14.0 Off-Cycle Payroll Processing

Transcription

1 14.0 Off-Cycle Payroll Processing Workshop Off-Cycle Payroll Process December 19, 2012 DRAFT 1

2 Process Leads Farida Ablang Ginny Montgomery Heather Norberg Stewart Process Owner: Cindy Gregovich 2

3 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 3

4 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 4

5 HR/Payroll Replacement Project Replace HEPPS with modern payroll system Scope Implement a modern Human Resources system Move to best practice processes surrounding the system Improve levels of service Reasons Improve competitiveness Reduce operational risk Hard-dollar savings Productivity savings

6 Proposed Timeline Update Jul-Sep 2012 Oct-Dec 2012 Jan-Mar 2013 Apr-Jun 2013 Jul-Sep 2013 Oct-Jan 2014 Procurement Finalize RFP, Evaluation Plan & Secure State Approval Released RFP 9/24/12 BPR Project Stage 1 Mandatory & Mission Critical Announce Stage 2 12/6/12 Stage 2 Written Response & Key Business Terms Announce Stage 3 3/27/13 Stage 3 System Demos, Cost Proposals & Contract Issues Announce Finalists July 2013 Stage 4 Demos, Revised Costs, IPS, Contract Negotiations Vendor Signs Contract October 2013 Secure Contact Approval from State & BOR Contract Fully Executed January 2014 Project Planning Redesign Processes Build Change Plan Determine Next Steps Communications Key Messages & Comm Plan Comm Mgr Start 7/2/12 WA CIO Visit 7/24/12 Regents Briefings Legislator Briefings Campus Outreach State Updates Regents Briefings Legislator Briefings Campus Outreach State Updates Project Complete 4/26/2013 Execute Communications Plan Regents Briefings Legislator Briefings Campus Outreach State Updates Regents Briefings Legislator Briefings Campus Outreach State Updates Regents Briefings Legislator Briefings Campus Outreach State Updates 6

7 HR/Payroll Advisory Board Name Title Department College/Org Vicki Anderson-Ellis Director School of Social Work Jennifer Buck Associate Director of Human Educational Outreach Resources Kelly Campbell Director Administration & Operations Institute for Health Metrics and Evaluation Patti Colaizzo Director Organizational Resources and Facilities Services Relations Chris Cunnington Administrator Computer Science & Engineering Engineering Shelby Fritz Director of Operations Tacoma Pam Grindley Director of Human Resources Foster School of Business Gary Pedersen Executive Director Chemistry Arts & Sciences Denise Rollin HR Director Bothell Heidi Tilghman Manager Affiliate Assistant Professor Humanities Shared Services Center Germanics Arts & Sciences Brian Tyl HR Manager Neurology and Psychiatry & School of Medicine Behavioral Sciences Sheryl Vick Administrator Microbiology School of Medicine Cheryl Ewaldsen Assistant Director of Human Housing & Food Services Student Life Resources Erik Dahl Manager Employment and Payroll Services Libraries

8 Business Process Redesign (BPR) Overview Objectives Understand current state of in-scope processes Document future-state workflows using best practices to standardize where possible Determine changes necessary to implement future state processes Identify and quantify future-state efficiencies, reduced risk and opportunities for improvement BPR Scope & Timeline 19 existing HR & Payroll processes 9 months (8/2012 4/2013) Guiding Principles Follow best practices Make decisions based upon what is best for the University as a whole Standardize business processes (exceptions must meet justification guidelines) Move as quickly as possible to future state

9 Current State Compensation Benefits Payroll OWLS Timesheet Access Talent Acquisition Separation Performance Management Development Labor Relations Succession Planning No system 9

10 Future State with New System Compensation Benefits Payroll Talent Acquisition Workforce Management Separation Performance Management Development Labor Relations Succession Planning 10

11 In-Scope BPR Processes # Process Name # Process Name 1 Org. and Position Management 11 Workforce Management 2 Talent Acquisition 12 Time Collection and Timekeeping 3 Separation 13 On-Cycle Payroll 4 Performance Management 14 Off-Cycle Payroll 5 Development 15 On-Going & Year-End Payroll Processing 6 Succession Planning 16 Health & Safety - Hazards & Incidents 7 Compensation 17 Health & Safety - Violence Prevention 8 Benefits Management 18 Disability Accommodation 9 Leave Administration 19 Communication 10 Administer Labor Relations 11

12 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 12

13 Workshop Attendees Role and Responsibilities Workshop Attendees: Process Owner Process Lead Campus Advisory Group Payroll Coordinators Role & Responsibilities: Validates future-state process, benefits and required changes Ensure no critical activities missed Confirm processes can properly support day-to-day activities Help us understand how the processes change what you do today Assist in building organizational support Foster active 2 way communication 13

14 Business Process Workshop Ground Rules Start / End on time Participate actively silence is consent; speak & share your thoughts Challenge ideas not individuals Communicate with each other and be transparent There are no bad questions better to question than to assume 80 / 20 focus bulk of the discussion on the core of the process 5-Minute Rule right expertise, right audience, right time Document options; build consensus around recommendation OR Put items on the parking lot for follow-up discussion Switch all cell phones, computers, ipads, etc. to silent mode 14

15 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 15

16 Introduction to Off-Cycle Payroll Purpose: The purpose of this workshop is to review the future state business processes for Off-Cycle Payroll Processing. The processes encompass activities related to the annual and standard tasks associated with Off- Cycle processing. Objective: Provide a high level overview of the baseline Off-Cycle Payroll process flows Discuss the working assumptions regarding Off-Cycle Payroll Identify critical downstream business processes to be changed in the future state Identify key areas of the process that will be improvements in future 16

17 High Level Off-Cycle Payroll Administration 17

18 Off-Cycle Payroll Defined in the Future State Off-Cycle Payroll Process: This process covers the processes for handling standard Off- Cycle Payroll activities Overpayments: This process covers the processes for overpayment transactions in accordance to Washington State Legislature, RCW Underpayments: This process covers the processes for handling underpayment activities Stop Payment/Reissue Check: This process covers the processes for placing stop payment and/or the reissuing of checks Stop Payment/Reissue Check (Direct Deposit/Paycard): This process covers the processes for placing stop payment on direct deposits and Paycard Process Final Payment for Separations: This process covers the processes for handling final payment for separations Run Off-Cycle Payroll: This process covers the processes for running the off-cycle payroll 18

19 Guiding Principles & Working Assumptions Keep the end user in mind by being effective, efficient and practical Design for future flexibility and not for history Guiding Principles Encourage process standardization where possible Be efficient by eliminating process redundancies (e.g., 7 levels of approval) Develop processes based on university wide decisions Items on Technology future functionality are considered in process discussions Business Process Design is iterative; later phases will drill to further detail Processes are reviewed by subject matter experts Working Assumptions Default approach is to leverage the use of Technology as much as possible Specifics related to granular job profile details and the re-classification processes are not the focus of the Payroll processes

20 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 20

21 Campus Department Process Improvement Opportunities The proposed future state Off-Cycle Payroll Business Process is intended to help address many of the pain points associated with the Campus Department Payroll process: # Area Current State Improved Future State 1 Processing efficiency & accuracy 2 Reviews and Approvals Inefficiencies and processing delays due to: Duplicative data entry Late reporting Underpayment (3,628/year) Overpayment (1,152/year); estimated cost $111.87/overpayment) Manual time collection Inability to directly deposit off-cycle checks Improved accuracy via a single source of data entry Increase transparency & compliance with departments and regulatory agencies Accurate employee documentations on record Reduce need for manual time collection Ability to directly deposit offcycle payments Manual approval process Workflow transparency 3 Compliance Inaccurate recording of hours in a pay period 4 Communications and Integrations with Others 5 Technology Automation Increases accuracy and timeliness of time collection Lack of workflow transparency Ability to track and appropriately process transactions Lack of integration between OPUS, Time Reporting and OWLS Reduce under/overpayments with an integrated time collection 21 system

22 Payroll Process Improvement Opportunities The proposed future state Off-Cycle Payroll Business Process is intended to help address many of the pain points associated with the current Payroll process: # Area Current State Improved Future State 1 Processing Efficiency & Accuracy 2 Reviews and Approvals Significant manual calculations and data entries for processing underpayments Non-integrated leave and accrual system leading to overpayments Costly processing for off-cycle checks Documentation to support PERM entry is maintained outside the payroll system Streamline workflow and improve overall tracking and reporting Comprehensive and up-to-date employee data allows for improved processing of overpayments, hand drawn checks and separation payments Technology to generate offcycle checks eliminating payroll to maintain check printing software Improves ability to track information via system Increases data visibility and workflow 22

23 Payroll Process Improvement Opportunities Cont d The proposed future state Off-Cycle Payroll Business Process is intended to help address many of the pain points associated with the current Payroll process: # Area Current State Improved Future State 3 Compliance Time intensive documentation process for staying up to date with Washington State regulation changes as it relates to the handling of overpayments Cumbersome state requirements for collecting overpayments which result in gifts of state funds Under/overpayments place grants and contracts at risk Timely payments with appropriate supportive documentation Increases compliance with other departments and incorporates new regulatory rules timely Increases transparency to accurately calculate involuntary deductions 4 Communications and Integrations with Others Labor and time intensive process for validating, coordinating, and verifying documentation for processing under/overpayments Lack of notifications between departments and employees Reduce payroll expenses through the reduction of overpayments Improved communications amongst employees & departments Increased visibility to payments through technology 23

24 Payroll Process Improvement Opportunities Cont d The proposed future state Off-Cycle Payroll Business Process is intended to help address many of the pain points associated with the current Payroll process: # Area Current State Improved Future State 5 Technology Automation Long processing times as a result of too many manual steps in the process Lack of technology automation and single source of the truth causing downstream inaccuracies such as unnecessary under/overpayments Sources information to one central technology Eliminates manual processes Overall improved workflow efficiencies and improved reporting capabilities Technology to help Payroll anticipate over/underpayments Increases efficiency by automating calculations and handling of over/underpayments, stop payments, processing of separation payments and also helps with handling of retroactivities 24

25 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 25

26 Overpayments Overpayments DRAFT Department 1 Identify Overpayment Technology Notify EE of overpayment Note: Technology to identify the employment status (active/inactive) and sends out the appropriate notification. Note - General: Technology will need to track the status of payments and/or uncollectibles Note - General: If no activity occurs within 1 year of collections, UW will write-off any overpayments. UW Payroll Office Employee / Former Employee Agency 2 Mail notice with overpayment options form Mail Receive notification 4 Review employee appeal Technology Yes Appeal payment? No Receive signed option form? 3 Send written review request & overpayment options form Mail Note 4: Washington State Legislature requires notice to be mailed. Employee has 20 days to submit a request to review the overpayment. Yes Overpayment overturned? Yes End No Send precollections notification To: On-Cycle Payroll Involuntary/ Voluntary Deduction No No Note: Employee has 20 days to respond to collections notification EE continue to challenge? 5 Send notification to EE of appeal overturn decision Mail No Receive notification of response Note 7: Application must be served on and received by UW within 28 calendar days of employee s receipt of UW s overpayment notification.. Yes 8 Attend adjudicative proceeding as deemed by Agency Mail Yes Receive application? 7 Mail application to UW Mail 6 EE complete application for adjudicative proceeding Technology/Mail No Proceeding in favor of EE? Yes End 10 Send notice to redeem overpayment Mail No EE accept payment terms? No 9 Send notice of impending Involuntary Deduction Mail/Technology Note 9: Per RCW overpayment deductions not to exceed 5% of employee s earnings per pay period. Note 10: If more than 30 days have passed and overpayment has not been received by UW, the university can use a collection agency. Note - General: Bargaining contracts may change. Review of overpayment contract terms to be conducted as appropriate. Note - General: Applies to represented and non-represented employees. Yes To: On-Cycle Payroll Involuntary/ Voluntary Deduction Yes EE agree? No To: Collections Agency 26

27 Underpayments 27

28 Stop Payment/Reissue Check Stop Payment / Reissue Check (Check) Pg. 1 DRAFT Payroll or Department Start 1 Notified of lost, stolen, damaged, stale checks Paper/ Note 1: Employee may also be the initiator of the issue. 2 Initiate investigation Online Check issued? No 4 Employee/Dept to research issue further, if desired Online Notify employee/ dept that check was not issued End Yes 6 Initiate fraud process Online Yes 7 Payroll reissues check Technology Note 6 & 7: Employee s are reissued checks in parallel to initiation of fraud process. To: Off Cycle Payments UW Payroll Office Employee Yes 3 Contact bank Agree? Notify employee check cashed Yes Has check been cashed? No No Fraud activity? 5 Employee to verify signature In-Person/ 10 Request autostop from bank to Stop Payment on Check No 8 Instruct employee to work with their bank to resolve Phone Note 5: This step is only completed if requested by the employee. 11 Receive confirmation of stop payment 9 Investigates further with bank, if necessary 12 Reissue payment End Online Online Online Technology 28

29 Stop Payment/Reissue Check (Direct Deposit/Paycard)

30 Process Final Payment for Separations 30

31 Run Off-Cycle Payroll 31

32 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 32

33 Change Impact of Moving to Future State Current Overpayments via leave type creates retirement benefits issues Overpayment deductions are calculated manually Change To Current Process New Benefits to establish protocols in technology Technology to automatically calculate deductions Impact (High, Med, Low) Type of Impact (Process, Org, Tech) Impact Description Low Process Improves issues with retirement benefits High Process Eliminates deductions issues (100 overpayments/month) Lack of an integrated leave tracking system and a time reporting system Off-cycle checks are manually calculated Manual data entry process for VEBA Employee perceives Payroll Coordinators error Increased technology integration between systems Technology to automatically calculate checks High Technology Decreases 90% of overpayment issues High Process Alleviates 3 FTEs to focus on other activities Technology to automate Low Process Alleviates non-value add activities Technology to reduce error High Process People impact with rate and provides improved processing times transparency to the and increased transaction transparency 33

34 Have We Missed Anything? Process Department? People Technology 34

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36 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 36

37 Next Steps Today s workshop is the first opportunity to help shape our future. Your inputs and concerns are valuable to us, so please do not hesitate to provide us with any additional questions or concerns at: [email protected] Stay tuned for future communications regarding the project, surveys, and other events. For additional information about the Human Resource/Payroll Replacement project please visit: 37

38 Agenda HR/Payroll Replacement Project Workshop Attendees Role and Responsibilities and Ground Rules Introduction to Off-Cycle Payroll Payroll Process Improvement Opportunities Highlighted Off-Cycle Payroll Processes Change Impact of Moving to Future State Next Steps Appendix: Metrics 38

39 Appendix: Current State Payroll Metrics -1 Metric Metric Description Measurement Average number of hours spent in Cumulative calculation of time spent processing 208/month processing off-cycle batch transactions off-cycle batch payments Average number of hours spent on processing handdrawn checks Average number of hours spent addressing and processing stop payments/reissuance of checks Average time spent on stop payments/reissuance of direct deposits Average involuntary deductions Average voluntary deductions Average direct deposit returns and notification of changes (NOC) Cumulative calculation of time spent processing handdrawn checks Time spent addressing stop payment/reissuance of paper check Time spent on stop payments/reissuance of direct deposits Amount of time spent calculating and processing involuntary deductions Amount of time spent calculating and processing voluntary deductions Amount of time spent on addressing direct deposit returns and NOCs 104/month 4 hours/month 2 hours/month 85 hours/month 20 hours/month 3-4 hours/month Average distribution of checks (payroll) Time spent on distribution of checks hours/month Average cost to process overpayments The average cost to process an overpayment $ per O/P 39

40 Appendix: Current State Payroll Metrics -2 Metric Metric Description Measurement Average customer Service Time spent on customer service activities 4 FTEs/month Average number of Off-Cycle checks processed in 2011 Average hand drawn checks (average from 2010, 2011, 2012 (Jan-Oct)) Average time spent for hand drawn checks (departments) Batch transactions (retro-pay) Checks that were developed for various 3308 checks reasons ranging from reissue of checks, earn type change, garnishments, late ETR/PTR, Late PERM, relocation incentive pay, etc. Number of hand drawn checks processed 3628/year 2010 = 4207 checks, Event: Increase of damaged checks; awards processed; 2011 = 3308 checks, Event: Increase of cancel/reissue checks due to clean-up of stale checks process; no awards processed; 2012 (Jan Oct) = 2910 checks, Event: Award payments come back Time spent for processing hand drawn checks 15 mins/request by departments Number of retro-pay batch transactions 2328/month processed (RA, ETR/PTR, excludes separations) Time spent for batch transactions (retro- Estimated time for Payroll Coordinator to 15 mins/retro 40