Board of Trustees February 22, Human Resources Committee

Transcription

1 Board of Trustees February 22, :00 am 1:00 pm Alumni-Foundation Event Center Human Resources Committee North Carolina Agricultural and Technical State University

2 PeopleAdmin Implementation Update North Carolina Agricultural and Technical State University

3 PeopleAdmin Implementation Plan Update 11/5-12/05 12/05-2/25 2/27-3/18 3/19-4/12 4/12-5/6 5/13 > PeopleAdmin Initial Contact Initial Contract Scope Sandbox Build Project Kickoff Customer Readiness Materials Attend webinars Review Sandbox On-line training PeopleAdmin Kickoff Business Requirements Workflow Portal Design Configuration Reporting Project Plan Customer Requirements Definition and Sign Off Project Planning Inputs PeopleAdmin Site Build Unit Testing Initial Data Load Updates Project Plan Customer Data Delivery Project Planning Inputs Marketing and Transition Plan PeopleAdmin Configuration Training Testing Support Configuration Adjustments Final Load, Integration Coordination Train the Trainer Customer Acceptance Testing Issues Log Completion Final Data Delivery PeopleAdmin Product Support Train the trainer Customer Readiness Materials Roll Out Plan Execution Marketing Plan Execution Training Data Entry PeopleAdmin Product Support Update configuration based on rollout and usage feedback Customer System usage Change management requests Strategic Goal 3: Premier Research, Science and Technology Focused Institution

4 Banner HR/Payroll Reporting Capabilities North Carolina Agricultural and Technical State University

5 Banner HR/Payroll Reporting Capabilities HR Data Mart (collaboration with UNC-General Administration) This system provides reporting capability out of BANNER HR/Payroll to create dashboards, customized ad-hoc reports relative to human resources metrics, e.g. turnover reports, EEO/AA reporting, reporting workforce demographics, etc. UNC System level reporting is now available through General Administration. Next phase of implementation was implemented in December for Compensation and Benefit s reporting capabilities. Examples of Standard Reports: Cross Campus UNC system standard report used for data comparison between the 17 campuses Quarterly Increase campus standard report is available immediately for salary increases Budget Resource Allocation - custom report created to support data analysis Personnel Demographics, Salary, Performance Management, Retirement Eligibility EEO Plan UNC system standard report created to support data analysis for State and Federal plans WebFocus Reporting Tool Dashboard available for HR and Payroll units to execute reports for personnel data analysis UNC GA creates reports which are delivered to the Shared Service campuses per the agreement Custom reports are created by developers within our division Management reporting is being developed for HR leadership team Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness

6 Banner HR/Payroll Reporting Capabilities Human Resources / Payroll Employee Self-Service Enhanced BANNER HR/Payroll Employee Self Service (SSB) to include access to electronic W-2s for all employees, effective January 1, Approximately 800 employees (26%) elected this option within a two (2) week open enrollment period and resulted in the following: (1) reduced expenses, (2) reduced time and effort, and (3) increased customer service. BANNER HR/Payroll Key Performance Indicators (KPIs) Definitions of Performance M01 % of Adjustments processed on an off-cycle run during the reporting month Monthly M02 % of Direct deposit - biweekly Monthly M03 % of Paper timesheets and leave reports processed Monthly M04 % of Direct deposit - monthly Monthly M05 % of Late vendor payments Monthly M05A $ Amount of late vendor payments Monthly M06 % New or rehired employees not paid in the current month Monthly M07 Total dollar value of employee overpayments A/R Monthly M07A Total dollar value of employee overpayments A/R aged < =90 days Monthly M07B Total dollar value of employee overpayments A/R aged >90 days and <= 360 days Monthly M07C Total dollar value of employee overpayments A/R aged > 360 days Monthly Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness Report Frequency

7 Banner HR/Payroll Reporting Capabilities BANNER HR/Payroll Key Performance Indicators (KPIs) outcomes for the period of October 1, 2012 December 31, 2012: ref Metric (note: all fields are calculated) Rpt. Freq. M01 % of Adjustments processed on an off-cycle run during the reporting month Monthly M02 % of Direct Deposit - biweekly Monthly M03 % of Paper timesheets and leave reports processed Monthly M04 % of Direct Deposit - monthly Monthly M05 % of Late vendor payments Monthly M05A $ Amount of late vendor payments Monthly M06 % New or rehired employees not paid in the current month Monthly OCT NOV DEC 8.4% 0.9% 1.7% 97.3% 97.6% 98.1% 5.2% 5.9% 4.9% 98.6% 98.6% 99.0% 0.0% 0.0% 2.3% $0 $0 $928, % 14.3% 0.0% Metric (note: all fields are calculated) Rpt. Freq. M07 Total dollar value of employee overpayments A/R Monthly M07A Total dollar value of employee overpayments A/R aged < =90 days Monthly OCT NOV DEC $10,306 $8,504 $8,504 $9,628 $2,418 $2,418 M07B Total dollar value of employee overpayments A/R aged >90 days and <= 360 days Monthly $678 $6,086 $6,086 M07C Total dollar value of employee overpayments A/R aged > 360 days Monthly $0 $0 $0 Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness

8 Workforce Planning and Development North Carolina Agricultural and Technical State University

9 Workforce Planning and Development Strategic Resource Allocation Staffing Model Objective: Develop a workforce planning strategy to ensure alignment of resource allocation (human capital and fiscal) with the strategic goals of the University. Strategic Goal 1: Intellectual Climate Create an intellectual climate that encourages the creative exchange of ideas and increases the quality of the professional environment.

10 Strategic Resource Allocation Staffing Model I. Academic Units The Enrollment Growth Funding Model determines the amount of funding an institution is subject to receiving. The model calculates the number of faculty positions necessary based upon the student credit hours and can be further detailed at the College and School level. Academic Affairs leadership will perform this analysis over a three-year period as an initial basis of determining the allocation of reduction. Reductions will no longer be allocated at the same rate for all units. Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness 10

11 Strategic Resource Allocation Staffing Model II. Administrative Units The Enrollment Growth Funding Model does not provide an indicator of staffing levels. Currently, there are no UNC System models that provide a basis of comparisons. Institutions do not have a meaningful basis for determining potential areas of additional investment and inefficiencies. Human Resources and Institutional Research partnered to create an Administrative Funding Model. Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness 11

12 (continued) Strategic Resource Allocation Staffing Model The team obtained faculty and staff personnel data of our UNC System Peers from the UNC System personnel system. These peers are UNC Greensboro, UNC Charlotte, and East Carolina University. For comparative purposes, the Health System personnel from East Carolina were excluded (with the exception of the Undergraduate Nursing Program). All positions were divided into Job Category (for example: Executive Administrators, Faculty, Fiscal Affairs Professionals, Office/Clerical Staff & Managers, etc.) Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness 12

13 (continued) Strategic Resource Allocation Staffing Model This data has also been detailed by Division for each Vice Chancellor and will be used as a basis of allocating reductions. Divisions with staffing levels in excess of peer averages may be subject to greater reductions than those at or below peer averages. The recommended administrative reductions will be approved by the Chancellor and communicated to respective Vice Chancellors. Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness 13

14 Policy Update Workplace Violence North Carolina Agricultural and Technical State University

15 Workplace Violence Purpose: The purpose of the policy is to maintain a workplace free of violence and to emphasize to employees that any acts of violence as defined within the definitions section of the policy is prohibited and any perpetrators of violence will be held accountable. Objective: It is intended that all useful management tools be employed to accomplish the dual purpose of reducing the effects of violence on victims and providing consequences to those who perpetrate violence. It is also intended that management utilize available resources such as the Employee Assistance Program (EAP), law enforcement, and applicable personnel policies and procedures. Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness

16 Workplace Violence Implementation Plan: Cabinet Fall, 2012 Administrative Council Spring, 2013 Faculty Forum Fall, 2012 Staff Senate Fall, 2012 Division of Human Resources Website Spring, 2013 Strategic Goal 6: Achieve Excellence in Academic and Operational Efficiency and Effectiveness

17 Division of Human Resources New Hires North Carolina Agricultural and Technical State University

18 New Hires Mrs. Amy Braun Classification and Compensation Analyst» Amy brings over 10 years of experience as Classification and Compensation Analyst at UNC Charlotte. She is a Certified Compensation Professional through World at Work, and a Certified Senior Professional in Human Resources.» Start Date: January 2, 2013 Director of CLOE Narrowed down to two (2) finalist» This key leadership position is accountable for the design and implementation of professional development offerings for management/leadership and general competency development University-wide.» Start Date: Approximately March, 2013

19 Questions? 19