Johnson & Johnson transitioned to Workday's unified HR solution from SAP in order to improve visibility, efficiency and reduce costs. They implemented Workday in phases starting in 2012 across Asia Pacific countries and then expanded their rollout to additional countries in 2013. Workday provided Johnson & Johnson with a more intuitive user interface, mobile capabilities and integrated talent management functionality to help optimize their global workforce.

1. More than a Bandage for Johnson & Johnson’s HCM
Optimizing their Workforce with Workday’s Unified Solution
Michelle Frank
HR Director Workday I Johnson & Johnson
Cristina Goldt
Director of Product Marketing | Workday

2. Our world is changing
Changing User
Expectations
Simple, Intuitive
Engaging
Changing
Technologies
Mobile, Social
Cloud
Changing
Business Landscape
Global, Complex
Speed

3. Poor Visibility
Inefficient
Higher Cost
Rigid and Complex

4. Poor Visibility
Inefficient
Higher Cost
ERP
Rigid and Complex

5. HUMAN
RESOURCES
TALENT
BENEFITS
PAYROLL
MOBILE
CONSUMER UI
TIME TRACKING
RECRUITING
ACTIONABLE
ANALYTICS
GLOBAL
AT THE CORE
COLLABORATION
ADAPTIVE FOUNDATION
TECHNOLOGY FOUNDATION
MULTI-TENANT
IN MEMORY
OBJECT ORIENTED
SECURITY
EMBEDDED SERVICES
INTEGRATION CLOUD
CONFIGURABLE BUSINESS PROCESSES
SETTLEMENT ENGINE
REPORTING & WORKTAGS
GOVERNANCE & COMPLIANCE

6. COMPENSATION
ABSENCE
CAREER &
DEVELOPMENT
ONBOARDING
GOALS
SUCCESSION
HUMAN
RESOURCES
TALENT
ORGANIZATIONS
PERFORMANCE
TIME TRACKING
BENEFITS
BENEFITS
HUMAN RESOURCES
BENEFITS
RECRUITING
RECRUITING
RECRUITMENT
RECRUITING
TALENT
TIME TRACKING
TIME
TRACKING
PAYROLL
PAYROLL
PAYROLL
RETIREMENT

7. COMPENSATION
ABSENCE
CAREER &
DEVELOPMENT
ONBOARDING
GOALS
SUCCESSION
ORGANIZATIONS
BENEFITS
PERFORMANCE
HUMAN RESOURCES
PAYROLL
RECRUITING
PAYROLL
RETIREMENT
RECRUITMENT
CHOICE &
FLEXIBILITY
TIME TRACKING
TIME
TRACKING
BENEFITS
RECRUITING
TALENT
USER
ENGAGEMENT
COMPLETE
INSIGHT

14. Johnson & Johnson’s Journey
2009
Global HR
Transformation
SAP
We learned some lessons:
• Dependence on an outsourcer led to transaction
quality issues
• Complex technology involved heavy IT support
• Inelegant user interface required training and
customer support
• Launch in largest markets amplified impact
And missed opportunity to fully realize ROI.

15. Johnson & Johnson’s Journey
2009
Global HR
Transformation
December
2011

16. Johnson & Johnson’s Journey
2009
December
2011
October
2012
Phase 0 Go Live ~ 4,000
Global HR
Transformation
Indonesia
Korea
Philippines
Vital Capabilities
By population across
the enterprise
Core HR
By country
Taiwan
Thailand
Vietnam

17. Johnson & Johnson’s Journey
2009
Global HR
Transformation
December
2011
October
2012
Phase 0
Go Live
April
2013
December Q2/Q3
2013
2014
Insource all HR
Operations
Phase I Countries ~27,000
Wave 1
Wave 2
Ireland
China
Hong Kong
Austria
Japan
France
Australia
United
Kingdom
New
Zealand

18. Johnson & Johnson’s Journey
2009
Global HR
Transformation
December
2011
October
2012
April
2013
Phase 0
Go Live
Insource all
HR Operations
100+ HR Systems
Q2/Q3
2014
Phase 1
Go Live
2015+

19. Adding
to the Conversation
*coming
2014
5
Employee
December / January
• Enter goals & leadership commitments
• Enter development Plan
• Update talent profile
• Document progress and results to date
• Complete self-evaluation ratings
and comments
Manager
In Workday
June / July
4
Year-End
Compensation
January
3
Year-End
Performance
2
Succession
Planning
Mid-year
Performance
Performance
Planning
1
• Approve goals, leadership
commitments and development plan
• Complete manager talent assessment
• Add mid-year comments and approve
• Maintain succession plans
• Request stakeholder feedback
• Complete manager evaluation
4 5
Employees can make ad-hoc adjustments to goals, leadership commitments, development plan and talent profile throughout the year
Formal Conversations
Ongoing Conversations
Actions in Workday
1
9

20. To deliver greater value
Leaders
Employees
Human Resources
Better access to
real-time integrated
people data for
decision making
A more consistent and
easy-to-use experience,
improving engagement
Unified set of data and
metrics to ensure the
right talent is in the right
roles at the right time
Improving our ability to respond to the market and drive value for our customers

21. HR Strategic
Priorities
HR is Leading toward Our Future




Develop world-class and diverse talent at all levels
Drive organizational capability and new business models
Enable a credo-based, high-performance culture
Develop exceptional talent and operational excellence in HR
Attract
BBHR
Reward
SGs
Develop
HR
Services
Assess
Harmonized processes and
policies across sectors
within a country
Technology to enable an
integrated approach to talent
management
Optimized HR Service
Delivery Model

22. Reactions to Workday
Now we have system
support which helps us to
control employees’ data
more effectively and save
time.
I can find my
employees’
data in one
place!
I am confident
about the
system
stability!
Workday is a userfriendly system.