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Project Management Committee MeetingDecember 2, 2004
Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government
2
Welcome and Introductions
Project Management Committee John Barfield Marshall Barnes Rod Davis Dan Domico Amy Faulk Bob Giannuzzi Carl Goodwin Wendy Griffin Kathy Gruer Ginny Klarman Tracy Little Jim MaCaulay Jim Newman Kim Padfield Tom Runkle Gary Wiggins Margaret Wiggins Jonathan Womer
OSC Staff Gwen Canady, Deputy State
Controller Julie Batchelor, Assistant State
Controller (PMC Chair) Linda Hudson, SBIP Program
Manager Shannon MacFarlane (Senior
Business Analyst)
Deloitte Team Lowell Magee, Project
Manager Bradd Craver Dorie Kehoe James Stovall Katie Beacham Others TBD
3
Agenda
Welcome, Introductions and Agenda
Statewide Kick-Off Review
HR/Payroll Project Status
HR/Payroll Vision, Goal and Guiding Principles
JAD Sessions Overview
Change Management Strategy
Open Discussion
Action Items Review
Adjourn
6
Status Report
Activities Completed This Period11/10/2004 - 12/1/2004
Completed Planning Phase deliverablesFinalized project vision and drafted guiding principlesMet with Program Steering Committee Prepared for and conducted project Kick-Off Meeting with key stakeholdersConfirmed subject matter experts (SMEs) and developed JAD calendarDeveloped preliminary JAD session calendar Refined communications plan and began stakeholder analysis activitiesMet with ITS project management staffInitiated requirements gathering interviewsDistributed NCTIME communicationInitiated project branding
7
Plans for Next Period12/2/2004 - 1/5/2005
Finalize guiding principlesPrepare for and conduct JAD Sessions on the following topics:
– Develop and Train Workforce– Monitor Employee Safety & Health– Manage Employee Relations– Career and Succession Planning
Review change management approach with OSC managementCommence monthly ITS reporting
Issues Requiring Management AttentionNone this period
Status Report
8
High Level Project Timeline
HR – Group I
• Personnel Administration
• Recruitment• Applicant Tracking• Disciplinary Action and
Complaint Management• Incident and Accident
Tracking• Exit Interviews• Competency Based HR
Management• Performance
Management• Training Administration
HR – Group II
• Compensation Management
• Job and Salary Surveys
• Position Evaluation Analysis
• Benefit Administration
• Workforce Analytics• Organizational
Management• Employee Self
Service• Leave Tracking
Payroll
• Payroll Administration
• Payroll Processing• Labor Cost
Distribution• Time Collection &
Management• Budget Support
Technical
• High level technical requirements
• Security• Infrastructure• Integration
Plan ExecuteVision Close
• – Project Status Report– Final Deliverables– Offsite Working/Holiday
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4 11 18 25
• • • • • • • • • • • • • • • • • • • • • • •
Group I
Group II
Payroll
Change Management
Technical
Date
Project Management
Month Dec
Project Week
Human Resources
Nov Jan Feb March Apr
10
HR/Payroll Vision
A strategic business partnership supporting the human resource and payroll needs of State government, enabled by utilizing leading business practices and current technology.
11
HR/Payroll Project Goal
Through a statewide collaborative effort, the goal of the HR/Payroll Project is to develop an enterprise-wide Human Resources/Payroll system utilizing leading industry practices to provide a foundation for effective management, increased efficiency, and the information needed to make timely and appropriate decisions.
12
Guiding Principles
Create a seamless HR/Payroll experience for employeesProvide an environment for employees to make informed
decisions about their careersStreamline business processes to drive efficiency Increase productivity and make the State of North Carolina more
competitiveDevelop a single repository, with a common set of data elements,
to successfully support the State’s reporting and management activities
Move transactions closer to the point of origin (Employee Self Service/Manager Self Service)
Provide a flexible system able to respond to changing HR/Payroll needs
Eliminate redundant systems and duplicative processingProvide real time access to transaction activity
14
JAD Session Agenda
Overview and Introductions HR/Payroll Project Overview
– Vision/Goal/Guiding Principles– Overall Project timeline
JAD Session Objectives Guidelines for This JAD Session
Explain Industry Print
Requirements gathering and process re-design
Next Steps
15
JADSession
JADSession
IndustryBest PracticesProcess Designs
State of NCProcess Designs
• Review Process/Subprocesses• Identify Activities• Identify Opportunities
• HR/Payroll Business Requirements
• Future Processes• Business
Impact/Benefits• Potential Barriers• Performance
Measurements
• Project Vision• Scope• Industry Best Practices
Deliverable for today
JAD Session Objectives
16
Guidelines for This JAD Session
Participate! Your input is critical.
This is a workshop, not a formal presentation
Discussion will be kept at a high-level to capture critical information and requirements
Discussion around detailed system functionality will be kept to a minimum
Be respectful of each other’s opinions
Issues that cannot be resolved or discussions that require follow-up will be documented on the parking lot for future resolution
17
Deloitte’s Process-Centered Tool –IndustryPrint™
IndustryPrint™ is a process modeling tool based on industry-specific best practices
Deloitte’s IndustryPrint™ tool can be used throughout the project to help define scope and to design processes based on key inputs such as business requirements, best practices, and future vision
IndustryPrint™ jump-starts a project by providing the foundation to document the organization’s “to-be” processes in an ERP-enabled environment
IndustryPrint™ facilitates the documentation of information critical to the development and implementation of your HR Transformation
Our clients and consultants have found IndustryPrint™ key to accelerating the Plan, Design, and Build Phases of a project
The most valuable aspects of IndustryPrint™ are that it uses best practices, simple diagrams, industry-specific processes, and language to communicate with business users
18
IndustryPrintTM Key Benefits
Starts with a model, not a white-board
Focuses on the future process design
Drives North Carolina to embedded best practices
Flexible enough to incorporate North Carolina-specific processes
Provides common language across North Carolina agencies
Ensures that process and business drivers are driving technology
Accelerates the implementation
Ensures business process ownership and consensus
IndustryPrint™Process Models
Source CandidatesInternally
Analyze & Create JobPosition
Source CandidatesExternally
Qualify & SelectCandidates
Perform PsychologicalProfile/Drug Testing
Manage Offer Process
Document OfferProcess Lessons
Learned
Offer Accepted?
Receive Hire Decision/Acceptance
DocumentEmployment Data &
Tax WithholdingPreferences
Perform EmployeeOrientation
Assign CompanyProperty
No
Yes
HR-010Plan & ManageEmployeeResources
IT-070Support & Train
Users
IT-020Evolve IT
Architecture
HR-030Develop & TrainWorkforce
HR-050Perform
Employee BenefitEvent
Maintenance &Open Enrollment
19
IndustryPrintTM provides multiple levels
HRManage Human Resources
HR-010Establish andImplement HR
Programs/Policies
HR-020Manage
Recruiting
HR-030Manage New Hire
Integration
HR-040Manage Training
Development
HR-050Manage CareerDevelopment
Process
HR-060Perform
Employee DataAdministration
HR-070Manage
Compensation
HR-080Manage
Organization andPositions
HR-090Manage
EmployeeRewards System
HR-100Manage
EmployeeSatisfaction
HR-110Monitor EmployeeHealth and Safety
HR-120Manage
EmployeeRelations
HR-130Manage
EmployeeSeparation
HR-140Manage Benefits
HR-150Administer
Disability Claims
HR-160Administer
Flexible SpendingAccounts (FSA)
HR-170Administer
COBRA
HR-180Process Payroll
HR-190Process
Commissions
HR-200Process FieldUnderwriterContractors
HR-210Perform Self
ServiceAdministration
HR-010Establish andImplement HRPrograms/Policies
HR-080ManageOrganization andPositions
HR-100Manage EmployeeSatisfaction
MP-100Prepare andSchedule Projectfor Execution
IT-110Manage ITBusiness Unit
IT-040Develop ITProducts andServices
S-070DetermineCustomer ContactTeam
K-180Develop SalesForce Strategy
Develop SelectionCriteria
Establish RecruitmentStrategy and Sources
Post Job/Position Track Candidates Screen Candidates Prepare Rejection
Select SuccessfulCandidate
Perform PsychologicalProfile/Drug Testing
Prepare Job OfferReceive Offer
Acceptance/Rejection
Document LessonsLearned
Monitor ReferralRewards
Re-deploy EmployeeManage Employee
Relocation
Analyze and CreateJob/Position
Pass Screening?
Pass Testing?Offer Accepted?
Internal Referral?Re-deployingEmployee?
RelocatingEmployee?
HR-030Manage New HireIntegration
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
Yes
No
HR-130Manage EmployeeSeparation
Level I - Process
Level II – Sub-Process
Level III – Activity Flow Diagrams
Core Business Process family; Human Resources, Sales & Distribution, Financials, Information Technology, Materials Management, etc.
Primary management sub-processes within Human Resources.
These cover the traditional sub-processes such as HR Administration, Benefits, Payroll, Recruitment and other HR management functions.
Activity Flow Diagrams represent activities within a specific sub-process and their inter-relationships with other activities within and/or outside the sub-process. These are tailored to meet North Carolina’s business needs.
During the workshops, we will utilize the IndustryPrint activities to finalize the North Carolina Template.
20
Level 1: Process Decomposition Diagram
IndustryPrint™ Level 1 provides a graphic depiction of each business process.
Processes
Subprocesses
HR-010Establish and Implement HR Programs/
Policies
Develop HR StrategicPlan and Objectives
Develop HR Programs
Develop BenefitPrograms
Develop Reward andRecognition Programs
Define HR OperationalBudgets
Plan OrganizationalDesign
Perform HR Researchand Development
Review ProgramDelivery Options
Develop/Maintain HRPolicies andProcedures
Implement ChangeProcess
Analyze and CreateJob/Position
HR-020Manage Employee Recruitment
Develop SelectionCriteria
Establish RecruitmentStrategy and Sources
Post Job/Position
Track Candidates
Screen Candidates
Prepare Rejection
Select SuccessfulCandidate
Perform PsychologicalProfile/Drug Testing
Prepare Job Offer
Receive OfferAcceptance/Rejection
Document LessonsLearned
Monitor ReferralRewards
Re-deploy Employee
Manage EmployeeRelocation
HR-030Manage New Hire
Integration
Document EmployeeData
Perform EmployeeOrientation
Assign CompanyProperty
21
Level 2: Subprocess Decomposition Diagrams
IndustryPrint™ Level 2 provides a graphic depiction of each subprocess.
HR-030Manage New Hire
Integration
Document EmployeeData
Perform EmployeeOrientation
Assign CompanyProperty
Process
Subprocesses
22
Level 3: Activity Integration Diagrams
At the third level, the green business activities from the previous level are now displayed in a flow diagram.
The subprocess model is integrated with other subprocesses that are represented by the shadowed gray triangles, or Connectors. These Connectors depict integration across subprocesses.
HR-020ManageEmployeeRecruitment
Document EmployeeData
Perform EmployeeOrientation
Assign CompanyProperty
PE-040Monitor/ManagePhysical Assets
HR-010Establish andImplement HRPrograms/Policies
HR-040Train Workforce
HR-060PerformEmployee DataAdministration
HR-140Perform LifeEvent/OpenEnrollmentBenefitsAdministration
MP-110Execute Project
PE-020IdentifyMaintenanceStructure
PE-040Monitor/ManagePhysical Assets
S-100Select/ManageResellers, SalesAgents, Brokers,Distributors
23
The Subprocess You Will Design
Develop IndividualEmployee Training
Plan
Perform EmployeeSkill Assessment
Offer CoursesReceive EmployeeEnrollment Request
and Approvals
Enroll Employee inTraining Course
Course Availableand Minimum
EnrollmentAchieved?
Manage Cancellationsand Changes
Generate CourseConfirmationInformation
Deliver CourseMaterials
Deliver TrainingComplete Course/
Instructor Evaluation
No
Yes
Plan CoursesDevelop Training
Materials
Perform Follow-upActivities
Maintain EmployeeTraining Record
P-010DevelopProcurementStrategy
IT-070Support and TrainUsers
HR-040Career andSuccessionPlanning
IT-070Support and TrainUsers
HR-020Plan and ManageHR Programs andPlans
HR-050ManageRecruiting, Hiringand Integration
D-010DevelopLicensing,Permitting, andAccreditationPolicies,Procedures, andStrategies
DevelopOrganizationalTraining Plan
HR-060 Develop and Maintain Workforce
24
Another accelerator - Past project requirements Deloitte has successfully
completed numerous HR and Payroll requirements gathering projects
Past client deliverables can not be shared due to confidentiality, but Deloitte will leverage them when developing North Carolina’s requirements
JAD Facilitators will consider past requirements documents, which will yield stronger, more complete requirements for North Carolina
Sub-Process
Benefits Functional Requirements
Life Changes
Ability to terminate participation based on life status change (I.e. no longer a student)
New Hire
System should have mandatory sequence fields and/or flags to warn of incomplete or inconsistent information
New Hire
System should have the ability for the system to default to certain Benefits settings so that exception information only is being manually keyed by Benefits personnel
Open Enrollment
Ability to assign benefit entry rules (eligibility)
Open Enrollment
Ability to automatically enroll employees based on comparison of plan eligibility to employee data
26
Change Management is designed to…
Develop a strategy for managing change in process, technology and management practices
Communicate the HR/Payroll vision and ongoing status Equip HR/Payroll project Leadership with the information and tools
to lead the project Identify and communicate potential impacts of new processes,
procedures, and technology to be implemented in Phase III Identify potential areas of project risk and devise strategies to
mitigate that risk
27
Communicate for Buy-in
Empower Action
Create Short-term Wins
6644 55
Don’t Let Up
Make it Stick
77 88
Build the Guiding Team
Get the Right Vision
22 3311
5 Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press
Engaging and enablingEngaging and enablingthe whole organizationthe whole organization
Creating aCreating aclimate for changeclimate for change
ImplementingImplementingand sustainingand sustaining
changechange
Framework for Change Management Strategy: The 8 Steps of Change
Increase Urgency