ROADMAP. for the Development of a Human Resources Information System for the Ukrainian Civil Service DRAFT FOR DISCUSSION

Transcription

1 ROADMAP for the Development of a Human Resources Information System for the Ukrainian Civil Service DRAFT FOR DISCUSSION November, 2009

2 Table of Contents 1. Introduction Objectives Context Current Assessment Scope... 8 a) Assumptions... 8 b) Risks... 9 c) Implementation strategy Functional Requirements a) Classification b) Staffing and Recruitment c) Employee Module d) Learning e) Disciplinary Management f) Compensation and Benefits g) Awards and Recognition h) Employee Appraisals and Attestation i) HR Planning Technical and System Requirements Change Management and Communications Training Information Management Governance Conclusion References November,

3 1. Introduction The Main Department of the Civil Service (MDCS) of the Ukraine has been given the mandate to lead the development and implementation of a new strategic human resources management framework for the civil service. Much progress has been made to date: a new HR framework has been developed, and a new Law on the Civil Service has been drafted. Several projects are underway, including: enhancing the competencies of senior leaders, revamping the classification system, and developing a road map for a comprehensive human resources information system. This paper addresses the latter project. I would like to acknowledge the contributions of the Project Reform Team, the many individuals whom I interviewed during my first mission to the Ukraine, and colleagues from the Canadian civil service. This is a first draft outlining the requirements for an HR system, and is now ready for consultation with the broader HR community. November,

4 2. Objectives The main objective of this paper is to map out the requirements for a new human resources management system (HRMS) for the Ukraine civil service in order to effectively support human resources management planning, monitoring and transactions in line with the HRM Strategic Framework and proposed draft civil service legislation. It also briefly addresses other key components of systems implementation, such as change management, communications and training. A project charter, various strategies and plans will be required during the planning phase of the project. This document does not address these. The functional requirements have been identified for each of the key HR functions, with the exception of compensation, as a starting point for discussion with the HR community and the Main Department. The goal is to identify maximum functionality, recognizing that interim steps will have to be taken to reach the end point. The requirements were identified taking into account: The proposed new law on civil service (Sept 2008); The recommendations in the HRM Framework (August 2008); Existing data collection methods and practices; Best practices in HR management and other governments; and Existing Commercial Off the Shelf HR Systems (COTS). A new HR system will fulfill multiple goals and needs across the organization. Specifically, its design should facilitate and enable: HR planning, analysis and strategic advice to managers, at the Central Executive Government Bodies (CEGB) and government levels; Monitoring and reporting on trends and issues; Compliance with legislation, regulations and orders; Increased efficiency and effectiveness in the execution of HR transactional processes; Retention and archival of institutional HR records; Improved service to managers and more effective use of HR specialists time to provide strategic advice to managers; The elimination of duplicate manual and electronic systems, thereby ensuring a single authoritative information source; At a later stage, provide managers and employees access to the system to obtain information and initiate transactions (self-serve); and Integration with other systems, such as data bases, web sites to be identified. It should be noted that the proposed requirements in this document often go beyond existing HR practices in the civil service, to provide a future oriented vision of how HR processes could be handled more efficiently with the use of technology. Furthermore, this is not a static document and its content will be adjusted based on the passage of the new law of Ukraine on the civil service and other such legislative changes. This document will require consultations at various levels within the ranks of the civil service before it is finalized. Key stakeholders, include: November,

5 Officials from the Main Department; Heads of HR/HR Council HR specialists of various ranks Reporting Analysts from the State Statistics Committee and other organizations Line managers Civil servants Technical experts Finance and Compensation specialists Trade unions Other international donors Others to be determined. Initial consultations should focus on: The longer term plan for implementation and a sense of priorities in defining the release strategy; The governance for the development and implementation of the Roadmap, specifically, consultation mechanisms with the HR community and other key stakeholders; The integration of the Roadmap with the National Data Base of Electronic HR profiles on Civil Servants and Local Self-Government Bodies in Ukraine (NDCS) project, to ensure coherence with other existing systems initiatives; A preliminary assessment of the requirements keeping in mind the stated objectives; and An identification of next steps to move the agenda forward. More detailed consultations with HR specialists on the functionality of the system and data elements should follow via focus groups with a range of specialists. November,

6 3. Context The implementation of a new HR system is a foundational component of the Human Resources Management Strategic Framework as presented in section 4 of that document. It must support each pillar: professional and sustainable civil service, leadership and enabling workplace, sound governance, and the principles for the civil service as set out in the new draft Law. Current HR systems in the civil service of the Ukraine do not provide sufficient functionality to support a modern HR regime. Consultations with officials from MDCS and several Central Executive Government Bodies (CEGB) have indicated a strong appetite for better technology and more efficient tools for analysis and reporting to support HR processes. The lack of technological support has created the need for HR Departments to develop and maintain a variety of manual recording systems and ad hoc databases, which do not provide a comprehensive and unified information source. The Heads of HR wish to provide better advisory and analytical services to their managers, and alleviate the workload for their staff who spend the majority of their time processing transactions. However, they are limited in what they can accomplish for the lack of technology and tools. The Main Department is very concerned about this situation, and trying to do their best to ameliorate the situation. According to the Regulation of the Cabinet of Ministers On amendments to the Order on maintenance of civil servants personal files in the executive government bodies MDCS has developed guidelines with regard to the application of the Order. This has led to the development of a concept paper for the development of a National Database of electronic HR profiles on civil servants and local selfgovernment bodies (NDCS). This paper outlines design and building principles behind such a system. Given the parallel objectives of the HRM Reform Initiative and the NDCS, this presents a unique opportunity for the establishment of solid partnerships among the various stakeholders to ensure that the needs of the HR community are met. The newly created HR Council offers such an opportunity for engagement at the senior level, and the creation of lower level mechanisms for consultations with HR specialists. Experience shows that a solid governance structure that reconciles the needs of multiple stakeholders is essential to the success of the project. The current fiscal context may make it difficult to finance the building and roll out of a new system normally requiring a minimum of 2-3 years. Interim steps and innovative solutions will need to be undertaken to move the agenda forward in an affordable and sustainable manner. Consultations with the HR community will be important in building consensus on priorities and the way forward. November,

7 4. Current Assessment In April 2009, meetings were held with officials from the Main Department of the Civil Service and HR Departments from the Central Executive Government Bodies (CEGB) to identify and assess their practices in data collection, analysis and reporting and the level of technological support being used. A separate meeting was held with the MDCS official responsible for the development of the NDCS concept paper. A number of issues and observations were identified as a result of these fact-finding meetings: The current system (Kartka) does not meet the operational needs of the HR Departments in Ministries; it is viewed as a one time reporting tool to the Main Department via the State Statistics Committee. There are also difficulties in inputting the data due to technical glitches and/or limited trained staff, there is no editing capacity, and the data has to be transmitted by hand via diskettes to the State Statistics Committee. One of the main issues is the inability to sort and analyze data at the CEGB level, making it difficult to promote its usage for HR planning purposes. There is inconsistency in how HR information is recorded, maintained or stored given the multiplicity of manual recording systems, spreadsheets (excel tables) and other ad hoc systems developed by HR Departments to meet their individual needs. Duplicate (or triplicate) data entry is a common practice given the lack of connectivity between these various small systems. Archiving and retrieving data is also difficult. The compensation and benefits function and the system to support it, are handled separately from the other HR functions in each CEGB, with no interface to the Kartka system. HR employees spend the majority of their time on transactional work dealing with paperwork and procedures; there is very limited automation of HR processes. Staffing, training and performance evaluations seemed to be the most paper intensive processes to administer. This creates a constant workload burden, and leaves little time for strategic work. There is a strong appetite for technology to alleviate the workload, allow for analysis and reporting at the CEGB and government levels, and better support the HR business. All seemed eager for quick solutions or at least actions towards a longer-term solution. The HR community wants to be involved in the design of that solution, as the system has to work for them as well as for the government. The opportunity to create partnerships between the HR community through the HR Council, and the Main Department in the design and development of a new HR system is timely given the emergence of the NDCS concept paper, and the interest in modernizing the HR regime. Given the drive for change and modernization of human resources management, the timing is right to plan for an HR system that will respond to the needs of multiple stakeholders and advance the civil service agenda forward. November,

8 5. Scope This paper outlines the functional or HR business requirements that should be considered in designing a new HR system. It covers all HR functions with the exception of detailed compensation and benefits, which are maintained separately as part of the financial system. The requirements are expressed as an ability to do something. within a given process, and its importance is rated as high, medium or low depending on the criticality of having that particular functionality upon the initial implementation. That is not to say that a low-medium requirement is not important, but it can be phased in at a later date once the foundation for the system is in place. The requirements are expressed mostly from an HR specialist perspective; however, this does not preclude planning for managers and employees to access the system to obtain information and/or to initiate an action. The notion of self-serve is commonly used in all major systems in the private and public sectors to allow individuals to process transactions on their own time by interacting with the system. This type of functionality is best introduced at a later stage to allow for a period of stability in the use of the system. The requirements for interfacing with other systems, web sites and other data bases are also included. Of particular importance is the link between the new HR and existing compensation systems. The determination of reports: standard and ad hoc, is part of the functional requirements analysis. Essentially, if the data is entered, it can be reported. Although specific reports are not listed, there is reference to reporting throughout the document in the text and tables, and in the HR planning chapter. This will be part of the consultations process. This paper is targeted at civil servants in central executive government bodies, although much of the same principles would apply to local state administrations with some adjustments to the requirements. The technical requirements outlined in this paper, describe how the system should behave to produce a certain result or to accomplish a task. It does not prescribe how the system should be designed or built; this is the purview of technical experts and programmers. In summary, this document outlines new and existing HR practices and processes, providing the platform for the future design and development of a new HR system. It is an essential and critical component of any systems design, and as such, requires thoughtful attention to the data elements that make up each module and how these modules interrelate within the overall system. a) Assumptions The legal basis and policy direction used as guiding posts throughout are the draft law of Ukraine on the civil service, and the HRM Reform Strategic Framework. It is assumed that the legislation will eventually be enacted in whole or in part. Another assumption is that the current Kartka system will be replaced by the new HR system as proposed in the NDCS concept paper with all relevant data converted to the new system. November,

9 It is imperative that meaningful consultations with the HR community and the Main Department be undertaken to validate the assumptions and requirements set out in this paper, and to identify priorities. Given the substantial costs and effort of building and implementing such a system, it is assumed that a staged implementation will be required, starting with the basic functionality that is agreed to by all parties, with enhancements to come at a later dat when financially feasible. It is also assumed that a dedicated multi-disciplinary project team comprised of functional and technical resources will be set up to manage all phases of this project from the beginning to implementation. It is also assumed that the appropriate governance will be set up and led by the Main Department, with the support and counsel of the HR Council and other stakeholders. Finally, a project such as this requires up front commitment from senior government leaders, funding, and expertise to make it a success. b) Risks Delays in the passage of the new Civil Service law may have an impact on the finalization of the HR requirements for a new system, and how it is staged and implemented. These are issues of timing and alignment between current HR practices and transition to a new legislative framework, which will have to be mitigated. The availability of full time technical and functional resources may be limited to support this project. Also, given that this is an HR system, HR managers will be expected to play a lead role in providing advice and expertise in the design and all phases of implementation, and directing their staff to populate the system and analyze the data. Resources are stretched thin and this may be perceived as additional workload. In addition, the cultural change of moving from using Kartka, manual and ad hoc recording systems to a standardized approach for collecting and reporting on data, will be significant. The availability of funding to support the project from beginning to the end is also an important risk area requiring a mitigation strategy. Demonstrated leadership and visible commitment from senior government officials throughout the project is essential to its success. c) Implementation strategy The design, build and implementation of a new HR system will take up to five years and will be dependent on the availability of human and financial resources, and the passage of relevant laws and regulations. This will necessitate the development of options for a staged implementation that will standardize data collection and analysis using limited technology, enable HR planning and analysis at the organizational level, replace manual systems and record keeping, and pave the way for future conversion to a new comprehensive HR system. November,

10 The HR community will be required to review and analyze the proposed functional requirements outlined in this document, from a short and long-term perspective, and consider the following questions: Why is this data element being recorded? How strategically important is it that it be tracked? Is the data element part of the future vision for the system or is it important to collect it in the shorter term? How is the information or output from the system going to be used? Who is going to use the information or reports? What is the level of effort required to input the data and maintain its accuracy? Is the data being recorded now manually, and will it replace existing manual logs? Will the proposed functionality save time and effort and increase efficiency in service delivery? What is the relative importance and urgency of tracking this information now, or can it be introduced later? What is the strategic importance of capturing new, specific data elements in light of the future vision for HR? The implementation strategy will need to include pilot sites to test and validate elements of the new system, the evaluation of which will guide the final implementation. Ongoing communications between the project team, the Main Department and the HR community will be required throughout each phase of the project. The implementation strategy should capitalize on existing HR Reform initiatives underway and planned for the future, such as Classification Reform, Performance Evaluation, Leadership programs for senior ranks, to incorporate the proposed requirements into the vision for a new system. These projects would provide a platform for the design and testing of the new system. 6. Functional Requirements Introduction The following chapters outline the HR business or functional requirements for a new HR system. Each function is described by way of a module that will cover the data elements relevant to a series of processes. Each chapter includes an introduction, an overview of current issues, data elements being captured now, a list of new data elements and functionality, and some implementation options. The table summary at the end of each chapter, describes in more details the individual requirements. The data elements are drawn from the vision for a new HR regime, as outlined in the draft Civil Service law and the HRM Strategic Framework for the Government of the Ukraine, and best practices found in other governments and systems. This paper is meant to be a starting point for discussion and debate among HR practitioners and senior officials. External influences such as the availability of funding and the vision for systems in general, will have an impact on the road map for a new HR system. November,

11 Principles for design: Each module should be viewed as a building block of information that as a whole makes up the entire HR system. The information is captured at various decision points in the HR process to track organization, position and employee related data. The information is managed through a series of best practices and processes to ensure data integrity and accuracy. The processes are defined by roles (who) and specific business rules built into the application (does what) to support the government of Ukraine requirements. The information is entered once and is integrated through all the modules and functions within the application. Security rules to access the data will need to be configured. Reporting requirements at the Central Executive Government Bodies and the Main Department levels s must be defined. Although there is not a separate reports chapter, the main requirements for reporting are outlined in each module. Decisions regarding the inclusion and exclusion of certain functionality will be guided in part by the need for analysis and reports. A balance will have to be achieved between the need for information and the workload associated with capturing and maintaining that information. There are several references to the building of interfaces between systems (HR with compensation and finance) or with intranet/internet web sites (e.g., central job posting) or specialized applications (e.g., org chart tool) to ensure the delivery of integrated reports to senior management, and to facilitate the processing of HR actions. Following is a diagram showing how the various modules of the system interrelate: November,

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13 a) Classification INTRODUCTION As referenced in the HRM Strategic Framework, the implementation of a sound classification system provides the foundation for assigning duties within an organization structure, establishing compensation, determining qualifications for hiring, promotion, training and development, and managing the performance of civil servants. This is a priority for the renewal of the civil service of the Ukraine, and there is a project under way to develop a new approach to classification. CURRENT ISSUES The current classification system in the Ukraine civil service functions on the basis of assigning categories and ranks. There are seven categories and 15 corresponding ranks. Each category is comprised of a list of positions with set job titles, e.g., managers, specialists, which are exemplified through benchmark job descriptions. There is limited correlation between the employees actual duties, their job classification, and qualifications and compensation. Furthermore, there are no occupational groupings against which positions are classified, to allow for the identification of sets of skills and professional qualifications. Data capture for position information is fairly basic and mostly limited to the assignment of categories and ranks to employees. The classification project is at an early phase of development, so it will be important to ensure alignment with that project to ensure that the appropriate data is captured. Regardless of the new structure of the classification system, data on positions and reporting relationships will have to be collected. OBJECTIVES The objective is to capture the key data elements that will make up the new classification system. This initiative will take many years to come to fruition, so a phased approach in line with the new direction should be considered. DATA ELEMENTS CURRENTLY CAPTURED The main data elements related to classification, now captured are: Category Rank Position title: manager, specialist Civil servant appointed to the position, with linkages to employee based information Base pay and other compensation information is maintained separately in the financial system administered by each CEGB. Individual job descriptions are sometimes developed after an employee is hired, and kept on file. Organization charts showing the reporting relationships are also kept on file. Some CEGB maintain November,

14 spreadsheets capturing the main occupations in their organizations, such as, lawyer, engineer, economist, technician, and manager. Position numbers are not currently used to identify unique positions in an organization. Because organization structures and job descriptions rarely change, the concept of setting an effective date for the creation or update to a position does not exist. NEW DATA ELEMENTS Given that Classification provides the foundation for compensation, hiring, learning, employee performance and HR planning, it is important to capture basic information and create linkages to employee and compensation information. At this point, given the early stage of the Classification project, it is only possible to provide a standard HR model that exists elsewhere, and will require adaptation as Classification Reform evolves. POSITION NUMBER: A position is identified by a unique number that is associated with a set of duties, a job title, and assigned a level according to a classification system. An employee is hired against a position number. Position numbers provide an important thread in tracking employee hiring, organizational changes, and history, and are usually systems generated. Position numbers cover: a. Actual position being classified b. Supervisor of the position c. Subordinates to the position ORGANIZATION: Identification of the Central Government Executive Bodies with a further breakdown by department, division and/or section is required to assign the position number to the appropriate organization structure. Other related information includes the region or city. POSITION TITLE: Depending on classification policies and practices, two sets of titles may be used: I) generic titles identifying the type of position, such as managers and specialists,, and ii) unique position titles that distinguish its functions. For example, HR Advisor, Policy Analyst, Senior Economist. The new classification framework will dictate how this field will be used. November,

15 EFFECTIVE DATE: Positions are created, updated, abolished and upgraded using an effective date for the action or decision. In most systems, the effective date of classification dictates the timing of hirings, promotions, or changes in reporting structure. SUB-CATEGORY (To be determined -dependent on new classification system) A further breakdown of positions according to professional qualifications would provide the level of detail required to analyze and manage the workforce. Guidance from the Classification project will be needed on this issue. The Canadian system provides for occupational groups, outlining specific minimum professional qualifications and duties. For example: Economists, Scientists, HR Professionals, and Technicians. CLASSIFICATION ACTION TYPE: This describes the action and decision associated with a unique or multiple positions, with an effective date. Normally, this includes: d. Creation of a new position e. Updating an existing position with new duties or reporting relationship f. Reclassifying a position g. Deleting a position h. Updating administrative information related to the position, such as location LINK TO ACTUAL JOB DESCRIPTION: The ability to attach a job description (word document) or link to a job description inventory on a web site is recommended. As such, the HR advisor or hiring manager would have all the information required to complete the classification process and initiate staffing. Information contained in the job description is useful for setting qualifications requirements and performance goals. CLASSIFICATION DECISION FORM: The authorization of a classification decision is documented through a combination of the above elements and approved by the appropriate delegated authority by means of an electronic form. The data is inputted by HR, forwarded to the appropriate authority for approval via electronic signature, printed and put on file. This form is an output of the system. ORGANIZATION CHART: Organization charts are useful tools for tracking positions, reporting relationships, employees and other relevant information. They are produced electronically in a graphical format based on classification and employee data contained in the system. It is an output of the system. Other position related data elements: November,

16 In the future, other elements could be added for tracking purposes, such as: i. Foreign language skills j. Security level INTERFACES OR LINKAGES TO OTHER SYSTEMS: Although compensation and benefits information is maintained separately in the financial system at the CEGB level, it is recommended that an interface between the new HR system and the compensation system be developed. Classification and compensation information are intrinsically linked on many levels. OPTIONS FOR IMPLEMENTATION Depending on the direction and progress on Classification Reform, variations of the above elements will be introduced, and piloted within a CEGB or at the government level. Decisions around phasing in implementation will have to be made in the context of all HR functions, and what is achievable. November,

17 SUMMARY Requirements Importance Now used Comments Ability for the system to autogenerate position numbers Ability to capture the organizational entity (CEGB, division, section) for a given position High Position numbers are foundational to the system; they identify an individual position, its employee, supervisor and subordinates. They are also used to generate organization charts. High Kartka Essential for tracking and reporting purposes Ability to record the location of the position High Kartka Ability to capture generic position titles Ability to record specific or unique position titles Ability to capture the effective date of classification decisions High Kartka These titles match the category and level assigned to them, e.g., Specialist, Manager Medium- The recording of a specific job title is important as a means of identification on the organization chart, for the employee and the manager. The recording of this element will depend on Classification Reform High Important for staffing purposes, particularly in the case of promotions or upgrades of employees in their own positions and/or for monitoring purposes November,

18 Requirements Importance Now used Comments Ability to capture the type of classification action: creating a new position updating an existing position new duties or supervisor reclassifying a position deleting a position updating administrative information, such as location Ability to capture category and rank of the position, in accordance with the new Classification system Ability to link a position number to an employee Ability to link or access job descriptions Ability to generate a classification decision form authorizing the action Ability to generate organization charts, depicting the reporting relationships, position titles and numbers and possibly employee names High Essential to record this information goes with the effective date High Kartka Foundational element to the system. High Kartka Foundation element for the system this information is used throughout the system for multiple purposes Medium This is highly desirable from an efficiency point of view, where the job description would be either stored in the system or accessible through a hyperlink to an intranet/internet site. Medium-High Manual This is the decision document authorizing the classification action. It would be populated by information already in the system, authorized by the HR Department, and put on file. Medium-high Manual Org charts are fundamental tools used by HR and managers for HR management purposes. Various softwares exist that connect to the HR system, and are able to produce box org charts. November,

19 Requirements Importance Now used Comments Ability to record foreign language skills and security levels for individual positions Ability to maintain classification tables showing the breakdown of category, and levels, in accordance with the new Classification system Ability to capture base pay or salary ranges for each level Ability to assign two or more employees to a position Ability to identify positions requiring mandatory or specialized training Low This functionality could be added at a later stage, should there be a requirement High These tables would have to be centrally maintained by the Main Department. The use of tables is part of the design of the system. High Kartka Base pay associated with each category/sub-category and level should form part of the table. High Useful in cases of employees on sick or other leave where replacement workers are hired to fill in behind them. Medium-Low Useful way of tracking mandatory training requirements in an organization November,

20 b) Staffing INTRODUCTION Staffing is one of the major activities undertaken by HR professionals and managers. It involves the administration of processes to fill vacant positions, promote employees to higher rank, and deploy staff laterally. Staffing generally flows from an HR plan and/or a vacancy, and a decision by the manager to find the best-qualified candidate to fill a job requirement. From a process standpoint, staffing comes after Classification and HR planning. CURRENT ISSUES The use of automation is limited due to the absence of a comprehensive system and restrictive legislation. HR specialists use a variety of manual recording systems and spreadsheets to keep track of the steps in the process, and manually generate correspondence with candidates. The current process is labor and paper intensive, and inefficient. There is a strong appetite to identify and implement automated solutions to alleviate the workload, and expedite the staffing process. The current Karkta system does not meet the operational needs for this process and would have to be replaced with a more comprehensive solution. There is a limited ability to analyze competition results and the effectiveness of the process, share qualified lists of candidates across the system to maximize results, and measure the turnaround time to complete staffing processes. Although job advertisements are often posted on the Internet, they must also be included in newspapers and other paper media, such as University newsletters; candidates submit resumes and other documentation by mail. Subsequent communications and exchanges between candidates and the HR specialist are handled by mail or telephone; notification is not considered an official method of communication. In fiscal year , the Main Department plans to improve methods of assessing candidates; this will impact the determination of qualifications for positions, the design and conduct of tests and entrance exams, and the tracking of results. OBJECTIVES The objective is to outline the requirements for an automated staffing system building on best practices, and the legislative requirements of the civil service of the Ukraine. It is important to note that additional legislative changes would be required to maximize the use of electronic mail, web sites and the transfer of confidential information. The input of staffing information should build on classification data already in the system and as such, avoid duplicate data entry. The outcome of the staffing process, i.e., a successful candidate appointed to a position, will produce the employee information that constitutes part of the official system of record for civil servants. A comprehensive automated staffing system will be built gradually over time. A phasing in strategy is best used when introducing basic or core functionality first, with the ability to add components as funding November,

21 becomes available. Caution should be exercised to introduce the right amount of change so as not to overwhelm users with training and new business processes. There are various degrees of sophistication in automating the staffing process, which can be added gradually over time. A comprehensive automated staffing system should provide users with the ability to: Create an on line job posting based on standardized templates of qualifications and other job related information; Post vacancies on the intranet/internet only and receive applications electronically, using a standardized application form; Conduct basic screening of applications on the basis of standardized forms; Track applicant data and the disposition of their standings in the competition; Schedule interviews and tests via or password protected web site; Administer on-line assessment tests; Capture applicant evaluation results; Track selection board members participating on the competition commission; Track the number of appointments made from a single staffing competition process; Generate written offers of appointment and interview results based on standardized letters; Track the turnaround time to complete the process from beginning to end; Track appeal period and status; and Track post appointment information: probationary period and dates for fixed period. In other words, the system should enable and facilitate the administration of the process, reduce the paper burden, increase efficiency, and maintain important information for analysis purposes. At the appointment phase, all relevant personal information on the successful candidate will be entered into the Employee Module of the system, and will remain there for tracking and historical purposes until the employee leaves the civil service. A variety of reports can be produced based on the data inputted into the system. The following are examples of reports that may be useful to HR practitioners, managers and the Main Department: Listings of vacancy postings to assist with future planning, and to assess workload; Turnaround time for staffing processes to measure efficiency and workload; Lists of qualified candidates that can be shared and used to make additional appointments; Results of competitions: numbers screened in/out, qualified, etc to assess the potential or development needs of applicants if they are civil servants, whether the qualifications advertised or the methods of assessment used produced the expected results ; Types of staffing actions: competitions, promotions not through competitions, transfers, temporary appointments; Sources of hires, for example: inside the CEGB, from another CEGB, and outside the civil service. The determination of requirements for standard reports will be done through consultation with the HR community and the Main Department, and will be dependent on the amount and type of data being tracked, and current priorities. It should be noted that the following requirements go beyond existing staffing procedures and the draft civil service law, to include improvements and efficiencies that can only be gained through a comprehensive November,

22 system. The design of a new system offers opportunities to radically re-think how we conduct HR processes, as opposed to automating existing practices, to generate improvements. DATA ELEMENTS CURRENTLY CAPTURED Various types of information pertinent to the staffing process are kept on hard copy files. In addition, manual records are maintained on candidates, including their test scores and overall results. Competition results are issued and copies are maintained on file. However, there is no central electronic repository of candidate information or qualified employees to facilitate the placement process. Many of the new data elements listed in section 5 are likely being tracked now in a manual format. NEW DATA ELEMENTS THAT SHOULD BE CAPTURED It is important to note that each component of the HR process, starting with HR planning, followed by Classification and Staffing, may be described as building blocks from a process and systems perspectives. New data is added at each phase that builds on existing information, thereby ensuring data integrity and avoiding duplicate data entry. The following list of data elements and information is proposed based on best practices and the draft new Law on civil service. The determination of what will be tracked and entered into the system will be made through consultations with the HR community and the Main Department, and should be based on a number of criteria referenced in section 5 of this document. While there might be a tendency to want to capture all these elements right away, caution should be exercised in evaluating the workload associated with data input and the value of tracking the information. The order in which the data elements are described follows the normal staffing process. CREATION OF A STAFFING REQUEST TO FILL A VACANCY (MANAGER): i) This is based on the assumption that a manager will initiate a request to staff a vacancy, and forward it to the HR Unit. This request should be developed as an electronic template and applied in a standardized way across the civil service. The request would include all necessary elements such as: position information, the nature of the action, special instructions, the name of the manager and the electronic signature of the approval authority, to initiate the staffing process. ii) The request form should be designed in such a way that it becomes the front end of the process, and directly feeds the system without the HR advisor having to re-key the information. Electronic forms (E-forms) exist in many systems that fulfill that purpose. The form may be printed and put on the file for record keeping purposes, but would be transmitted electronically to the appropriate HR unit for action. November,

23 iii) iv) Essential documents such as: list of qualifications and experience requirements, job description, organization chart showing reporting relationship, should be attached as an electronic file to the staffing request form. Receipt of the staffing request in the HR Unit triggers the assignment of the task to an HR advisor and the start of the staffing process for purposes of tracking the turnaround time. INITIATING THE SELECTION PROCESS (HR): v) Assign a selection process number: this is a unique identifier that tracks the selection process from beginning to end and links it to subsequent appointments made as a result of that process. This number is automatically generated by the system. vi) Based on the staffing request, information and subsequent conversations with the manager, the HR advisor would draft an announcement, which will be posted on the main civil service Internet site. The announcement would include, as a minimum, the information prescribed in the draft civil service law under Article 28.3: (1) Name and address of the government agency (2) Title and category of the position (3) Job description (4) Basic pay (5) Qualification requirements (6) List of documents required and deadline for submission (7) Data and place of competition conduct (8) Contact person and contacts to obtain additional information on the selection process ANNOUNCEMENTS TO FILL A VACANCY vii) viii) ix) Single web site, Internet - Ideally, there should be a single job advertisement system for the whole civil service available on a central web site for all job postings and notices of results. Marketing efforts aimed at the general public and civil servants should attract candidates to apply for civil service jobs through the web site. The use of a single web site to post job vacancies implies a capacity for central maintenance. Furthermore, there should not be an additional mandatory requirement to post notices in newspapers or newsletters unless it is deemed necessary to attract more candidates. On-line application form - A standard application form should be designed and utilized by all job applicants, whether civil servants or external candidates. Applicants would respond to job vacancies by ing their application and annexing other documents that may be scanned or forwarded separately by mail. One option would be to first screen applicants based on their e- application and request additional information if they pass the screening stage. Applicant information The system should be set up so that the electronic applications that contain personal and career information for each applicant are downloaded directly into the HR system. This would obviate the need for HR staff to key in the applicant information, and November,

24 initiate the building of individual applicant files. As such, the status of each applicant will be updated with each phase of the staffing process, such as test and interview results. Tombstone or basic information on employees will be used to generate letters or notifications of results, and later for appointments. x) Screening The concept of electronic screening exists in many HR systems with varying degree of sophistication, but requires up front work to set it up and maintain it. Typically, an electronic recruitment tool would screen applicants in minutes, based on their responses to a customized on-line application form that includes an experience questionnaire or some other form of qualifications. This means that job-related experience statements for common types of jobs would be developed centrally and made available to HR advisors and managers for their own use. More information can be acquired on this topic should there be an interest. Given the complexity and workload associated with this functionality, it is suggested that it be deferred to a later stage of release of the system. However, there might be a case to use e-screening in a more limited fashion, such as for education or citizenship that would assist in this process. At a minimum, the results of the screening process should be recorded in the system: (1) Screened out and reasons (based on job ad and qualifications) (2) Screened in xi) Assessment this phase will consist of a combination of written tests, interviews, case studies, and references as determined by the hiring manager and HR advisor. Standard tests could be administered and corrected on-line, and the results ed or made available to candidates via a password protected web site. At a minimum, the following data should be recorded for each candidate: (1) Test scores pass/fail (2) Interview results mark/total (3) Pass or Fail (4) Rank (if passed and met minimum requirements) In addition, and perhaps for a later release, consideration may be given to tracking more details relating to the assessment of candidates. This may include tracking scores in relation to each qualification. xii) Results Results of the staffing process will be posted on the central web site for a minimum of three days. Existing information on the position and the process should be transferred to the results notice or template, thereby minimizing data input. The electronic competition file should have all the information and data required to issue letters of results to candidates. Template letters can be populated from the system and generated fairly quickly. In addition, the system should track the appeal notice and create reminders. xiii) Lists of qualified candidates based on certain requirements, the system should produce lists of successful candidates with the appropriate information. These lists could then be shared among HR specialists within the CEGB or across CEGB to capitalize on the results. This would avoid running repetitive staffing processes for similar positions. HR advisors would November,

25 go to a web portal, and access the lists using a password, and be able to refer qualified candidates to their managers for appointment to positions in their organizations. ORDER OF APPOINTMENT: xiv) Appointment The order of appointment to a position may be generated based on the information already in the system with the addition of specific details pertinent to that appointment only. A template for an order of appointment should be created, much like an electronic form, and duly authorized by the appropriate approval authority. An electronic copy would be retained as part of the employee record, and printed for the file. The information required for the appointment of an individual is critical to the integrity of HR information as a whole, and is part of the official system of record. xv) Post appointment - Information pertaining to the probationary period, and its successful completion, and the appointment period in the case of fixed duration appointment need to be recorded. OPTIONS FOR IMPLEMENTATION The workload, costs and complexity of developing and implementing a comprehensive staffing system that would fully support the process, and provide a self-serve capability are significant. Organizations typically start by building a sound foundation by focusing on standardized processes and data entry, and ensuring that users are well trained and supported. Additional functionality normally associated with electronic forms, workflow and self-serve is added in stages and rolled out in releases. As a starting point, the civil service of the Ukraine may want to consider the following stages of implementation: a) Seek agreement from the HR community on the functional requirements categorized under core, operational and optional, for a staffing system using this paper as a starting point; b) Creating a single internet site to advertise job vacancies and post notices of results for all selection processes; c) Creating an on-line application form to be used by all job applicants; d) Creating the core or main staffing and employee data base, with standardized procedures and definitions; e) Use or a web site to communicate with applicants on interview times and results; f) Generate staffing results letters to applicants and successful candidates; g) Identify standard report requirements that can be generated by HR advisors for their own use and their managers. Progress is dependent on the availability of funding and the HR community s capacity to absorb and implement changes. November,