Embed Size (px)
Citation preview
HR Technology Systems Arlington County
City of Lynchburg
Presented by Arlington County Government &
City of Lynchburg
Human Resources Departments
Major Systems
• Arlington County
– Records Management (OnBase)
– Performance Management (OnBase)
– On-Boarding (Neogov)
• City of Lynchburg
– Learning Management (Cornerstone)
About Arlington County
• Located in Northern Virginia, close to DC
• Full service local government
– 3700 employees
– 13 Departments, 5 elected Constitutional Offices
– Multiple lines of business – public works,
technology, public safety, human services, parks
and recreation, planning, economic development
– Multiple locations
• Human Resources Department faced with increasing
demand for services
• Implemented ORACLE ERP (known as PRISM) in 2006
3
HR Related Technology
• OnBase first solutions deployed in January
2005 – 50+ business solutions to date:
– Workgroup, department, and enterprise-level
– Document/records mgt; process improvement
– Integration with 13+ line-of-business apps
• Oracle implemented in 2006 – On Demand
– 11 Modules
• Neogov implemented in 2003 – Early Adopter
– Recruitment only
4
How We Got Started
• Streamline flow of information into and within
Human Resources Department
– New Hires
– On-Boarding
– Benefits
– Payroll actions
– Performance appraisals
– Leverage technology available to all
employees
5
Records Management
• Drowning in Paper
– Outgrowing
physical capacity
– Filing least
desirable task
6
Business Advantages
Continues to leverage PRISM as the primary
user interface
Lowers risk by alerting
HR of missing
documents
Shares information
securely across the distributed HR model
Preserves employee records
with a full audit trail
Improves the
retrieval time of HR documents
Provides automated backup of
documents and data
Records Management (cont)
• Process had to be affordable
• Time required attention from project manager
• Conversion
– Steering committee decided what was uploaded
– Used combination of agency staff and summer
interns
– Agencies paid for time
– Required extensive QC by each agency
8
Backfile Scanning Process
Interns Remove documents not
needed in electronic folder
Count documents and pages
Print and apply barcode labels to each
document
Scan
Quality Assurance
HR Staff
Quality Assurance
Assign document types and dates
Delete certain documents
Records Management
• Created Electronic Personnel File
• Examine current process for personnel files
• Linked to PRISM by employee number
• Transparency
10
Document Security
11
Human Resources
HR Liaison
Supervisor
Employee • Employee A
• Employee B
Performance Management
12
Challenges
• Decentralized system
• Different organizational
structures
• Pressure to customize
• Access to computers/digital
divide
• Uploading existing data
• Timing
• Communications/Training 13
The Old System
• Used Word Template
• Standardized format
• Key Work Expectations – 3 to 5 tailored for each job
• Standard County-wide Competencies for 3 levels
• Development Plan
• Signatures required
• Routed through departmental HR Liaison to HR/Payroll
• Payroll entered performance ratings and salary changes
• Paper copy filed in central location
14
Benefits
Easy Access any time from
Prism & Emails
Proven OnBase Platform
Automatic Login
Going Green by Reducing
Paperwork
Flexible, Electronic Routing & Signature
Data Import & Document
Upload
Automatic Ratings
Calculation Version Control Mistake Friendly
Structural Features of System
• Employee worksheet for self appraisal
• Employee data loaded from PRISM - reduces errors
• County-wide competencies automatically load based
on type/level of employee
• Key work expectations - can be imported from
previous word document
• Key element weights default - can be changed
• Calculates Scores
• Critical fields required to be filled before completing
• Key work expectations transfer to next year’s form
16
Workflow Features of System
• Electronic flow from initiation to filing
• Access linked to hierarchy in PRISM
• Flexibility in routing
– To others for input/review
– Based on payroll action required
– Employee Relations when less than satisfactory
• System can be accessed any time, anywhere
– Email links
– On-Base Direct
– HRIS record
• Workflow queues allow tracking, sorting, and
trouble-shooting
17
Manager Dashboard
• All appraisals in one
place
• Link to AC Source
• Click on OnBase
Manager Dashboard
OnBase Dashboard
Box 1 – Assigned to me in the Plan & Develop Phase
Box 2 – Assigned to me in the Appraisal Review Phase
Box 3 – Sent for my input and/or Approval
Box 4 – Read and Route Appraisals in my Employee Hierarchy
What It Looks Like
20
What It Looks Like
21
• Routing is easy, clear, and flexible
• Checks to make sure you wanted to send
• Allows you to pick person in category based on
department
What It Looks Like
22
• Performs calculations for you based on weights
• Must enter something in narrative
• Automatically routed to employee relations if below 3.0
What Went Well
• Close collaboration between Training/Organizational
Development, Compensation, and Technology Services
• Technical staff who understood business needs
• Multiple demonstrations – tailored to department needs
• Process and expectations already established for
performance appraisals
• Support from management to use the system
• Many staff already used to online processing through
other systems
• Multi-stage roll out enabled continuous improvement
23
Lessons Learned
• Make sure needs of all departments are understood
• Find good way to reach managers and employees at
the right time – communicate, communicate,
communicate
• Data needs to be up to date and accurate
• Get all involved in administration early in the process
• Be prepared for extensive customer service and decide
who will do it
• Need a Systems Owner (Analyst)
• Quick reference guide would have been helpful upfront
• Remote meeting capability helpful for assistance
24
Update
• Nearly three annual cycles completed
• Multiple enhancements based on customer feedback
– Access for non-County users
– Change in employee signature wording
– More power to administer and route
• System making life easier and in some cases harder
• Reporting capability not fully used yet
• More training
• What’s next (our wish list)
– Remote Access to OnBase
– Ability to accommodate alternative pay programs
– Additional HR forms
25
NeoGov On Board Module
Applicant
• Applies for County Job through NeoGov
• NeoGov prepopulates OnBoarding site record.
• New employee completes and submits completed HR forms through New Hire portal before first day.
Department Liaison
• Supervisors and Liaisons can track progress
• When required forms have been submitted, new PRISM record is initiated.
• Additional workflows can handle non-HR Onboarding
HRD Staff
• Compensation staff creates PRISM record and completes other HR form data entry directly from NeoGov record.
• Workflow allows flow of forms from new hire thru multiple work units for final retention in OnBase
On-Boarding – What it looks like
27
OnBoarding – Lessons Learned
• Start with a small test group
• Make sure all involved are trained and able to provide
help to applicants and staff
• Test system thoroughly with all users
• Have a management champion
• Have a hands-on champion/project manager
• Set up protocols and naming conventions
• Enforce data updates
• One document for each attachment
• Patience is a virtue
• QC will take more time
• Have a plan for non-neogov applicants
28
Themes Across All Projects
• Ask for what you want
• Do a thorough needs analysis and understand
workflow
• Make sure all stakeholders involved
• Test thoroughly and with all involved
• Leverage what you have
• Consider implementation options and timelines
• Justify beyond saving $$ or FTE
• Have a management and project champion
29
Learning Management
System
About Lynchburg
• Full Service City including Airport, Water &
Waste Water Operations, Juvenile Detention
Center
• Support regional efforts
• 1150 FTE
• Rich history of workforce development
• Training funds protected during recession,
budget cuts and downsizing
Workforce Development Basics
• HR’s vision – “Unparalleled Service to the
Citizens”
• HR’s mission – “Champion Great
Performance”
• It’s all about engaging and developing
great employees
Workforce Development Basics
• Public Professional Certificate
– 7 foundational courses
– IS 100 and 700
• Supervisory Certification
• Continuous Learning
• Succession Planning
Why an LMS?
• Drowning in paperwork and multiple systems
• Needed a more efficient, effective and user-
friendly tool to support workforce development
– Convenient
– Web-based
– Centralized
– Employee “owned & managed”
Needs
• Employee request for learning kicks off
work flow of supervisor approval and
registration
• Supervisors may also assign learning
• Employees, Supervisors and HR track
internal and external learning
Features
• Track and monitor certifications and
licenses
• Deliver content through on-line classes,
materials and links
• Track and monitor team member progress
• Strong reporting capability - ROI
• Cornerstone on Demand – Met our specs at reasonable cost
– Full functionality • instructor or web based training,
• performance management,
• certification tracking,
• included 100 on line courses through Element K
• user friendly supervisor features and workflow
– Great on line training and implementation model
– On-going customer care, support and attention
• http://lynchburg.csod.com
System Implemented
Manager’s Dashboard
User Transcript
Event Calendar
• Executive support
• Effective implementation
• Wide acceptance
• Over half the workforce has
completed foundational curriculum
Successes
• Staff resources needed to support such robust functionality
– All EDGE, All the Time
• Set up requires tech savvy staff
• Access for operational line staff
• Support for non-technical learning
• Supervisory attention
Challenges
Questions?
• Arlington County
– Jeanne Wardlaw
– 703 228-3449
• Lynchburg
– Margaret Schmitt
– 434-455-4208
43
