Planning your ESR Demerge
Andy HamiltonESR Demerge Project Manager
Agenda
• Background• Project Planning – How we did it• Key Areas: Pre Merge• What we found during the Demerge and things
you need to start thinking about.• Where are we now?• What non-ESR stuff do I need to think about?• Seriously….did it actually work?• Questions
Background• Target: NHS Foundation Trust approx 2700 staff• Source: Provider Arm of PCT approx 800 staff (1000 assignments)• Target: 3rd Party Payroll Provider (NHS Trust)• Source: 3rd Party Payroll Provider (non-NHS Trust)• Target: In House HR and Recruitment• Source: 3rd Party Outsourced HR and Recruitment (NHS Trust)• Formal TUPE 1st April• Late Entrants to Demerge: Oct 2010 (RA1)• Only had 3 months to Project Manage Demerge.• Demerge Event: 6th February 2011• Requirement to operate Independently for 2 months (2 payrolls etc)• Decision to move Payroll provision for Demerge• Agreement to transition HR services 3 months post Merge.
Project Planning – How we did it• ESR Demerge is Project of Projects....so technically a Programme!• Project is more than just the “Technical” demerge• Expectation is to manage overall deliverables and requirements for
McKesson (RA’s, DR)• However, in order to achieve the above, input required from multiple
areas so.....• Broke it down into individual “tranches” or “tributaries”• Dedicated Lead within Source & Target for each area• Defined Tasks within each area(Task Lists)• Split into Pre and Post Demerge Activity• Weekly Meetings for Demerge Project• Reported into TCS Project Structure• ESR Demerge Project Plan
Project Planning – Who did it• Project Manager
– Responsible for Overall Project and achievement of Deadlines– Key contact with McKesson for all Demerge Activity– Dedicated (2-3 days a week)– Neutral & Unbiased – Not afraid to chase, upset and demand– Devolved Authority to sign off Demerge
• Project Lead– Responsible for Tasks within Area– Reported into Project Manager for all Demerge Activity– Able to make and take decisions– Attended all meeting or sent delegated representative
• Executive Sponsor– Ensured Project was unhindered– Attended all meetings– Acted as point of Escalation for Risks/Issues
Key Areas: Pre Merge• Recruitment
– Vacancy Management
• HR (Workstructures & Transactional)– Demerging Node / Structure– Processes re sickness, timesheets, travel, responsibilities– Dual Assignments
• L&D– Competencies– Catalogue– Reporting
• Payroll– Reconciliation– Communications (Cut Off Dates, New Processes)– Collating Input
• Finance– GL (Hub, Interface, Mappings, Entity Codes)
What we found...General Demerge• People Move....• Everything else is Copied....and I mean everything!
– Payrolls– Organisations– Positions– Locations etc
• Start Running Archiving Reports NOW– Absence– Turnover– Dashboard Metrics (Starters, Leavers, Stability)
• Previously Merged Records had missing information• Confirmation of Cut Off Dates (Dress Rehearsal & Demerge)• User Accounts Copied, but retain old VPD prefix• IT Engagement: IP Addresses, Multiple Sites, IT Support
What we found...HR• Structure didn’t come across as expected? Need to ensure you tell
McKesson the right top and bottom• Positions Numbers Change (as they are copied NOT moved)• Local Contract Types (Salary Information doesn’t work)
L&D• Limited Information Transferred (not full catalogue and not linked)• Excel workarounds need to be put in place to link merged
information with that of Target VPD (NHSLA Reporting needed to be revised)
• Competencies transferred but become 999|LOCAL|Health & Safety – 1yr (May not be accurate)
• NLMS: User Accounts, Replication, Enrolments, Play Button
What we found...Payroll & Pensions• Dual Assignments / Aggregated Tax & NI• Payment Methods: BACS (Defaulted)• BACS User ID Numbers (BACS Failed)• Reconciliation (Previous Payrolls)• Mark Inactive All Legacy Payrolls• Quality of Data (difference in Payroll processes)• Pensions (Pensions Choice)
Finance• No ability to test in Dress Rehearsal• Entity Code didn’t work in two VPD’s• Costings & GL Failed • New Entity Code, GL Hub & Interface needed to be setup
Where are we now• Payroll now provided by Single Provider• Month 11 payroll was processed successfully and has less than 10
queries from 800 staff (most of which were general queries)• Payroll Reconciliation completed for Month 11 with separate
Payrolls• HR transactional work being shared by 2 providers until June• Confidentiality agreement in place until TUPE and HR provision is
brought back in house.• GL interface completed and balanced for separate Payrolls within
separate VPD’s. (2 interface files)• L&D working through Reporting requirements and updating
competencies for new staff• Month 12 payroll Run and about to be BACs’d• Phase 2 of Demerge due to start post April 6th (Change of Payroll)
What non-Demerge stuff do I need to consider?
• Does the TCS Project understand the complexity and impact of the ESR demerge/move?
• Is there representation at the TCS meetings? (need to give regular updates on progress)
• Frequency of meetings / If something needs to be esculated
• Organisations - Losing / Gaining Staff? Sense of Identity
• Communications – Bear in mind other communications around above TCS moves( need link into TCS Comms plan)
• Is the merge pre legal TUPE?
• Multiple Providers (Payroll / HR) – Need to review SLA’s, Contracts (Extraordinary Measures)
• Confidentiality Agreements (Single VPD)
• NLMS & Self Service (Smartcards)
• Establishment Control
Seriously...did it work?
• YES • No barrier was unsurpassable• No problem was insurmountable• Workarounds were put in place were necessary• McKesson will do all they can to help and the
Demerge team are great.• The Demerge guide will give you the basics, but
has become outdated and is in need of a overhaul (recent meeting with FG)
Questions?
