Title: Human Resources Leadership Meeting
1Human Resources Leadership Meeting
March 15, 2005
- Building the Human Resources and Payroll
Environment for the Next Generation of North
Carolina State Government
2Welcome 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
3Agenda
- 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
4SBIP 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
5Statewide 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
6HR/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
7HR/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
8HR 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
9HR 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
10HR 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
11Current OSP/HR Directors Initiatives
- Mediation Program
- Equal Employment Opportunity
- Competency Modeling
- E-Learning
- Career Banding
- HR/Payroll Systems Replacement Project
12High Performance Organizations
13Are 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.
14Can You See the Differences?
15Moving 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!
16The 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
17Government 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
18Link 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
19HR 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
20HR 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
21Measuring 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
22Proposed 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
23HR Project Perspective
- Significant opportunity for business process
redesign now - Significant opportunity to leverage technology to
support process improvements long term
24HR Process Reviews
25HR020 Plan and Manage HR Programs and Plans
26JAD 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
27HR030 Design and Maintain Organizational
Structure
28JAD 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
29HR070 Manage Compensation and Classification
30JAD 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
31HR080 Maintain Benefits and Enrollment
32HR090 Administer Benefits
33JAD 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
34Organizational 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
35Change 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
36HR 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)