HR/Payroll Modernization Design Review Academic Personnel October 29, 2014 Design Review Objectives Provide a broad focus on key decisions and concepts that are changing Walk through.
Download ReportTranscript HR/Payroll Modernization Design Review Academic Personnel October 29, 2014 Design Review Objectives Provide a broad focus on key decisions and concepts that are changing Walk through.
HR/Payroll Modernization Design Review Academic Personnel October 29, 2014 Design Review Objectives Provide a broad focus on key decisions and concepts that are changing Walk through a critical business process that crosses functional areas Highlight some of the technical components: data conversion and integrations Inform you of some key changes and impacts Solicit your feedback and help Inform you of what’s coming next Design Review - Academic 3 Agenda Topic Presenter Time Foundational Decisions Jerry Heinz 1:40 – 1:50 Process: Hire, Onboard Functional Leads 1:50 – 2:10 Academic Appointments Shirley Runkel 2:10 – 2:20 Time Entry & Leave Marisa Graudins 2:20 – 2:40 Payroll & Accounting Ginny Montgomery 2:40 – 3:00 Data Conversions Jean Boraca 3:00 – 3:10 Integrations Gwen Trentham 3:10 – 3:20 Recap – Breakout Activity Jerry Heinz 3:20 – 3:45 Change Plan Tammy Munson 3:45 – 4:00 What’s Next Jean Boraca 4:00 – 4:10 Questions, Answers, Wrap-up Functional Leads 4:10 – 4:30 Design Review - Academic 4 Design Phase Progress Overall / Change Management Completed Design phase on time and under budget Engaged all business units through communications and design sessions Identified major change impacts Launched UW@Work, the project newsletter Replace UW’s existing payroll system with a modern, integrated HR and payroll system Made key design decisions Completed design sessions with 200+ SMEs Completed Design Guides and Workbooks 80% of data ready for loading into P1 Designs for 75% of required integrations are complete Implement standardized HR and payroll processes and practices across the entire University Documented 95% of to-be Workday business processes Design Review - Academic 5 FOUNDATION DECISIONS Pay Cycle, Work Week & ATR Decision: Move to a biweekly payroll cycle. • Paychecks received 26 times per year, versus 24 today. Decision: Establish a single FLSA workweek across UW that aligns with the biweekly pay period. • Sunday through Saturday. Decision: Move to Actual Time Reporting (ATR). • FLSA overtime covered employees are paid each pay period for the actual hours worked or charged to paid leave in that pay period. Design Review - Academic 7 Leave Accruals Decision: Align leave accrual components with the biweekly pay schedule based on hours in pay status (non-overtime work hours and paid time off). • Sick and vacation accruals will be calculated and balances updated on a biweekly schedule (versus monthly today). • Accruals will start immediately. Decision: Length of service will be calculated and accrued by pay period (versus monthly today), based on working 54% of scheduled hours. Decision: Vacation leave accrual will be based on the number of eligible hours in pay status in a pay period (maximum 80) multiplied by the pereligible-hour accrual rate. Decision: Sick Leave accrual will be based on the number of eligible hours in a pay period (maximum of 80) multiplied by the per-eligible-hour accrual rate. Design Review - Academic 8 Other Noteworthy Decisions Align the increment dates with the biweekly pay period. Instead of 12 increment dates in a year, there will be 26 increment dates. Implement position management as the default staffing model. Change to a rolling backward FMLA calculation year. Create and maintain the eligibility records electronically in Workday and allow online enrollment through Workday. Not migrate unused job classifications. Design Review - Academic 9 PROCESSES – HIRE & ONBOARD New Key Concept • Organizational Structure • WD Configurable Security Roles Design Review - Academic 11 Supervisory Organizations & Roles Supervisory Organizations “report” to one another to form the Supervisory Organization Hierarchy When linked with Supervisory Organizations, the following is true of Role-Based Security: HR Support Accounting Manager Bob Jones HR Support Susan Steinberg, VP Finance Reporting Katrina Lindgren, Director Susan Scott Wilson, Steinberg, Director VP Lisa Scott HR Support Managers Jennifer Smith HR Support Members Dylan Johnson Laurie Jenkins Daljit Singh Is assigned to a Position that a Worker fills within a Organization Determines what a user can see and do within the application Provides access to appropriate data within the assigned Organizational structure Determines functional responsibilities and routing of actions within a Business Process Design Review - Academic 12 Terminology Changes Current Workday Employee Worker Job Class Job Profile Appointment Position Distribution Cost Allocation Budget Cost Center Full glossary is online: https://f2.washington.edu/teams/hrp/design/functional Design Review - Academic 13 End-to-End Processes (Hire/Rehire/Change Job) Create Position Title Job Profile Qualifications Location Time Type Earliest Hire Date Create Requisition Position Info Reason Recruitment Start Date Attachments Target Hire Date Confirm Qualifications Hire/Rehire Manual Recruitment Background Check UW HIRES Recruitment Background Check Design Review - Academic Compensation Attachments Personal Info Gov/Other IDs Cost Allocations Account Provisioning Change Job Event/Reason Compensation Org Changes On/Offboarding Adjust Schedule Change Benefits Onboarding Personal Info Contact Info Benefit Elections I-9 W-4 Emergency Contacts Checklists 14 Create Position • Used for o Academic Personnel (Add Academic Appointment) o Staff o Students o Contingent Workers (Non-Academic Affiliates) Design Review - Academic 15 Create Position • Following the Position Management Model • Create a position – Searchable o Job Profile = Job Code & Title Inherits many data elements i.e., salary grade Brings forward characteristics from Job Catalog – Job Family Group, e.g., Faculty, Staff, etc – Job Families (e.g., Academic Personnel, Bargaining Unit, Student Employees) – Job Categories, Employment Program (ECS Codes), Academic Personnel Categories o Auto Populated Summary & General Description and Minimum Qualifications • Can be used for budget planning Design Review - Academic 16 Create Position Posting Title Full time or Part Time Faculty Staff Student Contingent Worker Job Profile (Job Class name and code), Bargaining Unit, etc. Location Grade and Grade Profile Qualifications Earliest Hire Date Design Review - Academic Approved 17 Create Requisition • New and existing positions may be filled through a requisition. • Requires review and approval process to fill. • Used for – Academic Personnel – as defined by university policy – Staff – Required to use UWHIRES – Students – as needed or specified by contract Design Review - Academic 18 Create Requisition New Position Reason UWHIRES (Staff) Add Attachments Replacement Recruitment Start Date Target Hire Date Inherits from Position Information Manual Confirm Qualifications Design Review - Academic 19 Recruit UWHIRES Manual Background Check Applicant Tracking is out-of-scope. Will continue to use UWHIRES. Design Review - Academic 20 Close Req Hire Rate Pay Rate Type Propose Compensation UWHIRES Kick-off Onboarding Assign Schedule Default Cost Center (Budget) Existing UW Employee = Job Change (We are one employer) Assign Costing Allocations (Budget Distributions) Edit Service Dates, Edit Probation Period or Trial Service Period Other Attachments WD Account Hire Date Edit Government ID (SSN), Change Personal Information, Edit Other ID (Student ID) Design Review - Academic Inherit Information Position & Requisition Provisioning EID Net ID 21 Onboarding Message from Manager I-9 Enter Personal Information Contact Information Benefits Elections Message from UW Message to Department Emergency Contacts W-4 Onboarding Checklist Design Review - Academic 22 Benefits • Notification to the Worker – Email – Advises of eligibility – WD – Action item to enroll online • Supporting workers with limited computer access – Scanning documents for dependent verification for on-line enrollment • Benefits Orientation will continue and attendance is strongly encouraged Design Review - Academic 23 ACADEMIC APPOINTMENTS Employee Types • The University will track employees, contingent workers and Academic Affiliates. • Some workers are currently considered staff affiliates in HEPPS, but will be considered contingent workers in Workday. • Duties performed by a member of the Academic Personnel category require a position and an academic appointment. Salary provided through UW Payroll. Design Review - Academic 25 Appointments in Workday • Track all the appointments for academic personnel through their time at the university o Includes paid and unpaid workers o Include workers and non-workers (affiliates) • Multiple Appointment Tracks o Includes professorial – tenure/tenure track, WOT, research o Also includes lecturers and other instructional appointments, visiting, acting or courtesy appointments • Academic (worker) may have multiple concurrent appointments • Definition of Appointment – the key required attributes o Academic Worker o Date period for the Appointment o Under which Academic Unit (AU) Design Review - Academic 26 Business Process Data Flow Add Academic Appointment Establishes the Track Thread for Worker Unique Track on each Thread; can’t update Update Academic Appointment New dates, new info Used for Reappointments/Endowments Update Academic Appointment New dates, new info Used for Promotions / Rank Changes End Academic Appointment Terminates Appointment Thread Used at actual Appointment end date Design Review - Academic 27 UW Academic Track Types Academic Track Type Name Academic Track Type Category Category Group Rank Faculty Academic Personnel Professor Associate Professor Assistant Professor Academic Staff Academic Personnel Clinical Associate Clinical Assistant Faculty Academic Personnel Professor Associate Professor Assistant Professor Instructor Senior Fellow Academic Personnel Senior Fellow Senior Fellow Trnee Librarian Academic Personnel Librarian Associate Librarian Senior Asst Librarian Assistant Librarian Adjunct Research Faculty Academic Personnel Tenure Faculty Academic Personnel Without Tenure due to Funding Faculty Academic Personnel Affiliate Faculty Academic Personnel Acting Professorial Clinical Assistant/Associate Clinical Non-Salaried Senior Fellow Librarian Professor Associate Professor Assistant Professor Professor Associate Professor Assistant Professor Acting Asst Professor Pending PhD Professor Associate Professor Assistant Professor Professor Associate Professor Assistant Professor Instructor Design Review - Academic Promotion Program Tenure Program Sabbatical Program Yes Yes Yes Yes Yes Yes Yes Yes Yes 28 UW Academic Ranks Academic appointments have an associated academic rank which falls within an ordered hierarchy. Rank allows promotions to be tracked throughout an appointment. • Professor • Associate Professor • Assistant Professor Design Review - Academic 29 UW Academic Appointment Identifiers Academic identifiers are associated with academic appointments. Typically identifier types include primary, dual and joint. primary appointment identifier most often Appointment Identifier Name Appointment Identifier relates to the academic worker’s Type A - employment Administrative Administrative position.A D - Dual D Dual J - Joint J Joint P - Primary P Primary Design Review - Academic 30 UW Academic Tenure Status Tenure statuses are associated with academic appointments. They facilitate reporting and associate academic workers to specific attributes. • • • • Not Eligible Pending Tenure Without Tenure Design Review - Academic 31 Add Academic Appointment Design Review - Academic 32 Add Additional Academic Appointment Design Review - Academic 33 Update Academic Appointment Promotion & Tenure Design Review - Academic 34 Update Academic Appointment Add Endowment Design Review - Academic 35 Current & Historical Appointment Information Design Review - Academic 36 End Academic Appointment Design Review - Academic 37 TIME ENTRY / LEAVE ADMINISTRATION Absence Management vs. Time Tracking • Absence Management o Request time off for vacation, sick, bereavement, etc. o Request an extended leave of absence for FMLA, parental leave, etc. • Time Tracking o Enter hours worked (completing a timesheet) Includes hours worked, OT calculations, shift differential calculations, premium calculations, etc. Time off may be entered in both modules. Some accrual calculations occur in Time Tracking (e.g., compensatory time). Design Review - Academic 39 Time Tracking Scope • In Scope o Temporary hourly employees o Current “overtime eligible” employees (classified and professional staff) o Student hourlies o OT exempt employees in Applied Physics Laboratory o Excepted staff: Lieutenants, Hall Health nurses o Other • Out of Scope o Medical Centers employees (use Kronos) o OT exempt and excepted staff (other than exceptions) o Academic Personnel (Faculty, Librarians, Medical Residents, Educators) o Salaried graduate student appointees Design Review - Academic 40 Time Tracking Roles • Time Coordinator o o Enters and corrects time for worker Validates that all time has been submitted and approved for payroll processing • Time Tracking Administrator o o o Creates and maintains time tracking module setup and configuration Authority for time tracking business processes This is a Central Office role Design Review - Academic 41 Design Review - Academic 42 Demo Design Review - Academic 43 Employee Self Service Employees can see and enter time for multiple weeks. Create Time Events by Checking In and Checking Out If the Request Time Off BP is enabled for ESS, EEs can request time off and view prior time off requests and time balances from the Time or Time Off worklets. Design Review - Academic View and Maintain Clock Events 44 Entering and Managing Time: Time Entry Calendar Display default costing Labels for totals can be translated Print time entry Configurable submit message Configurable validation messages Multiple ways to quickly enter time Force calculations to run on demand Easy to read date display format Ability to hide or display calendar indicators Daily totals support time blocks crossing midnight Time block history includes denied, sent back, awaiting action Design Review - Academic 45 Entering Time Every worker has a ‘default’ time type based on their Time Entry Template that will auto populate. Time Entry Codes can be for In/Out time or Hours Only (elapsed time). Add attachments if configured to do so on the Time Entry Code. An override rate can be entered. Attributes (Workday worktags) can be enabled for association with time entry. Design Review - Academic 46 Absence Overview This chart shows the general difference between Leaves and Time Offs. Leaves of Absence Time Offs Longer in nature, often track entitlements (e.g., FMLA) Generally a day to a week Triggers a return to work business process The expected return date is typically known. Ex: Employee goes on vacation for a week Entitlement amount to be taken is based on a 12 month period Balance is typically added to (accrued) on a pay period basis Does not use the calculation engine Uses the calculation engine to build complex rules Request is based on a range of dates including first day of leave and expected return date Request is based on each day employee is expected to be off work Indicator can be configured to state if an employee is “On Leave” next to their name No indicators, much lighter processing around Time Offs Typical Examples: Family and Medical Leave, Disability Leave, Military Leave, Sabbatical Typical Examples: Sick Time, Vacation Time, Personal Holiday Design Review - Academic 47 Absence Roles • Absence Partner o o Enters and corrects time off for worker Requests and returns employee from leave of absence • Absence Administrator o o o Creates and maintains absence management module setup and configuration Authority for absence management business processes This role is a Central Office role Design Review - Academic 48 Demo Design Review - Academic 49 Request Time Off Design Review - Academic 50 Request Time Off Calendar Project Future Balances by changing ‘Balance as of:’ Date Click or Click and Drag to select Dates Design Review - Academic 51 Request Time Off Request Time Off. Eligibility and Validations are Invoked. Total hours requested is displayed. Design Review - Academic 52 Request Leave of Absence Design Review - Academic 53 Request Leave of Absence Design Review - Academic 54 PAYROLL AND ACCOUNTING Payroll Dates & Timing May 2014 Sun 25 Mon 26 Tue 27 Wed 28 Thu 29 Fri 30 Sat 31 Open Time Entry for period 6/8-6/21 June 2014 Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Best Practice: Departments submit and approve time/absence/payroll/ compensation changes Period Start Date – 6/8-6/21 15 22 16 23 17 24 Departments ensure all Lock Time Entry for time/absence/payroll/c Period 6/8-6/21 ompensation/job changes are complete and correct. 29 18 19 25 26 Payroll Office and Departments run reports and view results to ensure accuracy Unlock for Adjustments: Period 6/8-6/21 (Sixty day period ends 8/24) 20 21 Best Practice: Period End Departments submit – 6/8-6/21 and approve time/absence/payroll/ compensation changes 27 28 Payroll Payment Date for Period 6/8-6/21 Date 30 Design Review - Academic 56 Payroll Processing Calendar • Open − − Date on which time can begin to be entered for a time period. This includes the current pay period and one pay period in advance (4 weeks total). There is no due date or limits for absence requests. • Lock − − − − − − − Dates on which changes that have a payroll effect for the time period is locked so that payroll can be processed. Any costing allocations need to be completed before this time. Blocks employees from entering time for a short window to allow payroll to process worked time and calculate earnings. This will happen on Tuesday at 10:00 a.m. or 12:00 p.m. if Monday is a holiday. Payroll completes Tuesday evening and validates Wednesday Unlock for Adjustments Reopens a period that was previously locked so that employees can make adjustments to a prior period. This occurs Thursday at 12:01 a.m. • Close − − Close date for changes to timesheets will be 90 days from Period End Date. There is currently no limit to changes for absence reporting, compensation, or HR related actions. Design Review - Academic 57 Payroll Roles • Costing Allocations Coordinator − Enters costing allocation for employees − View set up information assigned cost centers − Create and Run reports for assigned cost centers • Cost Center Manager − Primary manager for assigned cost center(s) − Access to spend analytics for cost center(s) Design Review - Academic 58 Payroll Roles (cont’d.) • Payroll Administrator − Creates and maintains payroll setup data regardless of organization − Authority for payroll business processes − This role is a central Payroll Office role • Payroll Office Partner − Performs payroll functions and data entry (payroll worker data and payroll input) for assigned organizations − Authority for payroll business processes − This is a central Payroll Office role Design Review - Academic 59 Costing Allocations Kronos Integration for Medical Centers Payroll Input at the Payroll Office Cell Phone Allowance for an employee One-time payment for an employee Vacation payout at termination (XLP) Work Study earnings (used w/default) Distributions using budget numbers (Cost Centers) as Costing Allocations This is the default Cost Center assigned to an employee when hired into a position Design Review - Academic 60 Costing Allocations Position #1 – Program Coordinator (leave eligible) Position #2 – Fiscal Tech 3 (non-leave bearing) Compensation: $20/hour Scheduled Hours: 20/week Default Cost Center for earnings: 23-4567 Compensation: $25,000/year Is sometimes overridden to a split between 23-4567 and 34-5678 Default Cost Center for earnings: 01-2345 Default Position Setup Input for Worker Level Cell Phone Allowance: $50/month, 12-3456 (set at the department level) Earning Level Worker Earning Level If employee separates from leave bearing position, all annual leave will be paid from 12-2500, this will always happen at the earning level Design Review - Academic 61 Costing Allocations Project Cost Accounting: • Three custom organizations in Workday o Project o Task o Option • Will be used for cost allocations (ongoing cost distribution by percent) • Available for one time cost overrides in Time Tracking and Payroll input. Design Review - Academic 62 Costing Allocations • Costing Allocations are always equal to 100% of the worker’s FTE (FTE = scheduled weekly hours/default weekly hours) • For salaried employees, the position FTE will drive the compensation for the employee; the costing allocations will determine how we distribute the cost over that FTE for payroll. 63 Design Review - Academic 63 Costing Allocation Example Employee works 75% and earns a monthly salary of $4,000. Current State OPUS Distributions # Start Date End Date Budget Earn Type Dist % FTE Position/Sub Dist Amount Object Task Option Project 1 01-01-2012 04-09-2014 74-1235 REG 75.00 0008 3000 0161 2 04-10-2014 12-09-2014 74-1235 REG 50.00 0008 2000 0161 3 04-10-2014 12-09-2014 74-3334 REG 25.00 0008 1000 0161 XX 4563 HRP 4 12-10-2014 12-31-2015 74-3334 REG 75.00 0008 3000 0161 XX 4563 HRP 5 01-01-2016 99-99-9999 74-1235 REG 75.00 0008 3000 0161 Workday Costing Allocation Allocation Detail Costing Override Worker Start Date Use Costing Worktag Defaults End Date Worker Sue Smith 12-10-2014 12-31-2015 Worker Sue Smith 04-10-2014 12-09-2014 04-10-2014 12-09-2014 Costing Worktag Distribution Percent 74-3334 Task: XX Option: 4563 Project: HRP 100.00% Yes Max Allocation Order Default Cost Center 74-3334 66.67% 74-3334 Task: XX Option: 4563 Project: HRP Design Review - Academic 33% 64 DATA CONVERSIONS / LOADING Data Conversion Landscape Person Registry Data Sources EDW Lawson HEPPS DAPP EEO/AA HCA OWLS KRONOS PRIME SIMS Budget Index Functional Team Data Conversion Team Manual Data Collection (Functional Additions) Integration Team iLoads Configuration Setup Workday Data Configuration Setup Workday Design Review - Academic 66 Data Conversion Approach • An iterative conversion process, each iteration (prototype) is more complete and accurate • Minimum of four (4) prototypes before we are live Prototype Delivery Date Purpose P0 May 2014 Design Sessions P1 Jan 15, 2015 Functional Configuration, Integration & Report development P2 May 15, 2015 Testing: End-to-End Testing, User Acceptance Testing, Usability & Accessibility Testing P3 July 24, 2015 Payroll Testing Gold (Production) Dec 20, 2015 Go-live • Objectives o Supports the project to configure and test with real UW data o Enables us to ensure that the data is accurate o Allows us to time the data conversion process in preparation for go-live Design Review - Academic 67 Data Conversion Scope • All employees with active appointments • • • HR data Academic data Benefits data (Health Care, Life, LTD, VIP, HSA, FSA, Dependents, ….) • • • Compensation data Leave Balances Payroll data (W-4, FICA, Withholdings, State Taxes, Costing Allowances, Cost Allocations, ….) • People who have a non-employment relationship with the UW (Contingent Workers, Academic Affiliates) • Compensation and Job Profiles, Pay Grades / Profiles / Steps • Locations • Cost Centers Note: Employee history will not be loaded into Workday. Data history will be available via other mediums, such as a data warehouse. Design Review - Academic 68 Ongoing Data Help • Need help with missing Data o Supervisor Org data collection: Received 74% for P1; Need 100% for P2, P3 and Gold • Data clean-up Employee Service dates; work schedules (non-Med Centers); Primary work location; Life insurance dependent data OWLS Leave plan discrepancies; abandoned records; splitting up multiple appointment records; returning unused shared leave Academic Personnel Transition academic personnel appointments into approved academic appointing units; ensure end dates match reappointment or non-renew under the Faculty Code; clean-up academic appointments in OPUS/HEPPS; Ensure endowed appointments reflect precise endowment name, accurate appointing unit, and correct appointment term Compensation & Payroll Missing increments; ensure all PCA codes are in FAS; identify classified employees on off-step and how to convert Payroll/OPUS Appointment and distribution clean-up; removal of inactive employees; position number corrections; stipends Design Review - Academic 69 Testing Approach Configure & Prototype Phase Testing Phase 9/12/15 3/14/15 WD 24 P1 & P2 WD 25 P2 P3 Regression Test Unit Test Point-toPoint Integration Test Cycle 1 Open Role Security Roles Functional Test End to End Test Cycle 2 Secure Role Smoke Test Test Level 1 2 Payroll Test User Acceptance Test Usability & Accessibility Testing 3 4 Note: “Unit Test” is performed by the Workday configurator or developer (integrations and reports) to ensure that the item (unit) is functioning correctly before handed off to the next level of testing. Design Review - Academic 70 SYSTEMS INTEGRATIONS Changes to Current Systems • What systems will be going away and what happens to their function/data? o o o o o o o o HEPPS Online Payroll Updating System (OPUS) UW Online Work/Leave System (OWLS) Employee Self Service (ESS) UW Timesheet Leave & Time Reporting (LTR) Lawson Prime Design Review - Academic 72 Key Integrations What are some of the key integrations? • Financial Accounting System (FAS) • KRONOS (UW Medicine Time Tracking) • UW-IT Enterprise Integration Platform o EDW/ODS, HR/P Web Service, etc. • UW Employee Identifier (EID) • Single Sign-on (UW NetID) • UW Hires (Applicant Tracking System) • Benefits o Department of Retirement (DRS) o Health Care Authority (HCA) Design Review - Academic 73 Enterprise Data Warehouse (EDW) Impacts • What impact does this have on the EDW? o New tables created based on new Workday concepts and relationships for example: Position Job / Job Family / Job Profile Cost Center Costing Allocations Supervisory Organization • What about the old tables? o Retained with pre-Workday data for historical reporting o UW-IT will conduct outreach in early 2015 with consumers of the EDW to share these changes Design Review - Academic 74 Terminology Changes Current Workday Employee Worker Job Class Job Profile Appointment Position Distribution Cost Allocation Budget Cost Center Full glossary is online: https://f2.washington.edu/teams/hrp/design/functional Design Review - Academic 75 From Design to Configuration What has been done so far / what will be done in next phase? • Design/Architect Phase o Assess change impact on approximately 170 Interfaces o Engage vendors and application owners o Hold design sessions for integrations considered in scope o Initiate process for detailed design and data mapping • Configuration/Build Phase o Finalize outstanding data mapping and address design gaps due to pending functional configuration or decisions o Configure and build integrations o Conduct point-to-point testing Design Review - Academic 76 RECAP, NEXT SESSION ACTIVITIES Recap • Cross-Functional implications are throughout – very little in system doesn’t affect other areas in some way • Business Processes will be more structured – programmed rules provide more guidance • Data conversion and integrations with other UW systems is critical – and difficult • Change throughout the UW community is substantial Design Review - Academic 78 Next Session Activities • Next Session Activities o Break, Mingle, Breakout o Chat with your colleagues, discuss what you’ve heard o Jot down on a card Your questions, concerns, risks, suggested actions, etc. • When we return, we will o Review Change Impacts and Plans to Address o Review upcoming project activities o Conduct Q&A, review your “cards.” Design Review - Academic 79 CHANGE PLAN Overview • A Change Plan is a road map of activities to prepare groups of UW stakeholders for successful adoption of the HR/P modernization effort. • A Change Plan is designed to answer key questions about organizational readiness: – What is the change that our stakeholders will experience? – What will our stakeholders need to manage this change? – How will we know that our stakeholders are successfully making the change? • We took the following approach to build the Change Plan Understand the Change Understand the Audience Develop the Plan Design Review - Academic Execute the Plan Measure the Outcomes 81 Understand the Change Change Impact • The OCM team captured more than 150 change impacts by functional area during design phase activities Change Impact • The team validated and described key change impacts by type and magnitude Change Impact Central Offices Campus Ops Unit HR Employees Audience Groups Academic Personnel Managers • Identified impacted audience groups Medical Centers • Aligned change impacts to audience groups • Gained understanding of audience needs Design Review - Academic 82 Understand the Audience The following are impacted audience groups who will experience change. Each audience will make their own journey(s) through the change acceptance curve as we conduct change activities targeted to meet each audience’s specific needs. Audience Groups • Units/Departments – – – – • Central Offices – – – – – • Human Resources Payroll Coordinators Employees Managers Academic Personnel Campus HR Operations Benefits Compensation Payroll Medical Centers – – – Employees Managers Human Resources Design Review - Academic 83 Key Audience Needs Employees Managers Unit HR • • • • • Learn how to access and update employee information in Workday Access information about biweekly pay, leave accruals, length of service, etc. Report time (only overtime eligible employees) Request time off and leaves of absence in Workday Complete benefits enrollment in Workday • Access and view employee information in Workday • Access information about key impacts to their employees, such as biweekly pay, time and absence processes, and leave accruals • Manage employees (time approvals, etc.) using Workday • Complete employee actions in Workday • Access resources for infrequent personnel actions, when needed • Obtain proficiency and possess confidence in the new system, processes, terminology, and policy changes • Serve as the point of contact for managers and employee support • Campus Ops Academic Personnel • • • • • Obtain proficiency and possess confidence in the new system, new processes, new terminology, and new policy changes. Serve as the point of contact for Unit/Department HR. Own the change and model the new way of working moving forward Obtain proficiency and possess confidence in the new system, new processes, new terminology, and any policy changes. Serve as the point of contact for Unit/Department HR Own the change and model the new way of working moving forward Design Review - Academic 84 Key Audience Needs (cont.) Payroll • Obtain proficiency and possess confidence with Workday, new processes, new terminology, and new policy changes • Understand impacts of biweekly payroll, including deductions, field questions and provide support to the units • Understand the new timelines associated with biweekly payroll Payroll Coordinators • Obtain proficiency with the Workday system and the updated processes • Understand how to use calculation tags to notify UW Payroll of earn types to be paid Compensation • Understand new compensation-related terminology in Workday such as General Salary Plan and General Hourly Plan and Academic Salary Plan • Understand that there is more data available to view now, including the names of compensation plans Benefits • Obtain proficiency and possess confidence in using Workday, new processes, new terminology, and new policy changes • Account for benefits deductions on 26-week pay schedule, as opposed to 24 weeks Medical Centers • Obtain proficiency and possess confidence in the new system, new processes, new terminology, and new policy changes • Demonstrate and support work done in Workday and what remains in Kronos Design Review - Academic 85 Develop the Plan • Each audience requires a unique Change Plan. Key factors in developing a plan include: o Audience size o Magnitude of change o Criticality of mastering change to overall project success o Type of change need (awareness, knowledge, capability, etc.) • The following pages outline our full menu of potential change activities • Subsequent pages outline Change Plans by audience Change activities and considerations are dependent on the operating support model. Some activities may evolve as the team identifies additional impacts and produces clarity on the scope and timing of the support model. Design Review - Academic 86 Change Plan Menu Activity Outcome Timing Measurement Stakeholders can anticipate the pace and severity of the changes Q4 2014 Q1 2015 Q2 2015 Attendance Q4 2014 Q1 2015 Q4 2015 Response rate Average scores Gap identification The right people get the right message in the appropriate format All project Google analytics FAQ responses Units ready to implement Workday solution and processes on schedule Q3 2015 Q4 2015 Attendance Employees and Managers feel prepared to use the Workday solution and processes Q4 2015 Response rate Average scores Change Impact Workshops Host workshops to socialize change impacts with stakeholder groups Change Readiness Assessments Gather feedback on readiness of stakeholders to adopt the new Workday solution Actionable survey results that aid identification of risk areas and ability to address gaps Communication Action Plans Execute targeted comms to build awareness of the project and achieve lasting change Day in the Life Scenarios Demonstrate how Workday functionality will change the daily work of key groups Employee/ Manager Toolkits Provide employees and managers with resources to navigate the change Design Review - Academic 87 Change Plan Menu Activity Outcome Timing Measurement Units are ready and prepared to implement Workday on schedule Q4 2014 Q1 2015 All project Teams chartered and established Team Scorecard Support of organizational design and training plan Q4 2014 Q1 2015 Q2 2015 Business owner sign-off Employees have the knowledge to perform their jobs in the new paradigm Q3 2015* Q4 2015 Attendance Performance Evaluations Verification that Workday works as designed Q3 2015 Q4 2015 Participation rate Feedback Understanding of reactions to Workday design Q2 2015 Q3 2015 Q4 2015 Attendance Evaluations Q&A Readiness Teams Identify individuals who can champion and support the project within each unit Role Mapping / Role to Position Support Map processes and roles to the end user to clarify who can do what in Workday Training Train employees on the new system and processes (instructor-led or computer) User Acceptance Testing Recruit SMEs to test the Workday solution with and without scripts Workday Roadshows In partnership with functional team, give demos of Workday functionality and capabilities *Pilot training for UAT Design Review - Academic 88 Change Activities by Audience Audience Activities Change Comm Day-in-life Readiness Role Workshops Surveys Plans Scenarios Teams Mapping Training UAT Workday Roadshows Toolkits Employees Managers Unit HR Campus Ops Academic Personnel Payroll Coordinators UW Comp, Benefits, Payroll Med Centers 89 Design Review - Academic Execute the Plan 2014 Apr - June July Sept 2015 Oct Dec Jan Mar Apr June July Sept 2016 Oct Dec Jan Mar Change Impact Workshops Readiness Assessments Communication Action Plans Day in the Life Scenarios Toolkits Role Mapping Readiness Teams Training User Acceptance Testing Workday Roadshows Additional Change Activities Underlying and Ongoing Throughout Project Stakeholder Assessment and Engagement, Communications Management, Organizational Design Design Review - Academic 90 WHAT’S NEXT HR/P Implementation Timeline March – April 2014 Plan April – October 2014 Nov 2014 – May 2015 Design Configure (Architect) & Prototype May – October 2015 Test Nov – Dec 2015 Deploy Go-Live Jan-Feb 2016 PostProduction support Data Conversion and Migration Integrations Quality Management Organizational Change Management, Communications, Knowledge Transfer and End-User Training Operational Readiness We are Here Design Review - Academic 92 Configuration Phase Preview • Runs November 1 through May 15 • Focused on building the system that we designed during the design phase – Load P1 data (more comprehensive) – Ensure functional processes work – Build and test integrations • Unit engagement will increase – Conduct unit-specific impact assessment – Develop readiness teams – Increase communications Design Review - Academic 93 Goal: Go-Live in December 2015 Design Review - Academic 94 QUESTIONS & ANSWERS Questions & Answers • We’ll discuss your card inputs, as long as we have time… • What other questions do you have for us? • What comments, suggestions, concerns do you have that we should consider as we move into the next phase? Design Review - Academic 96 Design Review - Academic 97 Questions? http://f2.washington.edu/teams/hrp