HRTransformationPresentation11-12-14

Report
HR Transformation and
Human Capital Management
(HCM) Priorities
1
Our Future
• The HR Transformation is our opportunity to be a part of
something ground-breaking at Penn State– taking Human
Resources to a new level
• The HR Transformation workstreams and the Human Capital
Management (HCM) project are the keys to our future
• We need to staff the HR Transformation workstreams and HCM
project with full-time, part-time, and general support subject
matter experts from across the University to be successful
• We must have the “right” subject matter experts on these efforts
or $50 million will be invested to create an expensive system that
doesn’t meet the University’s needs
• Together, we can make this successful, but it will take our
combined capabilities, willingness, and creativity
2
Future State
“It always seems impossible until its done.”
Nelson Mandela
3
The Realities
• We need to continue to provide quality HR support to the
Colleges, Campuses, and Administrative Units
• Each HR department is dealing with staffing challenges based on
“real life” – filling vacated positions (thereby requiring training),
covering for absences (maternity, illness, vacation, etc.)
• Many HR departments have already been asked to support
interim and/or developmental assignments
• We continue to be asked to coordinate more compliance
requirements without additional resources to handle them
• Although supportive of the HR Transformation and HCM project,
the “home unit” leadership also has work priorities within the
unit
4
Living in Our Current State
“Our dilemma is that we hate change and love
it at the same time; what we really want is for
things to remain the same, but get better.”
Sydney J. Harris
5
How Do We Move Forward?
• Must find ways to creatively approach the challenges of having
employees work on the HR Transformation workstreams and HCM
project
• Implementation partner will be selected and will provide expertise
and direction on how to proceed and refine roles
• Funds will be provided to units with full- or part-time project
employees (50% or greater) that can be used to backfill, provide
temporary increases, or staff peak periods of activity
• Can backfill jobs once individuals are identified to allow for crosstraining
• Should review work being performed to eliminate or delay
projects/activities that are not absolutely essential
6
How Do We Move Forward?
• Should look for opportunities to align interests:
• Can we provide developmental upgrades to employees and
backfill at the lowest level of complexity?
• Can IBIS be completed for combined groups?
• Can we use best practices or systems in one unit to achieve
completion of goals in another?
• Should we create some “common goal” groups to brainstorm
ways to get the work done more efficiently?
• As the leadership team, we must realize that if everyone says
“my group can’t participate”, we will not be able to move
forward
7
Getting to the Future State
“Set a goal to achieve something that is so big, so
exhilarating, that it excites you and scares you at
the same time.”
Bob Proctor
8
So What’s Next?
• Individuals are still needed to commit to involvement in the policy
and process HR Transformation workstreams
• Staffing of the HCM project must also move forward:
• Further details on the roles and areas of expertise will be
provided (subject to updating)
• Roles can NOT be filled from only the Office of Human
Resources and Payroll; perspectives and expertise (both within
and outside of HR) from the colleges, campuses, and
administrative units are essential
• Identifying individuals with the needed skill sets will allow units
to plan for the moves and backfill positions, as appropriate
• Individuals may volunteer or be nominated; final staffing
decisions will, however, be based on needs of project
9
HCM Matrices
• Draft matrices defining roles and answers to FAQs for HCM project
have been developed
• Lead and supporting roles defined by subject matter expertise
• Full-time and part-time (50% or greater) project employees
will receive additional temporary compensation
• Full-time and part-time (50% or greater) project employees
may be eligible for bonuses based on successful milestone
completion
• Guidance on topics such as performance management,
vacation, work hours, etc. will be provided once employees
are selected
• Guidance on temporary increases for home unit employees
will be provided to HR Reps
• Documentation of offers and responsibilities will be provided
10
“Remember, you can’t reach what’s in front of
you until you let go of what’s behind you.”
Chinna Sharma
11
HCM Project Roles –
Functional Team Leads
Role
Functional Team
Lead
Responsibilities (Common to all leads)
 Provide expertise in the respective functional area ( HCM/ Benefits/ Payroll/ Time Tracking/ Recruitment
(Talent Acquisition)/ Talent Management) for faculty, staff and students.
 Successfully configure the Workday module. Lead business process and configuration set up for the assigned
functional area/s.
 Participate in planning and design sessions.
 Coordinate with colleges, campuses and administrative units to efficiently and accurately identify functional
requirements for configuration in Workday. Identify key opportunities to standardize business processes and
streamline with Workday solution. Identify unique business requirements for legal and regulatory compliance.
 Work with the HR Transformation Team to identify pain points that will be addressed through the Workday
solution and identify impact to current policy, if any.
 Actively partner with other teams of the Workday project, such as
- Other Functional Teams to create integrated processes
- Technical Team for data conversion, integrations and reporting requirements
- Change Management Team for communication, knowledge transfer and training of users
- Testing Team to lead the Workday module testing through all project phases
- Project Management Team to support project deliverables and for Workday tenant coordination
 Partner with the vendor functional lead to create a detailed functional project plan. Work with the functional
team to complete deliverables and achieve milestones within planned timelines. Report progress on
functional project plan to the Project Manager.
 Coordinate with the Project Manager to identify and escalate risks and issues in a timely manner and identify
effective resolutions.
 Sign-off upon completion of designated functional milestones and provide assessment regarding go-live
readiness for the module.
 Serve as a change champion.
12
HCM Project Roles -Functional SME Team Member
Role
Functional SME
Team Member
Responsibilities (common to all)
 Provide expertise in the respective functional area. Participate in planning and design sessions.
 Support the Module Lead to successfully complete project deliverables and achieve milestones within planned
timelines.
 Support the Module Lead to successfully coordinate with colleges, campuses and administrative units, work
with the Business Transformation Team, actively partner with other teams on the Workday project and the
vendor functional lead.
 Manage the configuration of Workday for business processes and Workday data related to the functional area.
 Identify risks and issues, develop mitigation options and escalate issues to minimize impact to project
deliverables.
 Serve as a change champion.
13
HCM Project Role –
Functional Team Leads and SMEs
Role
Responsibilities
 Provide functional expertise in the areas of core HR, Student Employment, Faculty Information, Absence &
Leaves, and Compensation for faculty, staff and students.
 Responsible to lead business process and configuration set up for core HR, such as:
- Organizational Structures: create hierarchy of organizations, based primarily on supervisory relationships,
to facilitate reporting structures, security, and business processes
- Worker Profile: populating detailed worker information to track across the organization, including
regulatory information, addresses and contact information
- Locations: identify physical locations where workers perform job functions
- Staffing Management: staffing management practices such as individual positions, grouping of positions
HCM Team Lead and
- Job Profiles: identifying and creating job information that will be associated with a worker, including job
Functional SMEs
code, job description and pay rate type
(Compensation,
- HR Staffing- hire, termination, transfer, promotion of employees
Absence, Student,
- Manager Self-Service: including data about a manager’s team
Academic, Financial
- Employee Self- Service: including address and personal information
officer)
 Responsible to lead business process and configuration set up for Compensation Management, such as:
- Compensation Packages: identify and create packages and associate them with salary grades and profiles
- Compensation Plans: identify compensation elements that can be included in a compensation package,
such as salary plans and merit plans.
- Compensation Rules: identify and create rules that establish eligibility and auto-assign packages, plans
and grades a worker is eligible for.
14
HCM Project Role –
Functional Team Leads and SMEs
Role
Responsibilities
 Responsible to lead business process and configuration set up for Absence Management, such as:
- Accrual Rules: creation of rules that calculate accruals for Vacation, Sick, Paid Time Off & other time off
- Balances: creating calculations of accruals and time processed to reflect the Net Balances of time off
- Requesting Time Off: ability for workers to request time off through self service
HCM Team Lead and
- Requesting Leave of Absence: ability for workers to request leave of absence (personal or regulatory)
Functional SMEs
(Compensation,
 Responsible for business process and configuration set up for Graduate and Wage Student Employment,
Absence, Student,
including Recruitment, Job Profiles, Student Data, Federal Work Study, Hire, Termination, Self Service,
Academic, Financial
Compensation, Position Management, and Leaves.
Officer)
(Rachele Brida)
 Responsible for business process and configuration set up related to Academic Information, including faculty
tenure, sabbatical.
15
HCM Project Role –
Functional Team Leads
Role
Benefits Team Lead
(Robin Haas)
Responsibilities
 Provide functional expertise for faculty and staff benefits.
 Create benefits groups based on eligibility criteria
 Set up and manage insurance and health care plans, defined contribution plans, and employee spending
accounts
 Identify definition and management of evidence of insurability;
 Identify definition of validations for benefit options available during open enrollment and life events;
 Identify definition and management of rules to determine eligibility of benefits for new hire, position
change, life event, and other enrollment events;
 Define and apply benefit rates to different populations
 Transfer of benefit costs to payroll to enable processing of benefit deduction.
Recruitment (Talent  Provide functional expertise in Recruitment (i.e. Talent Acquisition) for faculty, staff and students. This
Acquisition) Team
includes Requisition Management, Job Posting Distribution, Interview Management, Offer Management,
Lead
Compliance and Pre-employment activities.
Talent Management
 Provide functional expertise in Goal Management, Performance Management, Succession Planning, and
Team Lead (Sue
Career and Development Planning.
Cromwell)
16
HCM Project Role –
Functional Team Leads
Role
Payroll Team Lead
(Ray Burke/Larry
Friedken)
Time Tracking Team
Lead
Responsibilities
 Provide functional expertise for US Payroll for faculty, staff and students.
 Set up Earning and Deduction Codes
 Configuration of Payroll Calculation Rules
 Configuration of Payment Election Rules
 Setting up Bank Depository Accounts
 Configuration of Pay slips; State and Local Taxes
 Payroll Accounting
 Audit Components
 Labor Distribution and Settlement
 Core Payroll and Finance Business Process configuration example Assign Costing Allocation, Assign Pay Group
 Self Service
 Federal, State and Local Tax Reporting
 Roles and Security
 Reporting in Workday
 Year-end payroll
 Provide functional expertise in collecting, processing, and distributing time data including basic time
scheduling, time entry (hourly, time in/time out), approvals, configuration of time calculation rules, and
reporting
17
HCM Project Roles –
Testing Lead
Role
Testing Lead
Responsibilities
 Create and implement the Workday test strategy for each testing phase of the project.
 Work with Functional, Technical and Security Teams of the project to identify the testing scope for end-to-end
business processes, data, integrations and reports.
 Identify testing scripts and data, coordinate readiness of Workday testing tenant, and integrations.
 Identify tools for each testing phase.
 Identify, train and manage resources for testing – with project teams, colleges, campuses and administrative
units.
 Plan and manage defect tracking and regression testing.
 Coordinate with the Project Manager to identify and escalate risks and issues in a timely manner and coordinate
on effective resolutions.
 Confirm that Workday is tested and validated per established testing standards, guidelines, and methodology.
 Serve as a change champion.
18
HCM Project Roles –
Technical Team Lead
Role
Responsibilities
 Provide expertise related to the University’s requirements for integrations, data conversion and validation,
reporting, and mobile solutions for Workday implementation.
 Participate in planning and design sessions.
 Coordinate with colleges, campuses and administrative units to efficiently and accurately identify integration,
data conversion and reporting requirements for Workday. Identify unique reporting requirements for legal and
regulatory compliance.
 Work with the HR Transformation Team to identify pain points that can be addressed through the Workday
solution.
 Actively partner with other teams of the Workday project, such as
- Functional Teams to identify reporting requirements.
- Testing Team to lead the end-to-end integration testing through all project phases
Technical Team Lead - Change Management Team for communication, knowledge transfer and training of users
- Project Management Team to support project deliverables and for Workday tenant coordination
 Partner with the vendor technical lead to create a detailed technical project plan. Work with the technical
team to complete deliverables and achieve milestones within planned timelines. Report progress on technical
project plan to the Project Manager.
 Coordinate with the Project Manager to identify and escalate risks and issues in a timely manner and identify
effective resolutions.
 Successfully complete integrations, data conversion and validation, reporting and mobile solution for Workday
implementation.
 Sign-off upon completion of designated technical milestones and provide assessment regarding go-live
readiness for Workday.
 Serve as a change champion.
19
HCM Project Roles –
Change Management, Training and Talent Management Lead
Role
Responsibilities
 Serve as the change champion for the project.
- Create and lead the implementation of the project change management strategy for Penn State.
- Lead end-user adoption of Workday at Penn State in alignment with the HR Transformation objective to
operate efficiently and effectively, and create consistency across the University. Lead the project
partnership with the HR Transformation Team.
- Monitor and manage feedback with project stakeholder groups, including Senior Leadership (Deans and
Department Heads), HR Community and Leaders, Training Liaisons, Administrative staff, Managers and
Employees for self service roles, Integrating Application Owners, Student Employment Offices and
Subject Matter Experts.
 Create and lead the implementation of the project training strategy.
- Partner with colleges, campuses and administrative units to identify training needs.
Change
- Lead creation of training materials and ensure timely training of the Workday user groups.
Management,
 Lead the Talent Management implementation of Workday. This includes:
Training and Talent
- Goal Management, Performance Management, Succession Planning, Career and Development Planning.
Management Lead
- Responsibilities identified as common to all functional leads
(Sue Cromwell)
 Actively partner with other teams of the Workday project, such as
- Communication Team to provide input on project communications
- Functional Teams to identify participation by Subject Mater Experts.
- Testing Team for end-user participation in testing through all project phases.
- Technical Team for reports training
- Project Management Team to support project deliverables.
Lead
the partnership with the vendor Change Management consultant, Training consultant and Talent

Management Lead. Create a detailed project plan. Work with the team to complete deliverables and achieve
milestones within planned timelines. Report progress on project plan to the Project Manager.
 Coordinate with the Project Manager to identify and escalate risks and issues in a timely manner and identify
20
effective resolutions.
HCM Project Roles –
Communications SME
Role
Communication
SME
Responsibilities
 Create and implement the project communications strategy for colleges, campuses and administrative units
to support successful end-user adoption of Workday at Penn State
 Create transparent communications that present both the pros and cons of moving to Workday.
 Create a platform to facilitate two-way communications with each audience group, including HR Community
and Leaders, Training Liaisons, Administrative support staff, Managers and Employees for self service roles,
Senior Leadership, Integrating Application Owners, Student Employment Offices and Subject Matter Experts.
 Monitor and manage feedback from project stakeholder groups.
 Use multiple channels of communication, including electronic (example Project and HR websites, email,
newsletters, presentations, tutorials and training), print (example posters, university newsletters) and face-toface (example open forums, workshops, manager meetings).
 Integrate HR Transformation and policy changes in to messaging as appropriate.
 Actively partner with other teams of the Workday project, such as
- Change Management and Training Team to get inputs on communication needs.
- Functional Teams to identify policy impacts.
- Testing Team for soliciting end-user participation in testing through all project phases.
- Technical Team for communication with IT community stakeholders.
- Project Management Team to support project deliverables.
 Partner with the vendor communication consultant to create a detailed project plan. Work with the project
team to complete deliverables and achieve milestones within planned timelines. Report progress on project
plan to the Project Manager.
 Coordinate with the Project Manager to identify and escalate risks and issues in a timely manner and identify
effective resolutions.
 Serve as a change champion.
21

similar documents