Oracle Fusion HCM Adoption Workshop

AGENDA
• 10AM – INTRODUCTIONS
• Who you are, and what you would like to get out of the session
• Who are AppLearn
• 11AM – SESSION 1: ADOPTION AND YOUR PROJECT
• 12PM – SESSION 2: ADOPTION CHALLENGES AND RISKS
• 1PM – LUNCH
• 2PM – SESSION 3: DEVELOPING YOUR ADOPTION STRATEGY
• 3PM – SESSION 4: DEVELOPING YOUR BUSINESS CASE FOR ADOPTION

APPLEARN: ADOPTION EXPERTS
Over 4 million users, in 172 countries, in 34 languages,
and growing!

APPLEARN: CORE SERVICES
ADOPT Platform ContentConsultancy
AppLearn’s unified ADOPT
Platform is the market leading
SaaS solution for delivering and
sustaining high user adoption of
enterprise-wide software
applications.
Adoption Strategy - Understand
Adoption Plan - Develop
Adoption Architecture – Design
Adoption Enterprise Framework -
Assess
Design Content That Engages and Trains
Concurrently
High Quality Content That Promotes High
Impact
Maintaining The Impact of Your Content
Accommodate Learning Styles with Presenter
led or Voice over Video, PDF’s and Smart PDF’s

WHO ARE YOU?
NAME
ROLE
BRIEF ABOUT YOUR PROJECT
EXPECTATIONS FOR THE SESSION

SESSION 1: ADOPTION AND YOUR
PROJECT

SESSION 1: ADOPTION AND YOUR
PROJECT
It’s not just about the software…..
It’s about ‘Organisational Adoption’ – WHY?
Strategy, Vision & Values, Culture &
Behaviours
It’s about ‘Process Adoption’ – WHAT & WHEN?
Change Communication, Skills
Development
It’s about ‘Software Adoption’ – HOW?
System Functionality, Data Accuracy,
Participation
The key concepts

SESSION 1: ADOPTION AND YOUR PROJECT
Why is adoption critical to project success? – Examples
• Limited adoption of enterprise software by end users limited the ROI
• Lack of, or improper use of, software can result in data loss, inaccuracies, or duplication
• People are your organisation’s most valuable intellectual property. If they do not know how to use the
software, (or are not motivated to), you are not helping them or your organisation to be as productive as
possible.
• Successful adoption results in high quality data that can support strategic decisions, resulting in
organisation success

SESSION 2: ADOPTION CHALLENGES AND
RISKS

SESSION 2: ADOPTION CHALLENGES AND RISKS
SaaS projects bring a light touch to user involvement prior to deployment and allow less user
configuration.
The amount and speed of change for the user is greater and faster.
These typical enterprise SaaS characteristics all add to the challenge of user adoption:
• Simpler and more rapid technical implementations with less time to bring the workforce with you.
• A greater emphasis on business change through the use of “best practice” standards. Processes
espoused by the software vendors, with less requirement to involve users and less opportunity
to configure or customise.
• Larger process, functional and geographic scope involving multiple functions, (or the whole
workforce), divisions, countries, languages and cultures.
• Enforced changes from the SaaS vendor with regular software version releases means enforced
change and learning.
Why is user adoption an issue for SaaS implementations?

SESSION 2: ADOPTION CHALLENGES AND RISKS
CULTURAL AND
ORGANISATIONAL
INERTIA
Starting point,
accountability and appetite
EXTENT AND
FREQUENCY OF
CHANGE
Software, process,
business, etc….
UNINSPIRING
MESSAGING AND
TRAINING
Difficult to find,
inconsistent, quickly
obsolete, bland
NO MEASUREMENT
Adoption; ongoing
accountability; plan to
improve
RESOURCE
CONSTRAINTS AND
LIMITED CAPABILITY
Training; support; comms;
change – during project
and BAU
SCALE AND
COMPLEXITY
Process; countries;
language; culture
Typical
Challenges:

RISKSLow adoption is likely to be a potential
issue if:
• The system has changed the way in which previous transaction were performed. E.g. from a
local bespoke way of doing things on their own system to a company wide “standardised”
approach
• Users are moving from a manual to system based approach
• Users weren’t involved or informed of the changes or if the process never existed (formally)
before
• The process was being done by other people on behalf of the users and now the users are
expected to do it themselves (i.e. move to a self serve model)
• Usability of the system hasn’t been considered

RISKSCritical symptoms of low adoption that affect the success of the
project
• Noise; predominantly negative messages to the functional community or management outlining
dissatisfaction and frustration
• Heavy burden on support functions – high volumes of calls to a helpdesk, super users, process owners, etc
• Key processes not being completed
• Data becoming flawed, untrustworthy

RISKSSubsidiary symptoms…
• Little or no usage of help materials
• Processes aren’t complied with
• Processes taking a long time to complete
• System transactions taking a long time to complete
• Data and transaction inaccuracies
• Benefits of the software implementation are not being realised

RISKSWhat are the underlying problems that cause these
symptoms….
• Unpreparedness for the change
• Lack of motivation or desire to change from the previous way of doing things
• Lack of knowledge on how to use the system
• Difficulty in using the system
• Changes to the processes that have been badly trained on
• Lack of information, tools, training, and support to help the user

RISKS
What are the
typical Oracle
Fusion
Adoption
Challenges?
Weak User
Experience (UX)
Historical, complex, bespoke
configurations need to be
simplified to align with best
practice
’Hybrid’ applications
approach – disjointed
workflows. E.g. Taleo and
Fusion
Supporting essential local
requirements while aiming
to standardise processes
across the business
Challenging to
demonstrate benefits to
end users quickly
It is different to what
people have used before
Ability to make training
easily available is limited
Integration with other
systems/modules is difficult,
and can take time. This may
not appear seamless or logical
to end users
Frequency and
extend of
upgrades

SESSION 3: DEVELOPING YOUR ADOPTION
STRATEGY

STRATEGYTypical adoption mindsets
• “Never heard of User Adoption and not interested” - The strategy of no strategy – haven’t thought
about it (“I don’t know what I don’t know”), therefore it doesn’t exist.
• “Adoption it’s too difficult” - I don’t know what to do about it, and it’s too difficult to think about. I’ll just
keep my fingers crossed and hope it goes away. Very closely related to the…
• “Under the Carpet” – I’m implementing new software and processes but I don’t want to tell anyone
because if they do their going to kick up a stink about it. Best just to put it in, and hope they don’t notice.
• “They’ll love it” – when one starts using it so will everyone else, it’ll go “viral”!
• “They’ll do as they are told” – we have a very compliant workforce and they will all use it if we tell them,
and willingly.
• “Wait and See” – I’m going to implement it and hope that everything goes OK. If it doesn’t then I’ll have to
deal with it (clear up the mess!).
• “Just get it in” – I’ve been told quite specifically to just get the technology in, and working no matter what.
We’ll think about adoption later on…

STRATEGYThe four core elements of adoption

STRATEGY
0
1
2
3
4
5
6
Software and Data Compliance Process Compliance Process Efficiency Behaviours
Business Value / Key Objectives
Key Objectives Business Value
The adoption curve
Short Term
Medium
Term
Long Term

SESSION 3: DEVELOPING YOUR ADOPTION STRATEGY
Best Practice Principles
• Clear accountability
• Integrated planning for comms, change, support and training
• Proactive and structured approach, taking into account your project challenges and objectives
• Understand stakeholders and their needs
• Clear adoption targets and metrics
• Deliver messaging on-demand to end users
• Messaging needs to be focused, relevant, up-to-date and tailored for the audience
• Measure adoption and effectiveness of messaging

SESSION 4: DEVELOPING YOUR BUSINESS CASE FOR
ADOPTION

ADOPTIONBenefits delivered by
ADOPT

ADOPTIONBenefits delivered by
ADOPT
• 2 trainer to train workforce on process and software
• 0.2 days of training per employee
• 100 training days in total (cost of travel and other
expenses)
• 1 person producing and updating training materials
for the software
• 1 person providing support for process completion in
the software
• 6 days of ‘Super User’ time supporting other users
• 0.25 days of communications/change meetings
• 0.5 trainer to train new users on process and software
• 1 day of training per new user
• 100 training days in total per year (cost of travel and other
expenses)
FACE-TO-FACE
TRAINING
Ongoin
g
INTERNAL
RESOURCES
• 30 minutes time saved in completing tasks per employee per year
(efficiency)
• 0.05% increase in overall productivity per employee per year
(effectiveness)
IMPACT ON EMPLOYEE
PERFORMANCE AND
PRODUCTIVITY
On
Launch
We believe the following assumptions to be a very moderate projection of anticipated training and support
requirements without AppLearn’s Adoption Improvement Platform
AppLearn’s Adoption Platform produces cost savings by eliminating the above requirements and improving the
efficiency and effectiveness of system usage

Oracle Fusion HCM Adoption Workshop

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