Services 5 hires. • Retention program rolled- GES - MNC - Streamline 10 out in CS EMEA with some GES - MNC - APAC 4 first positive indicators GES - MNC - Global HR/Talent 1 GES India 66 TOTAL 286 Additional information: • EVP: partnership with the University of Economics in Prague continues; Todd Horvath, Jitka Soskova, Chris Glico and Simone Piana are planned to have lectures on Leadership themes between February and April 2017 • ADP sponsoring a publication from the University of Prague on Leadership 3 Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 myMNC Academy, YTD FY17 YTD – Overview FY16 – Overview Total Participants 113 904 11 >150 Associate s Hours Countries Training Hours >1400 Participants Training Hours Locations Average Trainings Rates Average rate 8.88 9.5 8.52 8.2 6.44 Multicultural Virtual Effective Personal Negotiation Mindfulness Awareness Communication Effectiveness Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 myMNC Academy, YTD FY17 YTD – Overview FY16 – Overview Total Participants 113 904 11 >150 Associate s Hours Countries Training Hours >1400 Participants Training Hours Locations Average Trainings Rates Average rate 8.88 9.5 8.52 8.2 6.44 Multicultural Virtual Effective Personal Negotiation Mindfulness Awareness Communication Effectiveness Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 myMNC Academy, YTG What's next? March April May June Virtual Effective Personal Effectiveness Finance for non Personal Effectiveness Communication - BCN Finance -Prague Giving effective Negotiation - Prague Negotiation - BCN feedback L2 Multicultural Awareness Multicultural Awareness Multicultural Awareness - Prague – El Paso - Halifax Development Center - Development Center – Development Center - BCN Alpharetta Prague ~16 Talent Review - Virtual Effective Communication L2 0 Associate s myMNC Academy New eLearning Training iSucceed - offer Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 myMNC Academy, YTG What's next? March April May June Virtual Effective Personal Effectiveness Finance for non Personal Effectiveness Communication - BCN Finance -Prague Giving effective Negotiation - Prague Negotiation - BCN feedback L2 Multicultural Awareness Multicultural Awareness Multicultural Awareness - Prague – El Paso - Halifax Development Center - Development Center – Development Center - BCN Alpharetta Prague ~16 Talent Review - Virtual Effective Communication L2 0 Associate s myMNC Academy New eLearning Training iSucceed - offer Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 MNC HR Strategic Pillars – Engagement Associate Engagement Fully Completed • 67% of the MNC Managers 17% In Progress having a formalized Action 33% Plan as of Feb ’17 with CS EMEA above 90% • 2 nd FY17 Global Town Hall held in Feb 16 2017 50% th • Regional Town Halls held in the period Jan-Feb 2017 Additional information: • Czech Republic, MNC US & Spain part of the pilot for Peer to Peer Spotlight awards with excellent acceptance in Czech Republic (more than 350 awards sent) • We Are MNC February ‘17 edition released • iWin and PRIDE chapters established in Czech Republic 6 Copyright © 2016 ADP, LLC. Proprietary and Confidential.
FY17 MNC HR Strategic Pillars – Engagement Associate Engagement Fully Completed • 67% of the MNC Managers 17% In Progress having a formalized Action 33% Plan as of Feb ’17 with CS EMEA above 90% • 2 nd FY17 Global Town Hall held in Feb 16 2017 50% th • Regional Town Halls held in the period Jan-Feb 2017 Additional information: • Czech Republic, MNC US & Spain part of the pilot for Peer to Peer Spotlight awards with excellent acceptance in Czech Republic (more than 350 awards sent) • We Are MNC February ‘17 edition released • iWin and PRIDE chapters established in Czech Republic 6 Copyright © 2016 ADP, LLC. Proprietary and Confidential.
MyMoment Peer to Peer Spotlight Awards Pilot February 22, 2017
MyMoment Peer to Peer Spotlight Awards Pilot February 22, 2017
Month 1 Analysis: (1/25/17-2/22/17) • 969 Peer to Peer Spotlight Awards sent – Uptick in week 3 (328 awards) due to additional communication sent by HRBPs and awards approved from previous dates. • 327 Manager Spotlight Awards sent – Up 221% from before pilot (1/2-1/24) – Uptick started around 1/23/17 which is when the communication for the pilot was sent. – $17,124.50 of budget spent thus far (13%) • $12,729.50 (peer to peer spotlight) • $4,395.00 (manager spotlight) • Awards have been approved on a more timely basis a couple weeks into the pilot. (80% of awards were approved in week 4 compared to 60% in week 1) 2
Month 1 Analysis: (1/25/17-2/22/17) • 969 Peer to Peer Spotlight Awards sent – Uptick in week 3 (328 awards) due to additional communication sent by HRBPs and awards approved from previous dates. • 327 Manager Spotlight Awards sent – Up 221% from before pilot (1/2-1/24) – Uptick started around 1/23/17 which is when the communication for the pilot was sent. – $17,124.50 of budget spent thus far (13%) • $12,729.50 (peer to peer spotlight) • $4,395.00 (manager spotlight) • Awards have been approved on a more timely basis a couple weeks into the pilot. (80% of awards were approved in week 4 compared to 60% in week 1) 2
Overview by Week: Peer to Peer Spotlight Awards (1/25/17 – 2/22/17) Week # 1 2 3 4 5 (2.5 days) Total Total Peer to Peer Spotlight 93 148 328 260 140 969 CZE 3 5 159 113 76 356 Country (Count) FRA 6 0 14 4 8 12 28 6 GBR 36 3 7 4 USA 81 136 149 135 48 549 1 ESSL 87 145 316 256 134 938 4 2 13 0 6 Business Unit (Count) GPT 1 0 5 1 2 6 13 GES 0 1 GBHR 3 0 0 GBLG 1 0 0 0 GBFI 0 0 1 0 0 0 1 1 Week # 1 2 3 4 5 Total Budget Amount $ 135,000.00 $ 133,193.50 $ 130,340.00 $ 124,447.00 $ 120,023.00 $ 122,270.50 Total Peer Spotlight Awards CZE $ 45.00 $ 75.00 $ 2,385.00 $ 1,695.00 $ 1,140.00 $ 5,340.00 Country (Cost) FRA $ 84.00 $ - $ 84.00 $ 56.00 $ 168.00 $ 392.00 $ 57.00 $ 133.00 $ 266.00 $ 152.00 $ 76.00 $ 684.00 GBR USA $ 931.50 $ 1,564.00 $ 1,713.50 $ 1,552.50 $ 552.00 $ 6,313.50 Total Cost Peer Spotlight Awards $ 1,117.50 $ 1,772.00 $ 4,448.50 $ 3,455.50 $ 1,936.00 $ 12,729.50 3
Overview by Week: Peer to Peer Spotlight Awards (1/25/17 – 2/22/17) Week # 1 2 3 4 5 (2.5 days) Total Total Peer to Peer Spotlight 93 148 328 260 140 969 CZE 3 5 159 113 76 356 Country (Count) FRA 6 0 14 4 8 12 28 6 GBR 36 3 7 4 USA 81 136 149 135 48 549 1 ESSL 87 145 316 256 134 938 4 2 13 0 6 Business Unit (Count) GPT 1 0 5 1 2 6 13 GES 0 1 GBHR 3 0 0 GBLG 1 0 0 0 GBFI 0 0 1 0 0 0 1 1 Week # 1 2 3 4 5 Total Budget Amount $ 135,000.00 $ 133,193.50 $ 130,340.00 $ 124,447.00 $ 120,023.00 $ 122,270.50 Total Peer Spotlight Awards CZE $ 45.00 $ 75.00 $ 2,385.00 $ 1,695.00 $ 1,140.00 $ 5,340.00 Country (Cost) FRA $ 84.00 $ - $ 84.00 $ 56.00 $ 168.00 $ 392.00 $ 57.00 $ 133.00 $ 266.00 $ 152.00 $ 76.00 $ 684.00 GBR USA $ 931.50 $ 1,564.00 $ 1,713.50 $ 1,552.50 $ 552.00 $ 6,313.50 Total Cost Peer Spotlight Awards $ 1,117.50 $ 1,772.00 $ 4,448.50 $ 3,455.50 $ 1,936.00 $ 12,729.50 3
Overview by Week: Manager Spotlight Awards (1/25/17 – 2/22/17) Week # 1 2 3 4 5 (2.5 Days) Total Total Spotlight 52 87 99 73 16 327 CZE 1 1 36 19 0 57 Country (Count) FRA 8 10 12 4 2 3 36 46 9 7 20 7 GBR USA 34 69 31 43 11 188 11 0 4 5 1 1 ESSL 45 73 82 65 14 279 Business Unit (Count) GPT 1 10 3 5 2 0 21 GES GBHR 8 3 3 1 1 GBLG 0 2 0 GBFI 1 0 0 0 0 0 0 1 2 Total Overall Spotlight Awards 145 235 427 333 156 1,296 Manager Spotlight Awards are up 221% during the pilot period (about a month) Before Pilot* Week 1 Week 2 Week 3 Week 4 Week 5 Grand Total % Change CZE 9 1 1 36 19 66 633% FRA 20 8 10 12 4 2 56 180% GBR 28 9 7 20 7 3 74 164% USA 91 34 69 31 43 11 279 207% Spotlight Totals 148 52 87 99 73 16 475 221% *Before Pilot : 1/2/17-1/24/17 4
Overview by Week: Manager Spotlight Awards (1/25/17 – 2/22/17) Week # 1 2 3 4 5 (2.5 Days) Total Total Spotlight 52 87 99 73 16 327 CZE 1 1 36 19 0 57 Country (Count) FRA 8 10 12 4 2 3 36 46 9 7 20 7 GBR USA 34 69 31 43 11 188 11 0 4 5 1 1 ESSL 45 73 82 65 14 279 Business Unit (Count) GPT 1 10 3 5 2 0 21 GES GBHR 8 3 3 1 1 GBLG 0 2 0 GBFI 1 0 0 0 0 0 0 1 2 Total Overall Spotlight Awards 145 235 427 333 156 1,296 Manager Spotlight Awards are up 221% during the pilot period (about a month) Before Pilot* Week 1 Week 2 Week 3 Week 4 Week 5 Grand Total % Change CZE 9 1 1 36 19 66 633% FRA 20 8 10 12 4 2 56 180% GBR 28 9 7 20 7 3 74 164% USA 91 34 69 31 43 11 279 207% Spotlight Totals 148 52 87 99 73 16 475 221% *Before Pilot : 1/2/17-1/24/17 4
13% of budget spent for both awards: $17,124.50 Week # 1 2 3 4 5 (2.5 Days) Total Budget Amount $ 135,000.00 $ 133,193.50 $ 130,340.00 $ 124,447.00 $ 120,023.00 $ 117,875.50 Total Peer Spotlight Awards CZE $ 45.00 $ 75.00 $ 2,385.00 $ 1,695.00 $ 1,140.00 $ 5,340.00 Country (Cost) FRA $ 84.00 $ - $ 84.00 $ 56.00 $ 168.00 $ 392.00 GBR $ 57.00 $ 133.00 $ 266.00 $ 152.00 $ 76.00 $ 684.00 USA $ 931.50 $ 1,564.00 $ 1,713.50 $ 1,552.50 $ 552.00 $ 6,313.50 Total Cost $ 1,117.50 $ 1,772.00 $ 4,448.50 $ 3,455.50 $ 1,936.00 $ 12,729.50 Total Spotlight Awards (Manager) CZE $ 15.00 $ 15.00 $ 540.00 $ 285.00 $ - $ 855.00 Country (Cost) FRA $ 112.00 $ 140.00 $ 168.00 $ 56.00 $ 28.00 $ 504.00 $ 171.00 $ 133.00 $ 380.00 $ 133.00 $ 57.00 $ 874.00 GBR USA $ 689.00 $ 1,081.50 $ 1,444.50 $ 968.50 $ 211.50 $ 4,395.00 Total Cost $ 391.00 $ 793.50 $ 356.50 $ 494.50 $ 126.50 $ 2,162.00 Total Cost $ 1,806.50 $ 2,853.50 $ 5,893.00 $ 4,424.00 $ 2,147.50 $ 17,124.50 5
13% of budget spent for both awards: $17,124.50 Week # 1 2 3 4 5 (2.5 Days) Total Budget Amount $ 135,000.00 $ 133,193.50 $ 130,340.00 $ 124,447.00 $ 120,023.00 $ 117,875.50 Total Peer Spotlight Awards CZE $ 45.00 $ 75.00 $ 2,385.00 $ 1,695.00 $ 1,140.00 $ 5,340.00 Country (Cost) FRA $ 84.00 $ - $ 84.00 $ 56.00 $ 168.00 $ 392.00 GBR $ 57.00 $ 133.00 $ 266.00 $ 152.00 $ 76.00 $ 684.00 USA $ 931.50 $ 1,564.00 $ 1,713.50 $ 1,552.50 $ 552.00 $ 6,313.50 Total Cost $ 1,117.50 $ 1,772.00 $ 4,448.50 $ 3,455.50 $ 1,936.00 $ 12,729.50 Total Spotlight Awards (Manager) CZE $ 15.00 $ 15.00 $ 540.00 $ 285.00 $ - $ 855.00 Country (Cost) FRA $ 112.00 $ 140.00 $ 168.00 $ 56.00 $ 28.00 $ 504.00 $ 171.00 $ 133.00 $ 380.00 $ 133.00 $ 57.00 $ 874.00 GBR USA $ 689.00 $ 1,081.50 $ 1,444.50 $ 968.50 $ 211.50 $ 4,395.00 Total Cost $ 391.00 $ 793.50 $ 356.50 $ 494.50 $ 126.50 $ 2,162.00 Total Cost $ 1,806.50 $ 2,853.50 $ 5,893.00 $ 4,424.00 $ 2,147.50 $ 17,124.50 5
Breakout of Approved Awards by week 350 300 250 200 Awards 150 100 50 0 Peer to Peer Spotlight Spotlight 1 93 52 2 148 87 3 328 99 4 260 73 5 140 16 Week 3 had the most approved awards for both peer to peer and manager spotlight awards. Additional communication from HR was sent to pilot population. 6
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