Research Proposals on Hr Consulting - PDF

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					               RFP for Payroll/HR Systems Consulting Services
                                March 1, 1999

The University of California requests proposals for Payroll and Human Resources
systems consulting services as further described below.


The University of California is the largest employer in the State of California and has
some of the most complicated pay practices in the country. Its workforce includes an
extremely wide range of employees, including part-time student employees, Health
Science faculty, Extension faculty, Senior Managers, and many categories of staff
employees. Various pay practices are required to meet the needs of these various groups.
In addition, approximately 50,000 employees are represented by one of 22 unions. The
University issues over 200,000 W2’s and supports four different pay schedules. To assist
in attracting and retaining faculty and staff, the University offers a wide variety of
benefits, operates its own retirement system and offers a variety of before and after tax
investment alternatives for employees.

The University of California currently operates a custom payroll system which also
includes functions normally included in vendor Human Resource systems. The system is
based loosely on a very early version of the Integral Systems, Inc. (ISI) Payroll System.
Originally installed in the early 80’s, the system has undergone significant enhancement
over the years and underwent a major system upgrade which was completed
approximately five years ago. A separate version of the system is operated for or by each
campus and two other UC-related entities- the Associated Students of UCLA and
Hastings College of the Law. The entry of data and inquiry functions are highly
decentralized. That is, individual departments enter the vast majority of transactions
online and perform the majority of individual record inquiries. A custom-developed
authorization system was implemented as an integral feature of the departmental update
capability. Currently a project is underway to supplement the departmental "CICS"
screens with additional web-based graphical user interface screens. Many campuses
supplement the system with campus-developed data warehouses to satisfy various
central Payroll and HR office and departmental analytical and reporting needs.

Two years ago the University embarked on a project to reassess its payroll and personnel
systems, including the associated work practices and services the systems support. This
review also considered deployment of "employee self service" capabilities to provide
employees the ability to update directly via Web browsers the portion of their
employment records for which they are responsible and the ability to obtain information
from their own payroll and HR records.

As part of this review, various issues associated with the future of the existing Payroll
system were raised. To assist in an assessment of future directions, external consulting
services will be engaged.

Proposals from consultants are being solicited to address the following:

•   What is the best architecture to address the information and processing needs of
    Payroll and HR departments? The current system assumes an integrated model for
    Payroll and HR functions. In order to best meet HR and payroll needs, should this be
    continued or changed?

•   What is the future of the existing system? Should the University continue to enhance
    it, should a new system be purchased and customized to incorporate existing and
    desired features or should a new custom system be developed? What are the
    approximate costs of each alternative, the advantages and disadvantages of each and
    when, given the features and functions of the existing system, should the system be
    upgraded or replaced?

•   Should a project be undertaken to provide easier access to all records normally
    contained in an Employee Personnel file, perhaps through implementation of an
    image recordkeeping system? Currently, records for an employee may exist in an
    employing department, campus payroll office, staff or academic HR/personnel office,
    risk management and perhaps other offices. Some information is in electronic form or
    duplicated and available to or in multiple offices while other exists in only one office.
    The multiplicity of locations in which this data is stored interferes with the ability to
    easily access all data about an employee. Is implementation of a system to
    consolidate such data cost beneficial? What should be the architecture for such a
    system? What would be the range of costs for such system?

•   Identify opportunities for improving integration of payroll data with financial and
    research administration systems.

•   Review the existing model of payroll system support and operations. Currently the
    system is centrally maintained but is operated at or for each campus. Can a different
    model better serve the current needs? What would be the cost implication any
    alternative models of support and operations?

•   Are there opportunities to re-engineer payroll and human resource business processes
    to achieve greater simplicity and cost savings? Are the differences among campus
    business processes idiosyncratic or do they respond to key campus missions?

In completing the requested assessment, the successful consultant will be expected to
interview approximately six individuals from each campus and from the Office of the
President for the purpose of information gathering. Additionally, the consultant will be
expected to provide status reports and present the final recommendations to various
committees and groups. It should be expected that eight such presentations will be
required. Thirty copies of the final consultant report, and of any interim reports, will be


Respondents should indicate how they propose to address the requirements outlined in
section B, above. At a minimum, the following should be included in each response:

•   Qualifications to perform the services requested. Descriptions should be provided of
    previous engagements which demonstrate the capability to perform the requested
    services .

•   Resumes of individuals who are proposed to work on this engagement.

•   A workplan, including schedule and hours, for addressing the requirements of this

•   A total, not-to-exceed cost for this engagement and details as to how the total was

•   A list of five references that may be contacted by the University to verify the
    qualifications and workproducts of the individuals included in the proposal.


Respondents should submit 15 copies of their proposal to: Deborah Wolfe, Information
Resources and Communications, University of California, 1111 Franklin Street, Oakland,
CA 94607-5200.

Responses must be received by the University by March 26, 1999.

Questions can be addressed to Jim Dolgonas, Assistant Vice President, Information
Systems and Computing, Office of the President. Phone: (510) 987-0458; Email:


A University selection committee will review proposals. In evaluating proposals, the
University will consider the perceived quality of the response, including consultants’
proposed workplan, schedule, experience and qualifications presented and other factors.
Consultants will be judged, in part, based on their knowledge of payroll and HR
functions, their abilities to understand the functionality of existing systems and processes
to assess costs and benefits, and knowledge of relevant technologies. Comments from
references will also be included in the University’s evaluation. Interviews with the top
two bidders’ proposed engagement team may be requested by the University, in addition
to a requirement for additional written materials, to ascertain the qualifications of
proposed consultants. The above factors, in addition to the cost of the proposals, and
other factors the University may deem appropriate, will be used to identify the lowest
responsive proposal.

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