Request for Information (RFI) # Performance Management System. May 23, 2014

Transcription

1 Request for Information (RFI) #14-21 Performance Management System May 23, / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 1 O F 8

2 Table of Contents 1 OVERVIEW BACKGROUND REQUIREMENTS QUESTIONS RESPONSE INFORMATION / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 2 O F 8

3 1 OVERVIEW Port of Seattle is soliciting a Request for Information (RFI) from qualified vendors to provide a Performance Management System. It is anticipated that a formal Request for Proposal (RFP) to procure a Performance Management System will follow this RFI. This Request for Information (RFI) is issued solely for information and planning purposes and does not constitute a solicitation. This RFI should not be construed as intent, commitment, or promise to procure goods, services or solutions presented by vendors. It does not constitute a RFP or a promise to issue an RFP in the future. Responses to the RFI will not be returned. Responses to the RFI are not offers and cannot be accepted by the Port of Seattle to form a binding contract. Responders are solely responsible for all expenses associated with responding to this request for information. Responders should be aware that information provided may be used to develop future strategies and proposals and/or appear in various reports, presentations, applications, media and/or legal instruments. Port is responsible for complying with the provisions of the Washington Public Records Act (Act), Chap RCW. Any information submitted in response to this RFI is subject to the Act, but may be exempt from disclosure if the information qualifies as valuable formulae under RCW (1) or trade secret under RCW (4). The Port of Seattle is a special purpose government comprised of approximately 1,650 employees (about half of whom are represented by labor unions) that operates both a seaport and an airport. Seattle-Tacoma International Airport, Sea-Tac, served more than 33 million passengers in 2012 and is ranked as the 15 th -busiest U.S. commercial service airport. Other internal divisions include the Real Estate and Capital Development Divisions. Several corporate departments such as ICT, HRD, Legal, Public Affairs, Finance and Budget, and Accounting and Financial Reporting support the operating divisions. The organization has a pay for performance appraisal system (i.e., process) for its nonrepresented staff that includes both performance and development plans and that has been in place for over two decades. The home grown system in place for recording and communicating such plans and manager performance ratings, which currently uses InfoPath to capture and document results, is dated and ineffective. It is neither sophisticated nor integrated technically and it does not allow for linkages with other systems such as our Learning Management and Human Capital Management systems. Currently, represented employees generally do not have specific mechanisms or systems in place for formally assessing and rewarding job performance. This practice could change as a result of an updated labor strategy and/or changing market conditions or other factors. 2 BACKGROUND There have been longstanding complaints and concerns about the lack of an integrated Performance Management System in our organization. Our current system is not user- 5 / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 3 O F 8

4 friendly technically, is time consuming for both managers and staff to use, does not readily support development or performance conversation reminders, does not enable the organization to easily assess trends in performance, and requires separate handling from our actual pay implementation. Discussions with Port leaders have underscored the importance of securing a more integrated, enterprise wide approach to assessing and rewarding performance in the organization, to deepen engagement of staff, and to better allow the organization to implement its recently adopted Strategic Plan (including its Century Agenda) and thereby increase the organization s global competitiveness. The organization has recently updated its required competencies for both staff and leader roles; our current appraisal tool does not allow for integration of such competencies into the assessment process. In short, the low-tech, home grown InfoPath tool we have been using is at the end of its useful life. Currently, we have to save InfoPath documents as PDFs; this request requires extra handling by our Total Compensation team members and reduces the ability of employees to be able to retrieve and easily draw from such documents. The benefits of implementing a new performance management system will include overall integration of several now-disparate elements, alignment of individual performance goals and career plans with workgroup, divisional, and enterprise wide priorities. Moreover, a system that is technically robust and well-designed will permit us to better integrate it into our Human Capital and Learning Management Systems. The Port is facing a talent shift as many retirement eligible employees leave the organization in the coming years; succession planning and preparation are essential to assure a strong, vital, and competitive organization. Having an integrated performance management system will be instrumental in helping create a more productive, engaged, and flexible workforce - so we can better leverage the strengths of our employees -- and identify and address their development needs as we plan for the port of the future. 3 REQUIREMENTS Key requirements of the Performance Management Software include the following: Ability to allow configurable, customizable fields to include strategic and divisional business goals so individual performance goals and development plans can be aligned appropriately in a cascading manner. Ability to include a range of leader /manager/staff competencies. Ability to include the creation of and documented performance against performance and development plans. 5 / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 4 O F 8

5 Ability to configure (i.e., solicit, receive, summarize, and store) 360-degree or multirater feedback into summary reports. Ability to auto-generate reminders about due dates, requirements, mid-point development conversations with managers, performance notes and so on. A modern, professional look and feel to the software that is also flexible and allows managers and direct reports to collaboratively discuss and define individual performance and development plans and goals, and then document progress towards those goals, and permit both electronic sign off of such performance documents. A user-friendly administrative platform that requires modest investments once the system is implemented. Ability to interface with other systems such as Learning Management and Human Capital Management to sync up learning plans, employee data, profiles and jobspecific competencies, if appropriate. Ability to include pay definitions and ratings, and electronically administer pay increases. 4 QUESTIONS Please provide a written response to the questions below, including information regarding your system s features, capabilities, and/or functionality. Provide responses to the questions as clearly and completely as possible. The intent of these questions is to allow the Port to better understand your system solution and how your solution meets our requirements as described above. Please submit a response to all questions. Company and Staff Information: 1. Please provide the name, address, phone number, and address of the person who can answer questions regarding your responses to this RFI. 2. Please provide a list of companies where your system is currently implemented. 3. What percentage of your client companies have from 1,000 to 2,000 employees? 4. Approximately what percentage of your client companies are government entities, not including hospitals or schools? 5. What percentage of your client companies has represented employees? 5 / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 5 O F 8

6 6. What rule of thumb do you use in terms of identifying likely needed resources (e.g., system administrators) for administration of your system? That is, what type and quantity of resources are typically required to provide high quality administration of the system, once implemented? 7. If the Port moves forward with a RFP, please identify whether your organization would be willing to come onsite and to provide live demonstrations of your systems capabilities. Services Information: 1. Provide a detailed description of your system solution. a. How does it meet the key requirements identified in Section 3? b. What other noteworthy features and capabilities does it have? c. Provide a list of standard reports included with your system. Does it provide an ad-hoc reporting capability as well? 2. Describe your recommended architecture including servers, database, network, software, etc. Include supported versions and whether the application is client-server or web based. a. Describe any potential issues between your solution and the current Port of Seattle Technology Standards as per Appendix A. b. Does the product support deployment on shared server database or application resources (i.e., databases co-located in same server with other Port of Seattle databases)? c. Describe the process you employ to ensure your application is developed according to application security standards as outlined in OWASP, NIST and ISO standards. d. How does your system manage account creation, password resets, customer communication, account deactivation, etc. How does your system mask/encrypt passwords? Does your system support integration with Active Directory? 3. Please describe the delivery model options for your system, i.e., (a) onsite or (b) Cloud-based, hosted Software as a Service option or some other hybrid. 4. Existing implementation of your system: Please describe your basic steps and timeline in a typical implementation process including working with technology partners (i.e., IT departments) and the sponsoring department (i.e., Human Resources and Development) to allow for adequate testing and user training. 5 / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 6 O F 8

7 5. Interfacing with other systems: a. There is an interest in integrating the Performance Management System into other Port solutions that include functions out of scope for this request. How would your system support achieving this goal? b. Provide a brief summary of the software capability to interface with systems such as web services or with custom in-house applications. c. What integration options does your product offer for administration tasks? 6. Data Integrity, Protection and Security (if your solution is hosted): a. How does your company manage and ensure data integrity? b. Describe the data backup and frequency, data/system loss/availability and Disaster Recovery response. c. How does your company ensure ongoing data security? (e.g., firewalls, encryption, access controls, periodic vulnerability assessments, and data breach notification). d. In the event of a termination of contract, how is data migrated to the Port? Do you maintain any data past termination of the contract? 7. Software updates and maintenance: a. How do you ensure that your system keeps up-to-date with the latest OS updates? b. What periodic maintenance tasks are required and/or suggested for your product? 8. Please provide non-binding high-level general cost estimates for the following: a. Total one-time implementation costs 1. Software license costs 2. Implementation services costs 3. Training costs 4. Custom development costs 5. Interface development costs 6. Any other one-time costs (please describe) b. Recurring annual costs 1. Annual maintenance and support cost for the next 5 years 2. Other recurring annual costs (please describe) 5 RESPONSE INFORMATION Interested responders should review all documentation to become familiar with the Port of Seattle s requirements. Responses shall be submitted via electronic media. Reponses shall be sent via to: Amy Pierce, Buyer at pierce.a@portseattle.org All information relative to the documents contained herein shall be returned no later than Friday June 13, / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 7 O F 8

8 All questions related to this RFI shall be in writing and ed to: Amy Pierce and submitted no later than Monday June 2, / 2 2 / : 2 7 P M R F I P E R F O R M A N C E M A N A G E M E N T S Y S T E M P A G E 8 O F 8