The document discusses Ernst & Young's (EY) transformation of their global HR contact center. EY implemented a new global HR contact center using ServiceNow to provide a more consistent service experience for employees. Key aspects of the transformation included streamlining processes and technologies, deploying solutions rapidly on a global scale, and achieving benefits such as reduced case volumes and time to resolve issues. Lessons learned included the importance of global consensus, building solutions once and deploying rapidly, and keeping process and technology design aligned. The new contact center provides EY employees with a more consumer-like HR service experience.

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Transforming the Global
HR Contact Center at EY
Mike Vilimek
Director of Product Marketing
ServiceNow
Getting the House in Order
Daniele Colombo
Assistant Director
Ernst & Young Global
Nigel Arbery
Manager Advisory
Ernst & Young LLP

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Agenda
• Introductions
• ServiceNow HR Service Delivery
• EY’s Transformation
• Case for change
• Global HR Contact Center transformation
• Global HR Contact Center implementation
• Key benefits, takeaways, Q&A and appendix
• Q&A

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Presenters
Mike Vilimek
Director of Product Marketing
ServiceNow
Nigel Arbery
Manager Advisory
Ernst & Young LLP
Daniele Colombo
Assistant Director
Ernst & Young Global
The views expressed by the presenters are not necessarily those of Ernst & Young LLP.

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Service Experiences Have Changed Outside the Workplace

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• I need to update my benefits plan
• What’s the leave of absence policy?
• There’s an error on my paycheck
Inside the Workplace… Not So Much

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Multiple Departments and Systems
What is the policy?
What do I need to do?
Who can help?
Payroll
Core HR
Benefits
Employee
Relations
Talent Mgt.

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Emails HR
Someone in HR
of HRs time is spent on
repetitive transactional
activities.1
60-70%
1. Source: HR Trend Institute, 6 Major Trends in HR Shared Services, 2016

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Why can’t it be more like a
consumer service experience?

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Consumerize the Employee Service Experience
Payroll
Core HR
Benefits
Employee
Relations
Talent Mgt.
HR Service Delivery

10. Case for Change
Rapid growth and changes to the external world require us to transform our HR
Leverage our global footprint and expand languages, locations,
scope with improved global processes
Cloud solutions with a globally integrated HR system, supporting global
processes and empowering the business through self service
Country HR teams focused on partnering with the business to ensure
we have the right people and skills to better serve our clients
Talent roles
Shared
Services
Process &
Technology
Whenever you join, however long you stay, the exceptional EY experience lasts a lifetime.
What will EY look like in
2020?
300,000 employees
supported by HR
Generating $50 billion
in revenue
$ 4 million job
applications
60,000 new
alumni each year
14 million planned
learning hours
Symphony
2020

11. Global HR Contact Center Transformation
We opted for a phased approach to get the house in order first
EY HR professionals
EY
people
EY
managers
EY
candidates
Existing intranet
myHR landing page
IVR
Phone
Email
Chat
Knowledge Base
60%-70% 8%-10% 2%85%-90%
EY
partners
Case
Technology Filter First Touch Filter High or Local Complexity
Technology support Generalist support
Escalation Filter
Specialized support Business partnering
Resolution target:
Consistent customer experience
Tier 0
Direct access
Tier 1
Generalist
Tier 2
Specialist
Tier 3
Strategy, policy, exceptions
and approvals
► ServiceNow
► Cisco
► ServiceNow
► ServiceNow

12. Global HR Contact Center Transformation
We streamlined processes and technology to get the house in order
Case
management
Knowledge
management
Surveys
Outlook email
integration
Reporting &
analytics
Chat Security &
data protection
Service
levels
Telephony
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓ ✓
Processclassificationframework
Cross org
request
✓
✓
✓
✓
Manage
knowledge base
Manage calls
Manage emails
Manage chats
Manage cases
ServiceNow
Cisco

13. Global HR Contact Center Implementation
We deployed globally and rapidly
Canada
United
States
BeNe
Poland
UK
China
Philippines
Africa
Oceania
India
Germany
Business
case &
roadmap
approved
Where
When
2015 2017
Jun Aug Sep Nov Dec Feb Mar Apr JunMay Jul Aug Oct Nov Jan Feb
2016
Vendor &
partner
contracts
Project
kick-off
Global
process
design
completed
Global
technology
build
completed
US
Go-Live
Canada
Go-Live
Oceania
Go-Live
UK
Go-Live
Greater
China
Go-Live
BeNe &
Poland
Go-Live
Africa
Go-Live
Americas
& EMEIA
Chat
Go-Live
APAC
Chat
Go-Live
India
Go-Live
Philippines
Go-Live
How
160,000
EY people touched by
the new solution
technology
vendors assessed4
implementation
partners assessed3
functional
requirements238
key global
processes5
core project
team members14
Contact Center
subject-matter
resources (global)
15
weeks of iterative
global build15
700HR Shared
Services people using
the new solution

14. Global HR Contact Center Implementation
We have collaborated with EY Advisory to design an agile and rapid ServiceNow HR implementation
Iteration
1
Iteration
2
Iteration
3
Traditionalmethodology
Requirements Design, build, test Deploy
New highly
customized
system
People & Org
Customized
solution
Advisorymethodology
Requirements driven, linear, customized, time-consuming
User centric, iterative, agile, rapid
Enabled by weekly functional and technical reviews of mock-ups and supported by virtual “war rooms”

15. Key Benefits
In Year 1, we achieved greater operational effectiveness and cost efficiency,
driving a more consistent service delivery experience
* Benefits were different by center as all were starting from different places with tools/process
$270k
Reduced volume of
HR cases to handle
$25k
Reduced
escalations
$110k
Reduced time
to serve
$20k
Reduced misdirected
queries
$39k
Where moved from
IT to HR module
Year 1 global annual $ benefits*
Process inconsistency
No consistent tier model, different forms and
effectiveness of knowledge repository
Technology inconsistency
Multiple systems with limited tracking and reporting;
inadequate data privacy protection
Organization inconsistency
Different organizational models with disconnected teams
reporting into two functional leadership groups
Reporting inconsistency
Work categorized and measured differently, not
comparable across centers and heavy manual reporting
Process consistency
Globally consistent, tier-based process with clear roles
and responsibilities with one single HR knowledge base
Technology consistency
One global technology platform with role & geography-
based accesses
Organization consistency
Clear multi-tier model, locally adjustable, with better
connected teams reporting into a single leadership group
Reporting consistency
Real-time, automated, comparable reporting with greater
insights into people interactions with HR
Yesterday Today
Experience inconsistency
Different processes and tools driving an inconsistent
service experience for EY people
Experience consistency
Consistent processes and tools enhancing the service
experience for EY people

16. Key Takeaways
We have learned and applied some key lessons
05
Phase it out
Phase it out functionally and
geographically. Assess the
impact of deferring certain
functionalities. Get the house in
order before focusing on the
customer experience.
1
Go global
Invest in reaching bottom-up
global consensus. Engage non-
HR stakeholders for cross
enterprise case management.
Define reporting to run Shared
Services as one global
business.
2
Build once,
deploy rapidly
Build a global solution once,
deviate only for local legal
requirements. Use a standard
toolkit to deploy locally via
rapid configuration.
3
Build agile,
don’t customize
Build the system via iterative
sessions. Keep it simple, user
centric, easy to maintain and
close to out of the box.
4
Keep process and
technology
together
Design global processes and
technology together, with both
expert groups in the same
room.
5
Design Outlook
integration
earlier
Engage Information
Technology Security earlier to
review security standards and
obtain approval for emails from
your shared mailboxes into
ServiceNow.
6
Plan security
model earlier
Engage Information
Technology Security and Data
Privacy earlier to obtain
approval of the proposed
security matrix. Design it based
on roles and geography.
7
Manage vendor
upgrades
Assess the impact of vendor
upgrades on your deployment
roadmap to limit disruptions to
planned go-lives.
8

17. EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in
economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better
working world for our people, for our clients and for
our communities.
EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young
Global Limited, a UK company limited by guarantee, does not provide services to clients. For more information about our organization, please visit ey.com.
© 2017 EYGM Limited
All Rights Reserved.
EYG no: 04849-172GBL
ED None
This material has been prepared for general informational purposes only and is not intended to be relied upon as accounting, tax, or other professional advice. Please refer to your
advisors for specific advice.

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Q & A
Thank you for joining us.
Learn more at: www.servicenow.com/hr
Mike Vilimek
Director of Product Marketing
ServiceNow
Daniele Colombo
Assistant Director
Ernst & Young Global
Nigel Arbery
Manager Advisory
Ernst & Young LLP

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NowForum 2017 Dates and Locations
EMEA APJAMS
WASHINGTON, DC
October 10
Marriott Wardman
NEW YORK, NY
October 17
Marriott Marquis
SYDNEY
October 25
ICCC Sydney
FRANKFURT
November 14
Kap Europa
AMSTERDAM
October 10
Beurs van Berlage
PARIS
October 3
Espace Grande D’Arche
LONDON
October 12
ExCeL London
CHICAGO, IL
October 26
McCormick Place