HR Service Delivery Project Overview Background A campus-wide assessment of the Staff HR function confirmed that several opportunities exist to improve HR services Campus customers want more value from Staff HR Staff HR and service center HR entities are largely administrative HR processes are manual and cumbersome Strategic human resource services are missing throughout the campus A lack of standard processes has created confusion, lengthened process cycle times and resulted in higher costs Staff HR is viewed by many as a gatekeeper and bottleneck Most roles within Staff HR are not strategic Inadequate HR services delivered through some service centers has increased employment risk for the campus 1 1
Organizational Design Changes SHR has set out to proactively transform itself to be responsive to the needs of its customers Assign line responsibility for several HR functions to an Assistant Director to enable the SHR Director to focus on strategic issues (Employment, Training, Benefits) Establish the role of Strategic Partners to provide dedicated strategic support to Divisions` Consolidate Labor Relations, Employee Relations, and Compensation functions into a single unit Establish the role of Transition Support Coordinator in recognition of the potentially large number of employees that will be impacted by organizational change Create a dedicated role for Policy Development and Implementation Transfer responsibility for (or eliminate) various HR functions to Divisional HR Managers Consolidate the SHR business/support functions to gain efficiencies and merge the function with the Employment Unit Establish role for Database Administrator to manage new Applicant Tracking System Establish role of Applicant Pool Developer to operationalize workforce planning strategies Consolidated role of customer support representatives into the Employment function 2 Strategic Partners Strategic Partner will enable SHR to deliver new strategic services Conduct strategic organizational planning and analysis to support Divisional organization design efforts Serve as an expert in the way work is organized and executed including understanding divisional jobs, roles, work flows, processes, and functions Provide strategic direction for divisional training and development Conduct division wide workforce planning including succession and retirement planning Conduct best practices research to maintain and provide expertise Support/Lead division/department and campus wide change management efforts Identify/develop opportunities to use technology to improve the delivery of HR services 3 2
Transition Support Coordinator In recognition of the potentially large number of employees who will be in transition over the next few years (retirements, changing roles, needing more/new skills) a Transition Support Coordinator position has been created Ensure the seamless transition of employees to / from new roles or to/from new organizations Coordinate and facilitate the implementation elements of an employee and manager transition plan Develop an overall employee transition model Identify, coordinate and/or deliver training needs to facilitate employee transition into new roles Refer employees and/or managers to support services Coordinate (or provide where appropriate) employee and/or manager counseling Work closely with Strategic Partners, HRP s and other SHR Staff to operationalize transition plans 4 Applicant Tracking System A separate RMS sub-team was asked to assess vendors for a campus wide applicant tracking system The Sub-Team is recommending adding the PeopleAdmin applicant tracking system Reduce time to hire Reduction in the number of manual handoff Reduction in number of delay causing process steps Real time reporting Reduce amount of paper generated Eliminate logging step Lower costs associated with printing and photocopying Expected increase in number of EEO/AA responses Allows existing ATS to be turned off mainframe is going away Improved communication to users Flexible reporting Turn off existing quick win system Candidate profile allows for proactive solicitation of qualified candidates for specific positions based on interest Supports workforce planning 5 3
HR Migration Project Team 6 HR Migration Project Team: Celena Allison BAS/SHR Lori Castro BAS/SHR Nancy Eder Social Sciences Susan Ford SA Shari Hastings PBS Madlyn Norman-Terrance SOE Julie Putnam BAS/SHR Cher Roberts Humanities Joyce Ryan Arts Dee Steele CBO 7 4
HR Service Delivery as Part of The Service Center Redesign The P3 Project Team concluded that non-integrated service centers are inefficient and are resulting in high cost Redundant systems Multiple manual process Multiple shadow systems Labor intensive The P3 Project Team developed a high level service center redesign plan with the following key elements Migrate HR from service centers to divisions Install an electronic time and attendance system Consolidate financial transactions into a single shared services organization 8 Initial Design The initial RMS / SHR Design Team conducted best practice reviews of relevant data and site visits to other institutions UC San Diego Site visit Stanford Site visit Cal State Monterey Bay Site visit Universal Studios Site visit University of Michigan (Report) HR at Apple Computer (Report) 9 5
Best Practices Leading organizations have created tremendous value by appropriately aligning HR roles and activities HR Services within Leading Organizations Centralized Strategic 15% -20% Succession planning Workforce planning Retention planning Regulatory Compliance Decentralized Consultative 55% - 60% Employee relations Recruiting and selection Training delivery Performance management Shared Services Administrative 20% - 30% Benefits administration Record keeping Leave administration Sick and vacation Ratio of HR Staff to Total Staff: Standard best practices Exceptional best practices 1:100 1:200+ 10 3 HR Divisions After considerable discussion, the HR Migration team proposed 3 divisional HR organizations Based largely on the belief that employees in these groupings have somewhat similar scopes and perform functions similar to one another Administration HR Student Affairs HR Academic Divisions HR BAS CBO IT Student Affairs CUHS 5 Academic Divisions Library UNEX UARC 11 6
Data Review The Project Team has collected and reviewed all relevant transactional volume data and aligned the data to the proposed organizational model Administration Student Affairs Academic 912 Headcount 493 are represented in 5 unions 223 are managers and supervisors 499 Temporary contract staff 100 Workers compensation claims 97 classifications 93 Salary actions 125 Open recruitments 35 Non-recruitments 110 Career Hires 180 Students 1061 Headcount 519 are represented in 9 unions 200 are managers and supervisors 127 Temporary contract staff 83 Workers compensation claims 86 classifications 53 Salary actions 180 Open recruitments 181 Non-recruitments 135 Career Hires 841 Students 1104 Headcount 529 are represented in 10 unions 387* are managers and supervisors 86 Temporary contract staff 96 Workers compensation claims 97 classifications 66 Salary actions 175 Open recruitments 120 Non-recruitments 160 Career Hires 435 Students *Includes 132 Academic Managers / Supervisors not included in total headcount 12 HR Divisional Roles Org Structure The following functional design was created to deliver the required HR services within each of the Divisional HR Organizations HR Manager Recruiting Employee Relations Compensation Administrative Support 13 7
High Level Role Descriptions Recruiting Employee Relations Compensation HR Manager Recruitment outreach (staff and students) Performance Management Compensation Administration Workforce planning New EE Orientation Employee Relations Classification Consult with Divisional Leadership Exit Interviews Labor Relations Merits Org. Dev. Separations Training Awards Best Practices sharing Diversity Planning Employee Discipline Information requests/dissemination Campus-wide training strategy Affirmative Action Collective Bargaining Administration Liaison Changes in terms and conditions Escalation of ER / LR issues Organizational development Policy and contract interpretation Leaves Managing the flow of information Internal Training/ reference Equity - stipend Managing the HRP Unit materials Evaluations Database administration Developing divisional strategies WC I2P2 (?) Partnership with SHR and Divisional HRP s Process design/ redesign/ implementation Web Maintenance 14 Divisional HR Professionals HR Manager Primary Activities Consult and advise divisional leadership on human resource and organizational matters Manage the recruitment and hiring process on behalf of divisions, departments and/or units Perform classification review and analysis for both vacant and filled positions except for positions requiring unique or special consideration Serve as a resource to employees for workplace issues/concerns, etc. Orient new employees into the University Conduct routine benefits counseling/administration associated with personnel actions Perform routine collective bargaining administration and compliance Serve as a resource for developing and implementing a campus-wide training strategy Ensure that appropriate training is delivered Consult with managers and supervisors regarding a broad range of HR related issues Manage job description development process Manage payroll issues (needs further analysis) Manage student employment and compensation Performance management administration Managing employee compensation 15 8
Recruiting Function Recruiting Primary Activities Diversity Planning outreach / recrutiing planning w/ ER Generalists Affirmative Action Organizational development Recruitment planning Manager discussions @ Budgetary approval Create job description and competencies Classification @ DB entry-initiate of requisitions Create posting RMS Open the recruitment @ Position specific ads (unless unique) @ Applicant pool management and communication Academic Division Metrics 295 Total Recruitments 435 Student Hires 300 Hires @ Job Offers @ Associate sign-ups @ New Employee Orientation Exit Interviews @ Separations @ Student Hiring Hiring training = Recruiter @ = Administrative Staff = Compensation RMS = Applicant Tracking System Position specific ads Applicant pool management and communication Job Offers NEWLY ADDED FUNCTIONS Associate sign-ups DB entryinitiate of requisitions Classification Create position Open the recruitment FUNCTIONS REDUCED or ELIMINATED Manual Handoffs Paper Pushing Less time drafting and reviewing job postings 16 Compensation Compensation Classification Primary Activities Compensation administration Stipend / Equity Above Minimum offers Classification Merits / Awards Info dissemination Changes to terms and conditions Leaves Workers Compensation Database administration Collective bargaining administration Retroactive Pay issues Academic Division Metrics 97 Classification Reviews 66 Salary Actions 96 Workers Compensation Claims Classification Activities Manager discussions Job description development Manager submissions Budgetary approvals Acknowledgement to employee Conduct review Preliminary analysis Information interview Compensation analysis Classification decision Labor notification Communication with employee and supervisor Salary decisions Respond to employee and /or supervisor issues Appeals 17 9
Employee Relations / Generalist Employee Relations Generalist Academic Division Metrics 1104 Headcount 529 are represented in 10 unions 387* are managers and supervisors Primary Activities General point of contact for divisional leaders / deans, etc. Employee relations Labor relations Performance management Training / tracking Internal training and reference materials *Includes 132 Academic Managers / Supervisors not included in total headcount Primary Activities Meet with supervisors regarding employee performance issues Available to meet with employees and applicants concerning a variety of workplace issues Work with managers regarding organization structures, roles, responsibilities, etc. Strategize with managers regarding downsizing Train, educate, inform managers and employees on a variety of policy, CBA, etc. issues Understand training needs develop a plan to deliver training Develop divisional performance management tools, plans, strategies Respond to union grievances Draft employee counseling / discipline letters Handle non-compensation components of workers comp. / ADA Establish / administer various work rules, policies, etc Liaison / conduit for matters involving EEO/AA, harassment, workplace violence, etc. Counsel managers regarding employee separations / terminations Collecting employee opinions Support employee events Policy reviews new program implementation Coordination of internal HR communications Attend division / unit staff meetings as appropriate Participate on work groups / task forces as needed Continues to develop professionally 18 Administrative Activities Administrative Activities Potential Shared Services Primary Functions PPS OEU Receptionist/Help Desk Payroll Database Maintenance Web maintenance/coordination Reporting/Responding to Information Requests Time and Attendance Work Study Admin/Coordination Pan Review PARs Reconciling beli/fica/1000 I2P2 Orientation hours/dope Tracking of Division-Wide Training Taken Volunteer Administration Divisional Events Coordination including orientation Temporary (contract) hiring Translating for Non-English speaking clients General Admin. Records management (paper & electronic) Clerical Support/HRP Support Forms/Information processing / development / updating / distribution Calls: merit / evaluations / awards (include. Service) Student Recruitment Position reports to HRP (unless the HRP later decides otherwise) 19 10
Next Steps Finalize staffing levels Merge SHR, HR Migration and RMS Projects into a single implementation planning effort Begin Implementation Planning Timelines Sequencing Major Activities Facilities identification and requirements Technology (RMS) integration Role migration Develop / recommend appropriate staffing approach Supporting communication plan 20 Time & Attendance Project Team 21 11
Time & Attendance - Team Project Team: Y. Lisetha Aranda SA Doug Carlson Social Sciences Melanie Christensen Humanities Jose Gaona Social Sciences Teresa Locatelli Arts Don Macangus BAS Peter McMillan BAS Kristin Mott PBS Doug Patten ITS Linda Rhoads P&B Michelle Santos BAS 22 Time & Attendance Vision Our work will produce a system which: Automates payroll adjustments Fully integrates with other IT systems Is flexible in application of policies, updates, changes with historical data, etc Creates a free flow of information among employees, supervisors, and managers Has a flexible reporting system Is user friendly Utilizes the minimum number of resources, Eliminates the need for shadow systems Reduces the need for manual processing Improves accuracy and accountability Has provable value 23 12
Time & Attendance Work Plan Sub-teams are focusing on the specific aspects of the system: Process Development Technology Acquisition Process Development Analyze the policies, practices, and procedures for payroll processing across the existing 26 service centers Develop a new process that can be used universally across the campus Specify roles and responsibilities for input and processing Recommend changes to campus payroll policy Technology Acquisition Identify the integration requirements between a new time & attendance system and existing campus information systems Develop and release an RFP Identify the optimal system vendor and product for UCSC Secure the system and manage the process for system integration 24 Time & Attendance High Level Process We have now built a 10-aspect process that is grouped into 7 major segments of activities Creating new employee time records Planning work schedules Updating and maintaining records Reporting time Processing leave requests Generating pay Resolving discrepancies For each of the segments, the team has defined the goal of the activities, and the specific deliverables that are produced by each involved entity: The employee The supervisor The shared services organization The T&A System 25 13
Time & Attendance High Level Process 26 Time & Attendance Work Flow 27 14
Expected Time & Attendance - New Responsibilities Employee Responsibilities Attending Orientation Obtaining work schedules from the T&A system Entering time as worked, reporting leaves as taken, and requesting leaves and additional work hours through the system Utilizing self service mechanism for resolving questions about pay New Abilities Easy access to their own records Easy method for requesting leave and verifying approval Easy way to track leave accruals Easy method for recording their time 28 Expected Time & Attendance - New Responsibilities Supervisor/ Manager Responsibilities Verifying employee records Creating and maintaining a base work schedule for each employee Reviewing records and resolving discrepancies on a daily or weekly basis Approving or denying requests Directing employees to the resources available New Abilities Easy access to the information for employees they supervise Alerts and messages regarding activity Streamlined records approval 29 15
Expected Time & Attendance - New Responsibilities Shared Services Organization Responsibilities Establishing records before work begins Training Employee to use system Establishing employee access to the system Notifying supervisor of new record Resolving issues that cannot be addressed via self service mechanisms New Abilities Connection of the T&A system to PPS and other campus systems Reduced time to reconcile records Clear communication with supervisors Effective, centrally located records 30 Time & Attendance Benefits Ability to engage in Real Time processing of data Employees level of personal responsibility for managing their benefits accruals, leave requests, and time records is increased Elimination of shadow systems At minimum, the 26+ service center FileMaker Pro and Excel time and attendance systems Reduction in the number of errors Over and under payment to employees Benefits accrual and leaves taken Overtime calculations Reduced need to audit records, facilitated by automatic notification of time reporting anomalies Errors caused by the lack of a standard interpretation of policies Reduction of duplicated efforts 31 16
Time & Attendance Timeline November December Jan - Feb Mar - Apr May - Jun July Review of the RFP 1 Vendor Demos 2 Vendor selection and contract negotiation 3 Mid-level & detail level process development 4 System integration User training Roll-out begins 32 What does all of this mean? Current Process The way we currently process time & attendance info takes a lot of time. Lots Lots of of data data entry entry Lots Lots of of manual manual calculations calculations Lots Lots of of checking, checking, rechecking, rechecking, and and retroactive retroactive adjustments adjustments Increased time required = we need a lot of people New Process Supervisors are responsible for managing employees time, the system automates many of the complex calculations Leave Leave accruals accruals automatically automatically calculated calculated according according to to contract contract specifics specifics No No time time estimating estimating Decreased time required = we need fewer people 33 17
Immediate Time and Attendance Next Steps Review the RFP responses Schedule and conduct vendor demos Analyze the connection of campus payroll and service center time and attendance tracking 34 18