A year in review and the road ahead

Transcription

1 A year in review and the road ahead May 16, 2018 Delivering HR Excellence.

2 A lot can happen in a year. My first academic year at OSU: Met many of you at HR & USAC Town Halls Met with all Deans/VPs and all SHRPs Appointed OSUWMC HR Senior Leader Reorganized HR LT and HR Council Advanced hiring of AVP, Talent, Diversity & Leadership Realigned Workday structure & timeline Advanced HR Service Delivery model Relaunch of the Compensation & Classification Redesign project Advanced Title IX work, including Sexual Misconduct Policy & Training Decreased Benefit rates; gained Benefits composite rate efficiency Move leaders to Letter of Offer, not contracts Advanced Physician Compensation Plan Increased funding for Development grants and Employee Emergency Fund Salary database online 2

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4 HR Strategic Plan Roadmap Task: Develop a HR strategic plan for the institution over a five year ( ) span and prioritize focus areas and initiatives in support of Ohio State s Time and Change strategic plan and the recently renewed medical center strategic plan implemented in Initiated October 2017 Collaborative engagement of: HR Executive Leadership, HR Council, Senior HR professionals, and a diverse group of managers, supervisors, and subject matter experts. Reviewed with: Board of Trustees, President s Cabinet, WMC Leadership, Council of Deans, Faculty Leaders, Senior Business Officers, Sr. Management Council, USAC Final Socialization & Implementation: Spring 2018 All HR Staff Forum USAC Townhall 4

5 External Strategic Scan National & Regional Trends Shaping Our Environment Work Force Landscape in Higher Education - Rapidly evolving workplace trends; unpredictable - Challenging to attract, recruit and retain top talent - Increasing opportunity to embrace inclusivity Government Regulations and Compliance - Evolving Federal and State requirements Financial Challenges - Declining State subsidy revenue - Increasing cost of healthcare - Goal to reduce debt, improve affordability of education Technology - Increasing threat to security - Inconsistent data integrity - Rapidly evolving digital experience 5

6 HR Strategic Plan ( ) Three Strategic Focus Areas: HR Excellence Talent Management Total Rewards Five Core Foundational Themes: Change Management Communication Compliance/Management of Risk Culture Diversity & Inclusion 6

7 Mission: We provide proactive HR services and strategic solutions that create an environment inspiring pride, diversity and accountability, while also enabling faculty and staff to focus on the core mission of The Ohio State University. Vision: We deliver the strategic talent and culture framework that drives employee inspiration, student success and global solutions. Shared Values: Human Resources aligns with the university mission, vision and values and the university s strategic plan, Time and Change. 7

8 HR Excellence Employee Experience HR Community of Practice HR Service Delivery Model Policy & Process Systems Data & Operations Transactional Efficacy Talent Management Employer Branding Engagement Onboarding Performance Management Professional & Leadership Development Strategic Talent Planning Total Rewards Compensation & Classification Redesign Executive & Physician Compensation Health Care Benefits Retirement Benefits Well-Being Change Management Communication Compliance/Management of Risk Culture Diversity & Inclusion 8

9 2020 Deployment - HCM Integrated Schedule* Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr HR Strategic Plan Enterprise Project Architect Configuration and Prototype Test Kickoff HR Organizational Design Detailed Org Design Sessions Conduct Time Study Focus Groups Current State Diagnostic Forecast Volume/Effort Classify HR roles Finalize/Socialize Org Structure Conduct Workforce Planning Create Career Progression Plans Facilitate business process pilots Design, Test and Deploy Case Mgmt. Tool Define Service Catalog and Service Commitments Develop Performance Management Model HR Service Management Framework Confirm Funding Approach Develop Governance Model Develop Vendor Management Process Define Continuous Improvement Approach HR Change Management Develop Comms. Strategy Launch Communications and Stakeholder Engagement Plan and Change Network Workforce Transition & HR Service Center Standup Conduct Impact Analysis Develop Training HR Foundational Data Cleanup Share HR Strategic Plan with Leadership CCR Group 1 CCR Group 2 CCR Group 3* HR Town Hall *CCR Group 3 will extend beyond April 2020 Case Management Go-Live *Subject to change pending updates to Workday timeline 9

10 Action Steps: Initial Focus HR Excellence HR Service Delivery Model (Kim Shumate, AVP, HR Strategic Initiatives) Talent Management Recruit to Hire & Onboarding (Molly Driscoll, Interim AVP, Talent) Total Rewards Compensation & Classification (Joanne McGoldrick, AVP, Total Rewards) 10

11 HR Excellence Goal: Improve the employee experience through transformed HR core processes to deliver HR services and transactional accuracy and efficiency Objective Action Steps Vision for Success Increase operational efficiency through consistent and accurate transactional services Design HR Service Delivery Structure and Business Processes Unified HR community; consistent employee service experience Improve service quality through a high-performing HR model Design Supporting Systems Data and Operations Improved accuracy and reliability of business practices Shift focus to support strategic initiatives across Ohio State Shape future state HR roles and capability HR transformation from reactive, transactional function to proactive, strategic asset 11

12 HR Excellence Action Steps Define the Vision Design HRSD Structure and Processes Design Systems, Data, and Operations Shape the Workforce through Communities of Practice Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion 12

13 DRAFT FOR DISCUSSION Delivering HR Excellence. We will leverage this leading practice HR Service Delivery model to inform future state detailed design. Advancing business priorities HR Strategic Partners focus on strategic HR services that are specific to the business unit HR STRATEGIC PARTNERS HR CENTERS OF EXPERTISE Architecting common solutions HR Centers of Expertise focus on developing strategic services and capabilities across the organization Delivering higher-touch unit HR services HR Service Partners focus on transactional/execution based activities that require business unit specific knowledge HR SERVICE PARTNER HR LEADERSHIP HR SERVICES TEAM Serving the employee life cycle with core HR services HR Services focus on providing transactional/execution based activities to customers across the organization 13

14 DRAFT FOR DISCUSSION Delivering HR Excellence. HR Shared Services The HR Service Delivery effort will focus on thoughtfully consolidating our 11 existing service centers ultimately into one Shared Service model enabling a consistent employee experience and enabling transactional efficacy. TODAY TOMORROW The current HR Service Delivery model has caused: Varying HR organizational structure across colleges/units Inefficient delivery of HR services Lack of clarity for HR customers on how to access HR services The future HR Service Delivery model will enable: A unified HR organization with one consolidated HR Service Center Operational efficacy A positive employee experience Modernized technology and systems to drive efficiency throughout our business processes, inclusive of those listed 14

15 HR Service Delivery HRSD Detailed Schedule* Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Kickoff HR Organizational Design Detailed Org Design Sessions Current State Diagnostic Conduct Volume/Effort Analysis CCR for future state HR roles Socialize Org Structure Develop/Execute Workforce Transition Plan Develop/Execute Implementation Plan Transition and Train Workforce HR Service Mgmt. Framework Define Service Catalog and Service Commitments Develop Funding Approach Define HR Service Management processes Develop Governance Model HR Change Mgmt. Develop Comms. Strategy Launch Communications and Stakeholder Engagement Plan Milestones shown are placeholder *Subject to change pending updates to Workday timeline 15

16 Talent Management Goal: Attract, engage and retain a dynamic and diverse workforce securing the right talent, developing the best performers and ensuring a positive experience for everyone. Objective Action Steps Vision for Success Attract high quality candidates Develop diverse talent pipelines Define talent based on skills and competencies Decrease in job offer decline rate Increase in hiring process satisfaction and awareness of Ohio State as employer Increase employee engagement Create exceptional experiences enabled by technology and services Consistent completion of performance reviews Reduced first year voluntary termination Retain and develop high performers Foster internal and external worker mobility in an adaptive and empowered culture Higher retention Speed to competency Attainment of critical skills Proactively plan for the workplace needs of the future Strategic planning to anticipate the capability and capacity to deliver organizational needs Forecasts of critical competencies for each business unit Succession planning 16

17 Talent Management Action Steps Employer Branding Employee Engagement and Experience Workforce Planning Onboarding Performance Management Professional and Leadership Development Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion 17

18 Talent Management Design (Concept) INDIVIDUAL EFFECTIVENESS TALENT LIFE CYCLE oncept Design ORGANIZATION EFFECTIVENESS TALENT INFRASTRUCTURE Find Grow Keep Design. Systems Action 18

19 Talent Management Talent Management Detailed Schedule* Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Compensation and Classification Redesign HR Service Delivery Architect Configure and Prototype Prioritize key talent initiatives Test Talent Management strategy development and alignment Socialize talent strategy Design phase one work force planning strategy* Partner with Total Rewards to develop compelling value proposition Develop and implement consistent recruitment processes Design and implement university wide onboarding process **Design next phase talent strategy *Subject to change pending updates to Workday timeline **Next phase of talent strategy will address key retention strategies and continue workforce planning, performance management, professional and leadership development 19

20 Total Rewards Goal: Ensure competitive Total Rewards while balancing fiscal responsibility; initial focus area Classification and Compensation Redesign Objective Action Steps Vision for Success Establish a consistent and comprehensive pay structure and job family model Refine job descriptions/titles Define job families and mapping of existing employees Ensure equitable and consistent compensation practices across the Ohio State community via a modernized structure Maximize automated business processes within the Workday tool Draft/finalize future state salary structures Align existing jobs to job families and profiles Fully leverage the capability of Workday aligned with redesigned practices Increase competitiveness of Ohio State as an employer Define career paths and promote the value proposition of employment at OSU Be, and be seen as, an Employer of Choice 20

21 Total Rewards Action Steps Classification & Compensation Redesign Executive Compensation Physician Compensation Understand Existing Benefit Programs Design New Benefit Programs Roll Out New Benefit Programs Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion 21

22 University-Wide Landscape CCR Project Scope: Modernize classification structure Implement market-based compensation. Update policy/process Define career paths OCM for staff/supervisors Year 1 ( 18) Year 3 ( 20) Job Analysis & Redesign (Underway) Staff Mapping for Redesigned Jobs Organizational Change Management Activities CCR Future State: One university job framework Market based salary structure Clear and intuitive processes Training on pay and career opportunities 22

23 CCR CCR Detailed Schedule* Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Architect Configure and Prototype Conversion Validation Tenant Validation Test CCR Group 1 CCR Group 2 Assign reports to for supervisory orgs OSU R1 Job categories (~7,000 Priorities staff) In Progress IT Research Supply Chain Finance HR Medical Assets Epidemiology Nursing Patient Care Support OSU R2 Job categories (~4,500 staff) Priorities: Academic Administration Student Life Administrative/ Office Planning & Analysis Program and Project Management Customer Service Define Salary Grades in Workday Assign new grades to job profiles Key Enterprise Project CCR Completion of Step 2 Design Sessions Durations of each phase are approximate *Subject to change pending updates to Workday timeline 23

24 HR STRATEGIC PLAN EXECUTIVE SCORECARD ILLUSTRATIVE DRAFT FOR REVIEW ONLY Positive Trend No Change Negative Trend TOTAL REWARDS COST MANAGEMENT Cost of Health and Retirement Benefits Staffing Efficiency Ratio Classification & Compensation Completion HR Expense Ratio Cost of Well-being programs Comments: Comments: TALENT MANAGEMENT OPERATIONAL EFFICACY Employee Experience, Engagement, and Employer Brand Rate of Self-Service Participation Manager, Employee and Applicant Satisfaction Transactional Efficacy Professional and Leadership Development Service Commitment Comments: Comments: 24

25 Enterprise Project A business process transformation and multi-system implementation that will leverage Workday and other enterprise technologies to enable The Ohio State University Strategic Plan Financial Management Supply Chain Management Student Human Capital Management and Payroll Information Technology and Analytics 25

26 Project Governance BUSINESS PROCESS COMMITTEES Direct and develop solutions with Project Team Engage in cross-functional solution recommendations Validate, Refine, Decide BUSINESS ADVOCATES Validate solutions and facilitate decision-making Provide cross-workstream direction Resolve, Decide EXECUTIVE SPONSORS Set vision and strategic direction Approve project goals, scope and budget Resolve material issues PROCESS OWNERS BUSINESS OWNERS (selected by Executive Sponsors) EXECUTIVE STEERING COMMITTEE BUSINESS ADVOCATES (selected by Executive Sponsors) EXECUTIVE SPONSORS Bruce McPheron, Beth Hume, Susan Basso, Mike Papadakis, Mike Hofherr, Mark Larmore ADVISORY GROUPS: Consult on significant issues throughout the project Enterprise Project Budget; Enterprise Security; Faculty; Organizational Change Management; Risk, Compliance, Legal and Internal Audit; Student Enterprise Project 26 26

27 HR Business Decision-Making HR BUSINESS PROCESS COMMITTEE TRACEY PAWLOWSKI, BUSINESS ADVOCATE SUSAN BASSO, EXECUTIVE SPONSOR Respective Business Owner decides issues (informed by BP Committee) Cross-functional issues: Decided by affected business owners from affected business units Affected business owners share with Executive Steering Committee for awareness Implements decision and awareness thresholds, and refines as needed with Susan and Business Owners Convenes BP Committee Escalates issues to Susan as needed for direction and validation Decides issues: Rated most material (e.g. 2 or more entire stakeholder groups are affected, major impact to identified HR strategic risks) E.g. For significant faculty impacts Susan will work with Bruce and/or Kay; for significant Finance impacts Susan will work with Mike P. Is made aware of decisions: Rated medium materiality E.g. Items that will need to go to President s Cabinent or Council of Deans, Susan needs awareness prior to decision Enterprise Project 27 27

28 Enterprise Project Ohio State has identified and designed solutions to advance Time and Change Strategic Pillars Example Solutions Undergraduate Academic Advising Designed a more supportive and consistent student advising experience across all colleges to promote student success Grants Management (Post-Award) Designed better support for researchers and investigators by enhancing toolsets in Workday and Ohio State s reporting and analytics environment Recruit to Hire Process Created a common administrative recruiting process to help create an outstanding experience for applicants, new hires, and hiring managers 28

29 Enterprise Project Where are we now? Plan and Foundational Design Architect Configure and Prototype Testing Deployment 29

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31 Inspiring People. Leading Change. 31