McMaster University. HR Phase 1, Release 1: Change Impacts Summary

Transcription

1 McMaster University HR Phase 1, Release 1: Change Impacts Summary July 2014

2 Table of contents Introduction and purpose Definition and purpose of a change impact assessment Approach to gather impacts for HR Summary review of changes and impacts Detailed summary of changes in each HR area Process to manage mitigation strategies and outstanding items Next steps Appendix 2

3 Introduction and purpose The purpose of this document is to: Present a summary of the changes identified during the HR impact sessions Discuss people, process and technology changes as they relate to the following groups: Human Resources Service Centre (HRSC) School of Graduate Studies (SGS) Faculty of Health Science, HR (FHS HR) Decentralized HR areas (e.g., Departments) Employees Faculty Other (e.g., Campus Solutions) Present possible change management, communications and training activities to mitigate the changes identified Note: This document is not intended to provide a thorough analysis of stakeholder issues but reflects those key impact areas that will be of importance to end-users in respective HR departments and areas across the University 3

4 Definition and purpose of a change impact assessment The Mosaic HR Change Impact Assessment: Provides a summary of the expected changes that may result from the implementation of PeopleSoft and how those changes will affect McMaster employees, faculty and/or students Identifies change impact areas that should be addressed in order for the project to move forward effectively Identifies high-level impacts and degree of change by functional area to allow the OCM team to plan and target critical areas Why conduct a Change Impact Assessment? Identify changes to work activities, processes and jobs Enable targeted communications by population group (e.g., employees / staff, faculty, students) Identify special training requirements needed to prepare end-users for the change Help leadership guide people through the change, by understanding where the major changes will take place Provoke meaningful discussion with employees, faculty and students around the impacts of the change 4

5 The approach used to gather change impacts for Human Resources November February March - April May May Go Live 1. Assess current state and to-be processes 2. Gather impacts through workshops and interviews 3. Review and validate changed identified 4. Identify OCM tactics for high impact changes Conduct detailed reviews of current state and to-be process maps (Industry Print) to understand changes to specific HR processes Identify those processes which require deeper review because of depth of change and / or breadth of change; schedule for workshops / interviews Conduct workshops with Functional Leads, project team members and identified End and Super Users to understand impacts Categorize (high, medium or low) and document impacts on the Mosaic Change Impacts Tracker Review and validate detailed change impacts with project team members, Functional Leads and Functional Chair Ensure additional impacts provided from the HR community are considered (e.g., HRSC) Identify OCM tactics, activities and planned interventions for highimpact changes Present findings to Functional Leads and project team members 5

6 Summary Review of Changes and Impacts Phase 1, Release 1 6

7 Overview of Changes Captured The HR What s Changing workshops ran from March 20 to April 4, 2014, additional sessions were scheduled for Recruitment on July 24 and 25, 2014 The impacts were determined based on input from HR Super Users, HR staff and the HR project team In total, 74 changes were captured indicating 143 impacts, of which more than 60% were identified to have a positive impact on the end-user community Each impact was categorized as high, medium or low the following graph summarizes the number of impacts captured in each HR area Summary of Impacts Captured: Benefits Core HR Total number of impacts per HR area H 43 M 21 L 10 Health & Safety Payroll Time Management Training Administration L M H

8 Overview of Impacts Captured Once each impact was identified, the degree of change from a people, process and technology perspective was determined The following provides a high-level overview and summary of key changes in each people, process and technology category (please refer to the appendix for further details on each category) 12% of impacts People How will Mosaic impact HR stakeholders? 79% of impacts Process How will Mosaic impact the way that work is done? 9% of impacts Technology How will Mosaic impact current work practices? Total impacts identified for People: 17 Total impacts identified for Process: 113 Total impacts identified for Technology: 13 8

9 Summary of People, Process and Technology Impacts People how will Mosaic impact HR stakeholders? Terminology / definition changes (e.g., POI) Able to edit / update information (e.g., position data) Able to self-complete tasks or activities (e.g., time entry) Perception of changes and decreased ownership over processes (e.g., Faculty + tuition assistance) Potential increase in ad-hoc H&S requests Process how will Mosaic impact the way that work is done? Anticipated increase in data entry / search requirements (e.g., duplicates) Increased automation and reduced manual entry (improved data quality) Streamlined processes (e.g., time entry, termination, approval) Increased self-sufficiency (e.g., OT) Reduced workload for HRSC, FHS HR and SGS (e.g., generate schedules, vacation entitlement report) Efficiency gains (e.g., cheque reconciliation process) Technology how will Mosaic impact current work practices? Better reporting and query capability (PS = book of record) New / revised forms and tools (e.g., payment agreement, temporary position, employee attribute matrix) Gradual elimination of shadow systems (e.g., spreadsheet tracking) 9

10 Detailed Summary of Changes in Each HR Area 10

11 Detailed summary of changes in each HR area The following tables highlight the changes that were identified during each session: HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Manual Life Events Sequencing logic exists to simplify the process to select dependent beneficiaries M + HRSC, FHS No specific action has been noted Overage Dependent / Student Employees will be required to electronically indicate if their dependent is a student in PS Employees C: Specific message to people who have dependents listed T: How to select dependents Benefits Tracking Additional Plans Medical / Dental will have three levels of proration based on FTE. The eligibility will be assessed automatically via the system. Lateral moves within UNIFOR Unit 1willl leave that individual on the same benefit plan. No additional Action required, UNIFOR Unit 1 will be automatically enrolled into LTD via the system based on probation date H - Employees L ~ HRSC, FHS, SGS C: Impacted employees and their managers T: How benefits will be handled in the system for people making lateral moves T: Rule in the system for LTD and how it will be applied Sun Life Interface Interface to Sun Life will avoid dual entry into PeopleSoft and Sun Life system, keeping data in both system accurate and synchronized. H + HRSC, FHS No specific action has been noted Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 11

12 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Campus solutions will need to run a query to assess eligibility for internal courses; reduces the need for paper-based forms H ~ Employees, Campus Solutions T: Refresher training for Campus Solutions on how to query and determine eligibility Managers will be required to determine eligibility for Tuition Assistance; more efficient process (+) but larger role by Managers (-) / - Employees, Managers across Campus C: Employees will need to know where their entitlement banks are located (via ESS) Benefits Tuition Assistance Change to workflow for IN / EX courses - external courses will flow through HR; internal courses will flow through Campus Solutions Moving to an electronic process that will follow workflow depending on if the course was internal or external; T&E expense will be required Employees, Managers T: How to submit a T&E claim for a course To be reimbursed for courses, an employee will need to initiate an expense through the T&E module L ~ Employees, HRSC C: Reminder communication about course reimbursement processes Users will no longer need to manually keep track of tuition allowances on spreadsheets M/L - HRSC T: Navigation on where to locate the entitlement banks Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 12

13 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Add Additional Job More options exist in PS for employment instances Tax deductions will be automated HRSC, FHS C: Awareness and understanding of employee instances T: Types of employee instances and how each will be managed Core HR Add Contractor POI Instance Apprenticeship Wage Progression Person of Interest new concept H - Automatic notification when hours are met for a step increase L/ HRSC, FHS, Large number of people will be impacted Depts, HRSC, Facilities, etc. C: POI concept to HR community T: When and how to set-up POIs in the system C: Facilities, O&M, etc. about changes in process Hire / Re-hire Users will be required to ensure that required fields are completed in PS when initiating the hire process Campus solutions users will also need to understand how to check for duplicate entries All recruiting stakeholder / HRSC, SGS, FHS HR, Campus Solutions users T: How to check for duplicates and what fields must be completed in PS Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 13

14 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies TD1 will still be collected, PS will add default values L + HRSC, FHS, SGS T: Collect forms from employee s Users will need to check if a person already exists in the system before starting the hire process; some update of paper files to accommodate Person ID (9 digits) will be required H ~/+ All stakeholders, Depts, HRSC, SGS, FHS HR C: New PersonID concept, including addition of 2 digits; need / purpose of checking if person exists in the system More steps in the hire process and keying in of information; will automate future processes L + HRSC, SGS, FHS HR No specific action has been noted Core HR (con t) Hire / Re-hire PS will eliminate the duplication of effort through the Recruitment module for temp casual employees HRSG, SGS, FHS HR, Temp casual C: MacTRAC will not be used for recruitment in the future T: Importance of completing specific fields in the system Able to set effective dates in the system which will issue a ID to that individual All recruiting stakeholders, new employees, Ancillary system owners C: Assignment of IDs T: How to set an effective and start date in PS People and position data will be provided in advance of an individual starting on a job HRSC, FHS, Departments CM: Specific change activities with departments about change in process Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 14

15 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Employee Attribute Matrix will automate benefits and other HR processes L Employees No specific change action has been noted Hire / Re-hire If an employee is new to a department (but not the University) no re-entry of data will be required All recruiting stakeholders T: How to search / add someone into the system T: Available reports and queries for Dept Hiring Mgr Core HR (con t) Users will not be required to change prepopulated fields / data (e.g., schedules) M ~ HRSC, FHS C: Understanding of which fields can / not be adjusted T: What fields can / not be adjusted Manage Faculty Data Position level changes to Faculty job codes to reflect Faculty progression through tenure HRSC, SGS, FHS, Faculty Admins C: Terminology changes T: Terminology changes Grad TA Mass Hire Simplified Grad TA mass hire process M + SGS, HRSC T: How the mass upload will be done in PS Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 15

16 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Core HR (con t) Position Attribute Changes Multi-incumbent positions will no longer be required (Faculty will be provided their own position) Some exceptions will likely exist and positions will need to be created (HRSC) If an employee is moving to a new position a net new position will need to be created in that specific department; anticipated decrease in number of redundant positions in the system and improved ease of finding information M + Depts Dept Admins, Faculty, HRSC, FHS C: Reporting capability and where to locate information T: How to make changes, if required T: Understanding of what fields and data mean for position / attribute changes Temporary Schedule Change Attribute changes will need to occur on that specific position New terminology (e.g., temp change definition, full time, part time, etc.) L ~ Anyone who deals with schedule changes C: Definitions of temp schedule change, full time, part time employees, etc. Terminate an Employee Instance Process to terminate an employee instance will be simplified in PS L//- End users (-) / HRSC, FHS, SGS (+) T: How to terminate an employee instance Health & Safety Management of process will continue through EOHSS EOHSS No specific action has been noted Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 16

17 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Cheque Print / Distribution Cheque print will occur in in a PDF file that a user will be able to review and edit before it is printed M + HRSC, SGS T: How to access, view and edit cheques Cheque Reconciliatio n Process The bank reconciliation file can be uploaded from the bank to reflect the status of cheques issued by Payroll M + HRSC, R&C T: How to upload file and access report from PS Payroll Debit Pay & Benefit Prepayment Debit pay, benefit prepayment, and post dated cheques are available options to employees to cover their personal benefit contributions during unpaid periods Employees who take leaves, HRSC, FHS C: Options for debit pay and benefit prepayment to those employees going on leave T: Select appropriate option P/P: Deadline for submission, and share with Faculty Debit Pay Debit pay will be an automated debit setup from an employees bank account Employees will need to opt-in to option and submit written authorization to HR Some work around entering, maintaining and terminating POIs may be required (HRSC) M + Employees, HRSC, FHS HR, SGS C: Option for debit pay and requirements to set-up option T: How to fill out the form, and who to send to F: Update to existing benefits / leaves forms Overpayment recovery scenarios require a signed repayment agreement from the employee Option only available to employees still on Leave or Terminated employees L + Employees w/ an overpayment scenario, HRSC, FHS T: Walk through of the revised process and its implications Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 17

18 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Garnishment Remittance Garnishment remittances will be printed from the HCM payroll module (not A/P); cheques will be printed for each separate garnishment HRSC C: Process changes (move from A/P to HCM payroll) T: How to print garnishments from HCM payroll Import of ROE Serial Numbers ROE Administrators will be able to download file from Service Canada and appear on the ROE record in PS once validated by HRSC HRSC T: How to download file and access records in PS Payroll (con t) Mass Upload to Pay Sheets Mass upload to pay sheets will be used for one time payments; new formatting and uploading requirements Pay advice will be available through ESS for all employees M / / ~ HRSC (+) / Depts (-), FHS (1x payments) Employees C: Process for mass paysheet uploads T: How to mass upload in PS C: Groups who will keep receiving printed pay advices T: How to view pay advice Pay Advice Manual cheques will be produced from within PS; full pay advice on cheque stub HRSC, FHS, R&C, EE T: How to produce manual cheques within PS All jobs under the same wage loss plan will appear on one single pay advice M + People who have multiple jobs C: Changes to pay advice format, and how to read document Tax Slip Distribution Tax slips will be available within ESS for employees who opt into this option 18 Employees Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management C: Availability of electronic tax slips via PS T: How to choose electronic option

19 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Departments will no longer be encouraged to track accruals using shadow systems, PeopleSoft will be the book of record for the University All stakeholders C: Importance of maintaining data in PS T: How to pull reports and queries from PS Absence Request HRSC and Managers will be able to correct vacation entries (if an employee does not use it) / - Managers, HRSC, FHS T: Know procedures and steps for retroactive adjustments to absences (e.g., vacation) Time Mgmt Department Chairs and Faculty will be required to approve pay H ~ Dept Chairs, Faculty, Dept Managers, Supervisors C: Delegation and associated processes T: How to delegate in PS Absence Tracking PS will be able to track sick days for UNIFOR Unit 1 employees; notification will be sent if more than 9 consecutive days of sick time is taken Managers will need to delete future dated absences from the system L/M ~ Managers, Supervisors, EHS Managers, Supervisor, HRSC, FHS C: Capability of PS to track sick days for UNIFOR Unit 1 T: How to see tracked time in the system T: How to track vacation if an EEmoves departments Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 19

20 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Schedules will be assigned at the person level; greater flexibility / - Depts / HRSC, FHS HR, SGS C: New processes and impact of change (e.g., balance negative perception time savings) T: How to attach a schedule Time Mgmt (con t) Assignment of Schedule Schedules must be applied in order to note an exception (e.g., vacation) HRSC R&C will no longer need to manually generate schedules for exception hourly employees Once a person is entered into the system, he / she will need to be set-up as a time reporter with appropriate rules associated L ~ Anyone who reports time HRSC R&C H HRSC, SGS, FHS HR, Depts T: How to apply a schedule T: How a batch process will run in PS T: How to set up as a time reporter in PS Enrolling & Maintaining Time Reporter Data Users will need to understand the Employee Attribute Matrix (time reporter attributes) May need to assign attributes (HRSC) H - HRSC, SGS, FHS HR, Depts T: How to read and pull necessary information from the Employee Attribute Matrix Manage Compensato ry Time Off Plans Overtime and flex time can be tracked in the system for UNIFOR Unit 1 employees M + / - Time Mgrs and admins for UNIFOR 1 employees C: Banked time process T: What rules are available in PS; flex time processes Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 20

21 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Process to submit and process time will be simpler in PS (two vs. five step process) All impacted stakeholders T: How to submit time PS has a greater number of automated rules, as well as the capacity to handle complex rules M ~ All impacted stakeholders C: Impact of rules (e.g., less flexibility) T: What automated rules exist Employees will be able to bank overtime in the system All impacted stakeholders C: Overtime process T: How to bank overtime, and associated rules Time Mgmt (con t) Self Service Time Reporting Time can be entered by an employee, timekeeper, manager or supervisor Exceptions and total hours person worked will be captured in PS /- Depts All impacted stakeholders T: How to create a position and enter time T: How to enter total hours worked and exceptions New terms and concepts that will need to be learned (e.g., salary, hourly, exception hourly, etc.) L/H ~/+ All impacted stakeholders (~) / HRSC (+), FHS C: Different employee types and their meaning T: Pay process for each employee type Will be able to make adjustments to time entered in the period the entry should have happened Change requests sent to HR Advisor will no longer be necessary M + EE, HRSC, FHS T: How to adjust time in PS Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 21

22 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Self Service Time Reporting Able to use mass time upload to automatically generate schedules for employees Will be easier to make changes to time that is already submitted or approved within the time submission deadline Time can be entered through ESS or MSS Exception reporting paper based forms will be eliminated M + Depts Employees, Depts with time entry responsibility HRSC, FHS T: How to do mass time and automatically generate schedules C: Time entry process T: How to enter and change time already submitted Time Mgmt (con t) Terminations Vacation Calendars PS will automatically pay out vacation; manual adjustments may be required Vacation calendars will be available in real time M + HRSC, FHS HRSC / Managers, Admins C: Changes to vacation payout T: How to manually adjust, if necessary T: Where to find vacation entitlement; vacation on pay and remittance advice Validate and Approve Reported Time Holidays have been built into the system; time administration process will run nightly Timesheets can be locked down after each pay period May need to enforce timelines (HRSC) Time approval process has been streamlined to one step in the system HRSC T: How to input holiday time M L + All stakeholders, HRSC, FHS Time approvers C: Time entry cut-off T: How to approve time Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 22

23 Detailed summary of changes in each HR area (con t) HR Area Process Change Summary Degree Perception Impacted Group Proposed Mitigation Strategies Time Mgmt (con t) Validate and Approve Reported Time Able to delegate time approval duties in the system Grad studies will be moving to a bi-weekly pay schedule; grad scholarships will be paid through Campus Solutions not Payroll Faculty, Admins Grad students, SGS, HRSC C: Process changes, and what information a delegate can see in the system T: How to access the Portal and work list C: Targeted message to grad students and grad admins re: bi-weekly pay schedule Two pay dates will need to be maintained one for Faculty, the other for Students L / Grad admins, Students C: Communicate no change for maintaining pay dates Training Admin Enrolment & Tracking Tracking Possible workload increase to manage the enrolment and tracking of employees in Health & Safety courses Perception of negative impact on tracking course completions by Faculty who currently maintain their own employee and student records H - EOHSS H - Faculty C: Training enrolment process changes T: How to manage, enroll and track employees in H&S courses C: Process to track course completions T: How to access reports in PS to see who has / not completed training Legend: C: Communication T: Training P/P: Policy and Procedure F: Forms CM: Change Management 23

24 Process to manage mitigation strategies and outstanding items In order to ensure that mitigating actions, questions, takeaways and decisions move forward, the OCM team will: Include mitigation action in appropriate change, communications and training activities Connect with the appropriate owner(s) of outstanding decisions or take aways to ensure resolution 19 Outstanding decisions 38 Take aways 81 Questions Mosaic project teams (e.g., HR, Finance, Student, Tech, Security) HRSC, Labour Relations HR Community Owners Other (e.g., Mail Services, UTS) To view the complete list of outstanding decisions, questions and / or take aways, please refer to the impacts tracker available on Confluence: %20Impacts%20Tracker_HR.xlsx?api=v2 24

25 Next steps For Managers and Leaders, review and share content pertinent to your HR area For the OCM Team, post and share content with the broader community For owners of mitigation strategies, continue working on areas that require attention 25

26 Appendix 26

27 Primary change impact categories People Category People (Change Mgmt Issues) Job change or new role New Skills and Knowledge Required Non-Mosaic users impacted by process change Process Description Anticipated culture changes and changes to entrenched behavior that will be required in the new environment, changes in the way people manage their work/routines, preferences Anticipated changes in responsibility or perceived prestige of the role Role changes - anticipated changes to existing roles or the addition of new roles Anticipated changes in accountability or reporting relationships, the number of people required, the location where work is performed Anticipated that new skills and/or knowledge will be required of end-users based on role changes, new technology, new process, etc. Although not directly affected by PeopleSoft, non-mosaic users may need to understand the process changes Anticipated process changes, including following new or revised processes in addition to or in place of existing processes. Process Work Volume Change Anticipated changes to the volume of work (i.e., an increase/ decrease in work loads) Automation Processes that were once manual are now automated Technology Technology Change New or changed forms / tools (e.g., Excel spreadsheets) Anticipated change to the current technology applications / programs (i.e., current system will be decommissioned for PeopleSoft) Anticipated changes to tools, such as new or changed forms, that will be required to carry out the new processes 27

28 Degrees of change used for each impact Category Description Criteria High Medium Low People Are there new skills required to perform the activity? Are there tasks eliminated for a position? Is there a change in behavior or culture? Is significant training required? Requires new skill(s) to perform the activity Tasks added or eliminated for a position Requires significant training to learn how to perform the activity Requires significant amount of training and support Requires considerable training; tasks are added or deleted 1 out of 3 criteria apply Process Does the work get competed differently? Does the length of time (cycle time) differ? Does the required frequency differ? Does communication or interaction differ? Change in the way the work gets done Change in the frequency required to perform an activity Change in the length of time required to perform an activity Change in data sources or inputs Change in reports or inputs Change in communication / interaction required to complete an activity 4 out of 6 criteria apply 3 out of 6 criteria apply 2 out of 6 criteria apply Technology Will the new systems contain accurate and relevant information to support future work? Can project results be achieved with new technology? What skills are required for successful technology implementation? Change in tools Requires significant infrastructure changes Required moderate infrastructure changes Requires basic infrastructure changes Governance and Structure Does the accountability or reporting relationship change? Is there a change in the number of people required to do the work? Does the location where the work is performed change? Change in accountability (e.g., level and / or position) Change in location where work is performed Significant accountability change (level and position) Moderate accountability change Change in location 28

29 Documentation approach The change impacts were documented using the Mosaic change impacts tracker This template tracks: Project work stream General description of process Degree of change (high, medium, low) Perception of change (positive, negative, neutral) Primary and secondary stakeholders affected Description of change (e.g., people, process, technology) Mitigation strategies (e.g., training, communication, change management) 29