R2R Program (School of Continuing Studies) October 2, 2017

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1 R2R Program (School of Continuing Studies) October 2, 2017

2 Agenda R2R in sum Vision and expected benefits Processes in scope Guiding principles R2R timeline Service Delivery Model timeline & context High-level impacts New Service Delivery Model Some process-specific guiding principles 2

3 R2R In Sum Currently, McGill HR relies on multiple processes (some manual, some automated) owned by different departments. These processes are supported by several tools and IT systems (some central, some local). By launching the R2R Program, McGill s goal is to create and strengthen standard common practices across Faculties and Units in order to promote a common and consistent way to work, i.e.: One way to support our academic and administrative staff. R2R will consolidate and streamline HR processes, and reshape the way information is inputted and accessed across the University. This means that the support needs are going to be different from what they are now. 3

4 Vision And Expected Benefits Vision Rationalize, standardize, streamline and automate personnel management processes. Mitigate HR-related risks to the University. Improve accessibility to employee information and reporting. Expected Benefits Provide one single system to manage all personnel information. Currently, multiple databases coexist (e.g. central systems and applications developed locally by the Faculties and Units). Make fast and accurate reporting procedure for regulatory compliance reporting, strategic/executive level reporting (dashboards), and operational reporting (e.g. adhoc lists of employees). Decrease the risk of human error by reducing manual processing. Improve access to transactional data to facilitate decision making with more granular security access management. Offer mobile and user-friendly access to all employees. 4

5 Processes in Scope Organizational Master Data & Position Management HR Master Data & Life Events (EE Records, leaves, hiring and off-boarding) Compensation Management On-Boarding R2R BUILDING THE FOUNDATION + TALENT 101 Payroll Management Benefits Management Time & Attendance Management Self-service, Workflows & Notifications Recruitment and Staffing Academic Tenure, Review & Promotion Performance Management Reporting, Analytics & Compliance Career & Succession Planning Workforce Planning Future Implementation (to be planned) FULL TALENT SUITE 5

6 Guiding Principles Keep it simple Think institutionally, McGill, rather than only locally Focus on efficiency and effectiveness first Proactively manage change via communication and training 6

7 R2R Timeline 10/29 - Go-live Feb March April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mars April May June July Aug Sept. Oct. Nov. Project Phase PLAN/ADVISORY SERVICES ARCHITECT CONFIGURE & PROTOTYPE TEST PAYROLL PARALLEL TEST DEPLOY POST PROD. WD environment P1 P2 P3 P4 GOLD Data Management: Conversion HRMS P1 Data Prep P2 Data Prep P3 Data Prep P4 Data Prep GOLD Data Prep Design/Build/Review configuration Central IT systems External systems integration Data Management: ODS McGill Architecture Discovery Design Integrations Build & Unit Tests Integrations Testing HRMS: Testing Test strategy Test plans Test scenario preparation End-to-End Testing Payroll Parallel Testing Change Management Change Strategy Mobilization (Core Team & Change Enablers) Detailed Impact Analysis (Role, processes and tools) Informative Sessions Training Needs Definition Training Development Training Delivery 7

8 High-level Impacts (Not Exhaustive) Expected Impacts Decommissioning Banner HRIS and POPs More online functionalities Expanded use of self-service functionalities Hiring managers may be asked to perform tasks online (requisitions, move candidates in the selection process) End user s learning curve Electronic time tracking What it means Roles focusing on supporting these two application will change As many functionalities will include automated validation checks, some processes will be automated and no longer require manual validation Employees and managers will have greater access to information (e.g. employment records, workflows, dashboards) HR will need to coach the hiring managers on the new tools/processes this support role does not exist today Support will be needed to facilitate the end-user s transition to the new software. This will involve HR Shared Services, APO and IT The employees who currently fill paper timesheets will now do it electronically. This will require support 8

9 Service Delivery Model Timeline & Context 10/29 - Go-live Project Phase Feb Mar April May June July Aug Sept Oct Nov Dec Jan Feb Mar April May June July Aug Sept Oct Nov PLAN/ADVISORY SERVICES ARCHITECT CONFIGURE & PROTOTYPE TEST PAYROLL PARALLEL TEST DEPLOY POST PROD. WD environment Prototype 1 (P1) P2 P3 P4 GOLD HRMS: Testing Impacts: Informative Sessions Test strategy Test plans Test scenario preparation End-to-End Testing Payroll Parallel Testing Service Delivery Model Structures, roles, directives and controls Document as-is SDM Formalize to-be SDM Implement to-be SDM As the design of the new solution (system + associated processes) becomes more mature, the impacts on current operations become clearer Information sessions are planned with the stakeholders most impacted by the change this will include all Faculties and Units, SSU, APO, unions and associations. They are based on the following four level of impacts: o Preliminary high-level o Intermediate some stakeholder-specific impacts become known o Detailed all stakeholder-specific impacts are known o Confirmatory once all tests are completed 9

10 Service Delivery Model Early Stages Service Delivery Model refers to the structures, roles, directives and controls that will support the operation of the new HR Processes across the University What we know now: Employees will still need help with policies, processes and systems The structures, roles, directives and controls currently in place with the HR Shared Services, APO and the IT Service Desk will change The transition to the future Service Delivery Model will be managed as part of the R2R project o Specialized training and assistance will be provided How will we design the future SDM: 1. Document detailed as-is Service Delivery Model including HR Shared Services, APO, IT Service Desk and relevant groups within the Units and Faculties 2. Establish the support needs based on new process design and corresponding impacts 3. Define the new model to address those needs 4. Implement the to-be Service Delivery Model, i.e. assign roles, define structure and controls, and train staff 10

11 Some Process-specific Guiding Principles Blueprint process Organizational Master Data & Position Management HR Master Data & Life Event Management (Employee Record Management) Compensation Leaves Guiding Principle / Objectives o Analysis Planning and Budget (APB) will remain the owner of the McGill organizational structure (i.e. Org. Table) o Employee data will be entered as close as possible to the source using Employee Self-Service / Manager Self-Service / HR Advisors & Administrators o Hire and termination process variations might be allowed based on employee groups but not on individual units o HR Advisors and Academic administrators will have better access to compensation analytics to facilitate decision making o Leave requests may be initiated by employees themselves using ESS o Leave codes and policies will be consistent across the University per employee group List not exhaustive 11

12 Some Process-specific Guiding Principles (cont d) Blueprint process Payroll Management Guiding Principle / Objectives o Both current bi-weekly pay cycles will remain the same as current o Current POPs payments will be performed through Workday including casual and ad-hoc off-cycle payments Recruitment & Staffing / Onboarding o Focus will be on optimizing candidate and new-hire experience Performance Management Academic Tenure & Promotion o Will be mandatory in Workday for all M employees o For ranked academics: mandatory in medicine. For other faculties, functionality will be activated at the request of the Dean o The main objectives are to automate the process, and to simplify and streamline the Committee membership selection process across faculties List not exhaustive 12

13 R2R Website ( The R2R website continues to evolve over time and will provide just-in-time information following each phase of the program. It aims to raise awareness about the program and will gradually move towards a more functional role as we approach Go-live. Post Go-live, it will continue to evolve to support McGill s day-to-day operations with Workday. A one stop shop, where you will find: Basic information about R2R and Workday Team and contact information News and updates Blog articles giving you access to behind the scenes And more (coming up) Changes overview, training resources, support information, go-live checklists, Workday login, etc. 13

14 School of Continuing Studies Contacts R2R Champions: Rosa Greco-Pepe: Kathy-Ann Sendecki: Within your Faculty, they are responsible for: Facilitating the execution of the change activities; Representing their Faculty in R2R Information Sessions; Providing feedback on risks and opportunities related to R2R; Delivering R2R-related information in local meetings and coordinating the communication events and/or delivery; Providing recommendations on training needs and logistics. 14

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