University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR AND PAYROLL Table of Contents
OVERVIEW AND PURPOSE ................................................................................................................. 1 FINDINGS AND CONCLUSIONS .......................................................................................................... 2 KEY BUSINESS PROCESSES .................................................................................................................. 4
DETAILED BUSINESS PROCESSES ................................................................................................................................................... 4 TYPES OF UW APPOINTMENT RELATIONSHIPS ............................................................................................................................... 5
CURRENT SYSTEMS ............................................................................................................................. 6
OIM-SUPPORTED CORE SYSTEMS ............................................................................................................................................... 6 OIM RESOURCES: CORE SYSTEMS .............................................................................................................................................. 8 CENTRAL OFFICE-SUPPORTED SYSTEMS ........................................................................................................................................ 8 CENTRAL OFFICE RESOURCES ...................................................................................................................................................... 9 DEPARTMENTAL SYSTEMS.......................................................................................................................................................... 10
CURRENT DEVELOPMENT PROJECTS ................................................................................................ 11 PROPOSED INITIATIVES .................................................................................................................... 12 WHAT’S WORKING, NOT WORKING WELL ....................................................................................... 13 RISKS ................................................................................................................................................. 22 TRENDS AND BEST PRACTICES ......................................................................................................... 24
GLOBAL BUSINESS TRENDS ....................................................................................................................................................... 24 TRENDS AND BEST PRACTICES IN HIGHER EDUCATION .................................................................................................................... 24 TRENDS AND BEST PRACTICES IN HR/PAYROLL............................................................................................................................. 24 UW STRATEGIES .................................................................................................................................................................... 24 STATE OF WASHINGTON ......................................................................................................................................................... 24 SAP ..................................................................................................................................................................................... 24 TRENDS IN THE VENDOR MARKETPLACE ....................................................................................................................................... 24
APPENDICES ...................................................................................................................................... 25
TASK GROUP MEMBERS ........................................................................................................................................................... 25
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Overview and Purpose
An element of the 2007 UW Strategic Roadmap for Information Management and Administrative Systems is an assessment of the current administrative systems. To accomplish this, the administrative systems were organized into business areas. This document describes the scope of assessment for the HR/Payroll business area. This document provides a high level overview of the key business processes, the major systems supporting those processes, and current projects in process. The task group performed an assessment of what is working well today, in addition to a summary of potential risks and challenges with the existing systems and business processes. Business and technical trends and best practices for this area are also included. The purpose of this document is to provide a common basis of understanding for all task group members and to assess what is working well and not working well in the current environment.
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Findings and Conclusions
What Works Twice a month, without fail, a $79 million dollar payroll is calculated and people are generally paid accurately and on time. Employee Self-Service provides valuable information to all faculty and staff Central systems that serve all campuses, i.e., OPUS, OWLS, ETR/PTR, do their job well but are limited by other core systems limitations What’s Not Working Well Core Systems Limitations – Lack of a true Human Resources system has resulted in a proliferation of stand-alone systems and manual processes to track employee training and certifications; faculty salary comparisons, compensation, temporary employment, risk management, visas, personnel history, faculty sabbaticals, separations and leaves, probationary periods, accidents/incidents, background checks, performance evaluations, exit interviews, faculty and staff vacancies, student employee credit hours etc. As a result, the University is inefficient in its HR operations. Fundamental limits on number of appointments and distributions, and lack of a unique identifier for appointments defeats the ability to integrate with other systems. Lack of personnel history, salary history, promotional history, etc. A completely separate faculty database has been developed because the core system does not handle faculty issues well – tracking tenure dates, interest areas, voting faculty, etc. HEPPS does not meet current payroll business rules. For example, does not handle state income tax for employees working out of state. The maintenance price is high for our core system and requires 10.4 staff. Redundancy - As we create new systems there’s no retirement process for the core system which leads to redundancy, data integrity issues and confusion about what system to use. Integration – Most of the systems we have are stand-alone. Examples of integration possibilities are: • Merit increase process between HEPPS/BGT • UWHires with OPUS/HEPPS • UW Timesheet with OWLS and ETR/PTR • HEPPS and Academic HR faculty database • Lawson/HEPPS • Event publication/subscriptions – e.g. separations and transfers could be subscribed to by systems such as ASTRA so that authorization changes could be managed electronically
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll Data Capture – No flexibility to extend existing core systems by adding new data to support new business requirements or compliance issues. For example: • Monitoring contract employees • Adding contact information to ESS (cell phone or international phone numbers) • Changes with union contracts • Ever increasing number of employee benefits (VIP, SSDP, Deferred Comp, etc.) Data Access/Reporting/Analytics – Because data primarily exists in core systems, central business owners and departments do not have easy access to the information to generate reports and make decisions. There is no easy way to answer basic HR 101 questions: how many employees do we have? How many faculty do we have? What is our turnover rate? How many tenure track faculty do we have?, faculty workload planning, What is the salary profile for my unit? What are our pay practices? etc. Data Consistency – There are no standards or guidelines around data definitions. For example, calculation of FTE, determination of primary faculty appointment/home department, start dates for employment, anniversary, benefits, etc. Business – There are many processes that have never been automated and/or integrated. For example, managing the recruitment process for faculty and staff, online collection/process for application materials and digital archiving. Risks There are compliance risks related to our core systems. Most notable are Fair Labor Standards Act (FLSA) compliance and monitoring contract labor. Trends According to the Forrester Report of 2006, SAP and Oracle are the two leaders in ERP solutions. Most institutions of higher education either have a home grown system or PeopleSoft.
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Key Business Processes
Key Business Processes for HR/Payroll
1 Staffing & Workforce Management 2 Personnel Administration 3 Compensation 4 Benefits
5 Timekeeping and Leave
6 Information Management
7 Payroll
8 Training & Development
9 Health and Safety
10 Compliance
Detailed Business Processes
1. Staffing & Workforce Management 1.1. Workforce Planning & Management (e.g. position control, budgeting, headcount, etc.) 1.2. Recruiting & Selection 2. Personnel Administration 2.1. Personnel Administration (e.g. hires/rehires, separations, leaves, etc.) 2.2. Employee and Labor Relations 2.3. Compliance (EEO, AAP, etc.) 3. Compensation 3.1. Salary Administration 3.2. Pay Plans 3.3. Job Classification 4. Benefits 4.1. Health & Welfare 4.2. Savings and Retirement Plans
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll 5. Timekeeping and Leave 5.1. Timesheets 5.2. Leave Administration 6. Information Management 6.1. Reporting 6.2. Employee Self-Service 6.3. Employment Metrics 6.4. Retention Policies 7. Payroll 7.1. Payroll Administration (pay codes, deductions, etc.) 7.2. Payroll Processing (calc, taxes, etc.) 8. Training & Development 8.1. Career Planning and Development 8.2. Course Administration 9. Health and Safety 9.1. Health & Safety 9.2. Work/Life 10. Compliance 10.1. Eligibility to Work 10.2. Licenses and Certification
Types of UW Appointment Relationships
1. Classified Staff – Bargaining Contract 2. Classified Staff – Non Union 3. Professional Staff 4. Faculty and Academic Staff 5. Temporary hourly 6. Student Hourly 7. Graduate Student 8. Librarian 9. Affiliate 10. Temporary Agency labor (contract) 11. Other (e.g. ICA coaches, print plant, stipend recipients, volunteers, consultants, etc.)
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Current Systems
OIM-Supported Core Systems System/Service Description Number Provides In use of Users UWsince wide service? Yes/No
Yes 2005
Business Owner(s) Support risk level (1-5) *
Affirmative Action
Web-based self-service entry of employee ethnicity, birthdate, gender, military, disability status, and central admin of this data. Job Class, Union/Bargaining Unit, etc. table maintenance for HR/Payroll. Dept of Retirement Systems - edit/update of data, interfaces with Olympia DRS Allows depts to set up UWNetID prior to entry in Opus. Employee Self-Service Faculty bio information
EOO
1
DAPP
Yes
2006
HR
1
DRS
2005
Benefits
3
Email Access
Yes
2000
HR
1
ESS Faculty Biographic
Yes Yes
2001
Benefits/Payroll AHR
2 1
HEPPS UW Timesheet
Core payroll system Integrated Time & Leave (online timesheet) Online Payroll Update System - web front end to HEPPS Online Inquiry tool for employee information From DataWarehouse Reporting Services/Cognos (e.g. Check Register) Online Work Leave System - online 220 form Post Entry Review Page 6
Yes Yes 2006
Payroll Payroll
5 5
OPUS
Yes
1999
Payroll
5
OPUS Employee Overview OPUS Reports
Yes Yes
Payroll Office Payroll Office/OIM
2 1
OWLS PERMS
Yes Yes
2002 1999
HR Payroll
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll System/Service Description Number Provides In use of Users UWsince wide service? Yes/No Business Owner(s) Support risk level (1-5) *
Messages PRPAdmin Administration of HR/Payroll web apps (for technical support staff) Payroll Unit Code Maintenance Centralized business rules used for OWLS, UW Timesheet and Financial Desktop Web system to maintain tax form data, eg W2s, and handle reprints Entry of Positive and Exception time by departments (ETR/PTR) UW employment recruiting system (vendor:Recruitmax) Voluntary Employee Beneficiary Association Annual Salary Increase Process UTemp Staffing Online Order Form Tracks training and development courses and registration Used to record OPUS and ESS transactions; basis for Online PERMS and interface to Lawson Central Directory of UW faculty, staff and students UW Portal hosting ESS and Affirmative Action Data Form Yes Yes Yes Yes 2001 OIM 1
PUC Maint
Payroll
1
Rule Capture
2002
1
TaxForms
Payroll
4
Time Reporting
Yes
1999
Payroll
4
UWHIRES
Yes
HR
1
VEBA Budget/Salary Revision System Temporary Services (UTEMP) Training & Development Audit Database
Benefits/Payroll Budget Office Temp Services HR
2 3 2 1
Yes
Payroll Office
1
UW Directory MyUW
Yes Yes
C&C C&C
1 1
*(Support risk level: 1 = low-risk, well-supported. 5 = high risk due to (a) lack of cross-training, (b) lack of in-house staff expertise, (c) high level of production support.) Page 7 12/11/2008 HR-and-Payroll.docx
University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll OIM Resources: Core Systems The current effort to develop, support and maintain the HR/Payroll systems has been calculated for the time period July 2006 thru June 2007. The source of this data is CacTrack, the effort-tracking application used in OIM and C&C. Hours worked in each major area (HR/Payroll, Financial/Budget, Student, etc) were reported by effort type (production support, maint, dev). FTE was calculated by dividing hours of effort by 2080 hours. HR/Payroll Business Area Production Support Maintenance Mandatory Desirable Development Total 1.1 1.8 5.4 14.8 FTE 6.4
10.4 OIM Staff support the HR/Payroll systems. Central Office-Supported Systems System/Service Description Number Provides In use of Users UWsince wide service? Yes/No
2007
Business Owner(s)
Academic HR Database Graduate Faculty
Faculty Database (built by AHR) Graduate Faculty Interest Area/Fac Bio Database Special Web Application, database and processes to manage settlement activity Graduate Appointee Insurance Program No
Academic HR
Grad School
Faculty Settlement
2006
Academic HR
GAIP
No
Benefits Office
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll System/Service Description Number Provides In use of Users UWsince wide service? Yes/No
No
Business Owner(s)
HCA
Washington State HealthCare Authority data interface Management analysis and reporting services to support HR business activity Associates job class codes with campus area/organization Tracks overpayments made to employees Internal HR tool to guide compensation specialists and labor negotiators Same Sex Domestic Partner management system Tracks employee recognition events (e.g. service awards) Human Resource Administration
Benefits Office
HR Management Reporting (HR SQL) Job Class Location Tool
No
HR
No
HR
Overpayment Tracking Salary Analyzer Tool
No
Financial Management HR
No
SSDP Service Award
No No
HR HR
HR Admin
HR
UWRP Vendor Transmittal
System to handle the electronic transmittal of funds to retirement/VIP vendors (e.g. Vanguard) Tracks work done by the Compensation office on salary reviews. Accident and injury reporting system
No
Benefits
Salary Review Database
No
HR
OARS
Yes
EH&S
Central Office Resources
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll Approximate _________FTEs for Human Resources Approximate _________FTEs for Academic Human Resources Approximate _________FTEs for Grad School Approximate _________FTEs for Payroll Departmental Systems System/Service Major Departments & Systems
Directory Service Time Collection & Leave Training Recruiting Personnel Database Faculty Activity & Management Faculty Evaluations New Hire / Separation Checklists Visitor management Engineering; C&C LATTE (Facilities); MedCenters FilePro, OneStaff and TBA; Xpede in Capitol Projects; Engineering vacation/absences; Engineering Hourly Timecard; Libraries; C&C Cactrack; Housing & Food Services Kronos C&C; Financial Management; Facilities Engineering; Law; CSE Faculty Recruiting Engineering (CSE); A&S Faculty Appointments; SOMAS in SOM; Medcenters Lawson; Nursing Clinical Faculty A&S FAR; CSE Admin Support Tracking
Engineering CSE; C&C CSE
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Current Development Projects
HR and Payroll Project Description Business Owner Status $ Funding
Temporary Employment
Project to monitor temporary employment and contract labor to meet current compliance requirements MedCenters HR System
HR
Started – 9/24/07
$200K
Lawson
Beta Testing – 80% Medical Centers
MedCenters supported
Calc Refactor/FLSA Compliance Kronos
System/process changes to improve compliance with FLSA laws MedCenters TimeKeeping System
HR
Requirements gathering; design and planning – 0% on implementation On Hold
$0
Medical Centers
MedCenters supported
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Proposed Initiatives
Project Name/Description Approved by I-MAC, Not Funded (2006) HRMIS Scoping Study
Business Owner
Proposed Budget
HR
$464K
This is the discovery phase of a strategic project to provide the UW with a flexible HRMIS. The study will determine and document high level requirements and provide a roadmap for subsequent build or buy decisions and detailed requirements definition activities Not Approved by I-MAC (2006) n/a Submitted for I-MAC approval and funding (2007) UW Timesheet for Overtime Eligible Employees HR, Financial Management $720K
Expand the existing UW timesheet for hourly employees. It will include FLSA requirements, union contract requirements, integrate with vacation and sick leave balances, calculate and apply overtime, provide an overtime rules maintenance tool.
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
What’s Working, Not Working Well
HR/Payroll: What's Working
Key Business Process 5. Timekeeping and Leave 6. Information Management Comments Central time reporting OWLS - accrual confirmations USER Project for HR/Payroll products USER groups have "inspired" central units to organize and post information on web pages that used to be oral history or mythology Systems are available (little downtime) Seamless pay Having a UW central system (OPUS) for all 3 campuses ESS is great and can be expanded upon
7. Payroll
HR/Payroll: What's Not Working Well
Key Business Process 1. Staffing & Workforce Mgmt Comments Interview templates (lots) for recruiting Background checks Job description Word files Faculty search DB UTemp Services has job intake and job order and fulfillment tracking Faculty hires Faculty workload planning Monitor faculty and staff vacancies Track TA/RA hires UWHires (budget and position # tracked outside) UWHires when hiring manager change for central admin
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Theme business data capture data capture data capture data capture data capture reporting/analytics tracking tracking integration business
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process 1. Staffing & Workforce Mgmt Comments A central tracking/management system for hiring new faculty. Ad approval, applicant flow, applicant tracking. A "paperless" process would be great! Using multiple home grown systems for managing the recruitment process - staff and faculty Online collection process for application material and digital archive for sharing and retention (CV, application, publications, etc) Tracking old positions ads No visibility of contract labor Theme business
business document mgmt
history data capture
Position Control support No turnover rates per organization
business reporting/analytics
Little central infrastructure or encouragement for tracking leaving patterns or trends Lack of understanding of cost to organization for resignations Tools for compensation (to help hiring or merit or etc., process Lack of position control recruitments and applicant tracking (including faculty) - holistic system No database to track exit interviews No promotional history within UW No cradle to grave personnel, payroll, and retirement info
reporting/analytics reporting core system limitations core system limitations integration data capture history history
2. Personnel Administration
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process 2. Personnel Administration Comments Extract from OPUS a record of faculty leaves to help determine when next for Professional Leave Pay (PLP) (sabbatical) Inconsistencies with start dates in HEPPS (for anniversaries, benefits, etc.) Historical information on previous faculty dates of hire and departure FMLA tracking system Lack of demographic information available in a centralized system - we have to track all of that manually for reporting purposes (for faculty) Unreliability in payroll - system may respond in an unknown way i.e. incorrectly assign an increment month No central system for tracking student employment data. Many students work in multiple units or in cross-collaborative projects Not having a centralized database for faculty data (T&D; reappointment; leaves (medical, sabbatical) degrees, excess comp, ADS, visa info) Standardizing notification to schools/units on when faculty personnel actions are able to be entered into OPUS. Right now there is a considerable lag and 3-4 different methods for how units are notified: 1) photocopy of Provost's memo; 2) email from specialist; 3) Provost/BOR report. One method of approval and increased response time would be great Track faculty sabbaticals Theme history data consistency history data capture data capture
business rules data capture
data capture
business
tracking
2. Personnel
Track faculty on A/B plans Track project time (CacTrack, C&C) Track leave reasons - C&C Track faculty departures OWLS - leave management Workers Comp DB
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tracking tracking tracking tracking tracking
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process Administration Comments Corrective Action (spreadsheets and word) AA form Outside work by faculty Track accidents and incidents Track probationary periods Competency statements (HR) Faculty DB (includes leaves, quarters off, tenure, promotion, endowments, outside comp, excess comp, degrees, affiliated agencies (PDR) (COE, iSchool, Public Health) Track Pre-hire AA info Track keys Track Post-Doc term limits FMLA tracking system Performance Evaluation tracking Hard to manage employee privileges to systems/etc. (doors, servers, keys, etc.) Missing: Central student employment system (handles people not appointments) automated leave tracking and approvals Combine and reduce systems - e.g. form 1460/1461 Compensation tracking Merit history tracking Compensation data is inconsistent and inaccurate Marrying BGT and HEPPS for faculty and professional staff merit increases Track faculty salary comparisons Merit process - excel system (COE and Public Health) BGT - position #'s; merit process Track Compensation Part-time faculty DB - merit (Tacoma) Not having time and attendance integrated in payroll. This forces a manual calculation for time accrual and a delayed payout of leave balances on separations
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Theme tracking tracking tracking data capture integration
tracking tracking tracking tracking tracking integration core system limitations core system limitations business history history data consistency integration tracking data capture integration tracking tracking integration
3. Compensation
5. Timekeeping
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process Comments Need online timesheet for all staff No online time collection system TB&A - time reporting FilePro - at MedCenters TSheets - C&C/OIM ETR/PTR Paper Timesheets UW Timesheets Paper Leave Requests - faculty and staff Paper 220s Multiple shadow systems force multiple data entry points Need easy reporting systems for all data A listing of what types of information is needed that's central to UW HR, Payroll yet meets department accrediting needs FTE reporting (budget and actual) Decision support for Payroll and HR data Integrated Payroll, HR and financial data Ability to run reports from central database and sort Limited use of data warehouse Lack of point in time reporting capability in payroll and other systems Faculty Affirmative Action data tracking retention of individuals centrally. Faculty AA data is anonymous and unavailable to units for tracking retention of individuals internally 6. Information Management Units not having ready access to some centralized information such as salary info (specific job classes); faculty degrees Faculty effort, paid FTE, appointment FTE; FTE <=> effort. Existing systems aren't robust enough
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Theme resources resources redundancy redundancy redundancy redundancy redundancy redundancy redundancy redundancy integration reporting/analytics reporting/analytics reporting reporting/analytics integration reporting/analytics reporting/analytics reporting/analytics tracking
6. Information Management
data access data consistency
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process Comments Theme Lack of data definitions and rules behind business rules data. System rules and consistencies need to be in place behind the scenes and function as designed. Wide open organization processes cause business subsequent difficulties. i.e., allowing employes to choose own NetIDs causes delays in setting up system accesses and onboarding process Directory of "potential" databases to draw from - or possible financial desktop model for queries of HR information (family suite of applications) Could the system provide access to an archive of old job postings for staff and faculty by date/school/dept/division? Track number of grants/$ by faculty Track credit hours by students Salary DB for recruitment tool EDW - downloads; ad hoc queries Track clinical revenue by faculty member Use MS Report Services for reports Payroll Office has excel and access DB for overpayments, savings bonds, involuntary deductions Student employee DB OneStaff (UWMC/HR) includes scheduling, certification, HR related data, nursing No life cycle view of people e.g. student to alumni to employee to faculty Need to see: Point in time view; how things look across time Turbo boost self-service: e.g., faculty can look at leave status Consistent entry/definitions No way to retrieve data in many instances Can't prove other employees paid the same way
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reporting/analytics
history tracking tracking reporting/analytics reporting/analytics tracking reporting/analytics data capture tracking redundancy reporting/analytics reporting/analytics business data capture reporting/analytics data consistency
6. Information Management
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process Comments Need to be able to answer basic HR 101 questions: How many employees? Faculty? Turnover rate? Tenure-tracked faculty? hard to query data and produce reports 7. Payroll 8. Training and Development HEPPS does not meet current business Payroll requirements. (State Income taxes, W2, etc.) Coordinated training approach for different systems Training tracking Track new employee training (C&C) Learning management: SumTotal (enterprise level, Med Centers Compliance training DB Training tracking FEC reporting Track employees subject to DOT testing (drug/alcohol; TB) Risk Management (malpractice/SOM) Continuing Medical Education (CME) DB (SOM and other professional schools) Track Visa's Business decisions made based on system limitations (i.e., appointments/disbursements) Systems that don't talk to each other causing errors and redundancy No personnel system Payroll system is only system that provides HR data No personnel system Core Systems Edits for online systems do not match Multiple systems that don't work together or include all the necessary info There is no consistent data - Multiple tracking mechanisms result in inconsistencies in data. Systems not integrated
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Theme reporting/analytics
reporting/analytics core system limitations training data capture tracking data capture data capture tracking tracking tracking data capture tracking core system limitations integration core system limitations data capture core system limitations business rules integration data consistency integration
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10. Compliance
Core Systems
University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process Comments OWLS is a stand alone system. I'd love to see it integrated with OPUS/HEPPS. Leave tracking after the fact leads to errors and extra work when it could be combined with payroll/time entry To many manual work arounds Theme integration
business
UW Hires when it has central management for separate org codes, funding history info UWHIRES needs to integrate with OPUS/HEPPS Lack of integrated HR/Payroll system Multi-layer payroll that accounts for collaboration among departments and job class codes Too many systems - causes confusion. Need to be more aggressive about getting rid of the "old". Need to push harder on adopting new ones (e.g. OWLS) Inputs - outputs business processes may be out of date. Need to examine the reports System training needs to be more integrated (aligned to job function) Web applications don't allow back-up documents required for compliance Flexibility to add data to applications Business needs should drive the systems Standard time and leave collection (at day level) Missing: Personnel tracking and history Systems not integrated - need single point of entry Lots of data capture redundancy (e.g. Med Centers credentialing--several variations) HEPPS/OPUS and FIN/Financial Desktop people using both old and new systems. (old and new employees using different tools)
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business integration integration integration core system limitations core system limitations business business data capture business core system limitations tracking integration redundancy redundancy
Core Systems
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: What's Not Working Well
Key Business Process Comments Approximately 50% of Medical Center expenses are labor costs. Managing hospital operations requires managing productive labor hours in relation to the volume and acuity of patients. HEPPS has no ability to track productive and nonproductive labor hours. This is extremely unusual in healthcare. UWMC participates in benchmarking organizations but these organizations will not aggregate UWMC data in their databases because our payroll information lacks sufficient detail. Many areas of the UW including the Medical Centers, Applied Physics Lab and Research, need to be able to track the actual hours worked in the actual department where work is performed. The "FTE/Salary Model" used by HEPPS forces labor into predetermined distribution buckets in predetermined amounts which may not be accurate for either internal or external reporting. The lack of an HR system has resulted in a proliferation of stand-alone systems and manual processes to track employee's certifications, licensures, seniority and other HR data. As a result, there is no accurate comprehensive HR data set that can be used for managing the work force, bargaining and benchmarking. I-Mac Process (funding, etc) IS people to manage! (Many schools can't afford specific IS staff) Limited resources to work on service requests Theme Business
Core System Limitations
tracking
Governance
funding funding resources
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Risks
HR/Payroll: Risks
Risk created by failing to follow federal, state or local law, regulation or University policy that safeguards the UW or its members from legal exposure (e.g., "what can go wrong" that creates exposures to fines, penalties, lawsuits, reduced future funding, imposed compliance settlements, more regulatory and audit agency scrutiny, injury, negative publicity, etc.).
Compliance Risk
C1 C2 C3 C4 C5 C6 C7 C8 C9 C10 C11 C12 Financial Risk F1 F2 F3
I-9 Requirements (e.g. expecting departments to know if documents are authentic Certifications and training; employee immunization records Proper benefits' administration State and federal wage laws Contract employment Agency tracking Tracking employee orientations Records retention - email, when to discard documents, etc. Disability accommodations - can't capture what's been done Eligibility to work - I9's; credentials, background checks (local and nationwide) Faculty Effort Certification (FECs) Medical Centers Healthcare Accreditation
Risks that may result in loss of physical assets or financial resources.
State income tax Foreign income tax Having systems that lead to inefficiencies and risks - e.g. social security numbers on laptops; shadow systems
Operational Risks that affect ongoing day-to-day management processes. Risk O1 O2 O3 Leave management compliance issue- cannot enforce policies Students being paid as students when not a student - same with temporary employees Being asked to demonstrate that person was shown policies, behaviors, etc.
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
HR/Payroll: Risks
O4 O5 O6 O7 O8 O9 O10 O11 Strategic Risk S1 S2 S3 Tracking performance evaluations- disciplinary action, merit process, medical centers' Faculty orientations not documented- sometimes it goes to adjudication UW Hires - only see most recent application Accreditation Negligent hire liability - validation of references Manual processes out of compliance - e.g. granting leave when not eligible Employee dissatisfaction leads to risk Business rules embedded in systems
Risks that affect an organization's ability to achieve its goals or objectives.
Lack of commitment to business applications - we don't update our systems ERP - need a phased approach Labor risks in negotiations - giving more than we should? Information that cannot be retrieved.
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
Trends and Best Practices
Global Business Trends ERP/HR systems Trends and Best Practices in Higher Education Old trend for higher education: PeopleSoft Trends and Best Practices in HR/Payroll Have one primary system to manage rules for all employee types UW Strategies Promote data integrity Identify areas that need to be centralized Do a cost/benefit analysis of centralization vs. de-centralization Moving away from building own software to using other software Challenge current practices No one system out there that everyone is happy with Incremental improvements to extend the life of the current core systems State of Washington SAP Trends in the Vendor Marketplace More and smaller business modules with a more central infrastructure (SAP, Oracle) Lawson/Kronos or Peoplesoft/Kronos work well in teaching hospitals SAAS - Software as a Service. Microsoft is a provider of SAAS
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University of Washington Roadmap for Information Management & Administrative Systems Current State Assessment and Trends/Best Practices HR and Payroll
APPENDICES
Task Group Members
Task Team Sponsors Cheryl Cameron Mindy Kornberg V'Ella Warren Unit Provost HR Finance and Facilities Role Task Group Sponsor Task Group Sponsor Task Group Sponsor
Liz Coveney Rhonda Forman Alisha LaPlante Barb Peterson Bridget Doyle Charles Chamberlin Cindy Gregovich Curtis Colvin Denise Rollin Doug Divine Gail Viscione Judith Rapp Mirtha Johnson Pam Renfree Shelby Fritz Susan Lawrence Susan Williams Tom Sparks Trish Fiacchi Vicky Anderson Ellis Linda Braziel Gary Prohaska Pat Bonner
HR Academic HR iSchool Pathology Public Health Libraries Payroll UWMC HR Operations Bothell Academic HR Pharmacy Surgery UWMC Payroll Services Business Tacoma C&C English Engineering Tacoma Social Work OIM OIM OIM
Task Group Lead Task Group Lead Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Member Task Group Staff Task Group Facilitator Task Group Facilitator
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