HR Liaisons Town Hall - August 2018

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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

•

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

•

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

27

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

• • • •

• •

Paper-based system Manual review of recertification Manual notifications and entry HR liaison is not always aware of progress

• •

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?

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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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