Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service

Transcription

1 1 Roadmap for the Development of a Human Resources Management Information System for the Ukrainian civil service

2 Purpose of Presentation 2 To seek input on the draft document Roadmap for a Human Resources Information System for the Ukrainian civil service To discuss desired course of implementation, including a staged approach To confirm overall direction and next steps

3 What is a human resources 3 management information system? It is an application that supports the delivery of HR management, and automates a number of processes with a view to increase efficiency and standardize HRM processes for the Ukrainian civil service. It is comprised of modules, that are interlinked. Comprehensive HR system is a foundational element of HRM Reform project.

4 Background and Context 1 4 This roadmap was developed on the basis of interviews held with Heads of HR and MDCS officials in the spring of 2009, to gather information on data collection, analysis and reporting, and the level of technological support. A review of the NDCS concept paper was also undertaken; Issues identified during this consultation process include: Current systems (Kadry, Kartka) do not meet the needs of HR departments; limited capacity for analysis at the CEGB and government levels; time consuming process for annual reporting to State Statistics Committee; Inconsistent way of recording and maintaining HR information; multiple manual recording systems, Excel spreadsheets with no connectivity; Limited archival and retrieval capability for employee records; HR specialists spend most of their time processing HR transactions, leaving little time for strategic work; staffing, training and performance evaluations appear to be the most onerous processes;

5 Background and Context 2 5 HR staff eager for new technology and tools, to increase efficiency, improve their capacity to analyze important HR information, and better serve their managers; Compensation function separate from rest of HR and maintained in financial system; Opportunity for collaboration with HR Council and MDCS in the design of a new system.

6 6 Design Principles for new Human Resources Management Information System Alignment with HRM Reform Framework and draft civil service law, best practices in other countries, vision towards the future; Support HR analysis and planning, monitoring and reporting; Official system of record for HR data, and connectivity with other systems (such as finance for compensation) requires accurate and current data; Built according to world-class HR systems: table-driven, fully integrated (links across modules, data entered once), user-friendly; System supports HR processes, and provides HR staff with the tools to be more efficient and effective in their work; Templates for forms, standard letters, official decision documents designed to allow for standardization of procedures and data collection; Allow managers and employees direct access to initiate and approve HR transactions (training, leave, staffing requests) at a future stage;

7 Technical Requirements 7 Kartka would be replaced by a new comprehensive HR system; Status of the National Database of Electronic HR Profiles on Civil Servants and Local Self-Government Bodies in Ukraine (NDCS) project requires clarification; Describe how the system should function to support HR processes, and interface with other applications based on best practices, for example: Single authoritative source of data for HR information, no other systems are maintained; Single data entry: same information not entered twice, continuously build information; Drop down tables: select values vs. free text edits built in for data accuracy; Create and populate templates and form letters and update the system; Integrate with Office Applications and intranet to produce letters, cut and paste and scan documents, general notifications; Track due dates, key steps, turnaround time, flag mandatory fields; Password protected sign on for users access; Produce reports easily and rapidly, using graphics, tables and visual displays; Interface with other systems and data bases: pay, intranet site; User friendly, web look and feel; Foundation to introduce employee and manager s self serve at later stage

8 Consultation 8 Consultations should take place with multiple stakeholders: Main Department of Civil Service Heads of Human Resources Departments and Human Resources Council Human resources specialists Trade unions Technical experts Finance and compensation specialists Managers and employees Other international donors

9 Scope 9 Functional requirements include all HR functions, except for detailed compensation and benefits which are handled separately; Requirements defined in relation to some existing practices in the civil service, but mostly in line with a new vision for the delivery of HR services, based on the draft law and best practices used elsewhere; Inclusion of interfaces between the new HR system and the pay system, intranet/internet sites and other data bases; Identification of reports at different levels: Central Executive Government Bodies and government.

10 Assumptions and Risks 10 System will allow for analysis and reporting at different organizational levels; Staged implementation, starting with basic functionality with enhancements to come at later stage, when financially feasible; pilot test sites will be used to validate the functionality; Dedicated working group(s), reporting to the MDCS will be set up to manage the implementation; Up front and sustained commitment from senior government officials; Heads of HR and their staff will contribute their expertise to the development of the system, and later populate it with current and accurate data on an ongoing basis; Current systems: Kartka and Kadry will be replaced; Delays and/or limited funding will impact implementation; Assessing legislative limitations.

11 11 FUNCTIONAL REQUIREMENTS

12 HR Modules (in order of priority) 12 Employee Staffing Employee Appraisals Professional Training Core Modules Awards and Recognition Compensation and Benefits HR Planning and Reports Disciplinary Management Classification

13 13 Functional Requirements 1

14 Functional Requirements 2 14 Each module describes the requirements to collect data, and support the process, in terms of: What information should be captured; When the data should be entered: following a decision or key step; Who should enter the data: roles and responsibilities Why the information is entered: in accordance with laws and regulations, efficiency, archival of information, analysis, reporting; Each module is linked to an HR function, and represents a building block in the design of the whole system. For example, information is entered once and re-appears on screens as the process evolves to its conclusion.

15 15 HUMAN RESOURCES INFORMATION SYSTEM MODULES

16 Employee Module 16 Maintenance of personal files and employment records in electronic and paper format, and its easy retrieval are essential for HR management; Employee module is a repository of all pertinent data on an employee from initial hiring to movement across the civil service up to termination of employment. It is an archival record of decisions/actions taken when a job is classified, an employee is hired and paid, training and leave are taken or disciplinary action is administered; Kartka system tracks some of that information now, which is used for annual reporting purposes; Proposal that the module tracks all mandatory elements listed in the draft law (Article 40), in addition to the following: System generated employee identifier for each employee in the civil service; Capture or link to salary, benefits and years of service information; Demographic data; Temporary assignments, emergency contacts, leave records; Disciplinary actions, employment terminations ( restricted access)

17 Staffing 1 17 Staffing involves the administration of processes to fill vacant positions, promote employees or deploy staff laterally. It is a major HR activity and consumes a significant amount of time and resources; Very limited use of technology/tools to support existing process labor intensive and paper driven; competitions are handled manually from start to finish; Limited ability to analyze competition results and effectiveness of process, make additional appointments from a single process, and increase efficiency; Requirements include vision for the future beyond existing and new civil service law; Proposed new data elements and functionality require prioritization: Single intranet site for job posting, creation and use of on-line application forms, electronic screening and tracking of applicants status and data; Creation of electronic templates for standard forms, populated by HR and used to execute an action and update the system; e.g., request to staff a vacancy, job posting, application forms, screening report, notification of assessment results, and others;

18 Staffing 2 18 Proposed new data elements and functionality (cont d): System generated selection process number to track status of process and future appointments; Notification to candidates of screening and selection results via password protected web site or ; Creation of electronic files for job applicants; Administration of tests and assessments on line; Using lists of qualified candidates for multiple appointments, and sharing of lists within and across CEGB, to maximize usage of competition results; Track start and end dates of selection process to calculate turnaround time; Track due dates (appeals, probation), delays; Reports on patterns and types of staffing activity, assessment results, sources of candidates, types of appointments for analysis purposes;

19 Employee Appraisals 19 This process is under current review, with a proposal for improvements. The design of this module would have to be in line with the new vision; A new appraisal form and process will be developed; Proposed requirements: Design of an electronic template for the appraisal, work plan, training plan ( see Training module), which would be completed by the employee, approved by the manager, and uploaded to the system; Capture of narrative evaluation, rating, date of completion and other details in the system; Capture employees career goals and identify employees with high potential Ideal opportunity to align the system requirements with the design of the new process even if limited to the development of forms, simple data bases and standardized processes

20 Professional Training 1 20 Upgrading of professional qualifications required to upgrade job performance. Training is delivered through Central Executive Government Bodies, National Academy of Public Administration and external organizations; Linked to job duties, performance evaluation, and priorities of the organization; HR Departments are responsible for the administration of training activities, records are kept on file, and limited reporting and analysis is done; Proposed new requirements should enable the management and reporting of training priorities and activities at the CEGB and government levels, the completion of training plans, the analysis of training requirements, and support the HR Departments in the administration of training; The new school for senior leaders would provide ideal opportunity to test new system requirements and processes;

21 Professional Training 2 21 Proposed data elements and functionality- require prioritization: Type of training and priority (mandatory, job specific, developmental, academic); Produce course calendar with all necessary details, and publish on intranet site; Create «training request» template to enable employees to apply for training on line, and managers to approve electronically; Track course participants, evaluations and other information to facilitate course administration and maintain up to date employee files; Create a training plan template, track completion rate, costs of training; Link to service providers (internal/external), allowing for on-line registration ; Identify and capture special training and development programs, track progress of its members up to completion; All training related information would be maintained under the Employee Module of the system;

22 Training Process Map 22 Ukrainian version of presentation illustrates a sample process map in graphic format.

23 Awards and Recognition 23 A number of awards are given out to civil servants every year. The process is administered by HR Departments, and records are kept manually; Seems to be a labor intensive process for HR specialists; Proposed new requirements: Recording the type of award (certificate, monetary bonus, medal, plaque); Creating templates of forms, letters to recipients, etc. and tracking the process from beginning to end; Pertinent details would be recorded in the Employee module and constitute part of the file; This module may not feature as a first priority for development; however, consideration should be given to establishing standard forms and procedures and using and/or the intranet as a way of communication.

24 Compensation and Benefits 24 This function, which provides wages and benefits to civil servants, is administered separately from HR, and its information is maintained in the financial system; Compensation and benefits directly impacts employees, and as such, should be recorded in the employee s file; There is limited ability to analyze compensation data, and only average salaries are reported annually; also, leave records and balances are maintained manually; Proposed new requirements- require prioritization: Recording and tracking all types of leave, and flagging over usage, portability of leave records across CEGB; Track hours of work for part time employees and pro-rate leave; Employees request and managers approve leave on line; Recording or link to the pay/financial system for paid overtime, base pay and bonuses, salary increments and other pay related information An analysis of which system should track this information should be conducted, either way, there should be an interface between the two systems

25 Human Resources Planning 1 25 Supports the achievement of business objectives, by assessing current and future needs of the workforce, and preparing a plan to meet the needs; This includes the analysis of: demographic data (gender, age) and employment characteristics (years of service, absenteeism, reasons for departure, average age of retirement, etc.); the identification of skills and competencies (education, training, performance evaluation); and internal workforce trends (eligibility for retirement, vacancy and turnover rates, staff mobility, etc.) The analysis is normally done by similar work functions (lawyers, accountants, engineers) Currently, statistical tables are produced and published annually on the internet site - limited capacity for analysis at the CEGB and government levels: insufficient information, difficult to manipulate data; Proposal: set of reports be produced on a regular basis and provided to managers with an analysis, at the CEGB and government levels;

26 Human Resources Planning 2 26 In the short term, investigate the possibility of maximizing the use of Kartka to enable reporting and analysis at the CEGB level; Example of a reporting model (dashboard (assessment report)): Employee distributions/demographics grouped by similar work functions; Employee mobility: source of appointment, reasons for departures supported by exit interviews (new requirement), turnover rate; People management: vacancies (number,type, class level), sick leave usage, appeals, disciplinary cases, awards, performance appraisals; Training: training plans, training priorities, courses taken, costs Any data element captured may be reported; an analysis of reporting requirements for different groups: MDCS, Deputy Heads, Heads of HR and line managers needs to be undertaken.

27 Disciplinary Management 27 This would include disciplinary measures ranging from reprimand to termination; Confidentiality and restricted access of the information are important; Information is currently kept on paper files, not reported through the State Statistics Committee; Data elements that could be tracked: Grounds for disciplinary offence; Name of investigator, dates, results of investigation; Type of disciplinary measure part of employee historical file Dates for purging information Information kept in the system and part of employee s electronic file; Suggest that this module be developed at a later stage, once the core system is in place; however, standard procedures for handling disciplinary measures and reporting on them, manually could be developed;

28 Classification 28 The requirements for this module will be dictated by the Classification Reform project; however, key data elements should be recorded regardless of the future Classification system; Classification deals with organization structures, positions, job descriptions, categories and ranks; it is the initial step or building block necessary for subsequent processes, such as: hiring, compensation, performance evaluations and training plans; Proposed new data elements, and functionality: System generated position numbers, linking to employees and reporting structure; Organizational description: CEGB, department, section, location; Descriptive position title and/or generic title; Type of action (e.g.,new, reclassification, deletion) and effective date; Classification level and group, in accordance with Classification Reform; Link to job description (intranet), base pay, mandatory training requirements; Generate visual org charts, classification decisions, and produce reports

29 29 NEXT STEPS/PROPOSED ACTION PLAN

30 Change Management and 30 Communications Important part of the design and implementation of a new system strategy and plans need to be developed at beginning; Closely linked to the training component, requires dedicated resource; Multiple stakeholders need to be engaged: Heads of HR, MDCS, Technical Experts, Statistical Analysts and others who will be interacting with the system; Engagement of HR community is very important they need to be involved at each phase of implementation; Objectives: Create awareness and understanding of what system is supposed to achieve; Generate interest and support at all levels, including senior ranks; Manage expectations and communicate benefits; Ensure system provides capacity for analysis, monitoring and reporting; Ensure HR staff keeps the system updated;

31 Training 31 Delivery of high quality training to users of the system is critical to success; Use actual HR processes to illustrate how data is entered, how it connects to other modules, and how the information is used; Best practice designate an employee from each HR Department, as a power user who becomes expert on system and provides assistance to colleagues; Central organization delivers the training prior to implementation and on an ongoing basis, as part of maintenance; Dedicated resources are needed to fulfill this role;

32 Information Management 32 Requirement to develop a strategy at the outset, and follow through during implementation; Defines how information is entered, protected, defined, archived, used, and safeguarded; Accurate and timely data entry is of paramount importance to ensure the integrity of information the system is only as good as the data it contains; Specialists in data management would be dedicated to this task;

33 Governance 33 A strong governance model is required to oversee the implementation and maintenance of the system; Benefits of a governance model: Maintain visibility and sustain leadership; Provide clear direction, manage risks, and resolve problems expeditiously; Sustain the engagement of stakeholders (HR, IT) and foster communications; Obtain buy-in of the HR community primary users of the system; A project charter outlining governance model, roles and responsibilities, stakeholders, scope, issues, risks, costs, timeframes, and high level project plan would be developed at the outset; There is normally a senior level steering committee providing strategic direction to the implementation team, charged with the execution of the project. The implementation team reports to an organization (MDCS) responsible for leading the project. Linkages to existing committees, such as the HR Council and others, would be articulated in the governance model; Resources need to be allocated for the maintenance of the new system

34 34 Governance

35 Recommendations and 35 Next Steps (1) Develop a work plan, with input from the UCS-HRM Project, including the technology component, and define: Key activities and tasks by implementation stage; Initial working group with specific accountabilities and responsibilities of members; Identify priority modules for development; Define essential design requirements for the entire system; Timeframes; and Process for communicating and reporting.

36 Recommendations and 36 Next Steps (2) Proceed with a staged approach for the design and implementation of the new HR system: Use existing projects such as the launch of a new Performance Appraisal process, as pilot for early design and development; Identify legislative and regulatory constraints; Develop process maps, standard operating procedures and templates for key forms and reports

37 Recommendations and 37 Next Steps (3) Develop a consultation strategy and plan for the next 9 months, including: Distribution of the road map to key staff in the Main Department December 2009 Consultation with a sub-set of the HR Council in February 2010 Presentation to full HR Council March 2010 Conduct focus groups with HR specialists for each priority module- April to September 2010