2005 INNOVATIONS AWARDS PROGRAM

Transcription

1 2005 INNOVATIONS AWARDS PROGRAM APPLICATION Deadline: April 4, 2005 Be advised that CSG reserves the right to use or publish in other CSG products and services the information that you provide in this Innovations Awards Program Application. If you object to CSG potentially using or publishing the information contained in this application in other CSG products and services, please advise us in a separate attachment to your program s application. 1. Program Name Shared Services Model Hiring Reform Program 2. Administering Agency Human Resources Division (HRD) 3. Contact Person (Name and Title) Sarah Unsworth, Account Analyst 4. Address One Ashburton Place, room 301 Boston, MA Telephone Number FAX Number Address Sarah.Unsworth@hrd.state.ma.us 8. Web site Address 9. Please provide a two-sentence description of the program. The Shared Services Model Hiring Reform Program sought to fix a redundant, expensive, prolonged and frustrating hiring process. Through a collective partnership with the state agencies, technology, and more of an oversight role, HRD was able to shorten the hiring time by 85% by developing a set of new hiring guidelines. 10. How long has this program been operational (month and year)? Note: the program must be between 9 months and 5 years old on May 1, 2005 to be considered. The Shared Services Model Hiring Process began to take effect in July 2003, with the launch of e-forms. The program was fully implemented by the Fall of

2 11. Why was the program created? What problem[s] or issue[s] was it designed to address? Indicate how the program applies to the change driver that you listed above. As of December 2002, it took approximately seven months to hire a management employee and approximately three months to hire a non-management employee. The hiring process, at that time, was not meeting the agencies operational and business needs; in fact it became a separate bureaucracy, requiring the dedication of already scarce human resources staff in order to maintain it. This was the result of four unique administrations, over the past decade, each mandating new hiring policies while at the same time rarely rescinding a regulation set by a prior administration. As a result, the employment process for executive branch agencies grew into a very complex and ineffective system. In early 2003, with the appointment of a new Chief Human Resources Officer at HRD and the support of the current administration, HRD implemented the Shared Services Model. The key to the success of the Hiring Process Reform was HRD s ability to disseminate information to executive branch agencies, the current administration, and other stakeholders in the hiring process. One factor, which led to the lengthy hiring process, was the long paper trail that followed each and every new hire. Through the implementation of e-forms, agencies can send request for salary rate confirmation, title reclassification, position modifications, and other actions that require approval by HRD. These requests are sent electronically to HRD, and once approved, are sent electronically back to the agency. The end result of the Shared Services Model Hiring Reform Program was a new set of hiring guidelines that spelled out what services HRD has delegated to the agencies, what needs to be sent to HRD for approval, and what the agencies/secretariats can approve on their own. The guidelines also lay out the audit process. One important factor in the new hiring process is audits. Each month HRD audits a sample of hiring process transactions to ensure compliance with all procedures, rules, and regulations. The guidelines clearly spell out what the agencies need for audits. Since the hiring guidelines are on HRD s website, they are a living document. They can be changed to reflect any changes in policies and/or procedures. Also, the hiring guidelines provide links to all relevant e-forms and other documents, giving the customer a one-stop shopping for all hiring information. 12. Describe the specific activities and operations of the program in chronological order. Over the course of seven months in 2003, the Hiring Process Team conducted a strategic planning process to redefine the hiring process for executive branch agencies. The team first conducted a complete analysis of existing hiring process elements including: classification, position management, posting/waivers, recruitment, selection, compensation, and appointment and found that they were characterized by: Complexity no fewer than 25 steps for either non-management or management hires 2

3 Bureaucracy most hires requiring signoff at three, sometimes four levels (agency, secretariat, HRD, Governor s Office) using multiple, duplicative forms and online systems Extended Time Requirements average of 3 to 7 months including required steps and/or additional time for any number of issues raised at any of the levels in the approval process Lack of Hiring Process Model no consistent, statewide criteria for hiring Undefined Audit Procedures no statewide, standardized requirements for audit compliance Confusing Forms specificity was lost, causing errors and more delay in processing transactions Lack of Training no formal training on hiring related issues The team then reformed and redefined the hiring process with Shared Services Model standards characterized by: Less Complexity hiring steps reduced by 50% Less Bureaucracy approval levels for most hires reduced, resulting in hiring authority delegation of 40% of management hires and 99% of nonmanagement hires Reduced Time Requirements hiring time reduction of over 50% for management and 25% for non-management, dramatically improving recruitment and minimizing the risk of losing critical hires of top candidates Simplified Hiring Guidelines criteria for individual elements with formatted links for quick reference and ease of use online Clear and Concise Audit Procedures quantified and standardized audit process clearly communicates performance measures Online eforms new streamlined and simplified online submissions for hiring requirements Comprehensive Change Management/Training training at implementation and on an ongoing basis to ensure that agency and secretariat HR and management personnel understand the Hiring Guidelines content and procedures The outcome of these changes was the new Shared Services Model Hiring Guidelines. Once the guidelines were determined, HRD set out to inform and train the agencies of the changes to the hiring process. 13. Why is the program a new and creative approach or method? The guidelines that resulted from the Shared Services Hiring Reform Program were innovative in that they accomplished something that had never been done for executive branch agencies; they provide detailed and concise descriptions, requirements and procedures for each aspect of the hiring process. The guidelines are designed for daily use as a quick reference document; the guidelines clearly define the roles and responsibilities for agencies, secretariats and HRD alike. 3

4 14. What were the program s start-up costs? (Provide details about specific purchases for this program, staffing needs and other financial expenditures, as well as existing materials, technology and staff already in place.) The programs only start up cost was for a technical consultant, at a salary of $44,5000, who worked with HRD staff on the development and implementation of e-forms. The project utilized the Hiring Process Team as a sole resource. Nine HRD employees comprised the Hiring Process Team. 15. What are the program s annual operational costs? There are no additional operational costs associated with this program; in fact, the program saves time and money for state agencies. 16. How is the program funded? The program is funded through HRD s administration budget; it does not have a separate funding source. 17. Did this program require the passage of legislation, executive order or regulations? If YES, please indicate the citation number. No 18. What equipment, technology and software are used to operate and administer this program? HR/CMS by Peoplesoft, HRD developed e-forms, HRD s website, and the Commonwealth Employment Opportunities (an online job search) are all key components of the new hiring process. 19. To the best of your knowledge, did this program originate in your state? If YES, please indicate the innovator s name, present address, telephone number and e- mail address. Ruth Bramson, Chief Human Resources Officer One Ashburton Place, room 301 Boston, MA Ruth.Bramson@hrd.state.ma.us 20. Are you aware of similar programs in other states? If YES, which ones and how does this program differ? No 21. Has the program been fully implemented? If NO, what actions remain to be taken? Yes 22. Briefly evaluate (pro and con) the program s effectiveness in addressing the defined problem[s] or issue[s]. Provide tangible examples. 4

5 There has been a measurable reduction in the timeframe for hiring both non-management (reduced by 25%) and management (reduced by over 50%) employees. With these shorter timeframes, qualified candidates can be offered and appointed to jobs. This allows agencies to hire their first choice candidate. In addition to the abbreviated and efficient timeframes for hiring, HRD has delegated a significant amount of authority to agencies in the areas of classification and compensation. User agencies now have the opportunity to recognize their own organizational and financial hiring needs and meet them efficiently and effectively. 23. How has the program grown and/or changed since its inception? HRD, in 2003, implemented the new hiring process with a full rollout. Since the implementation HRD has successfully audited a sample of all transactions that have been delegated to executive branch agencies. HRD has found a 98% compliance rate among all audited agencies. 24. What limitations or obstacles might other states expect to encounter if they attempt to adopt this program? One limitation other states might encounter if they adopted the Shared Services Model Hiring Reform is that in order for the reform to be successful, the state s oversight human resource division must delegate certain aspects of the hiring process, therefore surrendering partial control of the hiring process. Add space as appropriate to this form. Return to: CSG Innovations Awards 2005 The Council of State Governments 2760 Research Park Drive, P.O. Box Lexington, KY innovations@csg.org 5