UCSF Human Resources Service Partnership Update and Transformation Activities

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1 UCSF Human Resources Service Partnership Update and Transformation Activities Presentation to HR Service Partnership Agreement Subcommittees March 18, 2015

2 Agenda SPA Committee Update (30 minutes) Welcome and Today s Goals Clarice & Larisa July 2014 Service Partnership Agreement (SPA) Outcomes & Progress Reports Process Improvements Future SPA Document and Metrics updates - Jason Update on HR Transformation Activities (40 minutes) Shared Services Consolidation Jenny Schreiber Postdoc Shared Services Esther Carter LER Services Shelley Nielsen HR Strategic Partners Mike Tyburski Discussion & Next Steps (20 Minutes) 2

3 Current SPA (Effective July 1, 2014) Fall SPA committee recommendations January HR Advisory Board approval January 2014 Updated SPA commitments and process improvement priorities shared with campus customers June 2014 Updated SPA published on hr.ucsf.edu. Document does not include an expiration date, but does call for annual review Timing for updating the SPA will be discussed at the end of this meeting hr.ucsf.edu 3

4 2014 SPA (Service Commitments) Section 3 a. - Measurements Setting service commitments: The 2014 SPA changed the measurement standard from average turnaround to target turnaround The committees established 4 Academic and 5 Staff targets for turnaround time In many cases, baseline performance for new targets was not available Reporting: Draft reports have been in production for a few months and are now ready for distribution to customers Next Step: April: Customer distribution starting next month as a new tab in the current HR monthly reports from HRIS/Luke Hones In development: Post quarterly all-departments/campus results on HR website 4

5 2014 SPA (Service Commitments) Section 3 a. - Measurements SPA Report Format Each report includes four elements Rolling 12 month target summary A 12 month trend for each measure Case detail with ticket numbers and dates % 80.00% 60.00% 40.00% 20.00% 0.00% Staff SPA Success - Fund Distribution Change March February % 76.01% Additional Pay Academic SPA Success - Overall March February % 57.76% Fund Distribution Change % 33.27% Separation NO YES YES NO 5

6 SPA Process Improvement Priorities Section 3 b. Process improvement 8 process improvement priorities established Work on process improvements started in Fall of 2013 Progress made on all 8 priorities and shared during FY14, details on hr.ucsf.edu Academic Priorities: Post Docs Appointment & Advancement Annual Renewals Visa Applications Staff Priorities: LER Funding Changes Onboarding Affiliate Appointments Details on outcomes available here: 6

7 Presented for feedback Shared Services Consolidation Postdoc Shared Services LER Services HR Strategic Partners CURRENT TRANSFORMATION ACTIVITIES 7

8 Human Resources Opportunities for Transformation Organization Optimize organizational structures to streamline delivery single service center, dedicated postdoc service line, optimal LER structure Assess and actualize recommendations from Chazey Partners independent study Business Processes Identify quick wins for customers and partner to address key challenges with simple fixes Apply LEAN to improve processes/workflow that directly impact customer interactions Priority areas are improved post doc processes, LER processes, and onboarding Technology Deploy CRM (Customer Relationship Management) technology to transform the customer engagement experience Digitalize personnel files to enable direct, effortless and intelligent access to HR information and records Optimize Enterprise Data Warehouse to support planning and decision-making in staff and academic personnel 8

9 Shared Services Consolidation Leadership is now in place Cheryl Drassinower hired as Director of Academic HR Shared Services Katy Rau hired as Director of Staff HR Shared Services Esther Carter hired as Director of Postdoc Shared Services Strategic analysis for phase one is in process Client assignments remaining in place within consolidated shared services Changes would only result from generalists or managers moving into LER and postdoc teams, but these will be a minority of cases Integration of workgroup recommendations for process improvements Integration of SPA committee feedback to confirm direction and target requirements Assessment of how to incorporate HR strategic partners Assessment of highest priority process improvement needs, opportunities for greater consistency, and customer quick wins Goal is for Shared Services operations to continue without disruptions for clients Transition of work as postdoc and LER teams launch will be iterative to foster smooth handoffs, learning of new work and minimize impact on clients 9

10 Workgroup Postdoc Services Why are we changing postdoc services? Client feedback Shared Services and LER concerns surrounding division of roles and HR staff s need for consistent and streamlined workflow Graduate Division feedback on division of roles related to educational focus vs. terms of employment New collective bargaining requirements (newly represented population) New scope of service Immediate: Dedicated postdoc services unit within HR Shared Services with director and generalists that have specialized expertise and experience in postdoc employment administration Streamlined workflow and tools/templates for HR and departments Clearly defined handoffs with LER, Graduate Division, and ISSO Future State: Technology wishes Enhancement to SRS Development of SmartSheet/postdoc tracking database Timekeeping system Inclusion of postdocs in HBS 10

11 Workgroup Postdoc Services Approach how have we arrived at these recommendations? Gathered customer feedback faculty identified key pain points associated with postdoc administration on our Faculty Listening Tour Reviewed all process maps, and created a few new ones! Redefined areas of responsibility between HR and Graduate Division. Identified areas where standardized/clarification of policy/practices are needed Surveyed best practices across the HR organization Coordinated roles with the Graduate Division, ISSO and LER Implementation readiness Identified quick wins: Standardizing template tools and checklists (internal to HR, as well as for departments) Creating a comprehensive data collection form Identifying training to help departments better navigate the postdoc administration process Identified implementation deal breakers what must we have to successfully consolidate postdoc administration? New Offer Letter template Tool for HR and Departments to effectively and consistently set salary and title code 11

12 Workgroup Postdoc Services What we need from you? Partnership requirements Continue to provide comprehensive and complete information Submit complete tickets Recognize what is in and out of HR s control (e.g. visa timelines and processing) Assignments Esther Carter was competitively recruited as the Director of Postdoc Shared Services Infrastructure of Postdoc Shared Services is pending Team of postdoc AP generalists FTE has yet to be determined Possible specialization within team (e.g. Leave of Absence and visa) 12

13 Workgroup Postdoc Services Change Management Timing: May Will ensure that the academic renewal process is not negatively impacted Communication We will share plans and tools as they are developed via HR Update and HR Currents We will continue to meet with stakeholders (SPA Committee, HR Advisory Board, Committee on Research) Customer training /reference materials Brown bags for departments Tools and templates for departments available via the HR Knowledge Bank How this fits into the overall goals Improved, streamlined, more efficient and consistent service Improved customer experience Standardized and consistent process for our staff and our clients Clarified roles between UCSF HR, ISSO and the Graduate Division Feedback/Questions? 13

14 Workgroup LER Consolidation Why are we changing LER services? SPA committee process improvement priority Client survey and Chazey Partners feedback Clients request for more direct relationship with LER experts Scope of service Full life-cycle support for LER consultation through final outcome within LER expert team. What s changing for the client? Clients will have a dedicated LER Specialist assigned to their department Clients will now contact LER team directly as opposed to contacting HR Generalist who then loops in LER What s in and what s out? In: Full scope of support for both represented and non-represented Out: Routine support for probationary employees. 14

15 Workgroup LER Consolidation Approach how have we arrived at these recommendations? Reviewed all process maps and updated roles to reflect consolidated LER unit within Human Resources Assessed roles and staffing needs to perform the scope of work (see Assignments section) Reviewed client and HR staff feedback on current challenges and opportunities to improve service Implementation readiness Developing training and tools for managing new workflow Developing handoff plans for open cases Implementing internal case management software to provide the ability to electronically track and manage cases, which enable greater continuity and reporting within LER 15

16 Workgroup LER Consolidation Assignments Competitive recruitment underway to fill vacant Campus LER Manager position. Infrastructure of LER and new Role Descriptions have been proposed Team of LER Specialists and LER Representatives Possible specialization within team (Layoff Business Plans, Grievances, Investigatory Meetings, etc.) How do HR Strategic Partners and LER Specialist fit together? HR Strategic Partners and LER team will work closely together Strategic Partners will work with customer departments on strategic initiatives and high-impact HR initiatives such as developing rationale for reorganization or restructuring LER will provide case management and consulting services for business plan and layoff actions 16

17 Workgroup LER Consolidation What we need from you? Partnership requirements Ongoing feedback about what is working and what is not Direct contact to initiate cases and necessary documentation for cases Willingness to help LER team understand the work performed by your department, enabling us to build the knowledge to better serve the organization How this fits into the overall goals Standardized and consistent process for our clients Improved, streamlined, more efficient service (LER will be working with clients to establish turnaround times) Improved client experience Change management Timing: Targeting May Will ensure that all existing cases will be managed without disruption 17

18 Workgroup LER Consolidation Change management continued Communication LER Manager will focus on meeting with key leaders in the Control Point areas to introduce him/herself and the team who will provide LER support Clients will be informed through HR Update announcements and updated website materials Client training /reference materials Processes for a consolidated LER department will be updated and presented on the HR website Points of Contact are being updated Feedback? 18

19 Workgroup HR Strategic Partners Why are we envisioning a new model for HR Strategic Partners? Feedback from customers asking for an HR partner who can understand a broad range of strategic issues and will ensure the different units with HR provide a coordinated approach and support Approach how have we arrived at these recommendations? Assessed HR business partner models implemented in other organizations and within HR Service Center C currently to recommend how business partners would interface with clients and other HR units to provide strategic support within the UCSF environment Scope of service A small group to coordinate large scale, strategic activities A single individual who will regularly check in on future school/department projects as well as ensure HR services overall are meeting needs Strategic Partners are not managing day-to-day transactions Customer service: Manage customer service survey and on-going customer engagement, implement strategies to improve customer experience. See next several slides for specific examples 19

20 HR Strategic Partner examples An academic department with new organizational leadership defines a strategic objective to transition from an entitlement-based employee culture to a performance and outcome based culture. The HR Strategic Partner will collaborate with departmental leadership to: Assess the current state of organizational performance Define what organizational success will look like Develop and execute a planning and communication strategy to define and actively engage faculty and staff in the value of change Engage departmental faculty, staff and leadership in developing and executing strategies to move from current to future state Monitor and assess the effectiveness of change strategies 20

21 HR Strategic Partner examples A medical billing service needs to develop and execute a strategic plan to improve collections volume and timeliness or face potential outsourcing. The HR Strategic Partner will collaborate with organizational leadership to: Assess the current state of organizational performance Define what organizational success will look like Develop and conduct process analyses to help create a roadmap for change Develop and execute a planning and communication strategy to define and actively engage faculty and staff in the value of change Engage departmental faculty, staff and leadership in developing and executing strategies to move from current to future state Define and develop an optimal configuration of staff roles Assess the skills and competencies of staff and ensure that positions are filled with staff who possess the requisite competencies for success Collaborate with HR operational and specialist staff to consider and plan for operational implications Monitor and assess the effectiveness of change strategies 21

22 HR Strategic Partner examples A large, complex client operational organization has long-standing issues of unmet performance standards, low employee engagement and above average productivity loss form staff medical leaves. The HR Strategic Partner will collaborate with organizational leadership to: Assess the current state of organizational performance Define what organizational success will look like Develop and execute tactics to engage staff, supervisors and management in defining the issues and developing solutions Collaborate with HR operational and specialist staff to help develop effective solutions and to consider and plan for operational implications Develop and conduct process analyses to help create a roadmap for change Develop and execute a planning and communication strategy to define and actively engage and staff and in the value of change Monitor and assess the effectiveness of change strategies 22

23 Workgroup HR Strategic Partners What we need from you? Partnership requirements Confirm support to proceed with new roles Collaborate with us as we work to define and implement strategic partnership roles Assignments Will post and competitively fill the manager position May assign existing HR staff to partner roles Will coordinate with LER client assignments to ensure coordination and partnership in supporting clients How this fits into the overall goals HR s goal is to ensure we have partners who understand your business and can assist with strategic HR-related planning and coordination of support from HR 23

24 Workgroup HR Strategic Partners Change Management Timing Iterative launch in parallel with Shared Services consolidation and workflow/process improvement changes Communication Share plans and tools as they are developed via HR Update and HR Currents Meet with stakeholders (SPA Committee, HR Advisory Board) The HR strategic partners will schedule and meet with key leaders in the organizations that they support for introduction and to begin support process Customer training /reference materials Share specifics about how these positions will support organizational success Feedback? 24

25 NEXT STEPS 25

26 Next Steps 1) Feedback on current initiatives Please share project specific concerns with functional owner(s) or Jason by 3/23 Follow-up on subsequent phase update when ready 2) SPA Document Review Propose annual Staff & Academic committee work resumes Fall 2015 Questions? 26