11.0 Workforce Management. Workshop Presentation March 4, 2013

Transcription

1 11.0 Workforce Management Workshop Presentation March 4, 2013

2 Today s Agenda Introduction - Workshop Objectives - UW Case for Change - Business Process Redesign ( BPR ) Roles - Why You? BPR Overview Process Design Orientation Workforce Management - Process Overview - Current State vs. Future State - Future State Design Impacts - Process Review Activity Next Steps Appendix - Process Key - Terminology Confidential to UW and Accenture 2

3 Today s Objectives Understand UW s Case for Change Build Project Awareness (HR/Payroll Replacement, BPR) Understand the BPR Approach Understand Future State Process Changes & Key Impacts and Gather YOUR Feedback Understand BPR Project Next Steps Confidential to UW and Accenture 3

4 Case for Change: Why Are We Here? Antiquated Technology Core technology is over 30 years old Systems do not support modern HR practices Technology creates process challenges and additional risk (e.g., compliance) Inefficient, Disparate Processes To date, our needs have been met through creative solutions (tools, custom applications, and process workarounds) While necessary, this approach has created disparate processes across UW Our needs exceed the capabilities of current state It s time to bring UW into the 21 st Century Our competitors utilize world-class systems to manage this part of their business A modern product will improve our cost to deliver, make us more competitive as an employer, and ultimately provide better service to our employees Confidential to UW and Accenture 4

5 Case for Change: Anticipated Benefits Improved levels of Service Reduced Operational Risk Better Competitive Positioning Savings Expanded selfservice for managers and employees Standardized benefits and compensation data Better transparency for employees Fully integrated, accurate data Improved reporting and historical information Compliance concerns managed through technology Streamlined onboarding Stronger web presence Better, more comprehensive data for strategic planning Reduced system support and licensing costs More efficient processes Reduced administration time Confidential to UW and Accenture 5

6 Impacts to Our HR/P Operations What does this mean for me and my operation? New software will create a standardized, best-practice process approach across UW This may mean making changes to the way some of our work is performed today, either different process steps, automation of manual processes, or both, e.g.: Eligibility for benefits will be determined automatically by the system Signoffs and approvals will be routed electronically through workflow Individual roles and responsibilities may need to change to reflect the new process Confidential to UW and Accenture 6

7 Why Me? Why we need you and your input: You know your business best, and we need you to help us craft the best possible process for UW o Processes will need to work for the strong majority of our operations o There will be some, but few, exceptions o Some wants and perhaps even some needs will not be fulfilled by our solution You will be impacted by the new system, and your opinion matters Confidential to UW and Accenture 7

8 In Closing Thank you in advance for your commitment Please be open to new processes and approaches Change will be necessary and will at times be uncomfortable We will navigate the challenges together through an honest, open dialogue throughout the project lifecycle Confidential to UW and Accenture 8

9 Today s Agenda Introduction - Workshop Objectives - UW Case for Change - BPR Roles - Why You? BPR Overview Process Design Orientation Workforce Management - Process Overview - Current State vs. Future State - Future State Design Impacts - Process Review Activity Next Steps Appendix - Process Key - Terminology Confidential to UW and Accenture 9

10 HR/Payroll (HR/P) Timeline We are still in the early stages of a long transformational program. FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Feasibility Study Selection Planning / Kick-Off Release RFP Contract Signed You Are Here! Business Process Redesign Detailed Design Implementation The BPR project is the first but not the only opportunity for you to provide input into the future state design. Process design activities will also be a part of the future implementation effort. Confidential to UW and Accenture 10

11 Approach for Process Sessions There are three phases of Business Process Redesign in order to effectively gather feedback and shape the future-state of each process area. Process Lead Sessions Logistics 5 8 SME participants 3 4 sessions Objectives Confirm processes to be addressed (mapping) Review leading-practice processes Discuss / address key UW concerns Identify UW participants for other sessions Outcome Confirm scope Draft flow based on what is possible in new environment Focus Groups Logistics SME participants 3-4 sessions Objectives Review drafted processes Provide feedback / concerns / challenges Revise as group sees fit Populate narrative documentation Outcome UW informed and approved future state process flow Complete Narrative documentation Workshop Logistics Representatives across UW 1 session Objectives Provide project context Review what is possible and why it is good for UW Discuss what works - or might not work - for their depts / units and WHY Outcome Input on impacts and challenge areas Today! Gather considerations for new requirements Confidential to UW and Accenture 11

12 BPR Scope The BPR project addresses nineteen process areas across HR and Payroll. Today s workshop is focused on Workforce Management processes. # Process Area # Process Area 1 Organization & Position Management 11 Workforce Management Today! 2 Talent Acquisition 12 Time Collection & Timekeeping 3 Separation 13 On-Cycle Payroll 4 Performance Management 14 Off-Cycle Payroll Complete Complete 5 Training & Development 15 Ongoing & Year-End Payroll Processing 6 Succession Planning 16 Hazards & Incidents 7 Compensation Complete 17 Violence Prevention 8 Benefits Administration Complete 18 Disability Accommodation 9 Leave Administration 19 Communications 10 Labor Relations Administration Confidential to UW and Accenture 12

13 BPR Process Design Guiding Principles The following Guiding Principles helped shape the design of the future state processes and were applied to all process areas. Keep the end user in mind Design for future state and not for historical reasons Encourage process standardization Eliminate process redundancies (e.g., seven levels of approval) Leverage the use of future-state technology as much as possible Process design is iterative (and later phases will drill to further detail) Design for the 80%, not the one-off events Avoid defining processes that will require customization of the future state technology solution Confidential to UW and Accenture 13

14 The Role of the Process Owners Selected the Process Leads who will actively drive design of the future state processes Provided Process Leads with context and insights for the BPR project Shared a process vision and objectives with Process Leads to help guide outcomes Sign off on future state processes and process narrative Provide change leadership by being future oriented, supporting proposed changes and communicating desired outcomes 11.0 Workforce Management # Name Dept / Core Unit 1 Rhonda Forman Academic Personnel 2 Jessie Garcia (PO & PL) Human Resources- Campus 3 Cindy Gregovich Payroll 4 Nicki McCraw Human Resources- Medical Center Confidential Confidential to UW to UW and and Accenture Accenture 14

15 The Role of the Process Leads Actively shape future state processes by providing subject matter expertise to adapt leading practice starter flows for the UW context Provide energy to generate momentum for their process design team Take responsibility for the future state processes Identify future state impacts and improvement opportunities Provide content and insight for process documentation, as needed (e.g., applicable HR policies, current state metrics) Identify when additional expertise is required; works offline with department / unit / team to socialize concepts and close open items, as needed Partner with other process leads and represent his/her processes in other process area sessions, as needed Sign off on future state processes and process narrative 11.0 Workforce Management # Name Dept / Unit 1 Shirley Runkel Academic Human Resources 2 Jessie Garcia Human Resources- Campus 3 Ginny Montgomery Payroll 4 Steve Marty Human Resources- Medical Centers Confidential Confidential to UW to UW and and Accenture Accenture 15

16 The Role of the Focus Group Members Provide input to further refine/shape future state processes Identify additional future state impacts and improvement opportunities Provide content and insight for process documentation, as needed (e.g., applicable HR policies, current state metrics) Signs off on future state processes and process narrative 11.0 Workforce Management # Name Dept / Unit # Name Dept / Unit 1 Michael Braly Academic Personnel 8 Naomi Chambers HR/P Project 2 Carla Englander Academic Personnel 9 Kris Olson HR/P Project 3 Erin Rice Human Resources 10 Lisa Drechsler Engineering 4 Sherrie Thissell Human Resources 11 Patrick Osby Libraries 5 DeAnn Lestenkof Dept. of Medicine 12 Carolyne Kwek HR Medical Centers 6 Amy Floit Planning & Budgeting 13 Alex Bolton Provost Office 7 Ashlee Harty Public Health Confidential Confidential to UW to UW and and Accenture Accenture 16

17 Your Role Today Understand the project objectives and future-state direction Become familiar with the BPR effort and outcomes as well as how it fits into the future implementation journey Understand the design scope for the particular process area Review the processes to understand proposed future state Provide feedback, reactions, and ask clarifying questions, as needed Identify additional groups that will / may be impacted by the proposed changes Provide perspective on how your department / unit may perceive changes Confidential Confidential to UW to UW and and Accenture Accenture 17

19 Definition of a Process A process is series of actions in a certain sequence that delivers clear value. It provides a visual representation of the roles, tools, skills, and environment needed to support the designed process. What Process Is. End-to-end visual of core activities Triggered by business events Common practice Key roles and handoffs identified Event with a clear, measurable conclusion Produces an end product or provides a service Example: Talent Acquisition - Create Requisition & Posting What a Process Is Not Step-by-Step instructional procedures (e.g., desktop procedures, SOPs*) Exceptions to common practice Participants detailed activities defined Activity for system set up or configuration Ongoing event with no clear conclusion UW Example: Labor Relations - Monitor Labor Situation An efficient process has an output that creates value for the customer and thereby provides a means of competitive advantage. An inefficient process does the opposite. *SOP = Standard Operating Procedures or desk manual Confidential to UW and Accenture 19

20 Practical Example of a Process Platform (L-1)* Daily Activity Process Area (L-2) Go to Work Leave Work Process (L-3) Wake Up Shower Get Dressed Eat Commute Activity (L-4) Choose breakfast Prepare food/drink Consume breakfast Wash dishes Task (L-5) Open cabinets Scan shelves Scan refrigerator Select cartons Move cartons to table Combine ingredients Cook necessary foods Eat food Drink coffee / tea Put dishes in the sink Rinse dishes Place dishes in dishwasher *Terms and levels reflect Accenture methodology Confidential to UW and Accenture 20

21 Breakdown of Key Process Flow Elements Swim lanes indicate the role performing the action lanes indicate responsibility and illustrate interactions and handoffs Process name and numbering convention unique to the process area Integrations with other process areas / functions / teams Sequenced steps performed, including expectations on enabling technology* Annotations provide additional context Defined paths for each decisions point or scenario *Technology assumptions to be validated once technology solution is determined Confidential to UW and Accenture 21

23 Workforce Management - Overview Process Description: The process of managing employee data, including activities to identify, review, and administer these changes for employees and affiliates of the University (e.g., name / address / department changes, mass data changes). Process Scope: Identify Employee Data Change - Manager Identify Employee Data Change - Employee Mass Employee Data Change Review Employee Data Change Administer Data Change Current State Payroll system utilized as the HR system No central repository for reliable employee data Manual / paper-based data changes and approvals Limited ownership and oversight over data request completion Limited visibility into status of data requests Minimal tracking and reporting capabilities Future State Dedicated HR Solution for all personnel data (e.g., payroll, leaves, benefits) One source of truth for employee data Workflow-enabled data changes and approvals Increased transparency of data request status Role-based system access Tracking and reporting capabilities to support business-as-usual operations Confidential to UW and Accenture 23

24 Workforce Management - Overview Current State Future State with New System Compensation Compensation Benefits Admin Payroll Benefits Admin Payroll Performance Mgmt Training & Development Performance Mgmt D Workforce Management Training & Development Labor Relations Leave Admin Labor Relations Leave Admin Note: Not all areas reflected in illustration Confidential to UW and Accenture 24

25 Workforce Management - Overview # Future State Design Impact Description 1 Greater access to and tracking of historical employee data and actions 2 Enhanced notifications and communications concerning data changes Greater system stability for improved data quality, improved customer confidence/satisfaction, and less maintenance across multiple systems Increased Customer Satisfaction and transparency Notifications available at all appropriate levels including employee, manager, central offices, etc. 3 Elimination of multiple systems Major data conversions will be needed to import information into new system Degree of Impact 4 Single data entry Elimination of duplicative data entry; need for various systems Improved data quality, employee efficiency 5 Greater transparency resulting in less variability/special treatment 6 Roles and authority assigned, not restricted to financial org code Provide greater equity and consistency on decisions making and improved efficiency/effectiveness of processes Defining span of control and level of information available based on roles Very high High Medium Low Very Low Confidential to UW and Accenture 25

26 Process Review Activity Activity Setup Participants form themselves into small groups (ideally 3 4 people per group, although dependent group size) Groups nominate a group reporter who will share the group s comments or questions with the broader audience Confirm participants have a copy of the Process Narrative, which includes the process flows that will be reviewed. Reminder: the Workshop Deck Appendix contains additional materials for your reference: o Process Design Key o Process terminology Activity Facilitator reviews key aspects of the first process flow and highlighting key changes Groups reference the flows and consider the following: Small groups Reflect on the UW HR / Payroll current state Strengths across each HR pillar (Leadership, COE, HRBP, HR Ops / Admin) Group reporter notes feedback they want to share with the process team and broader audience. Groups to consider the following: o How is this process an improvement from what you do today? o Do you anticipate any challenges for your unit / department? o Are we missing anything? Facilitator calls on groups in a round robin to share their feedback and answer any questions (with the support of the process team) Repeat **Process team note taker(s) will also be documenting your questions and feedback for follow up post-workshop.** Confidential to UW and Accenture 26

27 Workforce Management Roles The process flows indicate activities performed by roles, and not specific individuals or jobs. One individual can perform multiple roles. Roles in the Workforce Management processes are as follows: Role HR Administrator Approver / Reviewer Data Change Requestor/Submitter HR Manager Technology Employee Description Responsible for entering data into the system and answering HR-related questions Reviews and/or approves, denies system input based on workflow requirements The party initiating a data change request HR resource responsible for a specific group of employees Supervisor of employee (i.e., has a reporting relationship) Activities that will be automated by the future technology system Individual performing work for or otherwise affiliated with UW Confidential to UW and Accenture 27

28 11.0 Workforce Management Confidential to UW and Accenture 28

29 Identify Employee Data Change - Mgr Confidential to UW and Accenture 29

30 Process Review Activity - FEEDBACK 5 Minute Feedback Consider the following in your groups: o How is this process an improvement from what you do today? o Do you anticipate any challenges for your unit / department? o Are we missing anything? Confidential to UW and Accenture 30

31 Identify Employee Data Change - EE Confidential to UW and Accenture 31

33 Mass Employee Data Change Confidential to UW and Accenture 33

35 Review Employee Data Change Confidential to UW and Accenture 35

37 Administer Data Change Confidential to UW and Accenture 37

40 Next Steps Your feedback has been documented and will be reviewed by the Process Leads Subsequent actions may include: Submit item to another process area for consideration and action Log item to be addressed as part of the overall HR/Payroll Replacement project, following system selection Add item to the Decision Log, to be addressed at a later stage during implementation Update the flow / narrative Stay tuned for future communications and activities regarding the BPR project For additional information on the HRP/BPR projects, please visit You can also contact Ryan Markowski directly at [email protected] Confidential to UW and Accenture 40

42 BPR Process Design Key Confidential to UW and Accenture 42

43 Workforce Management Terminology The following terms are used in the Workforce Management process flows: Term Review Approve Mass Data Change Life Event Definition A step within a process workflow that provides the ability to Edit or Send Back to the requestor A step within a process workflow that provides the ability to Approve or Deny a request, final approval and should only be 1 approver. Data changes impacting multiple employees. Specific criteria of Mass Data Change parameters TBD. Events impacting medical benefits including marriage, divorce, legal separation, birth/death/adoption/change in custody of a child, death of spouse, employment status change, or loss/gain of insurance eligibility of spouse Confidential to UW and Accenture 43