Docstoc

Application Form employee hiring

Document Sample
Application Form employee hiring Powered By Docstoc
					                         2005 INNOVATIONS AWARDS PROGRAM
                                          APPLICATION

                                       Deadline: April 4, 2005

         INSTRUCTIONS: Complete and submit this document electronically if possible, preferably in
Microsoft Word format (.doc or rtf). This application is also available at www.csg.org, in the Programs
section. Determine the appropriate “Change Driver” from the enclosed matrix and indicate that in the
appropriate space listed below. Keep in mind that the matrix is only meant to show potential relationships
between change drivers, trends and issues, and is not exhaustive. Be advised that CSG reserves the right
to use or publish in other CSG products and services the information that you provide in this
Innovations Awards Program Application. If you object to CSG potentially using or publishing the
information contained in this application in other CSG products and services, please advise us in a
separate attachment to your program’s application.

                                                 ID #: 05-E-05-MA ______________________
                                                     Change Driver: Information Dissemination
                                                   State: The Commonwealth of Massachusetts

    1. Program Name
       Shared Services Model Hiring Reform Program

    2. Administering Agency
       Human Resources Division (HRD)

    3. Contact Person (Name and Title)
       Sarah Unsworth, Account Analyst

    4. Address
       One Ashburton Place, room 301
       Boston, MA 02108

    5. Telephone Number
       617.878.9767

    6. FAX Number
       617.727.4336

    7. E-mail Address
       Sarah.Unsworth@hrd.state.ma.us

    8. Web site Address
       www.mass.gov/hrd

    9. Please provide a two-sentence description of the program.
       The Shared Services Model Hiring Reform Program sought to fix a redundant,
       expensive, prolonged and frustrating hiring process. Through a collective



                                                                                                        1
   partnership with the state agencies, technology, and more of an oversight role,
   HRD was able to shorten the hiring time by 85% by developing a set of new
   hiring guidelines.

10. How long has this program been operational (month and year)? Note: the
    program must be between 9 months and 5 years old on May 1, 2005 to be
    considered.
    The Shared Services Model Hiring Process began to take effect in July 2003, with
    the launch of e-forms. The program was fully implemented by the Fall of 2003.

11. Why was the program created? What problem[s] or issue[s] was it designed to
    address? Indicate how the program applies to the “change driver” that you
    listed above.
     As of December 2002, it took approximately seven months to hire a management
    employee and approximately three months to hire a non-management employee.
    The hiring process, at that time, was not meeting the agencies operational and
    business needs; in fact it became a separate bureaucracy, requiring the dedication
    of already scarce human resources staff in order to maintain it. This was the
    result of four unique administrations, over the past decade, each mandating new
    hiring policies while at the same time rarely rescinding a regulation set by a prior
    administration. As a result, the employment process for executive branch
    agencies grew into a very complex and ineffective system. In early 2003, with the
    appointment of a new Chief Human Resources Officer at HRD and the support of
    the current administration, HRD implemented the Shared Services Model.
             The key to the success of the Hiring Process Reform was HRD’s ability to
    disseminate information to executive branch agencies, the current administration,
    and other stakeholders in the hiring process. One factor, which led to the lengthy
    hiring process, was the long paper trail that followed each and every new hire.
    Through the implementation of e-forms, agencies can send request for salary rate
    confirmation, title reclassification, position modifications, and other actions that
    require approval by HRD. These requests are sent electronically to HRD, and
    once approved, are sent electronically back to the agency.
             The end result of the Shared Services Model Hiring Reform Program was
    a new set of hiring guidelines that spelled out what services HRD has delegated to
    the agencies, what needs to be sent to HRD for approval, and what the
    agencies/secretariats can approve on their own. The guidelines also lay out the
    audit process. One important factor in the new hiring process is audits. Each
    month HRD audits a sample of hiring process transactions to ensure compliance
    with all procedures, rules, and regulations. The guidelines clearly spell out what
    the agencies need for audits. Since the hiring guidelines are on HRD’s website,
    they are a living document. They can be changed to reflect any changes in
    policies and/or procedures. Also, the hiring guidelines provide links to all
    relevant e-forms and other documents, giving the customer a “one-stop shopping”
    for all hiring information.




                                                                                      2
   12. Describe the specific activities and operations of the program in chronological
       order.
       Over the course of seven months in 2003, the Hiring Process Team conducted a
       strategic planning process to redefine the hiring process for executive branch
       agencies. The team first conducted a complete analysis of existing hiring process
       elements including: classification, position management, posting/waivers,
       recruitment, selection, compensation, and appointment and found that they were
       characterized by:

           Complexity – no fewer than 25 steps for either non-management or
           management hires
           Bureaucracy – most hires requiring signoff at three, sometimes four levels
           (agency, secretariat, HRD, Governor’s Office) using multiple, duplicative
           forms and online systems
           Extended Time Requirements – average of 3 to 7 months including required
           steps and/or additional time for any number of issues raised at any of the levels
           in the approval process
           Lack of Hiring Process Model – no consistent, statewide criteria for hiring
           Undefined Audit Procedures – no statewide, standardized requirements for
            audit compliance
           Confusing Forms – specificity was lost, causing errors and more delay in
            processing transactions
           Lack of Training – no formal training on hiring related issues

The team then reformed and redefined the hiring process with Shared Services Model
standards characterized by:
        Less Complexity – hiring steps reduced by 50%
        Less Bureaucracy – approval levels for most hires reduced, resulting in
          hiring authority delegation of 40% of management hires and 99% of non-
          management hires
         Reduced Time Requirements – hiring time reduction of over 50% for
           management and 25% for non-management, dramatically improving
           recruitment and minimizing the risk of losing critical hires of top candidates
        Simplified Hiring Guidelines – criteria for individual elements with
          formatted links for quick reference and ease of use online
        Clear and Concise Audit Procedures – quantified and standardized audit
          process clearly communicates performance measures
        Online eForms – new streamlined and simplified online submissions for
          hiring requirements
        Comprehensive Change Management/Training – training at
          implementation and on an ongoing basis to ensure that agency and secretariat
          HR and management personnel understand the Hiring Guidelines content and
          procedures




                                                                                            3
The outcome of these changes was the new Shared Services Model Hiring
Guidelines. Once the guidelines were determined, HRD set out to inform and train
the agencies of the changes to the hiring process.


13. Why is the program a new and creative approach or method?
    The guidelines that resulted from the Shared Services Hiring Reform Program
    were innovative in that they accomplished something that had never been done for
    executive branch agencies; they provide detailed and concise descriptions,
    requirements and procedures for each aspect of the hiring process. The guidelines
    are designed for daily use as a quick reference document; the guidelines clearly
    define the roles and responsibilities for agencies, secretariats and HRD alike.

14. What were the program’s start-up costs? (Provide details about specific purchases
    for this program, staffing needs and other financial expenditures, as well as
    existing materials, technology and staff already in place.)
    The programs only start up cost was for a technical consultant, at a salary of
    $44,5000, who worked with HRD staff on the development and implementation
    of e-forms. The project utilized the Hiring Process Team as a sole resource. Nine
    HRD employees comprised the Hiring Process Team.

15. What are the program’s annual operational costs?
    There are no additional operational costs associated with this program; in fact, the
    program saves time and money for state agencies.

16. How is the program funded?
    The program is funded through HRD’s administration budget; it does not have a
    separate funding source.

17. Did this program require the passage of legislation, executive order or
    regulations? If YES, please indicate the citation number.
    No

18. What equipment, technology and software are used to operate and administer this
    program?
    HR/CMS by Peoplesoft, HRD developed e-forms, HRD’s website, and the
    Commonwealth Employment Opportunities (an online job search) are all key
    components of the new hiring process.

19. To the best of your knowledge, did this program originate in your state? If YES,
    please indicate the innovator’s name, present address, telephone number and e-
    mail address.
    Ruth Bramson, Chief Human Resources Officer
    One Ashburton Place, room 301
    Boston, MA 02108
    617.727.3555



                                                                                       4
       Ruth.Bramson@hrd.state.ma.us

   20. Are you aware of similar programs in other states? If YES, which ones and how
       does this program differ?
       No

   21. Has the program been fully implemented? If NO, what actions remain to be
       taken?
       Yes

   22. Briefly evaluate (pro and con) the program’s effectiveness in addressing the
       defined problem[s] or issue[s]. Provide tangible examples.
               There has been a measurable reduction in the timeframe for hiring both
               non-management (reduced by 25%) and management (reduced by over
               50%) employees. With these shorter timeframes, qualified candidates can
               be offered and appointed to jobs. This allows agencies to hire their first
               choice candidate. In addition to the abbreviated and efficient timeframes
               for hiring, HRD has delegated a significant amount of authority to
               agencies in the areas of classification and compensation. User agencies
               now have the opportunity to recognize their own organizational and
               financial hiring needs and meet them efficiently and effectively.

   23. How has the program grown and/or changed since its inception?
          HRD, in 2003, implemented the new hiring process with a full rollout. Since
       the implementation HRD has successfully audited a sample of all transactions that
       have been delegated to executive branch agencies. HRD has found a 98%
       compliance rate among all audited agencies.

   24. What limitations or obstacles might other states expect to encounter if they
       attempt to adopt this program?
         One limitation other states might encounter if they adopted the Shared Services
       Model Hiring Reform is that in order for the reform to be successful, the state’s
       oversight human resource division must delegate certain aspects of the hiring
       process, therefore surrendering partial control of the hiring process.


Add space as appropriate to this form. Return to:
CSG Innovations Awards 2005
The Council of State Governments
2760 Research Park Drive, P.O. Box 11910
Lexington, KY 40578-1910
innovations@csg.org




                                                                                           5

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:42
posted:6/20/2010
language:English
pages:5
Description: Application Form employee hiring