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Office of Human Resources HR Liaisons Town Hall
WPU Room 548 August 14, 2018
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Welcome
Cheryl Johnson
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OHR Update Accomplishments/Progress
Write Your Own Financial Story
Paid Parental Leave
• Streamlined Funding Options
• In FY18, 139 staff utilized paid parental leave benefit
• 457(b) Plan; Brokerage Window
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Expected Turnover 18%
• Renegotiated Basis Points Fees = $5.4M in
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Actual turnover 9%
Savings • Customized Education
Background Checks
Data Analytics
• Eliminated criminal history question from the
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Collaborated with CSSD to utilize Tableau
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Dashboard of HR data:
application • Conduct checks on all new hires (staff, union, temps) • Educational background check on all jobs requiring post high school degree
• • • •
Regrettable Turnover Churn Hiring Productivity Workforce Composition
OHR Update Accomplishments/Progress
Special Initiatives
Collective Bargaining Agreement
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Reimagined the OHR Website
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SEIU
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Woodcock Fellows- ALL Temps Study
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Johnstown Police
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B&O Emerging Leaders Program
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DB closed for all new entrants
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Hiring of Veterans and People with Disabilities increased by 209%
Community Engagement Lean Six Sigma Talent Pipeline Building •
Process Improvement
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Worked with VC of Economic Partnerships
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Shared Governance
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Collaborative Effort with Higher Ed in Oakland
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Enabling Technology
Tech Corridor
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A Snapshot of Pitt’s Workforce (as of 06/30/18)
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HR Delivery - Update
Mark Burdsall
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Our Approach
Foundation July-August
Current State Assessment August – October
Synthesize & Future State Visioning October - November
Interviews and Focus Groups
Change & Implementation Planning December – February
Data Request/ Desk Review Review of OHR’s processes, tools, functional interdependencies and day-today operations
30 interviews and 7 focus groups covering key stakeholders
HR Delivery Assessment
Surveys HR Activity Analysis Survey with 54% (339) responding Voice of the Customer Survey with 39% (557) responding
CONFIDENTIAL: Not to be distributed or discussed outside of OHR
Analysis, Future State Considerations & Change Planning
What We Learned • Inefficient processes and technology have led to gaps in OHR’s services and capabilities • OHR appears to spend time on activities that are important to customers, however, at times, the quality of delivery leaves customers dissatisfied • Across the University HR resources are not configured in an optimal manner to meet the future needs of the University • HR is highly decentralized. Conservatively, there are 336 FTE staff performing human resources tasks. Comparatively, OHR has 52 people in its operations. • Fragmentation of HR activities leads to increased cost and risks • Specifically, observations from the study are: – Fragmentation of HR activities costs the University over $13 million – The overall spend of HR University-wide is approximately $25 million of which OHR approximates 18% of this spend – OHR employees spend 47% of their time on administrative activities which accounts for over $1 million in costs annually – Non-OHR employees spend 39% of their time on administrative activities accounting for $7.5 million of costs annually
• The opportunity is ripe to transform and address gaps • There is a great deal of goodwill for OHR providing a conducive organizational climate to support an HR Transformation
CONFIDENTIAL: Not to be distributed or discussed outside of OHR
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Current State Model
OHR
Administration Talent Acquisition
Limited governance Duplication; redundancy Ambiguity Risk Inconsistency Fragmentation Complexity Higher cost
HR Liaisons – Info Sharing HR Data Shadow Systems
Compensation
Talent Acquisition
Benefits
Compensation
Performance Management • • • • • • • •
Schools/Departments and Regional Campuses, ODI
Performance Management
OD OD ER/LR ER/LR UCDC
CONFIDENTIAL: Not to be distributed or discussed outside of OHR
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OHR/Stakeholder Current Service Model
School/ Department s and Regional Campuses, ODI
Duplication
OHR
Fragmentation Complexity Compensati on
Admin Benefits
Limited Governance
Inconsistency HRIS
HR Data Shadow Systems
OD
Recruitin g
HR Liaison s
OD
Recruiti ng
ER/LR
Redundancy
Payroll ER/LR
Payroll
Ambiguity Higher Cost Performance Management
CONFIDENTIAL: Not to be distributed or discussed outside of OHR
Compensati on
Performanc e Manageme nt
Risk
The HR Transformation Journey Roadmap
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ILLUSTRATIVE DRAFT World class function that sets the standard for HR solutions and HR service delivery in Higher Education
HR TRANSFORMATION STRATEGIC OUTCOMES: • Providing HR excellence through best in class solutions that deliver an outstanding employee and candidate experience • Being good stewards of human capital through a value proposition that acknowledges the diverse needs of the workforce • Fostering an environment that embraces talent management, diversity and inclusion • Enabling an engaged workforce committed to an exceptional learning experience for students and achieving the mission of the University of Pittsburgh
“Run” OHR 2.0 (Year 5+)
“Walk” •
“Crawl”
Optimize – Transform (Years 2-4)
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Build out all other aspects of HR infrastructure and programs Review performance and impact to realign, as needed
Optimize (Years 1-2)
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• • • •
HR Vision and Service Delivery Model • HR Delivery Assessment • Build and align HR people capabilities • 3-year change & implementation roadmap Oracle Cloud HCM Employee Value Proposition Compensation Enhancements Talent Acquisition Enhancements
• • • • •
Refine HR Service Delivery Model Optimize Oracle Cloud Design HR programs and processes Develop analytics strategy Customer engagement strategy
Change Management & Communications CONFIDENTIAL: Not to be distributed or discussed outside of OHR
For example: • • • • • •
Talent Management Performance Management Career Pathing and Career Framework Human Capital Analytics Diversity & Inclusion Value proposition for Multigenerational Workforce
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Optimization Model
Steering Committee
Office of Human Resources
HR Council Shared Governance
Schools/Departments and Regional Campuses, ODI HR Liaisons – Partnership & Collaboration
Administration
HR Data Shadow Systems
Compensation
Faculty Compensation
OHR Leadership
Benefits
• Evolution of the Current State • Gain strategic alignment of HR services through shared governance • Focus on efficiency and effectiveness of goals • Successful implementation of priority commitments • Build capabilities of HR Liaisons
Talent Acquisition
Talent Acquisition
Performance Management
Performance Management
Talent Management and OD
Talent Management and OD
ER/LR
ER/LR
Data Analysis UCDC
CONFIDENTIAL: Not to be distributed or discussed outside of OHR
= alignment
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OHR 2.0 Model
Steering Committee
HR Institutional Partner
HR Council Shared Governance
OHR
Schools/Departments and Regional Campuses, ODI
OHR Leadership Core HR Services
HR Shared Services
Compensation & Benefits
Data Analysis
HR Liaisons – Partnership & Collaboration Talent Acquisition
Talent Acquisition • Evolution of the Optimization Model • Strategic alignment of HR services • Shared governance and accountability for the design and delivery of HR services between OHR and the University community • Fully leveraging the network of HR- related resources that exist across the University • Embedding human capital management into the culture of the University
Core HR Administration Faculty Compensation
Talent Management and OD
Volume Talent Acquisition
ER/LR
Project Management
Talent Management and OD
Communications
Operational Excellence
ER/LR
UCDC
CONFIDENTIAL: Not to be distributed or discussed outside of OHR
Performance Management
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Oracle Cloud Update
Michelle Fullem
Recruiting & Onboarding Oracle Cloud: First HCM Module
Innovative, integrated recruiting and onboarding solution offering a more engaging, personalized applicant/candidate experience. For hiring managers, the system offers streamlined processes, real-time data analytics for informed decision-making.
What you can look forward to: • • • • • • • • •
Access all requisitions from a single source without toggling Create requests with standardized templates of prepopulated information Receive system driven correspondences Identify top candidates quickly without sorting through volumes of unqualified candidates Track candidate progress through the selection process to automate updates to candidates within the career site. Easily access dashboard to view status of requisitions Track new hire throughout the onboarding process Provide new hire the ability to directly enter sensitive information into system Access dynamic dashboards to easily view statuses and measure recruitment effectiveness
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High Level Recruiting & Onboarding: Implementation Timeline
April 2018
June 2018
July 2018
Aug 2018
Dec 2018
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March 2019
Nov 2018 - System Training Begins Started Recruiting & Onboarding
Developed Staff Prototype
Developed Temp & Student Prototype
Develop Faculty Prototype
System Go Live Staff, Students, Temps and Pilot Faculty
Continued Faculty Rollout
Go-Live Strategy – December 2018 When is go live? • Tentative go-live date is early December What processes are included in go live? • Staff, temp, student recruitment (all campuses) • Interim Faculty Light Process – replaces existing ODI posting process and provides online Onboarding capabilities • Pilot Full Faculty Process – provides full recruiting, hiring, and onboarding capabilities
Which faculty populations will go live in Dec? • Pilot Full Faculty Process • School of Medicine – Psychiatry, Anesthesiology, Structural Biology • Greensburg campus • Arts and Sciences • Interim Faculty Light Process (ODI Posting Process) • All other Faculty departments
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Recruiting & Onboarding: End to End Process Highlights 1
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Requisition
Candidate
Selection
Hire
• Easier to use than PittSource
• Features embedded videos in job postings
• Collects approvals dynamically
• Provides flexible templates to create position requests
• Provides candidates with the ability to upload supporting documentation
• Moves candidates through process steps in bulk by the administrator or through automation
• Automates approvals through dynamic • Collects EEO routing information from the candidate for reporting • Provides flexibility to purposes add approvers • Posts requisitions to career sites and integrates with thirdparty job boards for posting and tracking
• Provides flexible access based on department needs • Sends standardized correspondences based on candidate status • Informs candidate of current status in the career portal • Provides reporting on candidate statuses and selection feedback
• Extends electronic offers with attachments that are flexible • Collects candidate acceptance and new hire information electronically • Creates an electronic employee record in EBS and future HCM
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Change Readiness
Diane Chabal
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Change Readiness Approach
Define •Define vision •Define success criteria •Identify Personas •Outline responsibilities •Devise strategy •Align with leadership •Assign tasks •Discovery pre-work
Deep Dive • Conduct discovery
• Revisit success criteria • Revisit strategy
Design
Deliver
Drive
• Draft plans
• • • •
• • • • • •
• Org communication • User training • Champions • Adoption • Post-prod support
• Create Training Content • Design success metrics
Communicate Train Mobilize champions Evaluate acceptance
Reinforce Vision Post-prod training Post-prod support Measure success Corrective actions Recognize successes
Change Readiness Roadmap – Recruiting & Onboarding
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
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June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Receive Champion nominations
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Invite nominees to info session(s)
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Conduct info session(s)
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Finalize Champion Roster
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Semi-monthly Champion Meetings
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Pre-deployment “pep rally”
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Go-live celebration
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
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Champion Event Cadence Semi-monthly Champion Meetings
April
May
June
Jul
Aug
2Q18
Sep
3Q18
Oct
Nov
Dec
Jan
4Q18
Continue cadence
Feb
Mar
1Q19
Apr
May
June
2Q19
Define
Deep-Dive
Design Deliver Phase #1 Drive Phase #1
Deliver Phase #2 Recruiting Go-live #1
Drive Phase #2
Recruiting Go-live #2
06/30 06/22
08/10
09/07
11/30
01/07
03/08
Change Enablement Tools
• FAQs • Talking points • System preview/screenshots • Communication “sneak peaks” • Timeline • Achieved/upcoming Milestones • Slide decks
It is the Change Readiness Team’s job to enable the Champions with a robust set of tools to assist them in achieving success.
• Survey results • Career development seminars and take-aways
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Next Steps
• Self-nominate • Nominate colleagues • Share the Job Description • Communicate benefits/commitment
• Nominate early and often • Consider the timeline for recruiting
• Contact Diane with questions/concerns/suggestions
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ProVerify
Leo Constantino
Child Clearances: System Process Change
Current State
Future State
• • • •
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Paper-based system Manual review of recertification Manual notifications and entry HR liaison is not always aware of progress
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Cloud-based system Automation of clearances collection Step-by-step updates on progress Available alerts for exceeded turnaround time or new screening requirement
*Note: There are no changes as to who is required to obtain clearances; the only change is in the process of better managing required clearances for departments
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Why Incorporate A New System? •
Automation and Error Reduction – Improved efficiency – Reduce duplicated requests
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Modernize current system – Eliminates PDF based system – Better coordination with Oracle Cloud – User friendly experience
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Ensure constant compliance – Ongoing reporting – Eliminate missing clearances – Reduce delays in onboarding process
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RC/Department Support Requested
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RC administrator contact(s) – Identify administrator(s) within RC to be primary contact
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Encourage employees to quickly obtain clearances – Quicker clearances = quicker compliance – Help be a voice for OHR
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Contact those out of compliance – Emphasize importance and share policy for those that ignore OHR’s requests
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Give regular feedback to OHR – What’s going well and what could go better?
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What’s Next
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Detailed Communication – Mid-Late August
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Identifying and training of RC/Dept. contacts – Late August/September
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Full system implementation – Late 2018
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Compensation Update Derek Smith
JAQ Update
• Senior Leadership review and approval of next milestone steps are pending. • The project is on track and jobs are being sorted for correct placement in job family/category • OHR has finished sorting the following job families and sent to Sibson: • Bioinformatics • Legal • Performing Arts • Child Development • Finance and Buyers • Sales and Retail • HR • Campus / Operations • IT
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Job Sorting
Compensation team is currently sorting: • Research Next areas to be sorted: • Athletics • Philanthropy and Engagement Student Services • Health Professionals • Safety and Security • Communication and Marketing • Academic Services • Administration
Sibson will also be working on job analysis, market assessment, developing new salary structure, cost modeling, and an internal equity study.
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Project Timeline
Blue – Completed
Yellow – In process
Green - Future
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Q&A Open Forum
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