HR/Payroll Modernization Design Review Medical Centers November 18, 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 Medical Centers November 18, 2014 Design Review Objectives Provide a broad focus on key decisions and concepts that are changing Walk through.
HR/Payroll Modernization Design Review Medical Centers November 18, 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 - Medical Centers 2 Agenda Topic Presenter Time Foundational Decisions Marisa Graudins 8:40 – 8:50 Role Concept & Demo Kris Olson 8:50 – 9:00 Process: Hire, Onboard Functional Leads 9:00 – 9:20 Time Entry & Leave Marisa Graudins 9:20 – 9:40 Payroll & Accounting Ginny Montgomery 9:40 – 10:00 Talent – Licensure Kathrine Selko 10:00 – 10:15 Data Conversions Jean Boraca 10:15 – 10:25 Integrations Gwen Trentham 10:25 – 10:35 Recap – Breakout Activity Jerry Heinz 10:35 – 11:00 Change Plan Karen Copp 11:00 – 11:15 What’s Next Jean Boraca 11:15 – 11:25 Questions & Answers Functional Leads 11:25 – 12:00 Design Review - Medical Centers 3 Design Phase Accomplishments 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 300+ SMEs (12,563 hours) Completed 22 Design Guides and Workbooks Documented 1,384 items in the Requirements Traceability Matrix 80% of data is ready for loading into P1 (40 iLoad file types) Initial designs for 75% of required integrations are complete Implement standardized HR and payroll processes and practices across the entire University Documented 65 to-be Workday business processes Drafted 44 end-to-end business processes Design Review - Medical Centers 4 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 - Medical Centers 6 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 - Medical Centers 7 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 - Medical Centers 8 ROLE CONCEPTS - DEMO Supervisory Organizations & Roles Every employee in Workday resides in a Supervisory Organization HR Support Accounting Manager Bob Jones HR Support Susan Steinberg, VP Supervisory Organizations “report” to one another to form the Supervisory Organization Hierarchy 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 Each Supervisory Organization has Role-Based Security assigned to it The assigned Role-Based Security defines who the Manager and HR Support Personnel are for that Supervisory Organization Design Review - Medical Centers 10 Security Groups Security Groups: • Groups of one or more workers with similar Security access and modification needs are known as Security Groups. • Once users are in Security Groups, system and Business Process access can be controlled through that Security Group. Design Review - Medical Centers 11 Group Managed Security Summary • Role-Based Security Groups Provide access to appropriate data and tasks within the assigned Organizational structure Manually assigned based on responsibility in an organization Assigned to a job/position Role-based Group HR Partner • User-Based Security Groups Assigned to users based on administrative responsibility, ie. System Administrator, Security Administrator, etc. Assigned to a person An individual with User-Based Security can access data across multiple Organizations and are unconstrained by Organization Design Review - Medical Centers User-based Group Security Administrator 12 Configurable Security Policies • Domain Security − A domain is a collection of related securable items (actions, reports, report data, etc.) that are functionally similar Domain Security • View • Modify • Get/Put − Domain Security Policies dictate which Security Group(s) can view or modify data within the domains. • Business Process Security − Business Process Security Policies dictate which Security Group(s) can participate in the Business Process and in what ways they can participate (ie, can they initiate, rescind, review, approve etc. on a given Business Process?). Design Review - Medical Centers Business Process Security • • • • Initiate Review Approve Rescind 13 Workday Overview ORGANIZATIONS USERS / ROLES SECURITY GROUPS SECURITY POLICIES SECURED ITEMS Functional Area Company Domain Roles Domain Security Role-based Group Cost Centers Director, HR • View • Modify • Get/Put HR Partner Sub-domain Sub-domain Business Process Academic Users User-based Group Logan Supervisory Org Sub-domain Security Administrator Business Process Security • Initiate • Review • Approve • Rescind Functional Area NOTE: Additional Security groups (e.g., job-based, membership-based, intersection, aggregate) and org. structures not shown. Refer to documentation, Workday Community, ODE. Design Review - Medical Centers Functional Area 14 PROCESS – HIRE & ONBOARD 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 - Medical Centers 16 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 UWHIRES Recruitment Background Check Compensation Attachments Personal Info Gov/Other IDs Cost Allocations Account Provisioning Change Job Event/Reason Compensation Org Changes On/Offboarding Adjust Schedule Change Benefits Design Review - Medical Centers Onboarding Personal Info Contact Info Benefit Elections I-9 W-4 Emergency Contacts Checklists 17 Create Position • Used for • Academic Personnel (Add Academic Appointment) • Staff • Students • Contingent Workers (Non Academic Affiliates) Design Review - Medical Centers 18 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), Absence Management Eligibility codes o Auto Populated Summary & General Description and Minimum Qualifications • Can be used for budget planning Design Review - Medical Centers 19 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 - Medical Centers Approved 20 Create Requisition • New & 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 - Medical Centers 21 Create Requisition New Position Reason UW Hires (Staff) Add Attachments Replacement Recruitment Start Date Target Hire Date Inherits from Position Information Manual Confirm Qualifications Design Review - Medical Centers 22 Recruit UW Hires Manual Background Check Applicant Tracking is out-of-scope. Will continue to use UW Hires. Design Review - Medical Centers 23 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 - Medical Centers Inherit Information Position & Requisition Provisioning EID Net ID 24 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 - Medical Centers 25 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 - Medical Centers 26 TIME COLLECTION & ABSENCE MANAGEMENT Time Collection • Schedules and time entry will remain in Kronos • Kronos will send hours to Workday for payment Design Review - Medical Centers 28 Absence/Time Off • Workday will calculate time off accrual (sick and vacation) and send that info back to Kronos at the end of each biweekly period • Time off balances will be available in Kronos • Time off requests will remain in Kronos • Leaves of absence will remain in Kronos Design Review - Medical Centers 29 PAYROLL AND ACCOUNTING Payroll Dates & Timing May 2014 Sun 25 Mon 26 Tue Wed 27 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 18 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 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 - Medical Centers 31 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 - Medical Centers 32 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 - Medical Centers 33 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 - Medical Centers 34 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 - Medical Centers 35 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 Default Cost Center for earnings: 01-2345 Is sometimes overridden to a split between 23-4567 and 34-5678 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 - Medical Centers 36 Costing Allocations Project Cost Accounting: • Three custom organizations in Workday – Project – Task – 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 - Medical Centers 37 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. 38 Design Review - Medical Centers 38 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 01-1234 REG 75.00 0008 3000 0161 2 04-10-2014 12-09-2014 01-1234 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 01-1234 REG 75.00 0008 3000 0161 Workday Costing Allocation Allocation Detail Costing Override Worker Start Date 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 Use Costing Worktag Defaults Costing Worktag Distribution Percent 74-3334 Task: XX Option: 4563 Project: HRP 100.00% Yes Max Allocation Order Default Cost Center 01-1234 66.67% 74-3334 Task: XX Option: 4563 Project: HRP Design Review - Medical Centers 33% 39 TALENT / LICENSURE Talent Core Data Skills Competencies • Assigned to employee • An integration with Kronos will pull skills for scheduling purposes • Historical skills data will be converted for Medical Center employees • No configurable business process • Assigned to the job profile • Inherited by employee • Rated in annual employee Performance Reviews • Competencies will be loaded for employees in the Medical Center Design Review - Medical Centers 41 Talent Core Data Education Languages • Assigned to employee • Includes fields for Degrees, Field of Study and School • Historical Education data will be converted from Lawson • Degrees qualifying for premiums will be accessed by Payroll using Workday Certifications • Configurable business process • Assigned to employee • Historical Language Pay Data will be converted from HEPPS • Languages will be pulled by Payroll to assign Language Pay • Configurable business process Design Review - Medical Centers 42 Certifications & Licenses Certifications Licenses • Certifications are issued by a non-gov’t authority • Assigned to employee • Includes fields for Cert #, Issuer, Issue Date, Expiration Date, Attachments • Historical Certification data will be converted from Lawson • Configurable business process • Licenses are issued by a government body • Assigned to employee • Includes fields for License#, Issuer, Issue Date, Expiration Date • Historical License data will be converted from Lawson • Integration with Kronos will pull licenses to schedule certain positions • Configurable business process Design Review - Medical Centers 43 Feedback Initial Design Decisions • Feedback in Workday provides a way to give real-time feedback and recognition to employees • Manager-level employees and above can use the Give Feedback functionality to provide feedback to any other worker at any time • View access to feedback will limited to the Employee-as-Self, Manager and HR roles Design Review - Medical Centers 44 Personal Goal Setting • Formal Goal Setting allows employees & managers to set personal goals for the upcoming year • This process will take place annually during the Performance Review • Employees can add and edit goals at anytime outside of the formal review process using the Manage Goals business process Design Review - Medical Centers 45 Performance Reviews Scope: • Will launch automatically to all Medical Center workers who do not use the LEM • LEM-users have access to optionally launch Annual Performance Review • Conversion of 2-3 years of historical Performance Review scores Includes 4 Sections: • Competencies • Personal Goals • Performance Factor Goals • Additional Reviewers: Design Review - Medical Centers 46 Performance Improvement Plan • 2 types of PIPs: – Competency Development Plan: Required for any Competencies with a rating of “Does not meet” – Performance Factors Development Plan: required for any goals with a score of “Needs Improvement” • Will not convert any historical PIP data Design Review - Medical Centers 47 Corrective Action Plans • 20 templates for each category of Corrective Action and level of action (Informal and Formal/Final) • Includes 7 Sections: – – – – – – – Performance Problem Performance Expectation Action to be Taken Timeframe Attachments Employee Signoff Manager Signoff • Will convert historical corrective action records from Lawson with Corrective Action Type, Level of Action, and Date of Action Design Review - Medical Centers 48 DATA CONVERSIONS / LOADING Data Conversion Landscape Person Registry Data Sources EDW Lawson HEPPS DAPP EEO/AA HCA OWLS TB&A 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 - Medical Centers 50 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 – Supports the project to configure and test with real UW data – Enables us to ensure that the data is accurate – Allows us to time the data conversion process in preparation for go-live Design Review - Medical Centers 51 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 - Medical Centers 52 Ongoing Data Help • Need help with missing Data – Supervisor Org data collection: Received 95% 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 - Medical Centers 53 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 - Medical Centers 54 SYSTEMS INTEGRATIONS Changes to Current Systems • What systems will be going away and what happens to their function/data? – HEPPS – Online Payroll Updating System (OPUS) – UW Online Work/Leave System (OWLS) – Employee Self Service (ESS) – UW Timesheet – Leave & Time Reporting (LTR) – Lawson – TB&A – Prime Design Review - Medical Centers 56 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) – UWHIRES (Applicant Tracking System) – Benefits o Department of Retirement (DRS) o Health Care Authority (HCA) Design Review - Medical Centers 57 Enterprise Data Warehouse (EDW) Impacts • What impact does this have on the EDW? – New tables created based on new Workday concepts and relationships for example: o Position o Job / Job Family / Job Profile o Cost Center o Costing Allocations o Supervisory Organization – What about the old tables? Retained with pre-Workday data for historical reporting – UW-IT will conduct outreach in early 2015 with consumers of the EDW to share these changes Design Review - Medical Centers 58 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 - Medical Centers 59 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 - Medical Centers 60 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 - Medical Centers 62 Next Session Activities • Next Session Activities – Break, Mingle, Breakout – Chat with your colleagues, discuss what you’ve heard – Jot down on a card o Your questions, concerns, risks, suggested actions, etc. • When we return, we will – Review Change Impacts and Plans to Address – Review upcoming project activities – Conduct Q&A, review your “cards”. Design Review - Medical Centers 63 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 - Medical Centers Execute the Plan Measure the Outcomes 65 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 - Medical Centers 66 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 - Medical Centers 67 Key Audience Needs - Med Centers Employees Managers Medical Centers • • • • • 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) Continue to request time off and leaves of absence in Kronos 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 • Continue to manage employees (time approvals, schedules) using Kronos • 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 • Demonstrate and support work done in Workday and what remains in Kronos and Sum Total • UWM HR Payroll Coordinators • • • • Obtain proficiency and possess confidence in the new system, new processes, new terminology, and new policy changes Serve as the point of contact for managers and employee support Own the change and model the new way of working moving forward Obtain proficiency in the Workday system and the updated processes Understand how to use calculation tags to notify UW Payroll of earn types to be paid Design Review - Medical Centers 68 Develop the Plan • Each audience requires a unique Change Plan. Key factors in developing a plan include: – – – – Audience size Magnitude of change Criticality of mastering change to overall project success 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 - Medical Centers 69 Change Plan Platform Activity Outcome Timing Measurement The right people get the right message in the appropriate format All project Google Analytics FAQ Responses Stakeholders can anticipate the pace and severity of the changes Feb - Jun 2015 Attendance Communication Action Plans Execute targeted comms to build awareness of the project and achieve lasting change Change Impact Workshops Host workshops to socialize change impacts with stakeholder groups Readiness Teams Identify individuals who can champion and support the project within each unit Units are ready and prepared to implement Workday on schedule Feb 2015Feb 2016 Teams Chartered and Established Team Scorecard Support of role design and training plan Jan Jun 2015 Business Owner Sign-off Actionable survey results that aid identification of risk areas and ability to address gaps Jul – Dec 2015 Response Rate Average Scores Gap Identification Role Mapping / Role to Position Support Map processes and roles to the end user to clarify who can do what in Workday Readiness Assessments Gather feedback on readiness of stakeholders to adopt the new Workday solution Design Review - Medical Centers 70 Change Plan Platform (cont.) Activity Outcome Timing Measurement Understanding of reactions to Workday design Apr - Dec 2015 Attendance Evaluations Q&A Units ready to implement Workday solution and processes on schedule Apr - Dec 2015 Attendance Verification that Workday works as designed Jul - Dec 2015 Participation Rate Feedback Workday Roadshows In partnership with functional team, give demos of Workday functionality and capabilities Day in the Life Scenarios Demonstrate how Workday functionality will change the daily work of key groups User Acceptance Testing Recruit SMEs to test the Workday solution with and without scripts Training Train employees on the new system and processes (instructor-led or computer) *Pilot training for UAT Employees have the knowledge to perform their jobs in the new paradigm Jul* 2015Mar 2016 Attendance Performance Evaluations Oct - Dec 2015 Response Rate Average Scores Toolkits Provide employees, managers and other stakeholders with resources to navigate the change Stakeholders feel prepared to use the Workday solution and processes Design Review - Medical Centers 71 Change Activities by Med Center Audience Audience Activities Surveys Workday Day-in-life UAT Comm Change Readiness Role Plans Workshops Teams Mapping Roadshows Scenarios Training Toolkits Employees Managers UWM HR Payroll Coordinators Medical Centers 72 Design Review - Medical Centers Execute the Plan 2014 Apr Jun Jul Sep 2015 Oct Dec Jan Mar Apr Jun Jul Sep 2016 Oct Dec Jan Mar Communication Action Plans Change Impact Workshops Readiness Teams Role Mapping Readiness Assessments Workday Roadshows Day in the Life Scenarios User Acceptance Testing Training Toolkits Additional Change Activities Underlying and Ongoing Throughout Project Stakeholder Assessment and Engagement, Communications Management, Organizational Design Design Review - Medical Centers 73 Med Centers Change Management Teams Medical Centers HR/P Project Team – DRAFT WMS SPONSORS WMS OPERATIONAL LEADERSHIP Advisory PROJECT LEADERSHIP GROUP BUSINESS TEAM Leads: Curtis Colvin/Patty Riley TECHNICAL TEAM Leads: Matt Tuller/Cyndi O’Farrell CHANGE MANAGEMENT TRAINING COMMUNICATION ORGANIZATION IMPACT & DESIGN DEPLOYMENT & ONGOING SUPPORT Coordinator: Dana Hermann (pending) Lead: Paula Minton-Foltz Beth Mesina (Kronos) Carla Jones (SumTotal) TBD Lead: TBD Lead: Kurt O’Brien Lead: TBD TBD Payroll Director Controller Beth Mesina Curtis Colvin Nichole Miller TBD TBD Design Review - Medical Centers 74 So Who Am I? • HR/P OCM Team member assigned to the Medical Centers • Liaison between the team and the Medical Centers team • [email protected] Design Review - Medical Centers 75 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 - Medical Centers 77 Configuration Phase Overview • Runs November 1 through May 15 • Focused on building the system that we designed during the design phase – Load P1 & P2 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 - Medical Centers 78 Goal: Go-Live in December 2015 Design Review - Medical Centers 79 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 - Medical Centers 81 Design Review - Medical Centers 82 Questions? http://f2.washington.edu/teams/hrp