THE WHOLE STORY

A suite of automations was put in place to manage the entire requisition process. With the sheer number of hires each year, coupled with the large and agile recruiting staff, managers often did not know the recruiter to assign to a job requisition. If left blank, it would be passed to a talent (TA) coordinator to track down the recruiter in order to update the system. With automaton, a bot consumed necessary data from Workday into an Excel template and compared it with variables off a recruiter matrix created by the TA organization. The bot then leveraged the matrix to identify recruiters based on certain reqs and assigned them immediately. If the bot did not find an exact match, it parsed out a list into regional or country level sheets that is sent to a TA liaison. In most cases at this stage, there would be enough information to assign recruiters without having to log into any other system. Once the recruiters were identified, the TA liaison updated the template and sent it back to the bot via e-mail. This allowed them to be mobile, agile and flexible. The bot checked twice a day for assignments, entered it into Workday and assigned a recruiter. With the TA coordinator removed from front-end communications, recruiters were assigned more quickly, helping to fill positions faster as well.

For reporting automations, bots were used to knit reports or data together from Workday and other systems. One example was an expense error report which the team managed from Workday to Concur. Before automation, the report went to a group or individual team member who identified and looked up information on who should fix the error. After automation, a bot received the error report, consumed all the necessary information, then put it into a case management tool where it was automatically assigned to the proper HR operations person or group to act.

A third type of automation implemented was for document generation. One use case was for the Global Services Associate Program (GSAP) periodic career review letters (PCR) process. This high-touch program allowed the company to upskill new service team members, and as a result, multiple check-ins for managers, HR business partners, and quarterly review cycles were required. A lot of the information was in Workday, but feedback also came directly from program leads. An internal tool was used to combine all the information, but letters had to be presented to team members when it came time for reviews. After receiving all the required information, the bots parsed letters out by team member manager and created a custom PDF document delivered directly to the supervisor notifying them to hold the performance review meeting. The automation allowed managers and program leads more time in facilitating discussions, rather than preparing the reviews themselves.

Approximately 30 automations—some simple, some complex—were deployed in the HR function alone in just the last year.