HR Renewal Program & CAPEX Planning Document, December 2010

HR Renewal Program & CAPEX Planning Document, December 2010 Incorporating: HR Renewal 2010 Program Review HR Renewal 2011 Overview Human Resources CAPEX Projects 2011 Prepared by: Karen Davies HR Renewal Program Manager

HR Renewal: Progress Review Table of Contents 1. Background & Context... 3 1.1. The HR Renewal Program... 3 1.2. Key Achievements... 4 2. HR Renewal Stream Updates... 5 2.1. HR Operating Model... 5 Key Achievements... 5 Next Steps... 6 2.2. HR Strategy, Service and Culture... 6 Key Achievements... 6 C4B Refurbishment... 7 Next Steps... 7 2.3. Efficient HR Processes and Systems... 7 Recruitment Improvement Project... 8 Induction... 9 Project CasPer... 10 Return to Work Project... 11 Additional Improvement Opportunities Undertaken... 11 2.4. HR Leadership and Capability... 12 3. HR Renewal Planning 2011... 13 3.1. Program Outline... 13 4. HR CAPEX Planning 2011... 14 4.1. Performance Management System... 14 4.2. Implementation of an OH&S System... 15 4.3. Implementation of an Induction Module... 17 4.4. Implementation of the Alesco Time and Attendance Module... 19 4.5. Implementation of the V12 Alesco Minor Release... 20 5. Program Management... 22 5.1. CAPEX & HR Renewal Project Team... 22 5.2. Program Financials... 22 5.3. Project Dissection... 23 5.4. HR Priorities 2011 2016... 23 5.5. Timeline... 24 Page 2 of 25

1. Background & Context During 2010 Human Resources have been proceeding with the implementation of the recommendations from the external review undertaken by PriceWaterhouseCoopers (PwC) undertaken during late 2009 titled the HR Renewal Program. The key findings from this review included: HR s performance consistently falls below internal client expectations. A large proportion of HR resources are allocated to the administration of inefficient, administrative processes. HR systems, infrastructure, reports and tools are not being used to their full potential. HR staff engagement and morale appears low. As a result of these findings HR embarked on an extensive program of work during 2010 known as the HR Renewal Program. The objective of the first phase of the HR Renewal Program was to fix the basics ; improve operational efficiency and meet the needs of our clients across the University. 1.1. The HR Renewal Program The HR Renewal Program has four streams, which are being progressed in parallel to achieve the renewal objective of fixing the basics, through 2010: 1. HR Operating Model 2. HR Strategy, Service & Culture Improving the clarity and alignment of HR roles and responsibilities 3. Efficient HR processes & Systems Delivering strategic projects to enhance the efficiency and effectiveness of HR operations HR RENEWAL Clearly articulating a vision and strategy for HR and building staff engagement 4. HR Leadership & Capability Investing in capability development for HR staff, to support delivery of the HR vision The progress against these four streams, to 30 November 2010, is outlined on the following pages. Page 3 of 25

1.2. Key Achievements The key achievements from the 2010 HR Renewal Program of work include: The roadmap for Human Resources renewal has been developed. A new erecruitment solution, Taleo, has been implemented which delivered a streamlined, simple and transparent solution. An improved, intuitive and comprehensive website including tool kits for managers, staff and new employees. Streamlined processes with fewer forms, less blockages and quicker turnaround times. Implemented more value added services. A refurbished work area and teams co-located. Improved management and team structures. New training offerings, including elearning opportunities, to support our programs of change. Significant improvements in service delivery as noted from Your Say survey results. Engaged clients through the Breakfast of Champions and Renewal Partner groups. A greater level of staff engagement even with the program of work arising from the HR Renewal Project. On the path to online processing of timesheets. Clarity and alignment of roles, functions and responsibilities to logical operational areas. A number of process improvement documents have been handed over to HR Operations providing a roadmap for implementing further system and process improvements. Page 4 of 25

2. HR Renewal Stream Updates 2.1. HR Operating Model This stream has been driven by the PwC finding that the HR Operating Model lacked alignment with University strategy; and that the roles, responsibilities and accountabilities across HR were unclear. Key Achievements HR has undergone significant restructure, including the development of three new positions reporting to the Director HR. In addition a new role of Staff Services Team Leader, reporting to the Manager Strategic Resourcing and Talent has been created. HR Operations Manager Manager, Strategic Resourcing and Talent HR Projects Officer. Staff Services Team Leader In alignment with the revised structure, roles and responsibilities across teams have also been reviewed. The new HR organisational chart is provided below. Director, HR PA to Director, HR Faculty HR Managers Manager, Strategic Resourcing & Talent Manager, HR Operations Manager, Employee Relations Manager, Organisation and Staff Development Manager, Staff Health Staff Services Team Leader Manager, HR Information Systems Manager, Remuneration Services HR Projects Officer Staffing Services Team HR Information Systems Team Remuneration Services Team Employee Relations Team Organisation and Staff Development Team Staff Health and Safety Team Page 5 of 25

Next Steps Next steps for this stream include: Analysis and redistribution of responsibilities between the Staffing Services Team and the Remuneration Services Team. Note: Work on this has commenced and is attached as Annexure A. General analysis and redistribution of HR roles and workload. For example, the HR Information Systems Team is currently responsible for the distribution of Parking Permits purchased via salary sacrifice. It is proposed that this activity be transitioned to the Security/Facilities/Parking area of Macquarie University. 2.2. HR Strategy, Service and Culture The PwC review identified that HR was lacking a holistic HR vision and strategy and, as a result, was not aligning its resources to activities that will deliver the greatest value for Macquarie University. Additionally, staff morale and engagement appeared to be low, which may impact on productivity and customer service. This stream aims to address these issues by clearly articulating and sharing a vision and strategy for HR and improving communication and engagement. Key Achievements The table below outlines the communication activities that have been undertaken to improve communication, both within HR and more broadly across the University. Activity Audience Channels Development of HR strategy Communication of HR strategy Regular update on HR business as usual activities Regular updates on HR Renewal projects HR Leadership Team All HR staff All HR staff All staff impacted by HR Renewal Projects A number of off-site strategy planning sessions held in 2010 to build the HR strategy and align it with the University strategy Presentation by TS at May HR staff meeting and subsequent follow up at each of the HR Staff meetings. From Tim s Desk monthly email newsletter introduced. HR Renewal wiki: https://wiki.mq.edu.au/display/hrrenewal/ho me HR Renewal pages on HR intranet site Page 6 of 25

Activity Audience Channels HR Team improvement sessions Staffing Team Payroll Team HR Renewal pages on Momentum intranet site Introduction of Renewal Champions network of support across all faculties and offices (First meeting of this group held 8 July 2010) Presentations at faculty / office management meetings Team meetings to identify and progress improvement opportunities identified by the teams. C4B Refurbishment In addition to increasing communication activities a refurbishment of the physical HR work space was completed in August 2010 which allowed teams to be co-located and assist in the improved engagement and morale. Next Steps Next steps for this stream of work include: Ongoing communication and engagement with staff Delivery of identified opportunities for improvement through the HR Team Improvement Sessions. 2.3. Efficient HR Processes and Systems A number of opportunities to improve the efficiency of HR processes and systems were initially identified through the PwC review. Subsequently, as part of Macquarie University s HR Renewal Program Project, further and more extensive process and system improvements have been identified. These have been prioritised in terms of their strategic importance and operational impact. There were four key projects within this activity including: 1. Recruitment Improvement Project 2. Induction 3. Project CasPer 4. Return to Work Program. Page 7 of 25

Recruitment Improvement Project The ways that we advertise positions and select candidates sends a powerful message to potential employees about who Macquarie University is as an organisation and as an employer. The Recruitment Improvement Project aims to improve the efficiency of current recruitment and selection processes and contribute to a positive candidate experience. The project team consulted with recent hires, hiring managers, faculty HR managers and central HR stakeholders to identify the issues with the existing recruitment process and generate solutions to improve recruitment. A key issue that emerged from the consultation was that the current Macquarie Online Recruitment System (MORS) has restricted capability to automate workflow, which is a key contributor to current inefficiencies and paper-driven processes. Further, it is not set up to measure recruitment performance or capture recruitment data to enable analysis and continuous improvement. To address these issues, the Recruitment Improvement Project is implementing a best-in-breed software solution from Taleo to replace MORS. The benefits of this new system include: More intuitive and user-friendly experience for candidates Time savings for hiring managers and HR through increased automation and streamlined processes Improved reporting across all areas of recruitment and selection Greater flexibility through more self-service options for candidates and hiring managers. The Taleo system also offers more solution opportunities to address other manual processes including fixed term contract renewals, casuals and performance management. The new Taleo erecruitment solution went live on 5 October 2010. Additionally, to better support hiring managers in their recruitment and selection activities, this HR Renewal Program implementing a Recruitment and Selection Toolkit, which includes a database of behavourial interview questions, and an the introduction of a specialized interview skills training course to enhance staff capability in conducting selection discussions. Page 8 of 25

Induction First impressions are very important and the Induction Project is focused on creating a first impression for new starters across the university that is consistent, welcoming and helps them become oriented with the university and their new role. The high level induction process is outlined below: Pre-arrival preparation Workplace induction University orientation Job orientation Faculty/office orientation The diagnostic phase of this project included the following activities to inform issue analysis and solution design: 31 One-on-one interviews with key stakeholders across the University s faculties and offices 3 Focus groups with academic and professional staff, with a total of 16 attendees Mapping of the As Is pre-employment process with Staffing Advisors Development of a survey (yet to be distributed) for new starters about their induction experience. A key issue that has emerged through the extensive consultation undertaken by this project is that the quality of a new starter s induction to the University is highly variable across faculties and offices and largely dependent on the hiring manager. The project has developed the supporting Induction process and content to support high quality and consistent induction of new starters from pre-employment to the end of their first three months. Project deliverables included: Agreed to-be induction process map Clearly defined roles, responsibilities and accountabilities in relation to induction Induction checklists for managers Materials for new starters, e.g. welcome email. Phased implementation of changes is anticipated to start in November 2010 March 2011. Page 9 of 25

Project CasPer The scope of Project CasPer (short for Casual Personnel) is to improve the ways in which we recruit and pay casual staff members across the University. The project team consulted with 129 casual and sessional staff via an online survey. The project team also consulted with hiring managers and HR staff, through focus groups and process mapping, to identify the following key issues: There is large variability in the ways that casual and sessional staff are recruited and managed across the university Current processes are largely paper-driven, with many forms being walked to HR on a regular basis Processes, roles, responsibilities and accountabilities relating to the management of casual staff are not clear. Work proceeded to transition as many of the 800 casual staff receiving a paper pay slip every fortnight to HR Online. The project team has also worked closely during the Solutions Design phase for the Alesco On-line Timesheet solution and consulting with relevant stakeholders about their needs in relation to online timesheets. Further, analysis of other higher education institutions online timesheets was conducted including the University of Sydney and University of Western Sydney. Due to a delay in the Alesco V12 upgrade, the phased implementation of the Alesco On-line Timesheet solution across the faculties and offices has been delayed from the original plan of October December 2010. It will now commence during December 2010 March 2011. One of the other initiatives which will be implemented by the HR Renewal Team for Casual employees will be the expansion of the new Taleo (e-recruitment) system to allow the Re-appointment/Extension process that is currently undertaken for casual staff to be conducted online. Page 10 of 25

Return to Work Project The Return to Work Project is focused on enhancing the ways that the University manages the return to work process for injured workers with a worker s compensation claim. The project team mapped the current processes and consulted with managers and workers who have recently experienced the return to work process. Key findings of the diagnostic stage of this project were: Macquarie University does not have a documented Return to Work Program and, as a result, is not compliant with legislative requirements under the Workplace Injury Management and Workers Compensation Act 1998, s43 (NSW). Distribution of workload associated with return to work is sub-optimal, with the Injury and Claims Management Coordinator performing the vast majority of activities in this process There is a lack of awareness amongst supervisors in relation to their role and responsibilities in return to work for their direct reports who sustain a workrelated injury or illness Project deliverables from the return to work project include a documented and agreed Return to Work Program and detailed to-be process documentation with a supporting RACI (Responsible, Accountable, Consulted, and Informed) matrix for each of the roles involved in the process. This has been supported by communication materials, for example quick reference guides for supervisors, outlining the changes and expectations in relation to return to work. Implementation of changes is expected during November 2010. Additional Improvement Opportunities Undertaken In addition to the improvements being implemented through the four HR Renewal projects, other activities that have been undertaken to enhance the efficiency of HR processes and systems include: Transition of the HR meeting spaces from paper-based diary bookings to online bookings via Gmail Completion of process documentation to help improve the consistency of systems use across operators and support training of new users Identification of 190+ system-based improvement opportunities across staffing and payroll processes, which are being progressed at the individual Team level. HR team based improvements from a workshop undertaken during one of the regular HR staff meetings including internal HR process automations. Page 11 of 25

Establishment Review. Policy and Procedure Review. Forms Review. Development and access to organisational charts, via OrgPlus. Workforce Planning. Immigration Process Improvements, including new service provider SIRVA implemented. Preferred Suppliers for Recruitment activities. 2.4. HR Leadership and Capability The purpose of this stream is to identify training needs for HR staff and build capability to support the implementation of changes to processes, systems and structure. A number of training programs, from July 2010, were implemented including: Industrial relations (selected staff) Customer service training (all HR) VISA processing (selected staff) Project management (all HR) Note: Due to timing some of this training will be undertaken during 2011. Lean Six Sigma (all HR). Note: Lean Six Sigma Training has been made available to all HR staff involved in project teams related to HR Renewal projects. Further training sessions will be undertaken during 2011. Page 12 of 25

3. HR Renewal Planning 2011 In the original review undertaken by PwC it was highlighted that the HR Renewal Project would be a 12 24 month program of change. Whilst a large number of the initiatives outlined in the program have been implemented, there are still a significant number that need to be undertaken. To allow Human Resources to finalise the work undertaken to date with the HR Renewal Program additional funding was requested, and approved, to continue and finalise this program during 2011. 3.1. Program Outline The PwC review identified that HR staff currently spend approximately 73% of their time on administrative and basic advisory tasks. The program of change has already realised significant process savings and the work during 2010. During 2011, HR will build upon these administrative opportunities. The end result for Human Resources will be the implementation of more value added activities for our clients and improved and reduced administrative overheads for the University. The 2011 HR Renewal Program includes: Electronic Document Management Implementation and alignment of the University wide electronic management solution (Cortex Project) that will allow Human Resources to move to full electronic records management. This will include: o The development of a HR electronic records strategy. o Compliance with the NSW State Records Management Act. o Compliance to recent Audit Reviews. o Minimise the time and effort in filing, retrieval and storage of paper records. o Reduction in on site storage requirements. Process Improvement Projects The initial HR Renewal Program identified four key areas of improvement. During 2011 this program will be expanded to include: o Realignment of activities within Staffing and Payroll. o Remuneration and benefits o Implementation of recommendations from the report titled HR Renewal Program MQ HR Process Improvements which identifies system and process changes across all operational areas of Human Resources. Communications/ Website Development Page 13 of 25

4. HR CAPEX Planning 2011 4.1. Performance Management System The implementation of a performance management solution, endorsed by the Senior Executive, will allow Macquarie University to further embed and track the organisation wide performance management cycle from organisational strategy through to individual reward thus aiding in the attraction and retention of outstanding personnel. The implementation of a technical performance management solution will underpin the implementation of a performance bonus for professional staff. Background There is an organisational KPI in place for the introduction of a performance bonus system for professional staff. The key dependency for the successful implementation of a bonus system is a technical and secure performance management solution where information can be entered at the functional source and tracked by Human Resources. Benefits To achieve alignment between organisation strategy and individual KPI s. Increase the update of the performance management system through efficiencies in tracking staff participation in the performance management cycle, both annually and longitudinally with targeted interventions/ follow ups with groups who are slow to adopt. More targeted support for functions and work units through improved tracking of development plans. Improve the ability to drive performance in the University by making objectives clear and accountable, transparent and easy to manage. Enablement of a professional reward system, which is currently absent in the performance management cycle. Improved monitoring of the quality of documented performance and management goals. Enables targeted support to managers who require more coaching in these areas of performance management. Efficiencies in tracking of staff development plans and achievement leading to more accurate performance records. Reduced time to administer performance management cycle across the University. Financial Allocation A request for an allocation of $265,250 as part of the 2011 CAPEX Planning Cycle was made and approved. Page 14 of 25

Impact areas internal to HR Organisational Development Team HR Renewal Business Analyst HRIS Systems Team Vendor Impact areas external to HR Informatics (technical integration) Faculty Executive Faculty HR Managers/ Office HR representatives and/or HoD Senior Executive Project Management Project Lead: Margo Droulers, Manager Organisation and Staff Development Project Manager & Functional Lead: Marie Cirillo, Business Analyst HR Renewal Program Project team members proposed include: Margo Droulers Marie Cirillo Faculty HR representative/s HRIS Systems representative Informatics representative (integration) Note: Work has commenced in planning this project, engagement with Informatics and documenting business requirements. 4.2. Implementation of an OH&S System It was highlighted that there was an urgent need to purchase a University wide occupational health & safety (OH&S) management system to support the workplace management of OH&S and workers compensation arrangements. Under NSW and Australian laws Macquarie University is required to ensure prompt reporting of all claims to its insurance partners and government agencies. Page 15 of 25

Background The implementation of a university wide OH&S management system will provide risk control interventions not currently in place. Further during 2011, the University is moving to a burning cost model of premium calculation and it is extremely important that we can provide reporting of our OH&S related claims for the development of an annual insurance levy. The Vice Chancellor and Executive have committed the Macquarie University and related organisations to this model. Benefits Implement an incident reporting system for Macquarie University that will enable web based, enterprise reporting of OH&S incidents and work related injuries or illnesses. Web based enterprise reporting of identified hazards, risks and associated workflow to eliminate these. Strong compliance with statutory and legislative obligations in particular those relevant to OH&S, workers compensation and workplace injury management. Improvement in the quality of data relevant to OH&S, workers compensation and workplace injury management. Reductions in time spent on manual processes and duplicating data across multiple systems. Integrate with the University s HRIS. Provide a single point of data entry for all OH&S, workplace injury and insurance claims management processes; crisis management cases. Reduce costs, including material and distribution costs. Reduce annual insurance premium costs and provide reporting to support the new financial burning cost model. Provide a central source of reporting, OH&S and hazard issues related to students. (It should be noted that this is the first year that we will be using the one system for reporting staff and students.) Financial Allocation A request for an allocation of $259,100 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR Staff Health Team HRIS Systems Team Impact areas external to HR Campus Wellbeing Faculty HR representatives Financial Services Page 16 of 25

Informatics Student Business Systems & Solutions representative University Hospital Vendor Project Management Project Lead: Michael Carley, Manager Staff Health Project team members proposed include: Michael Carley Kerrie Gregory Matthew Stafford Campus Wellbeing representative/s Faculty HR representative/s Financial Services representative HRIS systems representative MGSM and University Hospital representatives Organisational Development team member (change management plan) Note: Work has commenced in planning this project, engagement with Informatics and documenting business requirements. 4.3. Implementation of an Induction Module Orientation and onboarding of new staff to Macquarie University is a key activity for Human Resources. Impressions formed by new employees during their first weeks and months can be lasting and significantly influence the Macquarie University employee brand. Background The request from the CAPEX planning was the implementation of the Taleo Onboarding/ Induction module to follow on from the recent implementation of the new erecruitment solution from Taleo. The implementation will allow a fully streamlined application, offer and induction process. Benefits Realign the full recruitment model and service offerings from Human Resources to deliver greater value to internal clients and demonstrate to new starters that the University is committed to becoming a top eight Australian university. Page 17 of 25

Implement a formal monitoring system to track; measure and ensure that all probation periods are adequately monitored by the University. This will allow the University to ensure it is not retaining unsuitable new staff. Recent Audit Reviews indicate the induction and orientation experience for new higher is highly variable. This project will ensure that the information provided and the experience received by new employees is consistent across the University. Increased productivity of new hires so tht the time taken to fully contribute to the organisational objectives is reduced. Increase consistency of branding and messaging to all new hires and reducing our legal risks in relation to policy and compliance. Financial Allocation A request for an allocation of $70,640 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR HRIS systems team Organisational Development Team Staffing Team Impact areas external to HR Faculty and Department HR areas Informatics Vendor Project Management Project Lead: Sally Matthey, Manager Strategic Resourcing and Talent Business Analyst: Marie Cirillo, HR Renewal Project Project team members proposed include: Sally Matthey Marie Cirillo Lisa Warren Faculty HR representative/s HRIS systems representative Induction Project Team members Informatics representative (integration between Taleo & HRIS system) Page 18 of 25

4.4. Implementation of the Alesco Time and Attendance Module Background This project is the implementation of the Alesco HRIS Time and Attendance module. This module meets the needs of a number of key stakeholders across the University where a high percentage of staff in these workplaces work various hours via predetermined shifts. This module will interpret awards and develop rosters for their team/s which then derives the payments available to the employee. Benefits Allow the planning and rostering of employee work times in advance. Management of roster and time and attendance by managers using the WSS (web self service) functionality of HRIS. Full integration with other Alesco functions including costing, leave and payroll processing. Automatic interpretation of work times under the required Award/Agreement eliminating interpretation errors and variations and providing efficient and consistent application of payment rules. Financial Allocation A request for an allocation of $115,000 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR HRIS Systems team. Payroll Team Staffing Team Impact areas external to HR Informatics shift work stakeholder - systems integration Library Vendor Page 19 of 25

Project Management Project Lead: Doug Barker, HR Operations Manager Project team members proposed include: Lorraine Francke, HRIS Systems Administrator Business Analyst, HRIS Systems Team Informatics representative Library representative/s Office of Facilities Management representative/s 4.5. Implementation of the V12 Alesco Minor Release Background The Human Resources Alesco/ Talent2 HRIS is the core system used for managing all aspects of staff payments associated with the University. To ensure we remain compliant with the vendor there is a requirement that we apply minor releases to the system during the course of the year. This upgrade is normally scheduled for either April or October annually. Benefits The upgrade is required to remain compliant contractually with the vendor of the Alesco HRIS, being Talent2. The upgrade provides Human Resources systems team with the latest system and functionality improvements, resolution to some of the outstanding issues and bug resolutions previously identified. The upgrades allow Macquarie University to remain compliant with legislative changes to Payroll and HR as and when changes are made. Financial Allocation A request for an allocation of $20,250 as part of the 2011 CAPEX Planning Cycle was made and approved. Impact areas internal to HR HRIS Systems team Payroll team Staffing team Superannuation Team Impact areas external to HR Informatics User Acceptance Testing external to HR Vendor Page 20 of 25