oneusg UNIVERSITY SYSTEM OF GEORGIA Shared Services and Standardization of Administrative Systems, Practices and Procedures

Transcription

1 oneusg UNIVERSITY SYSTEM OF GEORGIA Shared Services and Standardization of Administrative Systems, Practices and Procedures Town Hall Meeting April 28, 2015 Middle Georgia State College, Macon, GA

2 ABOUT THIS PRESENTATION Portions of the Town Hall presentation content are forward-looking and are subject to change based on scope, resources or timeline requirements 2

3 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures WELCOME 3

4 AGENDA 10 AM - NOON Welcome Craig Golden Today s Schedule and Speakers Why oneusg? Craig Golden Chancellor Direction Policies and Procedures Update Project Timeline, Scope & Governance Craig Golden & Diane Kirkwood Functional Leads Current Focus New Technologies Paula Casey & Alex Mackintosh HR/Faculty Events Paula Casey Payroll Adel Riyad Commitment Accounting Carrie Vallone Time & Labor Barney Woods Absence Management Alex Mackintosh Benefits Administration Amy Russell Break for Lunch 4

5 AGENDA 1:15 4:00 PM Third Party Vendor Update Debbie Lasher Technical Update Steve Liquori Change Management Kari Peterson Breakout Session by Functional area Functional Leads & Audience HR & Faculty Events Paula Casey Commitment Accounting Carrie Vallone Time & Labor, Payroll Barney Woods, Adel Riyad Benefits Administration, Absence Management Amy Russell, Alex Mackintosh Question & Answer Session Craig Golden Closing Craig Golden 5

6 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures WHY? 6

7 WHY? Need to Rebid/Replace ADP Software as Service Poor Contract Terms Vendor Alternatives Did Not Enjoy Full HR Spectrum of Services Lessons Learned: Varying Procedures Remained at Institutions Movement of the System to Common Financials (COA) Stabilization of Shared Services Organization Rapidly evolving technology alternatives on- or off-premise service alternatives competitive market for business system products and services Investment in multiple tools / platforms (ADP, PeopleSoft, other third-party) Regulatory, Functional and Technical Environment are Quickly Evolving Affordable Care Act Cloud Computing 7

8 WHY? HR - PeopleSoft Georgia Tech HR - PeopleSoft Georgia Regents HR - Mainframe University of Georgia HR - ADP Georgia State, State Colleges and Univ, Comprehensives Financials - PeopleSoft Georgia Tech Financials - PeopleSoft Georgia Regents Financials - Mainframe University of Georgia Financials - PeopleSoft Georgia State Financials PeopleSoft State Colleges and Univ, Comprehensive 3 Technical Platforms PeopleSoft Mainframe ADP Six Support Organizations Sandersville (Call Center & Support) University of Georgia (HR & Financials) Georgia Tech (HR & Financials) Georgia Regents (HR & Financials) Georgia State (Financials) Georgia First (Financials) Disparate Business Practices and Policies Multiple Third Party Relationships i.e. - Cobra Administration, Garnishment Processing, Tax Filing, Non-Resident Alien Reporting oneusg 8

9 WHY? Time Entry Deltek Kronos (Multiple Versions) E-Time Paper Non-Resident Alien Software Glacier Windstar COBRA Administration Discovery Benefits ADP Manual Recruiting PeopleAdmin Taleo PeopleSoft HireTouch Tenure Calculation Varies Across Many Institutions Background Checks Varies Across Many Institutions Effort Reporting Custom bolt-on Application Paper / Spreadsheet 9

10 WHY? If you started the University System of Georgia today. What would this picture look like? HR - PeopleSoft Georgia Tech HR - PeopleSoft Georgia Regents HR - Mainframe University of Georgia HR - ADP Georgia State, State Colleges and Univ, Comprehensives Financials - PeopleSoft Georgia Tech Financials - PeopleSoft Georgia Regents Financials - Mainframe University of Georgia Financials - PeopleSoft Georgia State Financials PeopleSoft State Colleges and Univ, Comprehensive 3 Technical Platforms PeopleSoft Mainframe ADP Six Support Organizations Sandersville (Call Center & Support) University of Georgia (HR & Financials) Georgia Tech (HR & Financials) Georgia Regents (HR & Financials) Georgia State (Financials) Georgia First (Financials) Disparate Business Practices and Policies Multiple Third Party Relationships i.e. - Cobra Administration, Garnishment Processing, Tax Filing, Non-Resident Alien Reporting oneusg 10

11 WHY? HR - PeopleSoft Research, State Colleges and Universities, Comprehensives Financials - PeopleSoft Research, State Colleges and Universities, Comprehensives One Technical Platform PeopleSoft One Support Organization Shared Services Harmonized Business Practices and Policies One Set of Third Party Relationships Serving all Institutions oneusg 11

12 WHY? Today is our time to. Address industry trends (cloud computing, service alternatives, mobile devices etc.) Leverage corporate/vendor relationships Create culture of collaboration, continuous improvement, effectiveness Consider evolving workplace and work force Capitalize on expertise throughout the system Leverage USG and campus efforts to date 12

13 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures HOW? 13

14 HOW? one Mission the USG is committed to pursuing operational efficiencies and being a model steward of resources Consolidate multiple support organizations into oneusg Unify all institutions on the oneusg technology platform (PeopleSoft) Standardize the language used to describe human resources, financials and supply chain transactions the USG is committed to timely and thorough review of programs, services and policies for currency and relevance Supplement, retire and re-author board policy, business procedures and HR practices in support of oneusg Extend shared services mission to innovate oneusg solutions beyond the existing footprint Deploy a governance model that sustains the oneusg solution Goal: address immediate systems needs while maintaining focus on future needs and vision oneusg 14

15 HOW? Lessons Learned from ADP Implementation Avoid Big Bang Pilot solutions to ensure mature business processes and proper training for support staff before rolling out to all institutions Transparent Communication is Critical People resist what they don t know or fully understand Address Pain Points 10 Month Faculty Benefits Over 12 Months Joint Staffing Incomplete Accounting Model Silo d Service Offerings Policies and Procedures Must Support Service Offering oneusg 15

16 HOW? Proposed Roadmap ADP Replacement Deployment - Pilot (Phase 1) In Process Transition 2 Institutions off ADP to PeopleSoft v9.2 Identify / Deploy ADP Replacement Services Collaborate to Define Standardized Business Practices to Deploy Across All Institutions Pilot Solutions in a Controlled Environment Build / Execute a Repeatable Change Plan Recruiting and Onboarding (Phase 2) Initializing Evaluate and Select Enterprise Solution for Recruiting and Onboarding 16

17 HOW? Proposed Roadmap ADP Replacement Deployment (Phase 3) Not Started Transition Additional Institutions off ADP All remaining institutions except GSU and GPC ADP Replacement Deployment (Phase 4) Not Started Transition / Consolidate GPC & GSU off ADP Research Institution Deployment (Phase 5) Not Started Transition Georgia Regents Research Institution Deployment (Phase 6) Not Started Transition Georgia Tech Research Institution Deployment (Phase 7) Not Started Transition UGA 17

18 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures PHASE 1 PILOT IMPLEMENTATION 18

19 PILOT INSTITUTIONS Georgia Gwinnett University System Office 19

20 PILOT SCOPE Institution oneusg oneusg oneusg oneusg oneusg oneusg Institution oneusg Institution Talent Acquisition Onboarding Human Resources & Faculty Events Payroll Time & Labor Benefits Administration Self Service Sponsored Research / Effort Reporting Salary Distribution Performance Management HCM Project scope (Phase 1) limited to core functionality HR &Faculty Events Payroll Time & Labor Benefits Administration Self Service Future initiatives will extend the oneusg solution (as prioritized by the executive council) oneusg 20

21 PILOT SCOPE GGC Current Phase oneusg Platform Transitions BOSS (Benefits) to PeopleSoft EV5 (HR, Position Management, Payroll, Faculty Events) to PeopleSoft etime (Time Entry and Leave Management) to PeopleSoft New Functionality (PeopleSoft) Employee & Manager Self Service Future Phase PeopleAdmin (Recruiting & Onboarding) to Enterprise Solution Existing business processes and technology platforms would stay in place until moving to Enterprise Recruiting and Onboarding Solution Selected Performance Management to PeopleSoft Effort Reporting to PeopleSoft Identity Management to GLUU Document Management to Enterprise Solution Profile Management Commitment Accounting (Payroll Distribution and Encumbrance Projection) Third Party Services Cobra Administration > RFP Selected Vendor Garnishment Processing > RFP Selected Vendor Tax Filing > RFP Selected Vendor Note: The slide illustrates a concept / approach and not scope decisions made at this point Benefits Billing > RFP Selected Vendor 21

22 PILOT SCOPE GGC one challenge scope containment one design map disparate business processes to packaged software deliver a solution that scales from a state college to a research institution one conversion map existing system language to the new standardized language one integration build interfaces to integrate with existing technology solutions at all institutions one training every employee and retiree is impacted by the HR deployment existing Sandersville staff and institution practitioners must be retrained one support deploy a new functional / technical support organization oneusg 22

23 PILOT SCOPE GGC What about Recruiting and Onboarding? Existing Recruiting and Onboarding Solutions Not Integrated with HCM Application (except GRU) Identified as a Priority by Leadership Team Enterprise Solution Identification Required First Project Independent of oneusg Pilot Deployment Project Resourced Separately from oneusg HCM Can be Deployed Stand Alone Integration with HCM at a Future Date (Not required if PeopleSoft selected) Note: No Plans to Build Integration with PeopleAdmin or HireTouch oneusg 23

24 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures PHASE X RESEARCH IMPLEMENTATION 24

25 RESEARCH IMPLEMENTATION SCOPE GRU Current Phase oneusg Platform Transitions PeopleSoft 9.1 to PeopleSoft 9.2 HR Position Management Payroll Benefits Time and Labor Recruiting Emplloyee and Manager Self Service Effort Reporting New Functionality Future Phase PeopleSoft Recruiting to Enterprise Solution Assumes PeopleSoft isn t selected as enterprise solution Document Management to Enterprise Solution Absence Management Smart Hire Templates Existing Technology Integration Identity Management Integration Document Management Integration Third Party Services Cobra Administration > RFP Selected Vendor Garnishment Processing > RFP Selected Vendor Tax Filing > RFP Selected Vendor Benefits Billing > RFP Selected Vendor Note: The slide illustrates a concept / approach and not scope decisions made at this point 25

26 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures TAKEAWAYS 26

27 TAKEAWAYS No Institution loses functionality when transitioning to oneusg Some lateral movements may be required Changes to business processes / procedures Similar software functionality (eg. Time Entry) Some functionality / integrations will be grandfathered in order for institutions to recoup investments made to date When functionality / integrations grandfathered Sunset timeline will be agreed to and communicated No additional investments will be made in existing solutions Future investments directed at enterprise solution eg. Recruiting and Onboarding 27

28 TAKEAWAYS When new solutions are needed. oneusg will Partner with institutions to identify / select enterprise solutions Author contracts in such a way that all institutions will benefit from solution Work with governing bodies to prioritize deployment Collaborate with system office to align policies and procedures with enterprise solution 28

29 TAKEAWAYS the spirit of oneusg in action Recruiting and Onboarding Selection Affordable Care Act Software (Shared Services Initiated) SciQuest Contract Standardization Oracle Renegotiations Non-Resident Alien Software (System Office Initiated) Affirmative Action Software (Georgia Regents Initiated) ADP Replacement Services Time Clock Replacement Background Checks (Georgia Tech Initiated) 29

30 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures APPROACH 30

31 APPROACH Business Process Review and Standardization Collaborate with Institutions to Design Solution Submit Business Policy Changes to Governing Body Project Initiation Establish Governance Assemble Project Teams Train Project Team Negotiate Software licensing Solution Build (Fit/Gap & Development) Define Standard Data Elements Map Software to Business Processes Build Interfaces and Conversions Configure Software Integrate Existing Systems to Future State Testing Exercise Conversion Process Verify Security Test Deployment Train Users Pilot Institution Legacy Retirement Phased Rollout oneusg 31

32 APPROACH - FIT GAP DEFINITION The task to formally determine how a system meets or fails to meet documented business requirements Fit/Gap should be an interactive facilitated session to analyze and compare the business practices and requirements with delivered PeopleSoft functionality Fit: Business Requirement is satisfied using delivered system functionality Gap: Business Requirement isn t met using delivered system functionality

33 APPROACH - FIT GAP OBJECTIVES Design a solution that will support the most complex business processes Develop a solution to enable the transition off ADP Deploy system functionality when needed ie. Prioritize development effort by phase No institution should take a step backwards when transitioning to oneusg

34 APPROACH - FIT GAP Fit/Gap Goals Configure future state system Marry future state business process design to PeopleSoft Identify system requirements (R)eports (I)ntegrations / Interfaces (C)onversions (E)nhancements Design solution for the most complex Prioritize requirements by deployment phase (ie. when is functionality needed) Fit / Gap Process Facilitated / Lead by Implementation Partner Business Process / Scenario Based Leverage the Business Process work completed with Accenture Supplement requirement s to address Gaps Collaborate to determine oneusg solution When Gap identified, evaluate Georgia Tech and Georgia Regents solution Assemble business requirement s and processes Protoype Functionality / Solutions Map business process to software Catalog configuration and conversion requirements 34

35 APPROACH Design Core Foundation Core is defined as What does ADP do for us today Design Research Institution Approach Address R1 Complexities Future Phases Design Institution Specific Approach Localize Interfaces Integrations Grandfathered Functionality

36 TEAM ASSIGNMENTS Human Resources Duane Ritter (UGA) Diane Kirkwood (SSC) Karen Iler (GSO) Laurie Jones (CSU) Felecia Donald (GSU) Shalonda Cargill (GT) Crystal Matthews (NGCU) Morgan Chavous (GRU) Eyvon Mitchell (GPC) Tonya Brooks (GGC) Lindsey Van Note (UGA) Marie Ballard Myer (USO) Benefits Travis Jackson (UGA) Dorothy Young (SSC) Karen Elliott (USO) Amy Phillips (KSU) David Smith (GGC) Annette Brown (CSU) Morgan Chavous (GRU) BeNedra Williams (GT) Stephanie Marshall (SSC) Natalie McCarley (USO) Payroll / Time and Labor Julie Camp (UGA) Ann Dinkheller (SSC) Collette Long (GSW) Rodney Byrd (WGU) Deborah Francis (GSO) Mary Nevill (CCG) Eddie Yates (GRU) Sandy Schneider (GGC) Dan Hann (GCSU) Diane Strenkowski (SSC) Valerie Harper (GPC) Jacqueline Sargeant (GT) Lindsey Van Note (UGA) Robert Elmore (GSU) Jennifer Cannida (SSC) Angela Petty (GT) Financial Accounting & Budget Prep Claire Arnold (USO) Kim Brown (GSO) Vanessa Snavely (GGC) Nick Henry (DSC) Tracey Cook (USO) Marissa Wester (SSC) Jan Fackler (VSU) Connie Clark (GSO) Debbie Lasher (USO) Layne Francis (USO) Laura Craft (GRU) Chad Cleveland (UGA) Mary Renfroe (GSU) Donell Nixon (GGC) Lynn Hobbs (USO) Debbie Farmer (USO) Collette Long (GSW) Ruth Berger (GGC) Eric Clark (SSC) Blake Waldrop (UGA) Faculty Events Laurie Bush (GRU) Lynn Lamanac (KSU) Susan Donoff (USO) Kristine Lesher (SSC) Lindsey Van Note (UGA) Laurie Jones (CSU) Reid Tankersley (GSU) Sharri Peck (GRU) Jane Smith (UGA) Policy and Procedures Sherma Francis (USO) Erika Gravett (KSU) Marion Fedrick (USO) Diane Kirkwood (SSC) 36

37 APPROACH - DELIVERABLES Requirements Matrix SharePoint > Lists > Requirements Configuration Matrix SharePoint > Lists > Configuration Fit / Gap Matrix SharePoint > Business Processes > Fit Gap Future State Business Process Flows Attached to Fit/Gap Business Processes Reports, Interfaces, Conversions and Enhancements SharePoint > Lists > RICE PeopleSoft Prototype HPLAY environment (Configure GGC Company) Issues, Risks, Policies and Procedures (Decision Points) SharePoint > Project Management > Decision Points Assumptions SharePoint > Project Management > Assumptions

38 APPROACH - DELIVERABLES 38

39 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures DECISION SOCIALIZATION 39

40 DECISIONS SOCIALIZATION Not all institutions will be represented in a fit/gap session therefore, key decisions will be socialized. These include Policy / Procedure Recommendations Shared Configuration Settings Installation Options Foundational Decisions (ie. Decisions that will impact future deployments) Socialization Process Fit/Gap Group Recommends & Documents Solution Human Resources Steering Committee Endorses Recommendation Institutions Concur, Concur with Suggestions or Do Not Concur with Recommendation

41 DECISION SOCIALIZATION Decision Document Format (template to be provided) Issue Background / Metrics Options Recommendation Decision Date Expectations Executive Summary Format Fit/Gap Participants will be Asked to Draft Decision Documents and Present to Steering Committee

42 DECISION SOCIALIZATION

43 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures GOVERNANCE 43

44 GOVERNANCE oneusg Executive Council Executive Sponsor Chancellor Huckaby HCM Steering Committee Vice Chancellor Human Resources Accounting and Sponsored Research Accounting and Budget Prep Benefits Practitioner Payroll Practitioner HR Practitioner Chief HR Officer X 4 Chief HR Officer Academic Affairs System Office Leadership Team John Brown Vice Chancellor - Fiscal Affairs Marion Fedrick Vice Chancellor - Human Resources Curt Carver Chief Information Officer Houston Davis Chief Academic Officer Steve Wrigley Vice Chancellor Administration Shelly Nichols Vice Chancellor - Planning Project Advisors John Fuchko (USO) Audit Kimberly Ballard Washington (USO) Legal John Scoville (USO) Technology Becky Prince (USO) Shared Services Project Leadership Craig Golden Project Manager (Consultant) Kurt Collins Project Advisor (Consultant) Diane Kirkwood HR Functional Lead Lynn Hobbs Financials Functional Lead Debbie Lasher Project Financials Steve Liquori Technical Lead (Consultant) Sponsored Research TBD Policies and Procedures Sherma Francis - Lead Human Resources Paula Casey - Lead Payroll Adel Riyad - Lead Conversion / Integration TBD Enterprise Data TBD Faculty Events Paula Casey - Lead Payroll Accounting / Budget Carrie Vallone - Lead Reports / Development TBD Change Management Kari Peterson - Lead Benefits Amy Russell - Lead Absence Management Alex MacIntosh - Lead Workflow TBD Implementation Teams Security TBD Time and Labor Barney Woods - Lead Technical Infrastructure Glenn Leavell - Lead Third Party Vendors Debbie Lasher - Lead Cross - Functional Teams

45 EXECUTIVE COUNCIL Role and Responsibilities: Define strategic direction for oneusg program within goals and direction set by the Chancellor and Board of Regents Additional shared services to deploy Approve project budget, scope and timeline Define Enterprise Roadmap Oversee implementation project(s), shared services execution, and Shared Services Center Champion oneusg initiatives with peer groups Function: President/Chancellor may serve or designate an institution participant Participant responsible for coordinating with subject matter experts at institutions when decisions are needed Replaces existing Shared Services Governing Council Rotating members serve two or three-year terms

46 EXECUTIVE COUNCIL Participating Institutions University System Office (Permanent) University of Georgia (Permanent) Georgia Institute of Technology (Permanent) Georgia Regents University (Permanent) Georgia State University (Permanent) Georgia Southern University (Rotating) Valdosta State University (Rotating) Georgia Gwinnett College (Rotating) University of North Georgia (Rotating)

47 HCM STEERING COMMITTEE Role Implementation project oversight and issue remediation Approve functional design approach and the deployment of standardized business practices Submit policy recommendations to Executive Council (or appropriate governing body) for consideration and approval How it functions Comprised of thought leaders from institutions and the System Office Mixture of director and practitioner resources Monthly meeting bi-weekly or more during solution design sessions

48 HR STEERING COMMITTEE Members Marion Fedrick (USO) Vice Chancellor Human Resources Carol Gibson (GT) Accounting and Sponsored Research Julie Peterson (KSU) Accounting and Budget Prep Karin Elliott (USO) Benefits Practitioner Robert Elmore (GSU) HR Practitioner Rebecca Carol (AA) Chief HR Officer Susan Norton (GRU) Chief HR Officer Linda Noble (USO) Academic Affairs Juan Jarrett (UGA) Chief HR Officer Katharine Kyle (GGC) Chief HR Officer - Pilot Tom Gausvik (CSCU) Chief HR Officer Kim Harrington (GT) Chief HR Officer Linda Nelson (GSU) Chief HR Officer Quint Hill (USO) Chief HR Officer - Pilot

49 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures POLICIES & PROCEDURES UPDATE 49

50 POLICY AND PROCEDURE Establish Policies in support of the standardization of HCM business practices Provide practitioners with system office guidance to discourage exception business practices Address disparate solutions to HR business issues Provide clarifications to ambiguous terminology or business practices Deliverables Board Policy Business Procedures Manual Human Resource Administrative Practices (HRAP) 50

51 POLICY AND PROCEDURES Potential Board Policy 12 month pay schedule for all employees 7/5ths transition to 3 Monthly Premiums Withheld in Last Month Pay Calendar Standardization Workweek and Overtime Pay Standardization Leave Standardization on How Leave is Earned and Accrued Comp Time vs. Overtime Background Checks Mandated for All Employees Time Entry and Approvals Proxy System Office Standardization of Voluntary Benefits Reduction in Tax Sheltered Annuities Centralization of Retiree Administration Off-Cycle Pay Criteria Eligibility Test Standardized Hire Start Dates Standardized Benefit Start Dates Standardization of Effort Reporting Money Movement Benefit Liability Wash oneusg 51

52 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures FUNCTIONAL LEADS 52

53 oneusg Manager Dashboard Fluid User Interface Work Centers Forms Builder NEW TECHNOLOGIES PAULA CASEY & ALEX MACKINTOSH 53

54 MANAGER DASHBOARD 5/1/

55 FLUID USER INTERFACE The PeopleSoft Fluid User Interface introduces a number of important new features: Homepages Search Titles Notification Actions Navigations PeopleSoft Engagement Via Mobile Phone Tablet TouchScreen Computer 5/1/

56 FLUID INTERFACE Mobile Enablement 56

57 FLUID EMPLOYEE SELF SERVICE 57

58 FLUID MANAGER SELF SERVICE 5/1/

59 FLUID - ANALYTICS 5/1/

60 WORKCENTERS Standard delivered pagelets: My work My Links Queries Personalized User specific work items for review or completion Critical daily tasks Important application components Personalizations Access queries or pivot grids Output viewed in transaction panel Reports and Processes Report console, Key Reports 5/1/

61 WORKCENTERS 61

62 FORM BUILDER Configurable tool to create forms and specify approval process to follow Eliminate paper and based approaches PeopleSoft forms are: Auditable Electronically Approved Immediately Accessible 5/1/

63 FORM BUILDER oneusg 5/1/

64 oneusg Profile Management Smart HR Templates HR / FACULTY EVENTS PAULA CASEY 64

65 PROFILE Profile Management allows User to define Tables & Fields without customization Profile Management integrates to Smart HR Templates Profile Management provides the ability to capture institutional data without customization Provide data to 3 rd party systems without customizations oneusg 5/1/

66 PROFILE In addition to competency type information, Profiles can be created to capture any non -delivered value that needs to be attached to an employee or a non-person entity Types of field attributes that can be captured include: Effective Date Dates Integers Decimals Percent Y/N Check Boxes Rating Models Text Fields Audit Date & Timestamps Approval Status Configurable selection values oneusg 5/1/

67 PROFILE Non-Person Profiles capture attributes / values for non-person entities such as Locations, Positions, Departments, Job Codes, Assignments and Business Units, etc. Aren t attached to EE s directly, but EE s that are associated to these non-person entities can inherit their attributes & values Examples: Non-Person Department Profile used to capture Client Specific attributes and Specialists. Non-Person Position Profile used to capture Skills & Competencies associated with a Job or Position oneusg 5/1/

68 PROFILE Integrated Employee / Manager Self-Service Functionality User Friendly, Intuitive Design with step-by-step on page Instructions Less Training; Fewer Help Desk Calls; Greater Acceptance Flexible Configuration: Easily configured with effective dated Client specific content No more One Size Must Fit All pages may be different but retain similar look & feel Fewer Customizations; Less Dev & on-going maintenance Smoother, Faster Upgrades Secure: Access to Sections - secured by Profile Role Audited by User ID & Date/Time Stamp Secure Data Access & Data Integrity Built-in Approval Functionality: Workflow routing & approval can be defined by Profile. Unique Approval Routings can be accommodated in PM Native Reporting Capability: XML Publisher - configure reports using MSWord templates Reports can be maintained by less Technical personnel oneusg 5/1/

69 SMART HR TEMPLATES Formally referred to as Smart Hire Template Leverages templates for any person, job, profile transactions in the system Multiple data types can be consolidated into 1 template oneusg 5/1/

70 oneusg Payroll Integrations and Processing Paycheck Modeler Retro Pay Processing Retro Benefits Deductions PAYROLL ADEL RIYAD 70

71 PEOPLESOFT INTEGRATION 71

72 PROCESSING STEPS 72

73 PAYCHECK MODELER Paycheck modeling enables employees to simulate changes to their paycheck without updating the production tables. The goal of self-service paycheck modeling is to empower the employee with the ability to make payroll-related decisions without calling the payroll department or help desk. The end result is to increase employee satisfaction while reducing the workload of the payroll department Paycheck modeling is useful to quickly and accurately calculate and simulate paychecks for various scenarios, including: The employee is due a bonus or a commission and would like to estimate the net take home pay The employee is working large amounts of irregular overtime and would like to estimate a check with the overtime pay included The employee received a large IRS refund and would like to adjust their withholding status accordingly and estimate the net take home pay The employee would like to modify various benefit costs to determine net take home pay during Open Enrollment or a Life Event change 73

74 PAYCHECK MODELER 74

75 PAYCHECK MODELER 75

76 PAYCHECK MODELER 76

77 PAYCHECK MODELER 77

78 PAYCHECK MODELER 78

79 PAYCHECK MODELER 79

80 PAYCHECK MODELER 80

81 PAYCHECK MODELER 81

82 PAYCHECK MODELER 82

83 PAYCHECK MODELER 83

84 PAYCHECK MODELER 84

85 PAYCHECK MODELER 85

86 RETRO PAY PROCESSING 86

87 RETRO BENEFIT DEDUCTIONS A retroactive change to employee or benefit-related data has an effective date prior to the last confirmed pay end date of the employee's pay group. Retroactive changes to benefits and deductions might become necessary for a variety of reasons: late paperwork, dataentry errors, modified union contracts, and changes to employment laws Triggering Individual Retroactive Benefit/Deduction Requests: 87

88 RETRO BENEFIT DEDUCTIONS Retroactive Benefits Deductions Changes Retro Ben. Requests Created by Trigger Processing for on-line changes Review Retroactive Requests Created by Mass Request Process for SQL changes Calculate Retroactive Benefits Review Calculation Results Load Retro Benefits Calculation to Paysheets/Arrears Review Paysheets/Arrears Calculate and Confirm Payroll Cycle 88

89 oneusg Big Picture System Highlights COMMITMENT ACCOUNTING CARRIE VALLONE 89

90 COMMITMENT ACCOUNTING Terminology Combination Code - shortcut used in HCM that represents a valid chartfield string Department Budget Table Assign funding allocation Budget A plan for expenses related to staffing Encumbrance A claim against funds. A projection of future expenses. Pre-Encumbrance An encumbrance that occurs before the employee/employer relationship occurs. For example, you would pre-encumber for funds for a new position that has just been approved but not filled. Actuals The actual amount of the encumbered portion that you have spent to date. An encumbered amount becomes an actual when an encumbered amount is paid. In HCM, these are the payroll expenses. Retro Distribution Retroactively reallocate payroll costs 90

91 COMMITMENT ACCOUNTING Definition What is Commitment Accounting? Assign Funding Sources to a Position or Employee Funding Sources are used for the GL Interface and Encumbrance processes Run Encumbrance Process to encumber the annual salary or preencumber vacant positions Run Actuals Distribution to attach funding sources to payroll costs 91

92 COMMITMENT ACCOUNTING HR Payroll Commitment Accounting Funding HR Encumbrance Processing Start HR Payroll GL Interface To Finance End 92

93 COMMITMENT ACCOUNTING 93

94 COMMITMENT ACCOUNTING 94

95 COMMITMENT ACCOUNTING Key Features Budget Retro Retroactively reallocate payroll costs by retroactively changing funding (Department Budget Table) Allows users to review transactions before being posted to the General Ledger Displays original transactions and new transactions and requires approval Process to GL 95

96 COMMITMENT ACCOUNTING Key Features (Cont d) Direct Retro Search for payroll costs and provide instructions Review the old and new transactions Approve transaction Process to GL Retroactive payroll costs will flow from HCM to your Financials system Funding pages are kept separate from HR pages (define separate roles for each) 96

97 COMMITMENT ACCOUNTING Key Features (Cont d) Integrated Chartfield Messaging Setup new chartfield combination in Financials and instantly message changes to HCM 97

98 COMMITMENT ACCOUNTING 98

99 COMMITMENT ACCOUNTING Key Features Contd. GL Interface processing You have the flexibility to force benefits and taxes to not follow earnings Defined at position level Department Budget Table 99

100 oneusg Integration Time and Labor Flow Task Reporting Commitment Accounting (Payroll Distribution) Integration TIME & LABOR BARNEY WOODS 100

101 HIGH-LEVEL CONFIGURATION Time Period Calendars Coordinates with the Payroll Calendars Defines the begin and end days for the work week The Day Break Defines the End Point for each day and Instructs the system where to post reported hours 12:00 Midnight Hours worked before 12M post to Day 1; hours after to day 2; Shift Begin Posts all hours to the day that the shift begins Shift End Posts all hours to the day that the shift ends Employee Work Schedules Defines the assigned daily work schedule for each employee Used by Absence Management to determine total daily hours for time off reporting and days off 5/1/

102 HIGH-LEVEL CONFIGURATION Rounding Rules Used to define consistent segments of time; tenth of an hour, quarter hours, etc. Time and Labor Rules Used to define and apply special pay practices to reported time Calculates Overtime, Comp Time, Shift Differential, etc. Workgroups A group of rules that defines how employees will be compensated All employees must be assigned to a Work Group Similar function as Paygroups 5/1/

103 PROCESS FLOW PeopleSoft Time and Labor Process Flow Employee HR Specialist Hire / Assign Time Reporter & Absence Data Report Time & Request Time Off Manager / Approver Approve Work Time & Time Off TL & AM Administrator Run Time Administration & Absence Calc Processes Payroll Analyst Load TL & Absence Data Process Payroll oneusg 5/1/

104 Time Transfers to Different Funding Sources TASK REPORTING 5/1/

105 TASKGROUPS Use Taskgroups to assign time reporting Task Profiles to time reporters who perform ad hoc work for other departments/areas. Profiles allow selection of an alternate / appropriate funding source for specified hours of reported time. Custom rules ensure OT is applied to the appropriate fund source oneusg 5/1/

106 oneusg 5/1/

107 oneusg 5/1/

108 Integration Points COMMITMENT ACCOUNTING & TIME AND LABOR 5/1/

109 TIME AND LABOR & COMMITMENT ACCOUNTING Task Reporting TL integrates with CA functionality through Task Reporting. Time and Labor uses the combination codes to allocate to the appropriate Chart-Field. Time Administration Process Verifies that the Taskgroup is defined for Commitment Accounting. Prepares Allocated Payable Time for Payroll processing Commitment Accounting / Labor Distribution Distribute costs associated with Tasks Chart-Fields information. oneusg 5/1/

110 TL INTEGRATION SUMMARY HR => Time and Labor Absence Management => Time and Labor Time and Labor => Payroll Payroll => Commitment Accounting Commitment Accounting => General Ledger Again, our Time and Labor word of the day is Integration! oneusg 5/1/

111 oneusg Overview Functionality Process Flow ABSENCE MANAGEMENT ALEX MACKINTOSH 111

112 OVERVIEW Absence Management Short Term Leaves Extended (Long Term) Leaves Short Term Leaves Sick Vacation Personal Time Off (PTO) Extended Leaves FMLA Military STD/LTD Leaves of Absence (Unpaid) Educational/Professional Leaves oneusg 5/1/

113 ABSENCE MANAGEMENT - FUNCTIONALITY Leave Accruals Calculation Managing Leaves Balances Forecasting Leaves Requesting Leaves Approve Leaves Integrated Approval Framework with Delegation Processing Leave Requests Tracking Extended Leaves Leave Sharing/Donations Secure Document Storage (Attachments) Administering Extending Leaves (HIPAA Compliance) oneusg 5/1/

114 STRUCTURE Leave Sharing Short Term Leaves Sick Vacation PTO Forecasting Extended Leaves FMLA STD LTD Military Educational/Professional LOA Workmans Comp oneusg 5/1/

115 REGULAR LEAVE REQUEST oneusg 5/1/

116 REGULAR LEAVE BALANCES oneusg

117 LEAVE BALANCES oneusg 5/1/

118 EXTENDED ABSENCE REQUEST oneusg 5/1/

119 EXTENDED ABSENCE HISTORY oneusg 5/1/

120 PROCESS FLOW Request and Approve Leave Identify Payees Calculate Review Results Correct Errors Finalize Process Errors Corrected Load to Time and Labor oneusg 5/1/

121 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures BENEFITS ADMINISTRATION AMY RUSSELL 121

122 BENEFITS ADMINISTRATION When we say Benefits Administration we are referring to the set of inter-related system and organizational functions that allow USG to easily, quickly, and accurately administer Employee Benefits for all categories of Active, On Leave, COBRA-eligible, and Retired Employees. 122

123 BENEFITS ADMINISTRATION FUNCTIONS The PeopleSoft platform and version onto which USG will be transitioning is robust and powerful. Core Benefits-related Functions PeopleSoft Base Benefits PeopleSoft Benefits Administration PeopleSoft ebenefits There are other Benefits-related PeopleSoft Functions that are being considered for inclusion in the oneusg solution PeopleSoft Benefits Billing Billing PeopleSoft COBRA Administration PeopleSoft Retro Benefits & Deductions 123

124 PEOPLESOFT 9.2 ONE INTEGRATED SYSTEM PeopleSoft ebenefits (with Fluid Features) PeopleSoft Benefits Administration PeopleSoft Retro Benefits & Deductions PeopleSoft Benefits Billing PeopleSoft COBRA Administration PeopleSoft BASE BENEFITS PeopleSoft Payroll Functions PeopleSoft Human Resources Functions 124

125 LIFE EVENTS 125

126 FLUID INTERFACE 126

127 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures THIRD PARTY SERVICES & SOFTWARE DEBBIE LASHER 127

128 THIRD PARTY SOFTWARE AND SERVICES Scope Exercise Procurement Cycle to. Replace Institution Specific Contracts with System-Wide Service and Software Contracts Replace ADP Service Offerings Obtain New Service Offerings Replace ADP Technologies Renew Expiring Contracts 128

129 THIRD PARTY SERVICES & SOFTWARE Time Clocks RFP Responses due from Vendors May 4, 2015 Notice of Intent to Award anticipated to occur in late June 2015 RFP evaluation team composition Five institution representatives One Shared Services Center representative Master RFP for the Replacement of ADP services Release date of May 15, 2015 Scope: COBRA Administration Tax Filing Garnishments Benefits Billing Pay Card Print Services 129

130 THIRD PARTY VENDORS Additional oneusg service contracts in progress: SciQuest In negotiation for the upcoming renewal period Background Checks Georgia Tech RFP in progress for system-wide usage Oracle Contract Negotiation Partner with ITS Renegotiate Existing Licenses License New Functionality Obtain Fixed Pricing for Future Software Needs Foreign National Tax Software Sprintax Contract negotiated and in place GLACIER Contract in negotiation 130

131 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures TECHNICAL STEVE LIQUORI 131

132 TECHNICAL Security will leverage GeorgiaFirst model Distributed security management where institution administrators Manage accounts Add and subtract roles as required Control content access Common security model based on roles/job functions Model fully supports ability to have roles unique to an institution (i.e. approval and security administration, special query, etc.) Centrally maintained Control data access Row level security natively deployed with PeopleSoft HCM applications no customization required like finance/scm Data security controlled via department hierarchies defined by institution Currently reviewing LDAP capabilities across institutions Can we use existing password information to authenticate PeopleSoft users? Stepping stone to longer term strategy of federated LDAP/multi-factor authentication oneusg 132

133 TECHNICAL PII Personally Identifiable Information All hardware will be deployed with encryption at rest technology (via EMC VNX2) Restricted access to PII data through application/reporting security - mask where appropriate Audit key tables to review access history Considering options to encrypt PII data columns even better security, but introduces other issues (i.e. external tools access) Mask/scramble data when refreshing test systems oneusg 133

134 TECHNICAL Reporting Plan to deploy a wide array of query/xml reports to satisfy reporting needs, integrating into work-centers were it makes sense Reference 10+ years for HCM/Payroll reports from GRU and ADP production system - not starting from scratch External SQL access Configuration and transactional data Employ Oracle VPD technology to automatically filter data by institution, where appropriate Not planning a reporting instance for pilot, but may revisit for future phases Document Management PeopleSoft attachment functionality has its benefits Delivered Supports virus scan capabilities What are the benefits of document management systems currently deployed across institutions What type of integration do they support with PeopleSoft? Do they support OCR character recognition? What other feature/functions should we be aware? PUM PeopleSoft Update Manager Continuous updates, avoiding the need for major upgrades Many strategies available with PUM - through early phases will take a proactive approach to applying changes oneusg 134

135 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures CHANGE MANAGEMENT KARI PETERSON 135

136 CHANGE MANAGEMENT oneusg PeopleSoft HCM will transform administrative operations by enabling individuals to adopt the new systems, processes, and ways of working Change activities will Provide a structure to plan, implement, and monitor change Define who will need to do what differently by when Help institutions to rapidly adapt and lead the organization throughout the transformation Resulting in Delivery of an improved employee experience Development of an organization that is prepared for change Adoption of the solutions Minimize business disruption and maximize adoption of new ways of working by preparing employees for change oneusg 136

137 CHANGE MANAGEMENT PRACTICES Goal Ensure stakeholders are aware, informed and able to effectively fulfill their roles through the speed of adoption of oneusg policies, technology, and systems to ensure effective utilization Apply Communication Best Practices Administer a consistent message to ensure oneusg integration and alignment Inform all stakeholders of oneusg policy and system changes Instruct and train appropriate stakeholder groups on functionality Convey timely information through transparent communication to minimize resistance to change Monitor speed of adoption to identify continuous improvement opportunities Report on the key findings and leverage lessons learned from pilot launch Roll-out / Implement across oneusg Institutions during oneusg

138 ADMINISTERING CHANGE A COLLABORATIVE APPROACH oneusg OCM lead: Meets with the Institution leadership team for Change Management Kick-Off Collaborates with Institution to define Change Management Plan & Roadmap Develops oneusg Change Management Playbook and Training offerings Provides continuous support to Change Leader Community Institution: Identifies the Change Management Lead for oneusg initiative Defines the Institution Stakeholders Defines Institution Change Management team roster Completes the Change Impact Worksheet Institution executes change plan utilizing oneusg Change Management Playbook and Training Offerings Institutions are responsible for administering change oneusg 138

139 CHANGE MANAGEMENT PLAYBOOK oneusg is using a collaborative approach with our Pilot Institutions to define the change management playbook. The speed of adoption by Pilot Institutions will provide the Change Management template for other institutions to follow. oneusg Change Management playbook provide each institution with supporting Change Management tools & templates Playbook Contents Change Management Plan & Roadmap Change Impact worksheet (workgroups impacted, # people affected, type of change and organizational readiness for change) Change Management team member roster Organizational Change Communication Plan Organizational Change Training Plan Risk and resistance identification template to focus proactive mitigation efforts oneusg

140 TRAINING Scope Tools Deploy Every employee and retiree in the USG are impacted by the oneusg HCM deployment Existing institution practitioners retrained Quick Reference How to Guides FAQs YouTube tutorial videos Instructor-Led Training for practitioners and support service functions Knowledge Base Training for Pilot Deployment - Fall 2015 oneusg

141 RESOURCES Website: Go Live April 28, 2015 Listserv All Attendees will be Enrolled in the Listserv will go all consulting team members and project leadership - Project Management Issues - Project Management Issues Project Budget & Third Party Services - Change Management 141

142 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures BREAKOUT SESSIONS CRAIG GOLDEN 142

143 BREAKOUT SESSION - GROUPINGS There are four concurrent breakout sessions Join your functional area or area of interest 1. HR and Faculty Events Location: 2. Commitment Accounting Location: 3. Time & Labor, Payroll Location: 4. Benefits Administration, Absence Management Location: Breakout session will be approximately 60 minutes in duration Reconvene in main meeting room Question & Answer session follows 143

144 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures QUESTIONS CRAIG GOLDEN, DIANE KIRKWOOD & LYNN HOBBS 144

145 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures WRAP-UP & CLOSING CRAIG GOLDEN 145

146 NEXT STEPS Next Town Hall Meeting July 28 Agenda (Tentative) Conference Room Pilot Results Information Break-Out Sessions by Product Overview of Testing Plan and Schedule Review of Change Plan for Pilot Institutions Review of Georgia Summit Agenda Question and Answer Additional Discussions and Presentations Budget Workshop CIO Advisory Council CBO Conference Georgia Summit oneusg 146

147 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures THANK YOU 147

148 oneusg Shared Services and Standardization of Administrative Systems, Practices and Procedures APPENDIX 148

149 one CONSTITUTION one set of uniform business procedures, policies and practices one technical platform / software solution one support team and service center one approach to solution delivery one source of data one governing structure one set of vendors to provide complimentary service offerings one mission oneusg 149

150 WHY? Cost Avoidance Additional implementation and support team for human resources, financials and supply chain at the University of Georgia Future upgrades of technical platforms at ITS, Georgia State, Georgia Tech and Georgia Regents ADP yearly obligation Redundant support organizations Resources (time and financial) dedicated to institution solutioning Economies of Scale Third party vendor solutions negotiated for the entire system Practitioners able to provide services for the entire system Compliance & key-man risk avoidance Common business procedures executed at all institutions oneusg 150