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Office of Human Resources HR Liaisons Town Hall
Teplitz Memorial Courtroom Barco Law Building September 6, 2017
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OHR Transformation
Cheryl Johnson
Enabling the OHR Transformation World class function that sets the standard for HR solutions and HR service delivery in Higher Education
Total Rewards
HR Delivery Model
Oracle Cloud
The Total Rewards study will enable the University to build a flexible rewards structure for its staff members by using thorough analytics of the current pay structure and bundling all existing benefits into one package.
We are assessing the quality and relevance of HR services and programs, their effectiveness and efficiency, and the strength of our relationships across the University. The Oracle Cloud project will power the OHR operating model.
The Cloud will enable OHR to operate with speed and agility, foster employee engagement, and support the University’s mission to advance research and education, replacing all existing HRIS systems.
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HR Transformation The Journey
STRATEGIC OUTCOMES: • • • • •
HR Excellence Stewards of Human Capital A Culture of Diversity and Inclusion Highly Engaged Workforce Exceptional Environment & Learning Experience
Transform (Year 5+)
Build & Strengthen
Set Foundation
(Years 3-5)
(Years 1-3) • HR Vision, Mission and Strategy • HR Delivery Assessment • Oracle Cloud • Total Rewards
• • • • •
Rollout HR delivery service model Implement and optimize Oracle Cloud Design HR programs and processes Develop analytics strategy Customer engagement strategy
• Build out all other aspects of HR infrastructure and programs • Review performance and impact to realign, as needed
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HR Transformation
The transformation will occur over time and will be a result of a combination of prioritized investments in people, process and technology
Career Pathing
HRIS Technology & Analytics
HR Capabilities
Total Rewards Study
Oracle Cloud Implementation
HR Delivery Model
HR Transformation
OHR Transformation Staffing
OHR Functional Leads Benefits Aynsley Jimenez Compensation Kelsey Lenard Employee & Labor Relations Keith Kapusta HRIS Brock Sizer Recruiting/Talent Acquisition Kristen Korbich Change Management Diane Chabal Communications Nichole Dwyer
Consultants/Vendors HR Assessment & Delivery Willis Towers Watson Oracle Cloud Implementation Oracle & Deloitte
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Total Rewards Update
Maureen Kendall
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What Is Total Rewards? What does the package encompass?
Compensation
Benefits
Base Pay
Health Wellness Retirement Tuition Remission Income Protection
Paid Time Off
Discounts
Rewards & Recognition
Professional Development
Work-Life Balance
Performance Management
Learning & Development
Diverse Work Environment
Awards & Recognition
Training Opportunities
Support of Community & Environment
The Total Rewards Package The total rewards package summarizes the value of compensation from the University including health and retirement plans; tuition reimbursement and learning and development opportunities; rewards and recognition; work life integration and other benefits.
Project Overview The total rewards study will:
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Establish Philosophy Establish a compensation philosophy to serve as a
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Assess Base Pay Assess base pay based on market surveys of which
compass for designing a comprehensive total rewards
include local, regional, or national data, based on the
system
sourcing strategy of a given position
Assess and Compare Value
Package Total Rewards
Assess and compare the value of total rewards, that is,
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base pay, benefits, and perquisites. Thereafter, raise
Package with the goal of shifting paradigms from base pay only to appreciation of the total rewards package
awareness of the value of total rewards
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Develop Career Pathways Develop job families, career ladders, and competency models to enhance career development for staff
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Provide Data Provide leaders with robust data to make informed decisions about pay positioning
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Study Timeline Total Rewards
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Total Rewards JAQ Phases Total Rewards Study Timeline
Data collection for Phase 3 including CSSD, regional campuses, OAFA, UCIS, ULS, and the University Honors College has ended. Phase 4, 5, & 6 will begin in early October and include areas under Business & Operations, Athletics, and the Offices of the Chancellor, CFO and Provost.
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HR Assessment
Mark Burdsall
Purpose HR Assessment
To gather accurate data (first time collecting any data) to provide opportunity for OHR to understand how HR work is delivered across the University and further partnership with regional campuses, schools, and departments in leveraging HR delivery
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Data Collection Methods HR Assessment
Interviews • • •
University Senior Officers and Leadership Regional Campus Presidents OHR Leadership
Focus Groups • • • •
Deans Council Business and Operations Leadership Regional campuses Staff Council
Surveys (you and your HR staff) • •
Activity Analysis Voice of the Customer
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Activity Analysis Survey HR Assessment
Requests data from individuals that perform HR activities across the University Types of HR Activities Recruiting & Staffing Compensation Organization Development Benefits Talent Management HR Information Systems Training/Development Payroll; time & attendance Employee & Labor Relations HR Strategy & Planning HR Communications HR Management
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Voice of the Customer Survey HR Assessment
University employees will be asked to rate performance and importance of various HR activities
Types of HR Dimensions Communication Compensation HR Technology Benefits Talent Management Organization Effectiveness HR Attributes Employee & Labor Relations
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Process of Identifying Individuals HR Assessment
Staff roster for each department/school/regional campus to be provided
Identify 2 types of participants with an “X” in appropriate cell in spreadsheet: • Column “AA”: Individuals that perform one or more HR-related task (activity analysis) • Column “VOC”: Individuals that use HR services (voice of the customer)
For activity analysis only: please list/confirm supervisor
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Key Dates HR Assessment
Deliverable HR Liaison Town Hall RC rosters emailed to administrators
Target Date September 6 September 8
Completed RC rosters returned to Mark Burdsall Email to managers, supervisors, and leaders (HR activity analysis) HR Activity Analysis (AA) & Voice of Customer (VOC) announcements sent to all survey participants HR AA & VOC launch email with survey link and instructions sent from WTW Complete surveys Reminders to non-responders HR AA & VOC surveys close
September 15 September 18 September 20
September 25 September 25 - October 6 October 2 & 5 October 6
Comments Identify: • Participants and supervisors/managers for the HR Activity Analysis • Participants for the Voice of the Customer survey
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Mindfulness Exercise
Taelor Vetica
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Oracle Cloud Introduction
Michelle Fullem
Mission Oracle Cloud Migration & Implementation
Deploy a modern HR solution that enables:
1. an engaging and inclusive customer experience 2. streamlined processes 3. value-added automation 4. actionable analytics 5. innovative and personalized services 6. collaboration and social networks
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Mission: Critical Criteria Oracle Cloud Migration & Implementation
Maximize User Adoption Through Inclusion in Mission Activities
Understand Current State, but don’t try to replicate it. Maintain focus on guiding principles for process and solution design
Clearly Define core functionalist – what is absolutely necessary to deploy the new solution
Bring the customer perspective into the center of the conversation
If you can’t say that a current customization is a differentiator for the University, let it go
Don’t just expect change; embrace it
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Mission: Approach Oracle Cloud Migration & Implementation
Discover key requirements and enterprise architecture impacts Embrace Change and proactively manage stakeholder engagement and adoption throughout the mission
Migrate HR, Benefits, Payroll, Time/Attendance, and Talent Acquisition functions to the Cloud
Prioritize other solution features and functionality and establish a roadmap for future releases
Expected Outcomes and Benefits Enable the digital mindset with analytics, automation, and employee-experience centric processes and solutions
Employee to Usability to System to Cost to Vendor to Generalist to Team to Transaction to Self-service to Strategic to
Customer Productivity Platform Value Partner Advisor Network Interaction Enablement Sustainable
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Method Overview The Discovery phase activities informs the implementation plan in terms of scope, schedule, and effort
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Timeline: Phase 1 (Discovery) A 12 week sprint with the objective of establishing the implementation roadmap and detail plan for a January 2018 implementation start
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Inaugural Employee Engagement Survey
Robert Hartman
About the Survey Employee Engagement Survey
• Sponsored by ODI and OHR, as part of Year of Diversity • •
Faculty have COACHE Survey, Students have SERU Historically, no broad staff survey
• Goals • •
Gather baseline data Actionable items to improve engagement and climate
• 35-40 questions to measure the “climate” in our workplace • •
Distributed to all Staff on October 23 Each staff member will be asked to answer on five-point scale
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Sample question: • I know what is expected of me on the job. • • • • •
Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagree
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How It Will Be Used Employee Engagement Survey
• Vendor (Qualtrics) will benchmark responses against more than 1800 Higher Ed surveys
• OHR and ODI leadership will analyze benchmarks and recommend action plans for areas of greatest opportunity
• Senior Leadership will select 2-3 action plans to pursue for FY18-19
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What Happens Next Employee Engagement Survey
• Conduct follow-up pulse surveys to gauge success of action plans
• Conduct another full survey in two years (2019)
• Senior Leadership will look for other areas of opportunity as action plans are implemented and achieved
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Kaizen Overview & Update
Jason Killmeyer
What is Kaizen? Kaizen: Streamlined Hiring Process
Kaizen?: When: Who: Purpose:
Kaizen is a Japanese term that translates to change (kai) for the better (zen) or “continuous improvement” May 22 – 26, 2017 40 stakeholders representing Health Sciences, Academics, and Administration from all campuses To reevaluate the staff hiring process in the hopes of improving it for both the teams involved and the applicants themselves
Key Event Components –
– – – – –
Voice of the Customer • New Hire Survey • Random Sample of Key Customers Mapped the Current Process Identification of all Pain Points Pareto Vote to Identify Top Pain Identification of Future State “Nirvana” Identification of Short/Medium Term Improvements
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Process Steps & Decision Points: Before & After
400 350
Before
300 250 200
334
150
After
Before
86
104
After
100 50
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STEPS
DECISIONS
The future state includes a 74% reduction in process steps and an 88% reduction in decision points
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Accomplished! Kaizen: Streamlined Hiring Process
We’ve tackled some of our short-term goals (just do its): • Replacement with no updates – no comp review • Onboarding password fix – now alpha/numeric • Site trigger – remove posting from web when department identifies hire • Site trigger – applicant changes to hired when hiring proposal sent to admin team • Site trigger – posting changed to filled when hiring proposal sent to admin team • Orientation reports – consolidated 5 reports to 1 & improved “run” time • New applicant statuses • Job posting guidelines • Employment offer details automation • Job posting contact fields
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Almost there! Kaizen: Streamlined Hiring Process
Currently working on: • Improving work authorization / sponsorship collection • Responsibility center / school routing guidelines • Hire letter review and automation • Additions of counter offer fields to hiring proposal
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Applicant Reviewer Initiative Kaizen: Streamlined Hiring Process
Benefits: • Pitt Passport – multi-factor authentication • All postings within one account • Ability to update applicant statuses • Department has ability to add access to posting via ‘posting access’ field
Clarification: • Cannot start hiring proposals • Can only view postings they’re assigned to see by the department • No access to job descriptions
Easier transition: • Bulk setup
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Q&A Open Forum
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