Human Resources & Payroll

Transcription

1 Overview of 215 Human Resources & Payroll 215 By the Numbers Electronic on-boarding tool for non-benefited staff configured in 215 Online smartforms with electronic signatures Guided checklists for new hires Triggers background checks Parental leave policy for 9-month instructional faculty approved in 215 1% work relief for 1 semester or 5% for a year following birth/adoption Faculty retains full pay and benefits Stop tenure clock Federal and State legislation tracked in 215 FLSA: The Department of Labor has proposed a new rule that would raise the minimum salary for exempt worker status to $47,476. HR & Payroll developed recommendations to mitigate this change. Affordable Care Act: Separations for benefited employees must be followed by a 26 week break before returning as a wage employee (includes retiring faculty returning as adjunct). Limits the flexibility that Mason can offer. Support for University and Leadership changes Provided direct support to 6 search firms and to 17 search committees for highlevel positions (VP s, Deans, Center and Unit Directors). Regularly provided data to senior leadership to support strategic planning: compensation data, recruitment and retention data, and well-being data and information on opportunities/initiatives on campus. Well-Being Efforts from our Reward & Recognition and Life-Work Connections unit have touched 4,8 total Mason employees. Activities include Who s Walking Wednesdays, the Financial Well-being Seminar Series, and flu shot clinics. Quality of Work-Life and Engagement The triennial QWL survey was conducted in April, 215. Results have been shared extensively across the campus and have been incorporated into President Cabrera s townhall meetings with faculty and staff. Enterprise Risk Management and Compensation Checks for incomplete and incorrect data Stores forms electronically Compensation continues to be an issue for Mason given our geographic location and associated cost of living, and budget constraints. In 215, employees received a 2% raise and a 3% raise is expected in 216. The ERM Council has identified low compensation as the number 1 risk to the university in all categories: Financial, Health & Safety, and Reputational. In 216, HR & Payroll plans to develop action plans to mitigate this and other identified risks (Recruitment & Retention and High Workload/Inadequate Staffing) and present them to the ERM Council. This will include hiring a consultant to provide a total compensation plan.

2 Benefits 215 By the Numbers 284 Leave Cases Processed 87 Retirements Processed 485 Benefits Orientations 14 Workers Comp Cases Processed 343 Separations Processed 9-Month Instructional Faculty Parental Leave In 215, the Benefits team introduced a new parental leave policy for 9-month instructional faculty. These faculty members, who previously had no parental leave options available to them, are now eligible for either 1% work relief for one semester or 5% work relief for a year following the birth or adoption of a child. During this time the faculty member will retain full pay and benefits. This new policy will both improve work/life integration and encourage equal parental leave across all departments for 9- month instructional faculty. For more information regarding the new policy, please visit:

3 Customer Service and NEW (New Employee Welcome) Center 215 By the Numbers 2,951 s received and answered. 16,742 log entries for mail sent to General HR. 18,481 calls to the main HR phone number. 12 seconds average answer delay. 4,392 I-9s processed. 1,935 checks picked up at the Customer Service desk. NEW Center operations conducted for 475 new employees in 215: Tax forms, Conditions of Employment, Alcohol & Other Drugs Policy, Selective Service, and Use of Electronic Communications forms completed and signed Photo ID given I-9 processed Computer password set up and IT Security Awareness Training given Patriot Web and direct deposit set up Welcome bag and benefits folder given out Parking permit application completed and temporary pass given Free one-month recreational membership given Overall experience One-stop-shop 94% of survey respondents found it helpful to be able to complete paperwork, apply for a parking pass, and get their photo ID all at the NEW Center. 95% of survey respondents were satisfied with their overall experience in the NEW Center. 95% 94% Source: Welcome to Mason! survey. One-stop-shop percentage based on respondents answering either helpful or very helpful. Overall experience percentages based on respondents answering either satisfied or very satisfied.

4 Employee Relations 215 By the Numbers 582 Total Cases: 439 closed, 143 still open 1,168 Background checks run Average weekly schedule: 19 urgent calls 3 days out to schedule urgent appointment 47 non-urgent calls weeks out to schedule a non-urgent appointment While some Employee Relations cases involve only one or two individuals, cases may also turn into larger environmental investigations requiring 12 to 15 individuals to give multiple interviews for the same case. The ER team has 3 case managers, one of whom is also the Assistant VP of Human Resources. ER Case Manager Ratios 3 : approximately 1,4 Mason employees Average: 3,467/case manager 3 : 582 total cases Average: 194 annually 3 : approximately 95 urgent appointments Average: 317 annually The Employee Relations staff have many demands on their schedules in addition to individual appointments. They also Attend roughly 5 different weekly and monthly meetings between them. Lead trainings, orientations, and workshops Handle an average of 194 cases each. 21% of cases on average are handled specifically by the Assistant VP of Human Resources by request

5 HR Consulting & Data Integrity 215 By the Numbers Total Number of Timesheet Approvers Manually Entered in NBAJQUE Total EPAFs Reviewed and Processed In 215, HR Consulting & Transaction Integrity manually entered 8,93 timesheet approvers. This is a 13.9% increase in the number of manual entries from last year. HR Consulting & Transaction Integrity reviewed and processed 24,152 EPAFs in ,245 classified staff, administrative/professional faculty, and instructional/research faculty transactions reviewed, approved, processed, and audited 3,854 inquiries received by HR Consulting & Data Integrity generic mailboxes 743 job postings reviewed and approved- the team is responsible for approving every job posting, particularly for position title, classification, pay-band, and qualifications 489 classified staff and administrative/professional faculty job offers reviewed and extended 1,449 new part-time positions requested and created Supported the implementation of the electronic on-boarding tool

6 HRIS 215 By the Numbers 136 projects completed by HRIS in projects opened by HRIS in 215. HRIS team member, Greg Pirog, won Employee of the Month based on his performance in projects were identified as particularly impactful or client-facing. These projects ranged from consulting with other departments to making changes to Banner. Projects took an average of over 6 months to complete. Examples of these projects include making modifications to the Faculty Senate Report, creating a new earning code for special event pay for Mason Police, and ensuring that HR users were smoothly migrated to the new MicroStrategy datamart. 6 Most Common Project Drivers 35 Most Common Project Types Efficiency Production support GMU initiative Regulatory Production problem User request (ad hoc report) Banner upgrade Production support Enhancement Yearly activity Reporting Report modification New report System maintenance Configuration Data update Process improvement Efficiency issues were the most common drivers of HRIS projects completed in 215, including helping to set up direct deposit for travel reimbursements and creating labor funding EPAFs. Production support was easily the most common change type of HRIS projects in 215, consisting of projects such as installing and testing new versions of Banner as well as providing technical support for wide-spread salary increases.

7 Reward and Recognition & Life-Work Connections 215 By the Numbers Number of Employees with Flexible Work 31 Agreements by Type Telework Remote Flexible Time* In 215, there were 447 employees with active flexible work agreements. This constituted a 1.1% increase from 214, which in turn had seen a 42.5% increase from 213. There were over 4,8 total Mason employee touches by Reward and Recognition & Life-Work Connections in 215, including Who s Walking Wednesdays, responses to various surveys, flu shots, etc. *includes flexible work and compressed schedule 5 Number of Employees Receiving Reward & Recognition Gift card awards Impact awards Recognition leave 2 Number of University Day Honorees by Years of State Service Years 1 Years 15 Years 2 Years 25 Years 3 Years 35 Years 4 Years 45 Years 215 was a big year for reward and recognition. Ninety-seven employees were awarded recognition leave, 188 employees were given impact awards, and 92 employees were awarded gift cards. The plurality of the 558 total University Day honorees had 5 years of State service, followed closely by 1 years. In other areas of Life-Work Connections, there were a total of 125 DMV2Go transactions in 215. Mason s efforts in work/life have been recognized and received awards: nationally from World at Work and American Heart Association, and locally from the Loudoun County Chamber of Commerce. Financial Well-Being Seminar Series 1 5 Total DMV2Go Transactions According to research by Plansponsor magazine, 62% of Generation X employees value individual consultations with a non-sales benefits expert, and only 44% of employees feel in control of their finances. Seminars in the Financial Well-Being Series were attended by 366 Mason employees. Following the seminars, 53% of survey respondents indicated an increase in their financial well-being, and 65% of respondents indicated an increase in their financial knowledge. Following the seminars, 51% of survey respondents reported either high or above average financial well-being, and 63% of respondents reported either high or above average financial knowledge. Source: In-class surveys following each seminar.

8 Payroll 215 By the Numbers $387,643,194 gross pay processed in 215, which is a 2.74% increase from 214, reflecting the 2% raise given in October of ,323 total W2s issued 1,228 electronically and 4,95 printed and mailed tax forms issued 131 active withholding orders processed Over $115 million in federal and state tax withholding in 16 different states Total Payments Processed , Timesheets Processed 85,952 81,576 1, 8 1,11 1, , 4, 2, Verifications of employment completed Investigator Interviews Payroll processed 216,465 payments in 215. This was a 2.5% increase from the number of payments processed in ,952 Wage, Student Wage, and Work Study timesheets were processed through PatriotWeb in 215. This was a 5.36% increase from 214. Payroll completed 1,121 employment verifications in 215, which was a 1.9% increase from investigator interviews were conducted in 215, which was a 32.2% increase from 214. Because the Department of Labor s new Fair Labor & Standards Act (FLSA) rule regarding employee exempt status was approved, the number of employees requiring overtime will increase dramatically Manual Overtime Entries Manual Leave Entries Manual Pay Entries Total Semimonthly Bi-weekly 951 Semi-monthly and 935 bi-weekly overtime payments were manually entered by Payroll in 215. This means that Payroll had to manually review and enter 35 to 4 overtime transactions every pay period.

9 Talent Acquisition 215 By the Numbers In 215, the Manager for Talent Acquisition supported 17 high-level positions as ex officio. In this capacity, duties included: Attending search committee meetings to Providing hiring authorities with estimated provide expert guidance on effective and timelines and updates; compliant recruitment; Conducting reference checks; Facilitating charge meetings to ensure clear Creating hiring matrices, interview questions, and concise charge; public presentation topics, etc; Facilitating and advising debriefing sessions; Interviewing and selecting search firms; and Serving as key point of contact for candidates, Assisting in the coordination of interviews, travel Prescreening candidates; and expenses. Once approved, Talent Acquisition is responsible for posting vacancies: 764 positions were posted, and 587 employees were hired in 215. There is a same-day turnaround time for job postings as long as the posting is received by 3 p.m. 215 Advertisements: 89 free 58 paid $139,52 All jobs are automatically posted to HERC, The Washington Post and Higheredjobs.com $41,655 6 high-level positions utilized search firms in 215 $494,533, an average of $82,422 per search. Conduct biweekly ework trainings, a required training for all new ework users and part of the Supervisor Series. Regularly collaborate with the Training team to design, develop and update search committee trainings Overall Posting and Hiring Classified Staff Postings and Faculty Postings and Average 5-1 questions daily regarding policies and procedures related to recruitment and hiring

10 Training and Organizational Development 215 By the Numbers Total Number of Professional Development Graduates Number of Trainings Total = Number of Attendees Total = 3, Training and Organizational Development has been working hard on professional development programs. In 215, 138 Mason employees graduated from one of these programs. While a 7% decrease from 214, this is a 27% increase from 212. Certificate Programs Required Supervisor/Leadership Programs Onboarding Well-Being Strengths Finder Custom Trainings Organizational Development In 215, Training and Organizational Development planned and held over 3 trainings and events, covering everything from financial wellbeing, to telephone skills, to employee retention. These trainings and events were attended by 3,377 Mason employees. Certificate Programs Supervisor/Leadership Programs Onboarding Custom Trainings Required Strengths Finder Well-Being Organizational Development New SUPERvisor Series 89% of graduates from the New SUPERvisor Series immediately applied information from one or more of the classes directly to their job. Average knowledge rating across covered topics after graduation was 87%. 1% of graduates from the New SUPERvisor Series had definite goals in mind as a supervisor, and 89% of graduates had a strategy in place for achieving goals. 1% of graduates from the New SUPERvisor Series felt that the project they completed was meaningful and provided a good challenge. Source: 215 responses to the New SUPERvisor Series Questionnaire. Percentages based on respondents answering either agree or strongly agree.

11 Workforce Planning 215 By the Numbers 2 15 Classified Transaction Forms Processed Total = ,189 Evaluations Reviewed 53 Retention Bonuses In-band adjustment (change in duties, alignment, KSA) Temp pay (begin/extend) Title change Role change Org change FTE change (increase/decrease) Competitive/Counter Offer Non-competitive reassignment (transfer, voluntary demotion, etc) Supervisor change 212 Position Maintenance Forms Processed 82 Salary Review Committee Forms Processed 64 Reclassifications of Vacant The Workforce Planning team is integral to many of the strategic planning functions of HR & Payroll, providing regular data analysis, monitoring, and interpretation. Strategic projects include: JLARC Span of Control Performance Evaluations FLSA Rule Changes University-wide Pay Increases and Bonuses ACA Interpretations and Monitoring Department/Unit Reorganizations

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