Implementing HCM at America s Best Airport

Transcription

1 Implementing HCM at America s Best Airport Jason Watkins, CPA Linda Collins, PMP Senior Manager, Financial Operations Senior Project Manager, ITS

2 TPA Airport Overview Approximately 18 million passengers Four airsides 59 gates 4 miles of baggage conveyor systems 3,300 Acres 3 runways 1L 19R: 11,000 1R 19L: 8, : 7,000 Three General Aviation airports 23,000 parking spaces About 500 daily operations

3 Project Objectives Implement ten Oracle HCM modules Core HR, irecruitment, ESS, MSS Payroll, Oracle Advanced Benefits Performance Management, Learning Management Absence Management, OTL (Time & Labor) Install new Time Clocks Implement ADP Tax Payment/Garnishment services Rewrite AME rules for Procurement Implement Project Accounting

4 Organization Profile 625 employees with 5% vacancy Oracle EBS Two unions Police and Teamsters Complex payroll rules, notably around overtime and holidays Supervisor to Shift relationship can become muddled complicating performance and timecard reviews Fewer than 100 earnings / deduction codes Paid bi weekly on a two week lag, every other Friday One FEIN Outbound Interfaces (manually compiled) Florida Retirement System ICMA (457 plan)

5 Prior State and Business Case KRONOS / Stromberg Timeclocks Stromberg ended support September 2015 Proxy card reader punch in Payroll Paychex MS Access database for historical payroll data Compensation changes performed manually Tax reporting and compliance Employee Self Service limited to address and direct deposit changes

6 Prior State and Business Case Manual process for Unileave (PTO) Sellback Civil Service departure October 2015 Performance Reviews paper based In House Training Paychex E Services Learning transcripts 50% of employees did not have HCAA accounts or computer access Nearly all supplemental pay types added manually by Payroll Dept

7 Guiding Principles 1. Design for the rule, NOT the exception 2. Don t retrofit the past 7

8 Implementation Assumptions Resource Allocations and Constraints HCAA unable to backfill any resources from HR Consulting firm assumed 40% allocations for HCAA resources Change Management resource is being hired into ITS All change management responsibilities will be provided by that HCAA resource Budget Phased Rollout Phase I August 2015 Phase II October 2015 Phase III December 2015

9 Original Timeline Phased Rollout (Aug, Oct and Dec 2015) 9

10 Actual Timeline Phased Rollout (Aug, Oct 2015 and Mar 2016) 10

11 Change Management Strategy Form a dedicated Change Management Team Brand the new system to help market the change Build a communication plan using multiple forms of communication Build a training plan that offers variety of methods to learn the new system 11

12 Change Management Challenges Short time frame (nine months) for implementing new system Employees needed to use both old and new systems for period of time More than 50% of employees did not use computers on a daily basis Approx. 20% of employees did not have HCAA s or computer logins 15% of employees work non standard work hours (24/7 schedules) 12

13 Branding of new HR System 1. Unique name and logo 2. Standard templates for communication and training materials 3. Designated address for communication and support 13

14 Stakeholder Assessment 1. Identify Stakeholders 2. Identify Changes 14

15 Communication Plan 15

16 Communication Posters 16

17 Communication Project SharePoint Site

18 Training & Communication Intranet Page 18

19 Training Materials 1. Quick Reference Guides (QRGs) 2. FAQs 19

20 Training Interactive Learning Modules 20

21 Training Classroom Instruction 21

22 Impact on Procurement / AP Workflow Reconfigure workflow away from People based to Job Code based Streamline 427 unique AME workflow rules down to 28 standardized rules Employee record affects iexpense, distinct costing

23 Reliance on Job Code Organization implemented Core HR in August 2015 Introduced Job Code standardization Previously 100s of position codes, migrated to ten Job Codes * e329a2.html 23

24 Requisition / Invoice Approval Limits Job Name Approval Level Approval Authority Manager* 1 $ 1,000 Senior Manager 3 $ 15,000 Director 5 $ 100,000 Assistant Vice 6 $ 500,000 President Vice President 8 $ 99,000,000 CEO and VP Finance 9 $ 500,000,000 * Approval authority has since increased to $5,000 24

25 Project Accounting Manual, paper based process Hours captured through timecard Exact costing required, still manually calculated First wave of project labor detailed reporting released Sets foundation for full automation of internal labor costing and capitalization

26 Reporting Solutions Canned Oracle EBS reports EiS HR/Payroll Suite EiS GL Connect Oracle BI or another BI solution

27 Successes Pay stubs and W2s maintained in one location for historical reference Vacation Sellback automated Benefits elections easily identified by employee Automation of FRS / 457 file generation AME rule overhaul/streamline

28 Successes Automation of supplemental compensation type calculations and performance reviews Earnings/Expense elements tracked much more granularly Full HR supports AME rule overhaul Single Source of Truth

29 Lessons Learned Core HR / Benefits Understand how employee onboarding and off boarding are to be managed Benefits Open Enrollment Self Service Convert existing employee data or start anew

30 Lessons Learned Payroll NACHA files, manual paychecks Mid Year Conversion / W 2s Quarterly payroll tax submissions (IRS 941) recalculations KABA Timeclocks / Project Accounting Post employment compensation (bonus) to terminated employees, last payroll date

31 Lessons Learned Payroll ADP Element Mapping ADP recalculates FICA burden for 941s don t always match 3x payroll months, impact on twice monthly deductions The Quick Pay function in Payroll is your best friend

32 Lessons Learned Payroll Timecard auto creation for exempt employees Auto approval (exception time) Daylight savings impact on timecards and timeclocks Timecards modified after batch element entry process (OTL > Payroll)

33 Lessons Learned Finance Spend enough time with your accounting distributions, notably liability clearing accounts during testing Cash outflow via NACHA/check plus benefits liabilities should equal gross earnings sounds obvious test

34 Lessons Learned Testing Demand a clear set of test scripts from your implementation consultant early Brainstorm obscure scenarios to test and retest RUP patches can be disruptive test, test, test all modules

35 Lessons Learned Teamwork Allow your teammates to make mistakes... allow yourself to make mistakes Celebrate intermediate wins... morale will be challenged Key project team members will leave.... document as you go (yes it s a pain, but so necessary)

36 Lessons Learned Change Management Remember to update training materials Conduct periodic sessions with key end users for feedback on system as an ongoing process Identify department level users to become the system advocates Identify when and how to communicate technical issues

37 It gets better 0 6 months Painful 6 12 months Emerging Confidence months Relative Comfort Mostly

38 Upcoming Flights Mobile timecards for approvals and project labor ACA compliance reporting Integration with Hyperion Budget and Planning Open Enrollment automation for summer 2018 Employee life cycle document workflow More robust onboarding/off boarding alert system

39 To help protect your privacy, PowerPoint has blocked automatic download of this picture. Thank you! Jason Watkins, CPA Sr Manager, Financial Operations Linda Collins, PMP Sr Project Manager, ITS