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Human Resources Leadership Meeting

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Human Resources Leadership Meeting. March 15, 2005. Building the Human Resources ... has ended and another has begun, the time for indecision and timidity has passed. ... – PowerPoint PPT presentation

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Title: Human Resources Leadership Meeting


1
Human Resources Leadership Meeting
March 15, 2005
  • Building the Human Resources and Payroll
    Environment for the Next Generation of North
    Carolina State Government

2
Welcome and Introductions
  • Human Resource Leadership
  • HR Directors
  • JAD Process Owners
  • OSP HR Leaders
  • Project Team
  • Robert Powell
  • Gwen Canady
  • Thom Wright
  • Gary Wiggins
  • Julie Batchelor
  • Linda Hudson
  • Shannon Byers
  • Jessica Blume
  • Tom Walker
  • Lowell Magee
  • Bradd Craver
  • Dorie Kehoe
  • Edward Brodsky

3
Agenda
  • Welcome, Introductions, and Agenda
  • SBIP Program Update
  • HR Effectiveness
  • High Performance Organizations
  • Process Session Reviews
  • NC Print Process Flows
  • Process Requirements
  • Process Summaries
  • Change Management/Communications
  • Questions
  • Action Items Review
  • Adjourn

4
SBIP Program Update
  • HR/Payroll Project Update
  • Completed HR 1 and 2 JAD Sessions
  • Completed Payroll JAD Sessions
  • Initiated Technical Requirements Gathering
  • Data Warehouse
  • Hired Project Manager
  • Began Scoping and Planning activities
  • Legislative Update

5
Statewide Business Infrastructure Program (SBIP)
Past Projects
Current Project
Upcoming Projects
Future Projects
  • HR/Payroll Bid Preparation Project
  • Develop bidding document for implementation
  • Select Vendor for HR/Payroll Implementation
  • HR/Payroll Planning Project
  • Identify process re-engineering and structure
  • Develop integration strategy and risk analysis
  • Develop business requirements

Financial HR Business Infrastructure Study
Phase 1 Inventoried present systems and provided
assessment of technical and functional
capabilities
Statewide Business Infrastructure Project
Budget Financials
  • HR/Payroll Implementation Project
  • Implementation

Financial HR Business Infrastructure Study
Phase 2 Provided a blueprint for viable
implementation options and a recommended course
of action
  • SBIP Data Warehousing Planning Project
  • Develop needs assessment
  • Confirm Scope
  • Develop implementation timeline and approach
  • Develop business requirements

Statewide Business Infrastructure Project Tax
Revenue
  • SBIP Data Warehousing Implementation Project
  • Implementation

Legend
Current Project
Past Projects
Upcoming Projects
Future Projects
6
HR/Payroll Project Overview
Planning
Pre-Implementation Activities
Implementation Begins
  • Confirm selection of system as well as technical
    service delivery
  • Confirm HR/ Payroll strategy for implementation
  • Business reengineering opportunities
  • Identify HR and Payroll business and functional
    requirements
  • Develop business process flows
  • Perform the implementation objectives for a new,
    fully automated HR/ Payroll system for the State
    of North Carolina

7
HR/Payroll Project Timeline
Plan
Execute
Vision
Close
Project Week
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Month
Dec
Nov
Jan
Feb
March
Apr
Date
25
1
8
15
22
29
6
13
20
27
3
10
17
24
31
7
14
21
28
7
14
21
28
4
11
18
25























Project Management

Change Management
Group I
Human Resources
Group II
Payroll
Technical


Project Status Report

Final Deliverables

Offsite Working/Holiday
HR

Group I
HR

Group II
Payroll
Technical

Personnel

Compensation

Payroll

High level
Administration
Management
Administration
technical
requirements

Recruitment

Job and Salary

Payroll Processing
Surveys

Security

Applicant Tracking

Labor Cost

Position Evaluation
Distribution

Infrastructure

Disciplinary Action and
Analysis
Complaint Management

Time Collection

Integration

Benefit
Management

Incident and Accident
Administration
Tracking

Budget Support

Workforce Analytics

Exit Interviews

Organizational

Competency Based HR
Management
Management

Employee Self

Performance
Service
Management

Leave Tracking

Training Administration
8
HR Effectiveness - Vision
  • HR/Payroll Vision
  • A strategic business partnership supporting the
    human resource and payroll needs of State
    government, enabled by utilizing leading business
    practices and current technology
  • HR/Payroll Project Goal
  • Through a statewide collaborative effort, the
    goal of the HR/Payroll Project is to develop an
    enterprise-wide Human Resources/Payroll system
    utilizing leading industry practices to provide a
    foundation for effective management, increased
    efficiency, and the information needed to make
    timely and appropriate decisions

9
HR Effectiveness - Guiding Principles
  • Create a seamless HR/Payroll experience for
    employees
  • Provide an environment for employees to make
    informed decisions about their careers and
    employment benefits
  • Streamline business processes to drive efficiency
  • Increase productivity and make the State of North
    Carolina more competitive
  • Develop a single repository, with a common set of
    data elements, to successfully support the
    States reporting and management activities
  • Move transactions closer to the point of origin
    (Employee Self Service/Manager Self Service)
  • Provide a flexible system able to respond to
    changing HR/Payroll needs
  • Eliminate redundant systems and duplicative
    processing
  • Provide real time access to transaction activity

10
HR Effectiveness - Transformation
  • HR/Payroll Today
  • Transactional Focus
  • Separate and Isolated from Mission
  • Fragmented data prohibits meaningful reporting
  • Manual, paper-intensive processes
  • Processes and procedures vary by agency
  • Employees require assistance to change personal
    data
  • Inconsistent standards and forms across agencies
  • Duplicate entry of HR data into multiple systems
  • Fragmented data across agencies makes statewide
    reporting difficult
  • HR/Payroll Tomorrow
  • Strategic Focus
  • Key Part of Organizational Mission
  • Consistent information enables accurate
    enterprise reporting
  • Automated, technology-enabled processes
  • Employees can manage selected personal data
  • Standardization of forms and similar processes
    across agencies
  • Single HR/Payroll system to reduce data re-entry
  • Consolidated HR/payroll database across all
    agencies for better reporting

Business Process Reengineering
Technology Implementation
11
Current OSP/HR Directors Initiatives
  • Mediation Program
  • Equal Employment Opportunity
  • Competency Modeling
  • E-Learning
  • Career Banding
  • HR/Payroll Systems Replacement Project

12
High Performance Organizations
13
Are you feeling the stress?
  • I'm not sure exactly how it works, but this is
    amazingly accurate.  The photo on the next slide
    has 2 almost identical dolphins in it.  It was
    used in a case study on stress level at St.
    Mary's Hospital.
  • Look at both dolphins jumping out of the water.  
  • The dolphins are identical.  A closely monitored,
    scientific study of a group revealed that in
    spite of the fact that the dolphins are
    identical, a person under stress would find
    differences in the two dolphins.
  • If there are many differences found between both
    dolphins, it means that the person is
    experiencing a great amount of stress.
  • Look at the photograph, and if you find more than
    one or two differences you may want to take a
    vacation.   

14
Can You See the Differences?
15
Moving the Game Up
  • What Is a High Performance Organization?
  • Why Are Higher Performance Levels Required?
  • What Are High Performance Practices?
  • How Does HR Impact Development of a High
    Performance Organization?
  • How Can HR Measure Contribution to a Performance
    Organization?

So, HR is really important!
16
The Challenge To Create a High Performance
Organization
  • Embrace Government that is
  • Efficient, Effective, Trustworthy, and
    Responsible to citizens and their needs
  • Prepared with a workforce to meet the demands of
    a global economy
  • Aligned Strategy, Leadership, and People to
    Organizational Infrastructure, Processes, and
    Technology

Now as one economic era has ended and another
has begun, the time for indecision and timidity
has passed. We are already on the path of
progress. Our full attention must be focused on
the transition of our economy consistent with the
educational demands of this global era. -
Governor Easley, 2005 Inaugural Address
17
Government and Corporate America Must Move Up
Organizational Performance
  • Meet budgetary demands to create more value with
    less
  • Fight the competition and improve constituent
    value
  • Develop workforce plans to meet State strategic
    objectives
  • Develop and retain the best talent
  • Provide HR services that support mission critical
    activities at the State level as well as at the
    agency level
  • Meet expectations of candidates and future
    employees
  • Create infrastructure to support efficient HR
    service delivery

18
Link NC Strategic Objectives to HR Activities
Flexible Compensation
Personnel Cost
Operational HR Cost (HR processes)
Organizational Efficiency
Effectiveness in People Development
Human Capital Flexibility
Workforce Planning
State Competitiveness
19
HR Value Creation Can Rise to the Top
Strategic Value
e.g. Reduce turnover to lt20 for critical roles
e.g. HR benefit transaction costs reduced by 25
HR Performance
20
HR Impact on Development of High Performance
Organization
  • Performance Management Processes and Policies
  • Organizational Change Management
  • Strategic Workforce Planning Talent Management
  • Risk Management
  • Workforce Training and Development

"Develops a workforce prepared to meet the
demands of a global economy by expanding
life-long learning opportunities" The top in
innovation, creativity, knowledge, talent, and
skills - Mike Easley, NC Governor
21
Measuring HR Effectiveness
  • Measures must be strategically relevant and
    aligned with statewide objectives and specific
    agency goals
  • Measures must be limited but focus on
  • Key drivers of performance and their outcomes
  • Provide Cause\Effect relationships among measures
  • Example Measures
  • Percent of trained employees with increased KSAs
    as reported by management
  • Percent of new hires who are exceeding
    expectations after one year
  • At least a 25 pay differential between good and
    excellent performers
  • Total cost of vacant positions
  • Voluntary turnover rate of high performing
    employees
  • Percent of grievances settled through mediation

22
Proposed Conceptual Framework for HR Measures
Example Strategic Performance Measurement
Categories
AgencyPerspectives
People Organizational Effectiveness
Budgetary Perspective
Constituent Relations
Operations
Framework Levels
Organizational-Wide HR Measures
HR Functional Measures
  • HR Process Measures
  • Manage Employee Recruitment New Hire
    Integration and Manage Employee Separation
    Process
  • Develop Train Workforce
  • Administer Pay Benefits and Control Employee
    Information
  • Manage Employee Relations
  • HR Planning Analysis and Strategy Development
  • Manage Performance Management

Context -Specific Agency Objectives
23
HR Project Perspective
  • Significant opportunity for business process
    redesign now
  • Significant opportunity to leverage technology to
    support process improvements long term

24
HR Process Reviews
25
HR020 Plan and Manage HR Programs and Plans
26
JAD Session HighlightsPlan and Manage HR
Programs and Plans
  • Process Overview
  • Once HR programs and plans have been established,
    their effective management includes
    communication, eligibility determination, plan
    enrollment, plan changes, and coordination/informa
    tion exchange with any third parties.
  • Improvement Opportunities
  • Increased statewide consolidated planning for HR
    programs to allow better sharing of resources and
    exchange of best practices across agencies
  • Potential Barriers
  • Budgetary restrictions may restrict future system
    improvements
  • Employees do not understand the benefits of this
    project and fear how it will affect their jobs
  • Users are afraid they will not know how to
    perform basic transactions and will not know who
    to contact for help
  • People are used to moving paper and fear an
    electronic environment
  • Some of the workforce is not familiar with
    computers
  • Lack of commitment from top management
  • Benefits
  • Consolidated data will be available to measure a
    programs success
  • Ability to report on statewide data without
    having to call agencies to collect fragmented
    data
  • Greater ability to plan at the state level due to
    statewide consolidated data
  • Ability to be proactive, rather than reactive to
    requests or problems
  • Ability to spend more time analyzing data than
    collecting it
  • Ability to spend more time on strategic HR
    functions rather than HR administration
  • Ability to make more informed decisions due to
    real time data access

27
HR030 Design and Maintain Organizational
Structure
28
JAD Session HighlightsDesign and Maintain
Organizational Structure
  • Process Overview
  • The objectives of this process are to determine
    organizational design, define competencies and
    reporting/working relationships for each
    position, maintain job descriptions and
    responsibilities for each position in the
    organization, and create an organizational
    development plan to achieve desired staffing and
    skill levels.
  • Improvement Opportunities
  • Standardize the use of electronically generated
    organizational charts across all parts of the
    state
  • Simplify and consolidate job descriptions
  • Simplify approval processes with fewer people
    touching data
  • Potential Barriers
  • Legislature does not understand the HR
    information they are provided
  • Computer equipment is out of date
  • Fear of change, particularly changes in
    responsibility and authority
  • Insufficient training could create additional
    errors
  • Difficulty in moving beyond weve always done it
    this way
  • Lines of approval vary across agency
  • Agencies do not want to pay for support or
    changes
  • Uniqueness of the Judicial branch hinders
    standardization
  • Benefits
  • Ability for agencies to access real time data to
    respond to legislature or budgeting requests
  • Ability to create more professional looking job
    postings that appeal to a wider variety of
    applicants
  • HR and Payroll can better support decision making
    and been seen as strategic partners
  • New technology and processes will bring the state
    closer to the way the private sector operates
  • Ability to eliminate shadow systems and the cost
    of maintaining them
  • More accurate data can generate cost savings.
    For example, position planning to reduce overtime
  • Organizational charts are more accurate because
    they can be produced electronically rather than
    maintained manually

29
HR070 Manage Compensation and Classification
30
JAD Session HighlightsManage Compensation and
Classification
  • Process Overview
  • The objectives of this process are to manage
    employee promotions, transfers, and status
    changes and to develop and implement employee
    compensation programs linked to
    performance/geographical guidelines that conform
    to budgeting and planning constraints.
  • Improvement Opportunities
  • Eliminate duplicate systems that do not interface
    with each other
  • Simplify range revision and balancing processes
  • Implement a variable pay structure
  • Eliminate Commission approval for classification
    decisions potential to remove statute
  • Integrate outside survey data with HR system data
  • Potential Barriers
  • Insufficient funding for the project
  • Constraints on salaries caused by legislation and
    limited funding
  • Legislature does not understand cost and risk of
    not implementing new system
  • Aversion to change
  • Fear of how newly available data will be used or
    managed
  • Benefits
  • Reduced clerical burden
  • Ability to make more informed decisions with
    increased information available
  • Ability to track different types of pay plans
  • Employees will be treated more fairly with
    standardized processes

31
HR080 Maintain Benefits and Enrollment
32
HR090 Administer Benefits
33
JAD Session HighlightsMaintain Benefits
Enrollment and Administer Benefits
  • Improvement Opportunities
  • Start employee benefits upon hire rather than
    after a waiting period
  • Change benefit plan year to calendar rather than
    fiscal year to make it easier for employees to
    manage their benefit deductibles
  • Track employees plan enrollment statewide and
    base decision making on consolidated data
  • Simplify transfers between agencies and remove
    unnecessary paperwork
  • Automate the calculation of the disability
    payment
  • Automate the transfer of funds from the
    retirement system back to the agency rather than
    payment by a check
  • Potential Barriers
  • Different benefits options with special rules
    that have been grandfathered in add complexity to
    the development and administration of plans
  • Some employees have limited computer skills, or
    less solid reading skills
  • Limited employee access to computers
  • Language barrier for employees that must use the
    system but do not speak English
  • Interface with Retirement System may be difficult
    to implement
  • Process Overview
  • This process includes maintaining the rules for
    benefit plan eligibility and enrollment.
    Voluntary, employee-paid, and employer-paid
    benefits are included. In addition to
    traditional benefits, flexible spending,
    tax-exempt, and tax-deferred plans are also
    included.
  • The administration of benefits is focused on the
    processing of disability claims.
  • Benefits
  • Ability to provide employees with a total
    compensation statement that includes benefits
  • Ability to provide a seamless experience for
    employees transferring between State agencies
  • Ability to process transactions more efficiently
    with less administrative work and fewer errors
  • Employees will have greater faith in the accuracy
    of their benefits changes
  • Employees become more empowered and more
    responsible
  • Consistency of information across agencies allows
    for better decision making
  • Less time spent on administrative tasks
  • Ability to provide better customer service
  • Improved ability to meet deadlines
  • More correct and timely processing of disability
    claims

34
Organizational Themes
  • SME feedback
  • Enthusiastic about the possibilities of a new
    solution
  • Supportive of common processes and
    standardization
  • Sessions have provided a good networking forum
  • Appreciative of the opportunity to provide input
  • Business Benefits
  • Reduced clerical burden
  • Increased efficiencies
  • Better decision making with better consolidated
    data
  • Reduction of various side systems
  • Potential Barriers to Success
  • Computer availability and technical
    infrastructure
  • Fear that data will be misinterpreted data
    security
  • Acceptance of employee/manager self-service
  • Common change barriers
  • Training (system and process) and PC skills

35
Change Management Update
  • Scheduled North Carolina IT Projects Lessons
    Learned Focus Group
  • Identify lessons learned from previous projects
  • Discus communication methods
  • Document methods to ease transition to new
    processes and systems
  • High level assessment to state governments
    culture and change readiness
  • Participants include
  • Bob Bellamy (Dept. of Public Instruction)
  • Sharon Hayes (Information Technology Services)
  • Sondra Williams (Community College System)
  • Tom Runkle (Information Technology Services)
  • Wrap-Up Development of Change Management
    Strategy
  • The Importance of Change Management
  • Change Management Strategy and Framework
  • Next Steps for North Carolina HR/Payroll

36
HR Leadership Action Items
  • April 15, 2005 Next HR Leaders Meeting
  • Review JADs HR Group 2 Summary
  • Submit comments to Gary Wiggins by 3/22/2005 at
    (gary.wiggins_at_ncmail.net)
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