HCM Implementation Leader Playbook

Version 1.0 Implementation Leader Playbook

Version 1.0 Page 2 of 23 Implementation Leader Playbook

Salesforce Task Outline

Payroll Milestones & Tasks Benefit Administration Milestones & Tasks  Benefits  Planning & Analysis  Planning & Analysis o Convert o Welcome Email o Data Gathering o Format o Welcome Call o Santeon Data Gathering o Deliver o Kickoff call & Business  Data Load & Build  Deductions Requirements Review o Add Benefit Types & Providers o Convert o Data Request Form o Add Benefit Plans o Format o Planning & Analysis Meeting o Dependent Setup o Deliver o Client Sign Off o First Import Enrollment & HR  Direct Deposit  iSolved Shell Data o Convert o New Client Wizard Setup o Benefits Attach to EEs o Format  Data Load & Configuration o Last Import Enrollment & HR o Deliver o Payroll Configuration Data  Accruals o Import EE Data o COBRA Synch o Convert o Client Training & Data Accuracy  Client Training o Format Sign Off o HR/Benefits Admin Training o Deliver o HR System Configuration o ESS Training & Configuration o Import Balances  Post Go Live General Ledger Project Milestones & Tasks o Balance History o Help & Audit  Planning & Analysis o Import Final Pull of YTD History o Data Gathering o Balance Final Pull of YTD History Data Team Project Milestones & Tasks o Reports Assessment o Parallel Payroll  Assessment  GL Setup o Import Parallel Payroll o Schedule Meeting with Client o Configure GL Rules o Submit to Tax team o Review Data Extraction o Review GL with Client  Client Training Checklist with Client o Adjust GL o Client Training & Verification of o Determine if Data Extraction is o Test Reports Data Possible o Create GL Export  Go Live  Acquisition  Post Go Live o Process Payroll o Determine Extraction Process o Review GL Setup & Reports  Post Go Live o Schedule Pull with Client with Client o Run 2nd Payroll o Execute Data Pull o Additional Training & Support  Employee Info Time & Attendance Project Milestones & o Transition to Service o Convert Tasks (DRAFT) o Format o Survey review with client o Deliver o Database review & installs  Prior Balances complete o Convert o Training complete o Format o Testing complete o Deliver

Client Interaction Guidelines

Our HCM platform is industry-leading, and clients love it, but clients are usually wary of “implementation”. How you interact with your client and giving your client confidence in our implementation process is critical to them having a great experience: 1. Instill confidence by promising communication, transparency and quality – and acting on your promise:  Communication – communicate proactively with your client along the way, ensuring they have the information they need to provide their own updates internally. Establish a regular routine with the client to let them know how it's going. Visuals of the implementation progress using timelines and milestones will improve the client engagement.  Transparency – let the client know where they are in our 7-step process with every interaction, ensuring they’re well aware of the overall timeline and progress along the way. Be honest and say “no” when necessary.  Quality – let the client know that we have important quality checks along the way. 2. Engage – clients want to know what they have to do and when. You should show your client the overall timeline (kickoff deck template) and key milestones they will need to hit in order to meet the timeline. Engage the client by providing required forms and data requests with due dates. 3. The project updates that you provide your client serve a dual purpose: your client contact wants to know what’s going on, but also needs to provide updates to his/her internal leaders. Proactively letting them know where the project is achieves both goals. 4. You own the client relationship and are their single point of contact. Even though you may bring in other subject matter experts, you own the relationship and never "hand it off". 5. Staying calm under pressure is tough, but regardless of the ups and downs of a client, your goal is to stay even-keeled, implying confidence with your tone. 6. Educate – When you effectively educate the client about processes and what to expect, you are able to prevent misunderstandings and miscommunications before they happen. 7. Listen & know your client – with each interaction, the client is providing information about their payroll, their employees, their benefits, their business, related processes and about themselves. If you hear the client discussing anything that sounds like it will be affected by the change in payroll and HR software and services, ask them about their current process. 8. Follow up – list all follow up items for both you and the client that arise during conversations/meetings on your status document/spreadsheet and then make sure you do the tasks. Following through on your commitments is vital to instill confidence. Hold the client accountable for their tasks by asking them where they are and offering assistance if they are unable to meet their deadlines.

Keys to a successful implementation

1) Have a Plan: Having a concise and well thought out plan is critical to the implementation process. If an implementation manager has no plan to follow they are not likely to finish. Not finishing means you missed your deadline and/or the end product is not configured correctly for the client.

2) Manage to the deadline. With every implementation there is a target date for the client’s first payroll. An implementation manager must start with this date and manage backwards to determine what the critical dates are and when certain milestones need to be met to determine what is a realistic timeframe and whether the desired start date is achievable. If the approach taken it to perform step moving forward with no regard for whether the collective steps can be completed before the target date, the deadline will likely not be met.

3) Earn confidence and trust: When a client has confidence in their implementation manager there is a feeling of being on the same team and the client works with you during the more challenging moments. When they lose confidence they begin to doubt you and the process and start looking for things to go wrong. There are a few common elements to gaining the confidence and trust of the client.

a. Having domain knowledge and know your product - Knowing everything is not necessary but having a certain level of knowledge is needed to avoid the client thinking they are dealing with a rookie. Putting an inexperienced and untrained implementation manager in front of a client is not fair to client or the implementation manager.

b. Be honest – Saying no is part of the job and while it might seem uncomfortable it helps earn trust and respect from the client (when appropriate).

c. Be Realistic – Setting realistic expectations will demonstrate consistency and produce on-time delivery. Setting unrealistic expectations will result in missed deadlines and losing the client’s confidence in our ability to deliver.

d. Take time to understand – Asking question and getting clarification on all details of the clients requirements will not only provide the necessary information to implement the product but it will also give the client a better comfort level that we understand their needs.

4) Communicate: Communicate as often as possible. Keeping our clients informed will put them more at ease and provide opportunity to create a positive relationship with our client. Providing an update that nothing has changed is better than no update at all.

5) Understand the Complete Client Picture: An implementation manager must drive toward understanding the complete client picture. It is virtually impossible to complete an implementation on-time if you do not know the full picture of what the client needs and expects. Every feature, every report, every export. They won’t always know to tell you what they need, but they will expect you to delivery it. You must first understand their picture and then communicate it to them. Roles & Responsibilities by Payroll Milestone

Benefits Process Notes

1. In the case of a Core +Benefits or Comprehensive package, the Payroll Implementation Specialist should not set up the 401(k) in the company shell. The Benefits IS should be responsible for the 401(k) setup because when the Payroll IS sets up the plan, the plan is defaulted to “auto-enroll” everyone and if the plan is saved, it will enroll every single employee. The Benefits IS would then have to delete the 401k plan from every person that doesn’t have the 401k and it wastes so much time, for something that can be easily avoided.

2. The Benefits IS is responsible for creating any deductions and memo codes in the system that will tie with benefit plans. If the deduction or memo type is set up in the system and wont tie to the benefits plan, the Benefits IS has to create their own Deduction or Memo type to be tied to the benefit plans, creating extra line items. This also will create more work for the Payroll IS, because they will have to move history out of the incorrect deduction or memo line item and re-import it into the correct line item. The Payroll IS is welcome to rename these deduction and memo codes. This may involve the Payroll IS and Benefits IS having a conversation about who needs to set up what.

3. The benefits IS needs to be aware of how and when the GL is being set up. If the benefit plans are set up, and the GL person sets up the GL, any setup change to the benefits will most likely mess up the GL, causing issues right before or after go-live.

Quality

Infinisource System Preview Our industry-leading iSolved system preview capability provides the ability to run and balance live client data and reports early in the implementation process and is a standard part of our implementation process: - Speeds up the implementation cycle time - Separates us from the competition - Transforms the quality control process

Traditional Parallel Runs During a traditional parallel run, the Infinisource system and the existing system run side by side in full redundancy for 1-2 payroll periods. This is not a standard part of our implementation process - our system preview implementation step typically satisfies the bulk of our clients. Those requesting a traditional parallel in addition should be the exception – and are typically up-market. If the client requires a traditional parallel, the length of the parallel run must be added to the implementation timeline.

Implementation Checklist

Benefits Implementation Checklist

ESS Checklist

Clients Wanting Additional Products/Services

At any time during the implementation process, if a client indicates a desire to add additional services and/or products that will impact the service fees paid, the Implementation Leader should escalate the opportunity to the sales representative that originally sold the client. If the Sales Person is unknown or is no longer with Infinisource, the opportunity should be escalated to Sales Leadership (Justin Raniszeski or Tom Rich).

Implementation of the service(s) and/or product(s) in question should not begin until the proper documentation has been executed and processed. Version 1.0 Page 8 of 23 Implementation Leader Playbook

Once the Sale Representative is notified of the opportunity, it is their responsibility to contact the client within 24 hours to address the opportunity.

Exceptions to this rule are new delivery locations.

Engagement Step Introductory Email (“When can we connect?”)

Who is involved?  Implementation Leader Timing  Same day client assignment is received

Preparation  Review the Sales Agreement to determine the client’s contact information

 Create a positive client perception by demonstrating a desire to begin their implementation process quickly  Introduce yourself to the client and provide your contact information Desired Outcomes  Determine a date and time within 1 to 2 business days that you can speak with the client by phone

Questions to Ask  Not applicable

Materials  Introductory Email Template

Engagement Step Study Sales Agreement & Additional Materials

Who is involved?  Implementation Leader Timing  Prior to the welcome call

Preparation  Not applicable

 Determine the scope of the client’s agreement (i.e., which products and services have been purchased)  Determine if any key “new client” information has not been submitted Desired Outcomes  Gain familiarity with the client’s key payroll and benefits data so you will be able to speak confidently to the client about their business.  Determine any key topics you may need to explore further during the welcome call

 What information gaps exist that I will need to review with the client during the welcome call? Questions to Ask  Based on the known information, are there any obvious issues or concerns that I need to explore further?

 Sales Agreement Materials  Client Information Wizard Form (if available)

Engagement Step Welcome Call

 No later than 2 business days after receiving the client  Implementation Leader Who is involved? Timing assignment and sending the Introductory Email  Implementation Specialist (optional)  Suggested Call Length: 30 minutes

 Complete your review of the existing client documentation Preparation  Create a conference bridgeline for the call (if necessary)  Create a positive client perception by demonstrating our eagerness to engage in their implementation  Introduce yourself and your role as the Implementation Leader  Explain how Infinisource will engage in the implementation process (e.g., “As we go through the implementation process, there will be other Infinisource subject matter experts who will work with you on particular portions of the implementation. I will be Desired Outcomes responsible for coordinating their engagement with you and will serve as your primary point of contact”)  Confirm key information related to current payroll, benefits, and time keeping practices (as applicable)  Ask questions necessary to complete data extraction form and send in to data team for prioritization  Set a date for the kickoff call  Let the client know that they will receive a welcome email with forms to be completed prior to the kickoff call date  Payroll: What is your pay frequency? When is the first pay date that you will be paying employees through Infinisource? What is the pay period begin and pay period end dates for your first pay?  Data: Who is your current payroll provider? What software system is being used? Going forward, how much of your existing payroll history will you need to have available in iSolved? Questions to Ask  How should we plan to extract your data? Will you be providing us with logins? (Ask questions needed to complete data request form)  Benefits: When is your open enrollment period? Where do you store benefits-related data (coverage elections, dependents, beneficiaries, etc.) and how can we access that information? Do you use a broker? If so, will your broker be involved in providing us data?

 Sales Agreement Materials  Client Information Wizard (if available)  Example Welcome Call Talking Points

Engagement Step Welcome Email

Who is involved?  Implementation Leader Timing  Same day as the welcome call

Preparation  Completion of the Welcome Call

 Thank the client for their time on the welcome call  Provide the client with forms, questionnaires, surveys etc. that need to be completed Desired Outcomes  Provide the client with a deadline for returning the forms, questionnaires, surveys (prior to the kickoff call)  Confirm the date / time for the Kickoff Call

Questions to Ask  Not applicable

 Example “Welcome Email” template  New Client Packet (include only those forms, templates needed) o Benefits survey o Time survey o Client Information Wizard Form (if not already turned in) o ACH Authorization Materials o IRS Form 8655 o Tax Reporting Power of Attorney forms for all states o Check Signature Authorization (if not OBC) o Voided check o Payroll register o Payroll summary report

Engagement Step Kickoff Call  Client  Implementation Leader & Specialist  Should be scheduled within 5-7 business days following  Benefits Implementation Specialist (optional) the Welcome Call Who is involved?  Time Force Implementation Specialist (optional) Timing  Suggested timing is 30-60 minutes, depending on client  COBRA/FSA Implementation (optional) complexity  Sales Consultant (optional)  Broker Representative (optional)  Completion of the Welcome Call  Receipt of client forms, surveys, questionnaires Preparation  Update PPT kickoff deck template and set up Webex / Bridgeline for the Kickoff Call

 Send completed Benefits survey and Time survey to Benefits and Timeforce teams (respectively)

 Introduce individuals that will be working on the implementation, explain their roles, and discuss timing of their engagement  Create a positive client perception by communicating to the client a clear understanding of their business and an organized approach to their implementation Desired Outcomes  Client understands the timeline and what to expect to happen and when  Client understands their role vs. our role in ensuring a successful go live  Client knows that we are working towards a fixed start date  Confirm that all necessary information has been received to allow our internal team to conduct an effective planning meeting Questions to Ask  What are client’s expectations of this relationship? What prior experience/pain points have they previously experienced?  Questions about pay polices, GL., 401-k…to ensure we understand the issues and complexities  Client resource constraints, concerns  Broker – what is level of involvement and can we work directly with the broker to accelerate the data gathering process?  What other internal stakeholders will we be working with?  What does success with this project look like for you? (Ask each of the client’s key stakeholders)  Review with the client the information known regarding their payroll, benefits, and time keeping practices (as applicable), including: targeted first pay date, targeted first process date, targeted first time punch date, required carrier feeds, timing of their open enrollment process, need for General Ledger interface, etc. Version 1.0 Page 14 of 23 Implementation Leader Playbook

 Ask questions that will help you uncover any special client concerns or expectations  Determine the status of any paperwork that has yet to be completed

Materials  Kickoff Meeting PowerPoint presentation Engagement Step Planning Meeting  Implementation Leader & Specialist  Benefits Implementation Specialist (optional) Ideally happens immediately after kick off meeting once the Who is involved? Timing  Time Force Implementation Specialist (optional) client has dropped from the call  COBRA/FSA Implementation (optional)

PM/IS, TF IS and Benefits IS will aggregate notes and feedback from client kick off meeting and discuss meeting outcomes. Preparation All meeting participants should have a list of questions or concerns and be able to speak to their respective area of responsibility

 Confirm understanding of scope and potential deviations from original scope  Identification of unique requirements/complexities in regard to: Pay policy, GL, Benefits, data extraction  Confirm client project time line and critical path items Desired Outcomes  Discuss and confirm client contacts, resource concerns, risk points  Understand Broker’s desired and expected role in the project meetings  Confirm all client stakeholders and required level of engagement  Send project timeline to the client Questions to Ask Do we have a clear understanding of the client’s expectations of this relationship? What concerns do we have regarding the client contact? Resource contestants? Is the client contact experienced with all domains (HR, P/R, benefits, etc.)? Questions @ pay polices, GL., 401-k…to ensure we understand the issues and complexities Broker relationships – what is level of involvement and can we work directly with the broker to accelerate the data gathering

process? What other internal stakeholders will we be working with?

Materials

Engagement Step Shell

The Shell can begin as soon as the sales paperwork is obtained Who is involved? Implementation Specialist Timing and completed when any remaining details are obtained.

To build the shell requires information obtained from the Client Information Wizard Form and any clarifying details gathered during Preparation the previous client meetings.

The Implementation Specialist will use the New Client Wizard to create the client shell. Upon completion of the New Client wizard a Desired Outcomes company will exist and be 40%-60% complete. At this point employee can be added to the system and payrolls could be processed. However, it is likely that additional configuration is needed for certain areas of the product.

The New Client Wizard is a series of screens that will prompt the implementation specialist for the following information.

Client Demographic Data Add Work Location(s) Tax Agency Information Voluntary Taxes Service Package Bank Account Information Questions to Ask Benefit Plans Organization and Labor Pay Items Pay Rates Pay Group Information Bank Account Information Billing Items Delivery Information

Client Information Wizard Form Meeting Notes Materials Basic Service User login to iSolved

Engagement Step Data Load / Configuration Implementation Specialist (for Payroll)

(The client bundle will determine if other team members may be needed) Additional configuration can begin immediately following the Who is involved?  Data Extract  GL Specialist Timing Shell setup.  Benefits  COBRA, FSA,  Timeforce  Onboarding  Newton  Santeon

Sales Paperwork and Documentation from Client Meetings (to complete payroll setup) When the Bundle requires other team members Preparation  Data Extract request form  Assignments of other specialists for this client  Contact information to communicate “go live” and client details Version 1.0 Page 17 of 23 Implementation Leader Playbook

Configuration: During this step the implementation Specialist will setup and configure the following areas of a client. Security, Leave Accruals, 401k Match Plans, and Reports. It is important to note that some areas of the company need to be configured prior to Desired Outcomes loading employees and some do not. Knowing what data will be imported will dictate this. For example, leave accrual needs to exist before attempting to import employee leave balances. Data Load: Data may be keyed or imported depending on the number of employees for the client. Utilizing information from previous steps  Detailed plan information i.e. Accrual plans, Deferred comp plans, etc. Questions to Ask  Number of employees  Sample Reports  GL sample In addition to the information and documents previously gathered other team members will require detail specifications including  Benefits survey and plan descriptions Materials  Timeforce questionnaire  Santeon Order  OnBoarding

Engagement Step Client Training Client Users/Implementation Specialist (The client bundle will determine if other Training Payroll Training Sessions Sessions may be needed)  Employee Management –following configuration and EE Timing data load. Who is involved? • Benefits • COBRA, FSA,  Payroll Processing—following the Prior Balance Import • Timeforce • Onboarding load and tax balancing. • Newton  Employee Management Training: Verify EE setup, send Webex invitation to client, provide login information to iSolved and perform training. Preparation  Payroll Processing: Verify payroll balances and reports. Send Webex invitation to client and perform training.  (Scheduling of other training sessions as noted above will require coordination with other team members.)

 Employee Management: At the end of this training session the client will be able to review current employee and update as needed. This would include hiring employees, adding/changing benefits or deductions, adding direct deposits, and terminating Desired Outcomes employees.  Payroll Processing: At the end of the training the client will be able to enter time data, Preview the current payroll, run reports and verify the data is accurate. The client will be able to process payroll and maintain the system unassisted.

 Determine the appropriate client admin that should be included for each training session. Questions to Ask o Who is responsible for adding or terminating employees? o Who is responsible for the payroll hour’s entry and payroll processing?

 Webex  Outlook Meeting reminder Materials  iSolved login for client

Engagement Step Go-Live

Who is involved? Client Users/Implementation Specialist Timing 3-4 days prior to pay date

All previous steps are complete and data has been verified (using quality checklists) Preparation Reports have been verified by the Implementation Specialist prior to meeting with the client.

The client’s payroll is processed and all data has been verified. Several critical reports can be used to assist in the verification:  Payroll Summary (to review banking information is correct.)  Payroll Register (to verify individual employees records are correct.) Desired Outcomes  Payroll Invoice (to verify billing matches the sales agreement.)  Specific Detailed reports as appropriate i.e. Retirement Report, General Ledger , Employee Workers Comp Summary

Prior to the step ask the client for several complicated employees i.e. most earnings code, labor distribution, taxes in multiple states. Questions to Ask Verifying the data is valid with these employees provides a benchmark of accuracy.

Materials

Engagement Step Post Go-Live Implementation Specialist (All) Implementation Admin (Cameron L.) Who is involved? HCM Operations Manager (Mark G., Susan P.) Timing After the client has processed their first payroll Client Service Representative (All) HCM VP Implementation (John C.)

After the first payroll process with the client, document any outstanding issues and notify HCM Operations Manager and Preparation Implementation Admin that the client has processed their first payroll. This notification will kick off the transition to service process.

A smooth transition for the client between Implementation and Service. Documented outstanding issues list, knowledge transfer and Desired Outcomes a warm introduction of the client to their new Client Service Representative.

Questions to Ask Is the client ready to be transitioned? Did I follow the Transition to Service Decision Tree?

Materials Documented Outstanding Issues (if applicable).

Appendix

Understanding the Broker

Infinisource’s broker channel started in 1992 with a simple premise: if you talk to one employer, you get one client – talk to one broker and you have access to all of their clients.

To the broker, they own the client.

Brokers expect us to: - Set proper expectations, - Keep them informed, - Reduce headaches, administration and liability for their clients, - Make them look good to the client, - Help them secure business, - Help them retain business, - Be a valued differentiator.

What clients expect from brokers - Serve many as a de facto HR Department, - Be responsive, - Be a resource to resolve issues and answer questions, - Provide resources (Infinisource), - Know their business.

Why we need brokers - Provides access to their client base - Produces over 70% of leads and revenue for HCM sales - Produces up to 80% of Benefit Administration revenue - Brokers love Infinisource because: - Infinisource remains totally committed to our broker partners, - Infinisource serves as a compliance and research department, - We are highly respected for our technical expertise, - Preferred brokers get preferred pricing and marketing.

Templates Version 1.0 Page 22 of 23 Implementation Leader Playbook

Sales Agreement Acknowledgement Email: Santeon Carrier Feeds Email:

Introductory Email “When can we connect?”:

Welcome Call Talking Points: Project Workbook Template:

Welcome Email: Project Kickoff Meeting Template (Client Facing):

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