integrate 2 Business Process Redesign: Business Process Recommendations Position Description/Classification May 31, 2013

Transcription

1 integrate 2 Business Redesign: Business Recommendations Position Description/Classification May 31, 2013

2 Business Recommendations: Introduction

3 Business Recommendations SUB-PROCESS RECOMMENDATION CONTENTS Recommendations for a redesigned workflow and supporting materials for each of the sub-processes reviewed as part of the integrate 2 BPR project are detailed in the following section. Each sub-process section includes the following: Overview: A summary narrative of key process steps within the sub-process. Recommended Future State Flow: Detailed process flow of the Future State process steps. Key Changes: For those steps within the Future States that represent primary changes (for one or more NSHE institutions), an explanation, and justification as necessary, for the process change is highlighted Alternative Options: Options not recommended in the future state flow are highlighted along with a justification of why this option is NOT recommended or incorporated in the process. Policy Change Requirements: Instances when either institutional or NSHE policy need to be developed or revised in order to facilitate the recommended process are noted, including recommendations for policy content. Implementation Challenges: When elements of the recommended future state process were questioned during workshops or noted as significant areas where implementation would be difficult, further discussion and justification is provided along with examples of institutions also utilizing the recommended process. The examples provided are individual institutions utilizing these recommended practices. NSHE represents a diverse set of 8 institutions and the system office presenting limitations in identifying a comparable system or organization that has broadly implemented best practice or recommended processes. Technology Requirements: Elements of a required technology to enable the process are listed by process step. Reporting Requirements: Reports, metrics and data points required to monitor and control the process are listed. NSHE Feedback: Index of comments/feedback provided by NSHE institutions and the Huron response, as needed Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 3

4 Business Recommendations POINTS TO CONSIDER Each sub-process section incorporates some fundamental concepts that should be understood in order to fully consider the recommendations and supporting content. Recommendations versus Current State: These process recommendations represent Huron s recommendations for a future state business process and are not intended to comment on the current state processes across NSHE. Some process elements may already be the practice of some or all NSHE institutions. Business Swimlanes (horizontal bands): The business process focuses on the process steps and the work accomplished in these steps and not the process owners/work locations. Therefore, the developed flows include general swim-lanes that are not role/location specific, such as Accounts Payable Administration, Travel Administration, Research Administration, etc. Flows do include required roles like Vendor, faculty/employee/investigator, etc. but they do not highlight Administrative Assistant, Vice President of X, etc. The recommended process steps can be applied universally and the steps can be aligned in whatever roles/units are appropriate by institution Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 4

5 Business Recommendations POINTS TO CONSIDER Each sub-process section incorporates some fundamental concepts that should be understood in order to fully consider the recommendations and supporting content. Existing Supplemental Systems: Some NSHE institutions have implemented different systems or technologies that are supplemental to the Human Resources or Finance Administration Systems. These process flows assume the existing technologies are integrated into the Future State Business. Out of Scope Systems: Some process flows incorporate Non-Human Resource/Finance Systems that are out of scope for integrate 2 (i.e. a Pre-Award tracking system ). However, in order to be in line with best practice elements, these out-of-scope technologies were incorporated into the recommended processes Huron Consulting Group. All Rights Reserved. Proprietary & Confidential. 5

6 Business Recommendations: Position Description

7 Position Desc. BPR: Classified Position Creation PROCESS OVERVIEW Classified Position Creation refers to the sub-process by which departments request the creation of a new classified position. This process does not include recruiting or onboarding. Requesting department submits required data electronically for review A position number is assigned upon verification of funds for the new position Hiring Authority / Executive Team reviews all information and approves / denies requests HR and hiring managers are notified of the decision (department notified of appeal rights) If approved, HR reviews/analyzes all relevant information and drafts a final determination memo Department is notified of HR approval and determination and is informed of appeal rights HR enters all relevant data into HRMS to facilitate the recruitment/onboarding process 7

8 Prototype Reclassification (Classified) Draft and Confidential Do Not Distribute For Discussion Purposes Only Employee or Department Start 1 Fill out position description questionnaire (and other details) and submit electronically to HR 4 Appeal? Yes 5b Appeal End No Human Resources Administration 2 Conduct Job Analysis 3 Make modifications (if applicable), approve, and notify department / employee 5a Complete electronic payroll form and route for approval 6 Update HRMS with new pay step and effective date 7 System notifies Payroll of new pay rate 8 Payroll End

9 Position Desc. BPR: Classified Position Creation KEY PROCESS CHANGES The following table outlines the major process changes (NSHE-wide) incorporated into the recommended process. Flow Title: Classified Position Creation Classified Position Creation Step(s): All 13 Explanation and Change Justification: All required forms are consolidated into an electronic "Position Creation" packet that is completed online and electronically workflowed for various reviews and approvals with electronic signatures. The electronic workflow also enables HR to easily return the packet to the department for necessary modifications. This notification is an electronic notification that contains the final determination memo and classification from HR along with the department s appeal rights (if they disagree with determination). 9

10 Position Desc. BPR: Classified Position Creation ALTERNATIVE PROCESS OPTIONS The following table outlines the alternative process options that are not recommended for implementation. Step(s): Alternative 2, 5, 7 Require paper-based forms with wet signatures. 15 Lack of integration between HRMS and the recruiting module. Justification for Non-Recommendation: Implementing electronic workflow, as opposed to handing off signed forms, will streamline the process and expedite the creation of positions and sharing of information. Integrating the recruiting and HRMS systems facilitates HR data entry and eliminates duplicative efforts. Manual data entry will also involve a higher risk for data errors. 10

11 Position Desc. BPR: Classified Position Creation POLICY CHANGE REQUIREMENTS The following table outlines the policy change requirements necessary to facilitate the recommended process. Policy Level: NSHE Policy Requirement Type: Change Policy Addition/Change Requirement: NSHE s policy around Position Control and requiring wet signatures should be reviewed and revised to allow digital signatures to supplant the signed paper-based forms. Currently, the State of Nevada requires signed paper-based forms for the creation of a classified position. NSHE leadership will need to work with the appropriate state-level authorities to implement this change to policy. 11

12 Position Desc. BPR: Classified Position Creation TECHNOLOGY REQUIREMENTS The following table lists the system technology requirements necessary to support the recommended process. Flow Title: Classified Position Creation Classified Position Creation Classified Position Creation Step(s): 4, 12, 15a Technology Requirement: Allow for the integration of the recruiting and HRMS systems so that data entered by Budget / HR is electronically transferred into the recruiting module and ultimately populated into the HRMS system when an employee is hired for the position. 4, 12, 15a Utilize an accurate, regularly updated Authority Limit Matrix to drive electronic workflow utilization. 12, 13 Allow the Determination Memo to be migrated to an online format that can be workflowed for review and approval. 12

13 Position Desc. BPR: Prof. Position Creation PROCESS OVERVIEW Professional Position Creation refers to the process by which departments request the creation of a new professional position. (This process does not include recruiting or onboarding.) Department submits a standardized position description questionnaire for review A position number is assigned upon verification of funds for the new position Executive team / committee reviews relevant information and renders a decision HR and hiring managers are notified of the decision (department notified of appeal rights) If position is approved, HR reviews/analyzes all relevant information and drafts a final determination memo HR works with department to determine recruitment strategy HR enters all relevant data into HRMS to facilitate the recruitment/onboarding process 13

14 Professional Position Creation Budget Department Committee Administration Notify Department / Campus Leadership and determine next steps Start 1 Complete Job Description using existing template No 3 Budget Exists 2a Submit for budget review via electronic workflow* Yes 5 Review, Prioritize, and Approve Job Descriptions via electronic workflow 4 Assign position number 6 Notify HR / Hiring Managers of approved positions Human Resources Administration End 2b Review Job Description and verify accuracy of information on form / missing information with hiring manager 8 Recruitment 7 Finalize Job Description, assign classification and determine Recruitment type in consultation with department Approved Denied Determine next steps in conjunction with hiring manager / department *Note: if budget is managed at the department-level, then there may be no need to send to the Central Budget Office.

15 Position Desc. BPR: Prof. Position Creation KEY PROCESS CHANGES The following table outlines the major process changes (NSHE-wide) incorporated into the recommended process. Flow Title: Professional Position Creation Professional Position Creation Step(s): Explanation and Change Justification: 1 Standardized PDQs are created for position control and organizational management purposes. 3, 4 Budget review occurs ahead of executive team / committee review to reduce the workload of the executive team / committee by ensuring that they only review positions for which it has been confirmed budget exists. This helps eliminate spending unnecessary time reviewing and approving / denying positions for which there is no budget. 15

16 Position Desc. BPR: Prof. Position Creation TECHNOLOGY REQUIREMENTS The following table lists the system technology requirements necessary to support the recommended process. Flow Title: Professional Position Creation Professional Position Creation Professional Position Creation Step(s): Technology Requirement: 2, 3, 4, 5, Utilize electronic workflow to facilitate the review, approval, and notification steps. 4 9, 10 Integrate recruiting and HRMS to allow data (position number, etc.) entered by Budget to be automatically transferred to the recruiting process and ultimately into HRMS during the onboarding process. Integrate recruiting and HRMS to allow the classification information entered by HR to flow throughout the recruiting process and ultimately into the eventual employee s record. 16

17 Position Desc. BPR: Classified Reclassification PROCESS OVERVIEW Reclassification (Classified) refers to the process by which a request is made to reclassify an employee s position. For purposes of this discussion Classified includes Technologists. This recommendation relates only to the business process, and does not impact the job analysis methodology. Employee / Department requests reclassification and submits forms electronically HR conducts job analysis, makes modifications (if appropriate) and notifies Department / Employee Department / Employee can appeal classification if they disagree with HR modifications If no appeal occurs, HR completes an electronic form and routes for approval HRMS is updated with new classification, pay grade, and effective date System notifies Payroll with relevant information for Payroll processing 17

18 Classified Position Creation Hiring Authority / Executive Team End No 6 Approve? Yes 7 Approve and workflow to Human Resources for review and approval End Budget Administration Contact Hiring Department and determine next steps No 3 Budget exists? Yes 4 Assign position number 5 Notify Executive Team of budget availability and position number via workflow Hiring Manager / Department Start 1 Complete PDQ / Employment Requisition / Business Case for Position 2 Route through electronic workflow for electronic review and approval 15b Determine next steps to fulfill position needs No 14 Accept determination? Yes 15a Proceed to recruitment process Human Resources Administration 11 Perform Desk Audit 12 Complete analysis and draft final determination memo and classification 10a Review PDQ / Job Description against state definitions for classified positions Yes 9 Complete? No 10b Return to Department to complete / make updates 8 Receive NPD19 / Requisition and review for completeness / accuracy 13 Notify Department of position determination and advise of appeal rights if determination differs from requested position

19 Position Desc. BPR: Classified Reclassification KEY PROCESS CHANGES The following table outlines the major process changes (NSHE-wide) incorporated into the recommended process. Flow Title: Step(s): Explanation and Change Justification: Reclassification Classified 1 The position description questionnaire is in electronic format and utilizes workflow Reclassification Classified 5a An electronic payroll request/set-up form is utilized Reclassification Classified 6, 7, 8 HR is responsible for updating an employee s pay rate and effective date in HRMS, which in turn notifies and provides Payroll with the relevant information to process this adjustment. 19

20 Position Desc. BPR: Classified Reclassification POLICY CHANGE REQUIREMENTS The following table outlines the policy change requirements necessary to facilitate the recommended process. Policy Level: Policy Requirement Type: Policy Addition/Change Requirement: NSHE Develop The NPD19 form is managed by the state; as such, any changes to the form will require approval from the state. 20

21 Position Desc. BPR: Classified Reclassification TECHNOLOGY REQUIREMENTS The following table lists the system technology requirements necessary to support the recommended process. Flow Title: Reclassification Classified Step(s): All Technology Requirement: The review and approval of this pay adjustment at each stage utilizes electronic workflow allowing the information to be easily accessed and approved electronically. Notification is automatically sent upon approval / denial with the opportunity to customize the response to provide additional details if necessary. 21

22 Business Recommendations: NSHE Feedback

23 NSHE Feedback: Position Description ROUND 1: MARCH APRIL 2013 The following table outlines the NSHE feedback and commentary, as well as Huron response when applicable. Sub- / Topical Area Position Creation - General Position Creation - Professional Position Creation - Classified Position Creation - Classified Institution Comments/Feedback Huron Response DRI UNLV DRI UNLV Position control could aid in the budget process. "Standardized" PDQs? All positions across NSHE? DRI doesn t use NPD 19 as an Employee Requisition because our Technologist are not part of the state classified personnel system. number 12 - final determination "memo" - should rename, this is not a "memo" which may be perceived as an . Should be perceived as an automated trail of transactional status and classification data. Agreed. We recommend utilizing position management/position control. A position description questionnaire should provide HR professionals with a thorough understanding of the essential functions of the job, a list of duties and responsibilities, a percentage of time spent on major tasks, the knowledge, skills and abilities (KSAs) needed to perform the job, and the conditions under which the work is completed. Absent any evidence to the contrary, it makes sense to utilize one questionnaire across the system. Ultimately, it is up to the key decision makers on whether or not to adopt this recommendation. We have added language to reflect the notion that DRI forms may be different. These terms: memos, lists, and forms, do not necessarily imply the quality of paper. There are also electronic memos, lists, and forms integrated and referenced throughout the materials. The specific format of the final determination memo (whether it is , systemic or paper) is an Implementation Decision to be determined at a later phase of the project. 23

24 NSHE Feedback: Position Description ROUND 1: MARCH APRIL 2013 The following table outlines the NSHE feedback and commentary, as well as Huron response when applicable. Sub- / Topical Area Reclassificati on Institution Comments/Feedback Huron Response DRI DRI Technologist reclassification requires review and approval by the TAC committee and SVPFA, and Technologist reclassification does not require NPD 12 form for reclassification because Technologist are not part of the classified personnel system. We have revised all of our language to remove reference to specific form names and insert more generalized language. As Technologists are not classified employees, the DRI reclassification process baseline can still be that process recommended in our materials. However, part of the goal of the swimlane-less flows and roles is to allow these various processes to be scalable to each individual institution. At DRI, the HR Administration process of conducting a job analysis and reviewing and approving a reclassification could be implemented to include the detailed sub-steps involving the TAC and SVPFA. 24

25 NSHE Feedback: Position Description ROUND 2: MAY 2013 The following table outlines the NSHE feedback and commentary, as well as Huron response when applicable. Sub- / Topical Area Position Creation - General Institution Comments/Feedback Huron Response UNLV First recommendation. I think the authors are confused as to how the overall We agree and understand that the arguments on both system really works. Whether you have the sequence as exists now or how approaches are circular. Our recommendation is that Budget they recommend it you will still have circular arguments being made about Administration should review new positions (and promotions cases where the opposite policy would be better. If Budget reviews first associated with pay increases) first it order to ensure time is someone else determined the actual budget for the salary range for the not spent obtaining other approvals if a position is going to be position. I would like to see the data from the consultant that substantiates the ultimately disapproved by Budget Administration. We assertion that there is lots of current wasted time. How many promotions per understand the reverse could also occur, but Budget year are they assuming? We run our reports on a regular basis and the Administration approval takes place in one step whereas the numbers are small. Additionally, more often than not if a department initiates HR approval process requires additional (more than one) some proposal like this they (a) don't have extra budget allocated in the right layers of approval. The objective of our recommendation it to category to cover it, but (b) have a plan for where those funds are coming avoid having Supervisors spend time reviewing and approval from. a request that is then rejected because of budgetary concerns. Obtaining Budget Administration approval on the front end ensures that the position can move forward without any chance of it being pulled for budgetary reasons. From an efficiency and effectiveness approach, spending unnecessary time reviewing a position for which there is no budget is not a recommended practice, regardless of the number of times this occurs per year. 25