A Fortune 500 holding company wanted to shift from a reactive People Analytics data response model to a proactive response model. This company faced significant barriers with its Workday platform: siloed security permissions, no formalized data request review or intake processes, and minimal championing of Workday data as a “single source of truth.”
These factors led to an overall lack of trust in the quality of analytics currently in the system, which meant the company wasn’t capable of amplifying Workday’s full potential.
Initial stakeholder interviews and discovery sessions identified three focus areas within People Analytics that CapTech would address. These consisted of organization composition, hiring, and Diversity & lnclusion (D&I), which led to the creation of three separate tabs on the overall dashboard.
Foundational Design and Iterative Configuration
Each sprint was dedicated to a key deliverable of the project (proposed analytic focus areas, design and development for each focus area, and recommended approach). The CapTech team also operated under a cadence of regular status reporting, requirements elicitation, and demos to keep the client’s team members continuously engaged with the dashboard contents and deliverable expectations.
To get the People Analytics dashboard into production, CapTech provided a thorough recommendation. This included a full demo of the final prototype, a detailed run- through of the implementation approach, comprehensive knowledge transfer sessions, and a prioritized backlog of previously discussed or proposed enhancements to set the groundwork for future improvements.
Over the course of three months, CapTech generated:
Three People Analytics dashboard tabs (consisting of six reports per tab)
A security/data governance assessment and recommendation
A prioritized backlog of possible future enhancements
Detailed knowledge transfer documentation
A comprehensive recommended implementation approach
Journey now features trustworthy data state roadmap
Our efforts provided our client with a “north star” vision for what its end-result implementation and adoption could look like. In the end, the insurer was empowered to take ownership of its Workday analytics.