11.0 Workforce Management. Workshop Presentation March 4, 2013

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11.0 Workforce Management

Workshop Presentation

March 4, 2013

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Today’s Agenda

2 Confidential to UW and Accenture

• 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

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Today’s Objectives

3

Understand the BPR Approach

Understand Future State Process Changes & Key Impacts and Gather

YOUR Feedback

Understand BPR Project Next Steps

Understand UW’s Case for Change

Build Project Awareness

(HR/Payroll Replacement, BPR)

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Case for Change: Why Are We Here?

Confidential to UW and Accenture 4

Antiquated

Technology

Inefficient,

Disparate

Processes

Our needs

exceed the

capabilities

of current

state

• Core technology is over 30 years old

• Systems do not support modern HR practices

• Technology creates process challenges and additional risk

(e.g., compliance)

• 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

• 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

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Case for Change: Anticipated Benefits

Improved levels

of Service

• Expanded

self-service for

managers and

employees

• Standardized

benefits and

compensation

data

• Better

transparency for

employees

Reduced

Operational Risk

• Fully integrated,

accurate data

• Improved

reporting and

historical

information

• Compliance

concerns

managed through

technology

Better Competitive

Positioning

• Streamlined

onboarding

• Stronger web

presence

• Better, more

comprehensive

data for strategic

planning

Savings

• Reduced system

support and

licensing costs

• More efficient

processes

• Reduced

administration

time

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Impacts to Our HR/P Operations

• 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

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Why Me?

• 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

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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

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Today’s Agenda

• Introduction

- Workshop Objectives

- UW Case for Change

- BPR Roles

- Why You?

• BPR Overview

• Process Design Orientation

• Workforce Management

- Process Overview

- Process Review Activity

• Next Steps

• Appendix

- Process Key

- Terminology

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HR/Payroll (HR/P) Timeline

Feasibility Study Selection

FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

Release RFP Contract Signed Business Process Redesign Planning / Kick-Off 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.

You Are Here!

Detailed Design

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Approach for Process Sessions

Focus Groups Workshop

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

Process Lead Sessions Logistics • 10 – 20 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 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

•Gather considerations for new requirements

There are three phases of Business Process Redesign in order to effectively gather feedback and shape the future-state of each process area.

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BPR Scope

The BPR project addresses nineteen process areas across HR and Payroll. Today’s workshop is focused on Workforce Management processes.

# Process Area

1 Organization & Position

Management

11 Workforce Management

2 Talent Acquisition

12 Time Collection & Timekeeping

3 Separation

13 On-Cycle Payroll

4 Performance Management

14 Off-Cycle Payroll

5 Training & Development

15 Ongoing & Year-End Payroll Processing

6 Succession Planning

16 Hazards & Incidents

7 Compensation

17 Violence Prevention

8 Benefits Administration

18 Disability Accommodation

9 Leave Administration

19 Communications

10 Labor Relations Administration

Today!

Complete

Complete Complete

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BPR Process Design Guiding Principles

• 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

• Avoiddefining processes that will require customization of the future state technology solution The following Guiding Principles helped shape the design of the future state processes and were applied to all process areas.

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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

Confidential to UW and Accenture

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

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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

# 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

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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

# 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

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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

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Today’s Agenda

• Introduction

- Workshop Objectives

- UW Case for Change

- BPR Roles

- Why You?

• BPR Overview

• Process Design Orientation

• Workforce Management

- Process Overview

- Process Review Activity

• Next Steps

• Appendix

- Process Key

- Terminology

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Definition of a Process

What Process Is….

What a Process Is

Not

…

• 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

• 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

*SOP = Standard Operating Procedures or ‘desk manual’

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.

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.

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“Practical” Example of a Process

Daily Activity

• Put dishes in the sink • Rinse dishes • Place dishes in dishwasher • Eat food • Drink coffee / tea • Move cartons to table • Combine ingredients • Cook necessary foods • Open cabinets • Scan shelves • Scan refrigerator • Select cartons

Wake Up Shower Get

Dressed Eat Commute

Choose breakfast

Prepare food/drink

Consume

breakfast Wash dishes

Platform (L-1)* Process Area (L-2) Process (L-3) Activity (L-4) Task (L-5)

Go to Work

Leave Work

20 *Terms and levels reflect Accenture methodology

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Breakdown of Key Process Flow Elements

Swim lanes indicate the role performing the action – ‘lanes’ indicate responsibility and illustrate interactions and handoffs

Sequenced steps performed, including expectations on enabling technology*

*Technology assumptions to be validated once technology solution is determined

Integrations with other process areas / functions / teams

Process name and numbering

convention unique to the process area

Annotations provide additional context

Defined paths for each decisions point or scenario

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Today’s Agenda

• Introduction

- Workshop Objectives

- UW Case for Change

- BPR Roles

- Why You?

• BPR Overview

• Process Design Orientation

• Workforce Management

- Process Overview

- Process Review Activity

• Next Steps

• Appendix

- Process Key

- Terminology

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Workforce Management - Overview

Identify Employee Data Change - Manager Identify Employee Data Change - Employee Mass Employee Data Change Review Employee Data Change Administer Data Change Process Scope: 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).

• 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

Current State 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

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D

Workforce Management - Overview

Current State Compensation Payroll Training & Development Performance Mgmt Leave Admin Labor Relations Benefits Admin

Note: Not all areas reflected in illustration

Workforce Management Compensation Payroll Training & Development Performance Mgmt Leave Admin Labor Relations Benefits Admin

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Workforce Management - Overview

# Future State Design Impact Description Degree of Impact

1 Greater access to and tracking of historical employee data and actions

• Greater system stability for improved data quality, improved customer confidence/satisfaction, and less maintenance across multiple systems

2 Enhanced notifications and

communications concerning data changes

• 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

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

• Provide greater equity and consistency on decisions making and improved

efficiency/effectiveness of processes 6 Roles and authority assigned, not

restricted to financial org code

• Defining span of control and level of information available based on roles

Medium Low Very Low

High Very high

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• 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

Process Review Activity

Activity Setup

• 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 Activity

**Process team note taker(s) will also be documenting your questions and feedback for follow up post-workshop.**

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Workforce Management Roles

Role Description

HR Administrator Responsible for entering data into the system and answering HR-related questions Approver / Reviewer Reviews and/or approves, denies system input based on workflow requirements Data Change

Requestor/Submitter The party initiating a data change request

HR HR resource responsible for a specific group of employees Manager Supervisor of employee (i.e., has a reporting relationship)

Technology Activities that will be automated by the future technology system

Employee Individual performing work for or otherwise affiliated with UW

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:

Do you anticipate any challenges for your unit /

department?

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Today’s Agenda

• Introduction

- Workshop Objectives

- UW Case for Change

- BPR Roles

- Why You?

• BPR Overview

• Process Design Orientation

• Workforce Management

- Process Overview

- Process Review Activity

• Next Steps

• Appendix

- Process Key

- Terminology

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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

http://www.uw.edu/uwit/im/HR/replacement.html

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Today’s Agenda

• Introduction

- Workshop Objectives

- UW Case for Change

- BPR Roles

- Why You?

• BPR Overview

• Process Design Orientation

• Workforce Management

- Process Overview

- Process Review Activity

• Next Steps

• Appendix

- Process Key

- Terminology

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BPR Process Design Key

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Workforce Management Terminology

Term Definition

Review A step within a process workflow that provides the ability to Edit or Send Back to the requestor

Approve A step within a process workflow that provides the ability to Approve or Deny a request, final approval and should only be 1 approver.

Mass Data Change Data changes impacting multiple employees. Specific criteria of Mass Data Change parameters TBD.

Life Event

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

The following terms are used in the Workforce Management process flows: