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Copyright 2016 by EPI-USE . Confidential and proprietary.
Purdue BPR Project – HCM Update
Project Update | 10-24-16
“HCM Transformation is a journey, not a destination”
Copyright 2016 by EPI-USE . Confidential and proprietary.2
Agenda HCM Transformation Vision What we have done to date Pain Points and Challenges How do we Improve and Transform New Terminology Timeline Measuring Success
Copyright 2016 by EPI-USE . Confidential and proprietary.
HCM Transformation Vision
What do we want to achieve?
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Concepts - Themes
Empowered Managers and Employees Automation – trigger capability and paperless Culture of trust and accountability Consistency from hire to retire for all employees Exception based processing vs. transactional based
approvals
Copyright 2016 by EPI-USE . Confidential and proprietary.5
HCM Transformation
Build a solid Foundation Essential requirement for sound HR service delivery Improve efficiency of core HR processes Support global and local compliance
Enablement through Engagement Build and develop a high performing workforce Right person, for the right job, at the right time Increase performance through development,
empowerment and rapid communication Provide a transparent and analytical view on the
workforce
Copyright 2016 by EPI-USE . Confidential and proprietary.6
Employee Central EC Payroll EC Time
Benefit Focus
Build a Foundation
HCM Business Process Reengineering
Recruiting
Onboarding
Performance and Goals
Succession Development
Learning
Compensation
Enablement through Engagement
Workforce Analytics
Copyright 2016 by EPI-USE . Confidential and proprietary.7
• Manager selects to post, review or eliminate position; automated flow to next step
• Position posted; position budget approved, when applicable
• Candidates reviewed –supervisor/committee access information easily in system
• Offer letter auto-generated
• Acceptance triggers automated onboarding and employee data populated in HR/Payroll system
• New Employee receives welcome message/ completes pre-start date activities
• New employee has system access day one
• Employee completes week one activities -enrolls in benefits, when applicable
• Employee and supervisor have baseline goals and first 90 days mapped
• Vacancy prompts automated posting options
Triggered Base CapabilityapitalManagement Vision
7
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What does Purdue use today?
Technology supporting HCM processes
Copyright 2016 by EPI-USE . Confidential and proprietary.9
HCM Core components – current technology
Components Faculty StaffStudent
Undergraduate
Graduate Staff Temps Regional
campuses
Core HR SAP HR
Benefits SAP Benefits / EBS
Time Paper Process / SAP Time / Kronos
Payroll SAP Payroll with ADP for Tax Payments and reporting
Compensation
SAP and Budget, paper based
SAP and Budget, paper based
Change in Pay
handled through the Automated Dashboard
system -SAP
Budget –rates and
then salary updated
through the Dashboard
Paper based
process to record
salary in SAP
Same as other
employee categories
Copyright 2016 by EPI-USE . Confidential and proprietary.10
Components Faculty StaffStudent Under-
graduate
Graduate Staff Temps Regional
campuses
RecruitingPaper
process, ECN tool and Taleo
Taleo SEMS and
Paper process
No process Taleo or outside agency
Varying methods by ee groups
Onboarding Faculty Orientation
Varying Processes
Student Orientation by
area
GPO –graduate
orientation None Varying methods
Performance & Goals
VaryingProcesses outside of
SAP
SAP and paper
processesNone None None Other processes
not in SAP
Succession Planning None officially None officially None None None None officially
Learning Blackboard / Premis
Blackboard / Premis /
SharepointNone None None
Blackboard (at some of the regionals)
HCM Talent components – current technology
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What have we done to date?
Copyright 2016 by EPI-USE . Confidential and proprietary.12
Approach
Discovery Sessions – reviewing current processes Completed Business Process Map Existing processes (over 300 for HCM) Standard processes in SuccessFactors
Mapped data fields between the old and the new High Level Gap analysis HR Organizational Plan
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Gaps identified
Fund and Grant allocation on an employee level Time recording devices Effort Reporting Non Resident Alien data points Concurrent Employment
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Pain Points and Challenges
Our findings to date
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HR Structures
Master Data – inconsistent with standards Employee group and subgroup is overly complex Sub groups combine multiple elements into one value Tracking information at each position
HCM Org structure Many custom relationships and objects
Copyright 2016 by EPI-USE . Confidential and proprietary.16
Benefits
Benefit Process Manual and Complex Benefit eligibility flag manually assigned and at a position
level Inconsistency of data between Ebenefits and SAP
• Manual reconciliation of interface files between vendors
• Reconcile between systems Complex policies creates difficulty in automating
processes
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Payroll cycles and steps Payroll Areas: Monthly: AY Monthly: FY Bi-weekly: BW
Number of pay cycles: Regular: 50 Scheduled off-cycles: 52 TOTAL ANNUAL 102
Steps annually: 6,000+
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Summer Pay
Complex calculations of pay rates per course on spreadsheets
Manual tracking on spreadsheets and reporting to payroll
Delays in reporting resulting in many retroactive calculations
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Job Structure and Pay structure
Job Structure and Pay Structure
Employment Process (recruitment to hire) Three systems – Taleo, SEMS, Academic Manual tracking No interface to SAP
Copyright 2016 by EPI-USE . Confidential and proprietary.
How do we improve and transform?
Addressing the pain points
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Simplify – Standardize – Re-engineer
Bi-weekly payroll area should remain to support: Indiana legal requirements for when payment is due FLSA calculations based on completed work weeks
Monthly payroll areas should be consolidated to one payroll area as it has the same periodicity, and pay date. No system or other reason to have 2 monthly payroll areas
Changing the periodicity of the monthly payroll will introduce risk to the project as it will not be possible to compare the cloud payroll results to the current payroll
Copyright 2016 by EPI-USE . Confidential and proprietary.22
Payroll Area Consolidation Bi-weekly payroll area should remain to support: Indiana legal requirements for when payment is due FLSA calculations based on completed work weeks
Monthly payroll areas should be consolidated to one payroll area as it has the same periodicity, and pay date. No system or other reason to have 2 monthly payroll areas
Changing the periodicity of the monthly payroll will introduce risk to the project as it will not be possible to compare the cloud payroll results to the current payroll
Copyright 2016 by EPI-USE . Confidential and proprietary.23
Payroll Areas: Monthly: AY Monthly: FY Bi-weekly: BW
Number of pay cycles: Regular: 50 Scheduled off-cycles: 52 TOTAL ANNUAL: 102
Steps annually: 6,000+
Payroll Areas: Monthly: NEW Bi-weekly: BW
Number of pay cycles: Regular: 38 Scheduled off-cycles: 24 TOTAL ANNUAL: 62
Steps annually: < 990
Results of consolidation / optimization
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Results of consolidation / optimization
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Summer Pay optimization
Use employee schedules to indicate summer schedule and calculate pay
Employees capture summer activity through timesheet (mobile or web)
Will require policy change on uniform calculation of summer pay
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Benefit Focus
Become the Source of Truth Eliminate multiple reconciliations of interface files
Reduce Complexity Eliminate (6) 25% of interface files Reduce the number of vendors
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New Terminology and Concepts
HR Structures
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Employee Central ObjectsCompany
CodeBusiness Unit Business Unit
Division Division Division
Division Division
Department
DepartmentDepartment
Department
DepartmentDepartment
Department
Location
Location
Location
Location Group
EC Location = ECC Personnel Area
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Employee Central ObjectsCompany
CodeIPFW West Lafayette
School School of Managment
Academic Head
School of Mgmt
School of Educ
Management
Chemical
Department
ElementaryCivil
Mechanical
Calumet
North Central
IPFW
Location Group
EC Location = ECC Personnel Area
Northwest
Copyright 2016 by EPI-USE . Confidential and proprietary.30
HR Structure in relation to Finance
$15M
NW $15M
WL $15M
FW $15M
NW $15M
NW $15M
FW $15M
FW $15M
University
Segment
Campus
Business Area
Department
FW $15M
CC1 CC2 CC3 CC4
IO / WBSE / Grants
Cost Centers
Group of BA
Co. Code
Business Area
Scholarship Fund
$15M
NW $2.5
M
WL $10M
FW $2.5
M
TreasurerVP
ResearchPresident
Provost
$10m
University
Segment
Campus
Schools / Colleges
DepartmentCC1 CC2 CC3 CC4
GL / IO / WBSE / Grants
Group of BA
Scholarship Fund
Science
$2.5M
Agriculture$2.5M
Engineering
$5M
Department
Business Unit
Co. Code
Division
Division
HCM FIN PURDUE
Note: Bold Red text changed from original text
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Job family structure JOB FAMILY
SUB-FAMILY
Level 4 Lead Level 4 Lead Level 6 Advisor Level 6 Sr. Director Level 6 President
Level 3 Senior Level 3 Skilled Level 5 Expert Level 5 Director Level 5 CFO, Provost, Chancellors
Level 2 Experienced Level 2 Experienced Level 4 Specialist Level 4 Assistant Director Level 4 Executive VP (Direct reports to the President)
Level 1 Associate Level 1 Associate Level 3 Senior Level 3 Manager Level 3 Senior VP, Vice Provost, Assoc. Provost
Level 2 Experienced Level 2 Supervisor Level 2 VP, Dean, Assoc. Vice Provost
Level 1 Associate Level 1 Assoc. Supervisor Level 1 Assistant/Assoc. VP, Assistant/Assoc. Dean
ExecutiveCAREER STREAM
*Represents the hierarchical position of a job within a career stream and is used to differentiate career steps based on predefined criteria. Number of levels will vary based upon job family.
Support
Generally recognized major professional area often requiring a unique set of competencies and within which most career development will occur.Professional discipline within a specific function similar with respect to nature of work and knowledge requirements.
Professional
Career type within the organization characterized by unique responsibilities.
Skilled Trades
JOB LEVEL*
Management
Questions• Can current systems and business
processes deliver the value proposition?
• Why or Why Not?• What needs to change and how
might it impact other aspects of our business?
The Value PropositionClear Titles & Job DescriptionsCareer Path and PlanningSalary Banding/Equitable PayKey Building Block for:• Recruiting• Promotions• Merit Planning• Learning & Development
31
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Timeline
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HCM Project Timeline
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Project Risks
We all do not agree on substantial business process changes
Hard decisions not made – related to policies and practices
Job Family and Pay Structure not completed on time
Culture change – accountability and trust
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Measuring Success
Copyright 2016 by EPI-USE . Confidential and proprietary.36
Reduction in vacancy to hire cycle
Standardized processes through automation
Improve overall payroll process
Service Levels – by employee groups – ex Position posted within 24
hours from receipt of request
100% of employees are in the system by date of hire
Employees Paid on time when hire action in system within 5 business day of Pay Date
Business Outcomes and KPIs
Copyright 2016 by EPI-USE . Confidential and proprietary.
Questions