UCSF Human Resources Update to stakeholders. David Odato December 1, 2014

Transcription

1 UCSF Human Resources Update to stakeholders David Odato December 1, 2014

2 Contents Recap of Chazey recommendations HR opportunities for transformation and preliminary timeline OFCCP conciliation agreement update 2

3 Summary of Chazey Partners recommendations Campus HR Recommendations Consolidate the four service centers into a single HR shared services organization to further develop standard practices and improve efficiency. Assess the optimal workflow among transactional/administrative, professional/technical and policy/strategic aspects for best alignment with the two specialty centers and HR leadership. Develop/expand new roles to provide strategic and tactical support to business leaders at UCSF. Enhance technology to enable HR work, focusing on workflow and document management, case management and performance metrics, and integration of existing systems. Develop and share performance measurements that include input, operational, and output performance indicators. Continue to consider integrated solutions for campus and health system functions as appropriate, although this is not a recommendation to integrate campus and health system HR at this time. Report includes a potential future savings of up to 24 FTE Feasibility depends on Assumption of $3.3M in 1X implementation costs (project & technology) UCPath services provided as planned New organization structure as recommended by Chazey we need to understand what elements of Chazey s recommendations are reasonable at UCSF 3

4 Human Resources opportunities for transformation Organization Optimize organizational structures to streamline delivery single service center, dedicated postdoc service line, optimal LER structure Assess and actualize recommendations from Chazey Partners independent study Business Processes Identify quick wins for customers and partner to address key challenges with simple fixes Apply LEAN to improve processes/workflow that directly impact customer interactions Priority areas are improved post doc processes, LER processes, and onboarding Technology Deploy CRM technology to transform the customer engagement experience Digitalize personnel files to enable direct, effortless and intelligent access to HR information and records Optimize Enterprise Data Warehouse to support planning and decision-making in staff and academic personnel 4

5 Org - Client Tech Process Integrated Plan Dec. 14 Mar. 15 Jun. 15 Sept. 15 Dec. 15 Org Change Step 1 Shared Services Consolidation Org Change Step 2 Postdoc service line LER workflow/roles Improve through new workflow New Value Consolidate Shared Services Integration (As-is workflows) CEM & Quality Teams Standardize & Develop Tools Quick wins/key challenges Website/Process Documentation Priority process improvement within existing workflow Post Doc service line LER roles/workflow OFCCP Workflow Enhanced Client Engagement (performance reporting) Lean Improvements Tiered workflow: Design & Implement CIF/Account managers Portal efiles Case Management Ticketing Savings through efficiency Or New services 5

6 Customer engagement Customer representatives to participate in selection of new director positions Repurpose/engage SPA subcommittee members for advice on Assessing and understanding customer impact of changes Feedback on communication and change management tools to ensure customer needs are thoroughly considered Postdoc workflow design LER structure and workflow design Identifying key challenges for customers to develop quick wins 6

7 Communication Current efforts HR Update Quarterly Update from AVC HR Website Advisory Board meetings Control points meetings Targeted stakeholder groups, including AB subcommittees and planned quick wins workgroup 7

8 Lean process improvement HR is participating in a FAS-wide lean pilot focused on onboarding A cross-functional cohort with representatives from IT, HR, Police, PMO and academic departments completed valuestream mapping of the onboarding process in October Identified at least 12 sub-processes and 71 steps in the current process Set the goal of reducing the time involved in onboarding from 17 days to 8 days (without visa) Teams are now participating in kaizen workshops over the next six months for a detailed look at improvements in door access, new hire forms, badging, systems/tools, and orientation sessions Kaizen #1 (early November) resulted in a process that will enable new hires to receive a badge with appropriate door access on the first day of work Building HR expertise in lean process improvement principles in order to expand/adapt it more broadly within the HR organization 8

9 Technology strategy HR is in the process of developing a roadmap to deploy CRM technology to transform the customer engagement experience and optimize Enterprise Data Warehouse to support planning and decision making in Staff and Academic Personnel Human Resource Management System Transaction Processing System Manages HR actions Processes payroll Manages benefits Serves as System of Record for Payroll and basic HR data Integration with secondary local UCSF systems focused on critical AP functions (Advance, MPM) 9 UCPath HRMS UCSF EDW UCSF CRM Enterprise Data Warehouse Contains financial, human resources and other administrative data Single integrated repository for data from HR Technology Hub Customer Relationship Management Ticketing System Case Management System Knowledge Management Collateral Imaging & Document Management Portal Mobile Apps Telephony

10 OFCCP conciliation agreement Review period: November 1, 2010 to October 31, 2011 Conciliation agreement June 2014 No findings of discrimination Technical violations related to failure to collect and maintain employment records and to perform accurate analysis to determine whether/where impediments to equal employment opportunity exist Remedies include implementing recordkeeping and applicant tracking procedures and monitoring/evaluating selection rates in employment processes to identify disparities Report to OFCCP August 1, 2015 for period of June 30, 2014 to July 1, 2015 Process change implementation Senior management endorses business process changes Comprehensive stakeholder outreach, communication and training efforts will begin in December and be ongoing as changes are implemented 10

11