Welcome to our joint webinar with Dell and automation. Anywhere about the benefits of our PA and the various automation choices within work day. Before we get started, a couple of housekeeping items. I'd like to mention that we're bringing you this live web and aren't touring a shelter at home. And we asked for your understanding in advance should there be any glitches in our connectivity and delivery. And please submit your questions online for our Q and a period at the end. I am still talk about see from work day with me are forest white from our business partner automation anywhere and we're delighted. To be drawings by Joe Cook Noir, who will be sharing his experiences in deploying are PA at Dell. Work days power one architecture offers a spectrum of automation capabilities, starting with our business process framework. It's it's here is to the single source of truth and single security model of work day. It is agile and allows for exception handling. And the sophisticated notification mechanism. As business conditions and requirements change at instantaneously, adjusts the process to reflect the latest changes. Even in cases when somebody is reassigned or leaves the organization. We provide a set of integration services known as the work day integration cloud. That synchronize data storage within work day with the many different systems used by our customers. Throughout work days. Built in. Machine language capabilities. Users are also made aware of data requiring attention or action. When we think of work day machine learning as a whole, we think of three big data sources. The first is enterprise data. This is data that is courtier business, such as about data about your people, financials, plans and insights from Analytics. The second bucket comes from data sources that extend the core data such as skills cloud. Third party data sources like the Bureau of Labor Statistics, as well as benchmarking data. We see great opportunities for deploying RP a particularly in this bucket. And finally, we have data that effects your business based on decisions driven from business processes. Such as invoices, budgets, forecasts, and hiring decisions. The combination of data from these three data sources serves as the basis of our machine learning algorithms. There are many opportunities for RP8 augments. This sophisticated framework of automation. And ensure that manual and repetitive steps don't lead to any errors and precious time is saved. My colleagues will discuss our PA in more deep breath and it's used within Human Capital Management. But I thought I'd mention two other areas where we believe it has applicability. During the deployment, before you go live thinking of data between legacy and birthday and identifying the different types of data weather in paper or digital form and preparing for the EIB integration. The IB here stands for our enterprise interface builder, which is a tool we provide for an easy to use graphical and guided interface aimed at business users to define inbound and outbound integrations. As well as. Of course, financials and Halo. As an example, we have for instance, if you have the key attribute key attributes that vary a lot in a spreadsheet to be keyed, and VR PA to accrual journals. Before I hand it over to forest, a few important rules our customers should adhere to in order to avoid unnecessary problems in the long run. We recommend it change management process to maintain tasks. We Also recommend leveraging existing APIs instead of replacing them with our PA. And please don't bypass steps that require human validation. Of course, avoiding personally identifiable information. And it's removal. And. Always use data masking techniques during testing. You should also protect data security during a data export. Now I would like to. Hand it over to my colleague from automation anywhere in forest. Thank you. Order one before I start going through my presentation, I want to take up just a moment too. I mentioned a few things that obviously right now we're going through some extraordinary times. We're all feeling the stress of the current situation that we're in, and and certainly looking for ways to ease that stress. And for those who have joined from a major Department, I think. You know, because were charged with helping take care of our people. Best rest can be even more acute and. In all of these things, whether you know the economy changing, whether your company is growing or contracting, HR is on the front lines and one of the ways that. We're helping companies to address these kinds of things is through automation. So when you have these, you know manual tasks that you need to do. Then automation can help ease some of that stress. Just give you a quick example. We actually just loaded a bot to a box store which basically is a place where you can download Bots which we'll talk about in a bit later. But there's a company that makes a certain food product left saying they make cookies. And right now, with the cover 19 they don't know when people are going to be able to come in to work and actually having to run double shifts. So two shifts a day instead of one in order to keep up with demand because there's so much demand for food right now. And. So we've worked with them to develop a automation that allows them to reach out to their employees. Ask them some basic questions to understand what their readiness is for work so they knew who they know. Then who is going to be able to come in to the office or into the. Manufacturing plant to be able to go and produce the product. So this technology was deployed really quickly over a weekend. And basically what you know helping this company now look to schedule? Their shifts, but also to know who's well and who's not on their team. So this is one way that some of our technology is helping this sort of relevant to where we are today. Write a little bit about automation anywhere. We are a work day ventures software partner were actually the only RP a company that's a work day venture software partner were also at work. They've enter portfolio company and a customer. So power of one for sure. We are truly a powerful customer. We went live in May of last year with HTM in August last year with financial management and business getting and in January this year we won't live with US payroll. We think about. Automation, it should be really a new concept. You have a digital colleague in your life already. In fact, in 2005 I would ask you what the weather was going to be like. You probably go to your computer, log onto a website likeweather.com and check the weather. Then 2015 if I ask you what the weather was gonna be like, you probably take out your smartphone, open the weather app and tell me what the weather will be like. And then today you would simply ask your digital assistant whether it's Google, Siri, Alexa, whoever, what the weather will be like and what's changed here is that technology is becoming more efficient and more intuitive to use. So what is about? About is basically software that automates the task. And rule based tasks, especially ones that are time consuming or mundane to do. Or Ashley Senator even impossible for humans to do. Those are the best candidates for automation. So what can I do so we talked about a bot that reaches out to employees and find out of trouble enough to come into work, but. Those are individual tasks that make up that automation. So RP I can do things like send out surveys, fill out, fill out forms, move data between systems, perform calculations. Make a market websites straight data. It can move data from forms, the systems and we can basically follows a set of instructions that you program. In advance. And this technology is broken up into a few different categories. So our PA, which is what we kind of just talked about Oregon is individual tasks or digital qualities that you develop that perform a set of tasks. So that's the best sort of the backbone. Kind RPI technology is our enterprise client. I like you bot. So imagine you have a shared Services Department or HR off steam and then moving data from system to system or from forms and system. Um? And. From from the system and runs in. So that's the RP side. Then imagine there's an exception, right? The Bot runs into something we didn't expect to see. That's where I kupat comes into play. So table to predict what the outcome should be. An handle exceptions when they come up and then we have an analytics tool as well. So bought insights. So let's say that came up huge operations. Person is now doing some analytics. They need to analyze data to make good decisions, so that's where the bottom side solution comes in helps to get real time business insights. And then opportunities for automation forbidding work based on when you know work that has its own automation built in, which is why it's a great product. No, So what we're talking about are the processes that sort of orbit around them. And so the opportunity for our PA is reducing labor intensive processes that humans have to participate in eliminates the risk of in accuracies. For example, if you have keying errors right abas not going to make a mistake. Helps to ensure compliance like data privacy. Do something that you want running on your most critical processes that have to be running. Have to be running on time, maybe even 24 hours a day. I think like payroll complexity dependency on orchestrating between multiple systems. These are all great opportunities for for RPI. Our own journey started with ad network. Ann We have a woman in our HR Department in Sarah who was doing his headcount report. This is a couple years ago and we were using different HR system then we didn't have work today. And it took about four hours every week to produce this headset importance. We had to pull data from our recruiting system and from our HR system, compiled data together, do some pivot charts. You know, split the data out to reconciliations between systems that didn't always tie out with one another and then send it out to each of our executive so they have an idea of how their teams were growing was leaving. And so we automated that. It was her first, but we built in HR and now Sarah doesn't have to go spend 4 hours a week doing that. Now there's a couple benefits of that one. Obviously that's four hour time period can now be used to do higher value work. It was a mundane tasks. There didn't particularly enjoy doing so. Now that she doesn't have to do it anymore, she's happier. Probably she'll never go work for a company that would require her to spend 4 hours doing it. Can report at this point, right? And we can actually run this bot anytime you want too, so we you know. Again, before we moved to work today. So we wanted to have a head count reported every day or 10 times a day. The bot will do it and didn't care. So we were actually able to accomplish something that was we probably could not have done by just having one person do that. She would have done anything else other than Ted reports. And this was really sort of the beginning of a change in mindset. You know our CEO. Even with automation anywhere, I was watching a video with our CEO had said that it really starts with one once you've automated one thing then your perception changes about how you work and you start to think about you. Know is the thing that I'm doing right now is something that can be automated or is there a part of what I'm doing that can be automated? What can I do this better? If I had a digital assistant that could help me with some aspects of this task and once you start to change in mindset then the opportunities begin to appear to you. And it really is a powerful thing, and it does. Just start with one. I think as we look at the technology, how its emerging. Um? Imagine having a digital assistant. For every single job in or something. You know, we're thinking about writing job descriptions of ads. You have a set of tasks that you're responsible for instead of tasks that your digital assistant will take care for you. Not think of these not so much as a digital assistant that is in IT department somewhere or somehow separate from you, but something that you help manage and you helped groom and help to develop. This technology is extremely careful, acceptable. We actually have everybody in our page. Our Department right now developing bots, or at least one, but they were getting folks ramped up on using our web based platform. May 2019. And this is consumer grade technology, right? It's easy to use building automation. It doesn't take a lot of effort. It certainly can be getting on the complexity, but you know, I think because this technology is so accessible to people and because you don't need no particular background to be able to start to do automation, I think really this is going to like this. Slide shows visually enabled us to have these digital assistance right alongside of us as we do our work everyday. It was that I'm gonna hand it over to jokes up more from Dell Technologies. Joke. All right thanks forest uhm, so as far as mentioned by name is Joe Cotton or I leave the business process enablement team at Dell technologies. In this space I had the privilege of overseeing RRPA program. And at 1st I'm going to run everybody through the journey of RHRPA program at cell. So as you can see, I've broken this out into three different phases with our pilot phase up first. And to ensure that we actually had an effective pilot that set us up for success down the road, we really sought to identify and look for a process that had the right mix of volume and standardization, but also had some complexity to it. We didn't want to just go in and Automate a scheduled report out of the gate and call it complete. So for us we ended up choosing our North America offer letter process as our main PC. We wanted to actually by the end of this deliver a completed offer letter to our candidates through automation. For us, as part of our POC, the most important thing for our team members is actually getting hands on the keyboard. As a result we were really able to lay the groundwork for our infrastructure and team would be set up and manage down the road. This this was actually a big partnership between RIT team in central governing group who led the charge there in terms of our infrastructure support, our licensing model and a big internal and X Ternal stakeholder place. After our pilot honestly we were on a sales mission. This is the education support section for us. We had to actually go about and convince people that not only we could take over this work, but also that would be correct, inaccurate and we started this journey about four 4 1/2 years ago. So back then this sales mission was critical. Nobody was really talking about our PA within business and especially not with in HR at that time. So we had to constantly promise that people wouldn't actually be losing their jobs to these robots. And for us, probably one of our biggest obstacles was going through and working with our SM ES on a day-to-day basis to make sure that they were comfortable with the bots transacting on their behalf. I'm so for us. This really meant a lot of road shows, a lot of recording our demos. We constantly were doing videos and this helped us build what we called our RP ambassador group within the HR function. So once we got one or two groups on board, that was really a game changer for us folks. Started to see the results. The excitement was contagious and we ended up getting more and more automation submitted for us to take a look at its opportunities. Lastly, our implementation and changing our mindset phase. This is this is honestly really where we are today and I would see us continue along this path for quite some time. From implementation perspective, we wanted to always be sure that we were saying flexible and agile. We really saw opportunities come from all over our organization. We had submissions come from our senior leaders at the very top all the way through to our SM ES and see down the street that were actually completing the processes for us. We didn't want to ever make sure that anybody was discouraged from submitting any idea and we took every single opportunity, looked at them, assess them, consulted on them. An educated where necessary for us, we never know where the next big idea was going to come from, so we didn't want to discourage anybody from submitting it in the future. And during this time that the mind that they were constantly pushing instead of just building out new processes with additional team members, the first task for us was Canon bot do this. And truly we tried to put automation first wherever possible. So we sat down and said, what are the things that we actually really want our team members to do to be doing? And it doesn't include pushing buttons every day. It's not helpful for them, and it's not helpful from an organizational perspective doing these transactional tasks. For example, the past year we were able to deploy approximately 30 automations in the HR function alone, some simple, some complex. On the really able to get a lot more value out of our knowledge workers. As a result and provide them with a much more encouraging career path. If you think about it. So now that I've completed the journey, I'm going to move on to, you know how our team is actually set up the HRPA team and our Dell digital worker. And as you can see, this is kind of a markup Org chart and our Dell digital team members and our human team members actually sit side by side and work day and share same manager. I'm currently we have three dedicated HR. What we call robotic user IDs or are you eyes? Does we refer to them that are performing only HR processes? We certainly have load mower across all the other functions performing work directly in those groups, but for our HR bots we have three in there sitting side by side with our human team members. These parts are hired as contingent labor and are essentially digital employees of Dell Technologies. They have the same attributes as any of your other contingent workers in the system names, badges, NT logins, and their role based securities. On the security roles that we have, we actually manage him in the same way as our human employees, and this allows us to do two things. It limits the access that are bought tab, but also allows us to track which bots are doing Watt across the functional. Also, by handling in this way are bots are actually put through the same compliance audits that our team members are done on a regular basis, whether it's monthly or quarterly, depending on the audit. So when I receive a security audit. To perform on my team, I actually have to perform that security audit both for my human team members in my virtual team members are bots here, so we get a lot more robust security around it and we can limit our bots interactions that way. From an HRRPA team itself were set up as a standalone development function and were responsible for the end process of our HR automations. This includes the assessment and consulting with our SM ES and with our function leads. We do the development in house, the testing and the deployment and we also eventually do the maintenance in case any processes change. Or are CE OS need to add or update anything throughout the automation? We do service the entire HR function and we sit in our business architect in technology group within the shared Service Center. So obviously you can see that that's a pretty good fit to be able to service our entire group that way. So the box themselves they actually run on virtual machines and these are managed along with the automation anywhere licenses through that it partnership that I spoke about in the journey. So RP acoe team is part of our it function and when we actually need a new license or VM because we've reached our capacities, we work with RCA Lee to actually deploy the additional infrastructure or license. And this team also provides support and troubleshooting. If there's an infrastructure problem or if there's a coding issue or we. You know, share best practices that way, so it's really a great model that we're able to stay agile within the HR function. But looking at the overall enterprise are PA. It gives us some standards and best practices and really they maintain that infrastructure for us so we can focus on the deployments. And Speaking of deployments, I'm going to move into our automations in action now. So as you can see on the screen, I've broken them into three different buckets. We don't actually view them that way, but just for this I think it's a good way to kind of think through them and from our perspective we really don't have a size of what is too big or too small for RPA opportunities. So we do look at every single one of those. As I mentioned earlier in the presentation. If you look we have process automations reporting automations in document generation automations. Each of these I'm going to go through a couple of them and give you a little bit more detail around how each of these work. So for our process automation, these are actually programs that were truly replacing team member touches throughout the end to end process wherever we can. We want to take these transactional pieces off of our team members and input a bot so that we can. We can remove those hours from our team members day. I'm a few examples of these are open requisition recruiter assignments. We have several on boarding process reminders or status update that we work across. Our new hire an on boarding process. And then we also have offer status management which we do on behalf of our recruiters. So each of those things are process automation. But we really try to remove our team members as much as possible from the processes. So with regards to our requisition process, this is actually a suite of automations that we've combined together to try to manage the entire package. As you can imagine, with the sheer number of hires that Dell has each year, coupled with the really large and agile recruiting staff, are managers may not actually know the recruiter that they need to assign for Iraq. So in those cases they'll raise the wreck, but they'll have to leave their primary recruiter blank. In that case, that used to have to flow to RTA coordinators, who would have to track down the recruiters within liaisons, whether it was I am email, phone calls and then get them updated in the system. However, this automation package that we have combined these processes together that essentially allow us to assign the recruiters on these open requisitions with minimal or no team member impact. So first are bot will actually run through the racks in the system with no recruiters and they consume the necessary data from the wrecks and will eventually place that into an Excel template. With that information, there first step is to actually bounce this off and bounces variables off a recruiter matrix. And those those matrix that the the TI organization created for us allows us to identify recruiters based on certain Rex that are consistent across the board. So if we have certain recruiters that always work on the same Rex, this matrix allows the box to identify that and assume them and assign them right away. If the bot doesn't find an exact match in that matrix will then parse out a list into regional or country level sheets. This get sent to our talent acquisition liaisons, and in most cases they have enough information that they can go and assign these recruiters or identify these recruiters without having to log into any systems. Once they identify the recruiters, they will actually go in and update this template and send it right back to the bot by email on. This allows them to be very mobile enabled, very agile, very flexible. They can do it on the fly. Once that the bot receives that in the inbox, it actually goes and looks twice today for any assignment that it receives and then it consumes that information off the spreadsheet directly from the liaison and inputs into work day and actually assigns that recruiter. So this actually allows us to remove RTA coordinators on the front end, any communications and in most cases it's allows us to actually assign a recruiter much faster to these requisitions that our manager didn't know, ultimately leading to a faster. And and quicker time to fill for us. So we see benefits across the whole board with this with this automation. For reporting automations I do want to call out that these aren't just standard reports out of work day or any other tool for that matter. We do always push self service, especially if it's a work day report for folks to go in there and run their report. If it's just consuming data this make sure that we're not circumventing any security role issues and people aren't getting data that they they shouldn't have, but instead you know. Think of these as examples where we may need to knit reports or data together. Are multiple systems and then potentially even take action off of these reports that were building. In some cases you know one of the reasons that we go ahead and create an automation is we were able to do it more frequently. So instead of us having a team member, I'm kinda like Forrest was saying that spends 4 hours creating a headcount report on a weekly basis or a monthly basis. We can do this on a daily basis 'cause the bot can do this that much quicker and honestly it's not a big deal for us to use bot space to do that, so it allows us to give this information to our HR colleagues much, much faster. If that's the case. The one that I want to dive into here for a reporting automation is our concur error report, and this is actually a great example of where we're taking action on a report. So the report itself, this process we manage, the integration errors from work day to concur, so will obviously receive the integration error report. But previously that report will go to a group or an individual team member to identify and have to go look up that information to fix that error. But instead now the bot receives that. Error report and will actually go in and consume all the necessary information from the report and put it into a case. In our case management tool where it can be automatically assigned to multiple people across their HR operations function to take action. Because of these errors, they do sometimes require researcher judgment. We do need the team member to help, but instead of having to rely on one person receiving the report or a group of people receiving import, not knowing who is actually going to Transact on it. I'm the fast part that information and actually go in and put it in the case so that we can immediately go in and Transact on it to fix the errors for the next round. So Lastly, our document generation automations this is another one. I think it's important to point out we don't ever create documents outside of work day that the system can't do themselves. Obviously if we have the information work day and it set up through the automation work day, that's where we do our automation's. But again, there might be times where we need to create documents that have information outside of work day and we need to knit them all together again. So good example of this one for us is our Global Services associate program. Essentially we're creating RG SAP PCR letters for us. This program is a very high touch program that allows us to Upskill our new service, new services, team members, and as a result we have to have multiple checkins from managers, HR, business partners in quarterly review cycles. So a lot of this information is in work day, but we do have to have a bunch of this coming directly from RHRB peas or the team managers or the program leads of the G step program so they have an internal tool that they use for that to combine all the data, but once they actually complete the review cycle we now need to present letters and performance letters for our team members, and this is actually the part where the bots come in. So when the box receive all of the required information, they'll actually go in, parse the letters out by team member and manager, and create a custom PDF document that we delivered directly to the manager to hold their performance review meetings. For us. This automation actually allows our managers in our program leads to spend a lot more time facilitating discussions rather than preparing the reviews themselves. So again, if you kind of think about the premise of our PA, we want to make sure for us what are the things we want our team members to do. And what are the things we want our bots to do? And this is a perfect example. This transactional task here have actually creating the letters by consuming this by a bot or actually allowing our team members to have more human interaction and face to face facilitation of these discussions. So as you can see, we have a large varying amount of automation. Some are very complex. Summer, pretty simple, but all of these like I mentioned, we do assess these on a case by case basis and we really try to change the way that we work by implementing these automations. Again, trying to figure out what we want to bot to do versus what we want a human to do. So with that I think I'll turn it back over to tio to discuss the work day and automation anywhere partnership, and then I think we'll get into a little bit of Q&A. So appreciate everybody for having you here. Thank you very much, Joe. We encourage you to leverage our partnership with automation anywhere. Just wanted to highlight that we cannot certify each and every box that is built. And now we are going to address some of your questions that are submitted and reply to all of those that we can't get to via email. So with that there is, there is an interesting one that talks about. Can anyone create bots or does it require special skills? And I'd like to pass that to forest. Sure, yeah, I did try to address this a little bit during the presentation, but you know, I think it's worth it's worth talking about. We have a program running right now in our HR Department where we have everyone from every background doing RP, development, building their first bot. If they haven't done before. And that folks from the recruiting team from the operations team from the HR business partners, HR systems, total rewards, you name it. Talent development. It's, uh, it really is consumer grade software, so the interface that you used to build automations allows you to actually use recordings of you doing the task in order to start building the bot itself. And then you basically. The bar with any sort of error handling and exception handling that you want. From that point there's multiple methods, but I would say we do have training. It does require some training to get started, but it really is. An application that anyone with any background can pick up and start using. Thank you, Forrest. Another question that came in is what is the overall expected ry for our PA? As you've heard today, there are great short term benefits and employing RP based solutions and including speed and cost savings, and I think long-term it presents an opportunity to see if there are any areas of reengineering required in one's existing solution. However, baby Joe could add more to it from the metrics that he had was able to gather from his experience, Joe. Yeah, of course. So from our end, I think you know the the individual or I will definitely vary based on the automation that you're actually trying to replace. The human touch is problem, so we see automation that will have, you know in our life savings of maybe only an hour a week, which we would still do because we don't want the team members to have to do that all the way up to several 1000 hours a year. So from our perspective, that ROI is definitely varying. Based on the individual process itself, but on average over the last four years, we've seen approximately 75 to 85% efficiency game when doing these automation. So if you think about how fast a human team member can do something, but typically are able to do it about 75% faster, so you see a lot more and quicker time to complete these transactions for our team members. So I think it's important to look at both. The human team member hours savings but also how much quicker you can actually go ahead and deliver on behalf of your team members. So hopefully that was helpful there here. Great, great and there is another one that I'd like to pass on to you Joe. How does Dell Priorat arise? The RPA opportunities. We actually we have a pretty significant prioritization process, so our intake is through a submission form again, anybody can actually go ahead and submit an RP opportunity for us, but in that submission form we actually look for a lot of information that outside of just the process itself, we look for how many hours it takes individual team members to go ahead and do that today. We look for how well and how closely it it matches against our strategy cascade, and then we also take a look at some very qualitative things for our our PA developers like how long it's going to actually take to develop it. Are we going to see you know instant are you? Are I there and we kind of bucket all of those things together and we have a mapping that we go ahead and. In this form, and then the developer pieces go into an. We create weighted averages and each of those categories that we look at and and and get from our customers. Our developers get in there and we wait a score and each automation gets a score. Once those automations get a score, we start to transact off of some of the higher scores 1st and then go on down the line, ensuring that were really identifying and working on the ones that truly make a difference in our. In our HR organization. Great and actually you're the most popular speaker here, Joe, because I have yet yet another one for you before getting started on your proof of concept, how did you establish your overall approach and governance that is centralized versus decentralized approach? RP a center of excellence versus end users configuring on their devices and how did you address compliance concerns when allowing for end users to configure automation? That is, that's a long question. I'll try Tanaka Moss from a little bit at a time, but for us, you know the biggest thing on the Federated Model versus a centralized model that that was a huge conversation internally with with our executive team and with the IT clearly that we partner with every single day for us in a charan. I know one of the big things that this silly pushed was if it's coming from RCOE coming in and developing. For everybody you might not get as much buying from the individual businesses. I can tell you for us, having a RP, a developer, a sensually sitting right next to somebody that's actually doing the process today was a huge kind of personal touch to that that allowed people to get very comfortable RH our team. As you can imagine, holds the work very, very close to the vest as you can think about with any HR team. So being able to relate directly to those processes being sitting. In the business that gave our RP developers a lot better opportunity to work with these SM ES. So for us that was a big factor. Being able to stay flexible and being able to work directly in the function versus the kind of centralized function there. and I will comment you know that our central cioe. They also do development and they can get you know individual business groups that come and they do development from there and they do a great job. But for us in HR we have contained kind of the development aspect. Love it because that does work for our business model. From a compliance perspective, I will say that there was a whole heaps of internal audit conversations, compliance conversations and really for us, one of the reasons that we ended up kind of hiring these digital workers was because we could actually see everything that was trans acted by a bot in and of itself. So if we were having these bots kind of Transact on behalf of our team members, you know essentially using their logins we lose. A lot of that capability, invisibility's and us being able to manage this security groups that way in the same way that we manage our team members every single time a new security role or every single time of process comes through that requires a new security role. I have to approve it as the manager and we have to follow the guidelines set forth fire compliance team to do that. With all the pieces there till. I think you you did really well, but I have a a short two part question as well for you. What sort of change management governance is in place for HR Bots and the 2nd part is are your HR developers working 100% on our PA or do they also still have HR responsibilities? RH our developers. We consider them PDM. So product managers on purely HRRP development on a daily basis. So they well you know I, I jokingly say our RP developers could go into any role within the HR organization because they do. You know, technically work with every function within HR. So we do have them dedicated solely to RP a development, but they do work across all of the functions there. And then from a change management process, that's actually one of the pieces that we identify in some of the intake forms is kind of who is going to be this kind of change management lead and even kind of a contingency plan lead. Obviously you know, as you can imagine about goes down whether it's a power outage or something you know, simple as that, and we want to make sure that we have a fall back there. So from a change management perspective we really do work with each of the different. Individual business groups on a regular basis to make sure that as we are implementing these automations, the individuals that are working on them today become true process owners. So we deliver kind of the day today. Tactical tasks, but the people who were doing this before actually elevate into process owners. So instead of doing the task, they're ensuring that the process is running smoothly. If there's any kick outs on the process, they're going through and fixing them so that the bot could come back and and you know maybe diploid the next day, so it really is making sure that all of our our team members are in line and as we're launching these prepared for kind of the next steps after that. That sounds great, and also before I forget show, did you guys use automation anywhere to build and test the bots? Yeah, yeah, we we are using automation anywhere for for our automation. Perfect. Maybe 1 for you. Forests, uh, like humans, we make mistakes. What happens if a bottom? This is a step in the process. But I think about boxes they don't. Don't forget to do anything so it just depends on how the the boss that Britain. If the process has a step in it in that part of the automation was developed, then that process will take place. As Joe mentioned earlier, it's one of the reasons why we like to have their workers do some of these, you know, high compliance tasks. This because we can go back and see everything at the bottom is done, so there's a full outage show for each step in the process. So if you have, you know a bot that's not producing the product. If you think it should be producing, it's probably not because it's giving step is probably running into some kind of unexpected data or system status that can be programmed in for exception handling. Automation. Yeah, that's that's thank you for that and cannot bought handle like if this then that statement or do the steps need to be exactly the same each time? Yeah you can. You can definitely do exceptionally in in the system. In fact it's a It's a best practice for our creative element. So if you think about the kinds of exceptions that he was, a person would run into performing a task. Your automation robot is likely to run into the same kinds of exceptions, so and it can know if it needs to skip a step as result. Or if it needs to follow a different process, branch, right? So if you think about how you might build a process flow diagram. Your body is really programmed much in the same way, so if you have a Yes result that they may perform 1 task. If you have no result performance, another task or something like that. Great, so I think I have one more last question to pose for forest. How do you handle bot credentials and security? Oh yeah, great question. So you know we have bought users. Beautiful ways so we have. You can build a integration user. You can use a service provider user account and we can also only thing that we've done for one of our boxes. Built a contingent worker type and worked it called bot and we did that so that we could create a user. Using the more thing like you load documents for us. This particular use case that was first developed on our on boarding for part of onboarding process. We're not live on workday recruiting. Yep, so we're moving things like offer worksheet, signed offer letter and were they from our recruiting system to the worker document area as once they've been on board into the system and so we have a bot in workday. That's contingent worker that has a very narrow and well defined security segment and back and only go in and do. Load or add documents to a document area for worker can't remove documents, can't do anything else so. And so anyway, this is a free, it's contingent worker type for us that was one of the ways we did it, and then the integration and service canvassers. Can you know all of our software application itself is? You know meats or exceeds the security and data privacy requirements that are out there. Just like with work day, that's really, really important, fast and kind of core to our product. Great wonderful. I would like to thank especially joke March we hear from DeLand to join us with his experiences. With our PA and of course, our business partner automation anywhere. And the entire audience for having joints and listens. This webinar will be provided as an on-demand recording. And we wish you. Hey. Very nice rest of the day and please stay healthy.
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