10189: Case Study - Multiple Kronos Delivery Options in a ... · 1 10189: Case Study - Multiple...

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10189: Case Study - Multiple Kronos Delivery Options in a Diverse Unionized Environment

Wendy Chiu & Chris WhalenKataLogic IncorporatedMonday, October 17

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Welcome

•Please make sure all cell phones are turned off

•Please make sure you have a session evaluation form

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Agenda

•Niagara Region Overview•Challenges at Niagara Region•Project Goals• Implementation Approach•Phases & Results•Surprises•Critical Success Factors•Q&A

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Introduction – KataLogic Inc.

• Headquartered in Mississauga, Ontario, Canada

• Experts in Kronos and Oracle/PeopleSoft, especially the integration between them

• Offerings include Consulting Services & Outsourcing Solutions

• Implementation partner in 2003, and subsequently engaged in 2004 by Region of Niagara to provide Outsourcing Solutions for Kronos and PeopleSoft systems

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Niagara Region Overview

• Includes 12 municipalities

• Total Population 426,532 (Stats Can 2001)

• Approx. 4000 Employees, includes 3 Shared Service Partners

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• 14 Bargaining Units

• Weekly (going Biweekly in 2006) and Monthly Pay Cycles

• Employee groups include:– Public Health, Community Services, Public Works, Planning,

Administration, HR, Corporate Services, Police, EMS/Paramedics, Social Housing

– 24/7 Operations prevalent in:

• Police, EMS and Dispatch, Seniors Homes, Water/Wastewater

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•Both Hourly and Salaried Employee Types: – Professional/Office Staff

– Nursing/Healthcare

– Engineers/Truck Drivers

– Police/Ambulance

•Elected Officials (monthly pay cycle)

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Challenges at Niagara Region

•Decentralized across 100+ locations

•Diverse employee groups (24/7, unique needs)

•Cutbacks/resource and budget issues

•Timeliness and availability of data related to payroll

•Encoders/clerks are often temp/labour pool staff

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Challenges at Niagara Region

•Complex and/or diverse payroll rules (resulting from multiple Collective Agmts):

– 40 different shift premiums– 4 different vacation/accrual years; different within

unions FT and PT– 690 different shifts/100+ group schedules

•Employee movement, transfer activity is high– e.g. employees takes postings to get them from

Vacation Relief/Casual Temp PT Temp FT Reg PT Reg FT

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Project Goals

•Replace legacy payroll system

•Eliminate paper punch cards

•Decentralize data entry and encoding

• Increase accessibility and availability of information

• Improve compliance and administrative efficiencies associated with collective agreements, policies, legislation

•Enhanced “real-time” reporting and scheduling

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Why Kronos?

•Mature product, leader in time and attendance

•Ability to handle diverse and complex rules

•Diverse input devices/front-ends (clocks, web, etc.)

•Successful integration with PeopleSoft HR and Payroll

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Implementation Approach

•Secure business leads from each area to lead change and objectives

–Acknowledges “one size does not fit all”

–Ensures solutions meet expectations

–Respected Champion in the business area to communicate with impacted employees and to resolve issues related to business processes, roles & responsibilities, etc.

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•Phased Implementation– Leverage users and results of each phase to

provide support for subsequent phase

– Lowered the risks, allowed time for adjustments

– Provide opportunity for optimal support

– Enables monitoring and stabilizing of infrastructure before adding more

– Increase functionality as users are more comfortable

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•Guiding Principles:– Leverage technology to automate processing and

rules as much as possible

– “Keep it Simple” - Simplify the encoding process as much as possible (take the “guess-work” out of encoding) in the front-end

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Phase Description Chronology

1 Workforce Timekeeper Implementation

Live in May 2003

2 Decentralization/Rollout Aug 2004 - May 2005

3 Biometrics Terminals Jan 2005 - June 2005

4 Version 5.0 Upgrade July 2005 -Aug 2005

5 Workforce Scheduler

ESS/More Terminals

Q4 2005 - Q1 2006

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Phase 1 – Kronos Implementation

•Kronos Workforce Timekeeper version 4.3

–Implemented as new corporate-wide time entry system in May 2003 (along with PeopleSoft for HR/Payroll)

–Same clerks and staff encoding time as before - new system

–MMS Interface to Kronos

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Phase 1 – Kronos Implementation

•Kronos and PeopleSoft HR and Payroll Integration

–Scalable and flexible Kronos configuration strategy in place

–Well-defined integration strategy with PeopleSoft HR and Payroll for key processing

• Foundation for rules automation within HR system in place

• Paycodes to Earnings code mapping

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Phase 1 – Kronos Configuration

•Foundation of Pay Rules and Accrual Rules built based on combinations of :

–Union Code + FT/PT + Reg/Temp + Std Hrs + Sal Grade + Hourly/Salaried

•106 Pay Rules

•120 Accrual Rules

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Phase 1 – Automation

•HR System “automatically” derives the employees payrule and accrual profile based on changes in the employees HR data/record resulting from transfers, leaves, etc.

•Interface to Kronos daily to update payrule/accrual information

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Phase 1 – Encoding Simplification

•40 Shift Premiums/rates based on CAs

•Kronos paycodes simplified to 3–1 Shift Premium Afternoon code

–1 Shift Premium Weekends code

–1 Shift Premium Nights code

•Integration process takes care of the complexity in PeopleSoft Payroll

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Phase 1 – Kronos/PeopleSoft Integration

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Phase 1 – Kronos/PeopleSoft Integration

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Phase 1 – Results

Time & Attendance Business Process Models

1. Approved Paper Timecards Payroll Clerks for Data Entry into Kronos

2. MMS Interface to KronosAccessibility and Accountability

Managers – Sign-off Paper

Payroll – Sign-off On-line

Kronos Functionality Relatively low level of payrule automation, users primarily processing pay code edits

Accrual rules limited, high level of manual adjustmentsKronos Environment Workforce Timekeeper v4.3

Workforce Accruals v4.3

Integration with PeopleSoft HR/PayrollKronos Users 75 Manager Licenses

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Phase 2 – Kronos Decentralization

•Additional clerks encoding in different departments/divisions

•Managers either encoding and/or approving and reviewing data in Kronos

•Accruals and Time Totals available to departments and division

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Phase 2 – Results


1. Paper Timecards Decentralized Clerks in Depts for Data Entry into Kronos Manager Review/On-line Approval

Accessibility and Accountability

Managers Sign-off and/or Approval On-line

Kronos Functionality Medium level of automation of payrules and accrual rules, more in & out punching

Increased use of Schedule Editor

Increased use of Hyperfinds and GeniesKronos Environment No change

Kronos Users Additional 275 Manager Licenses

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Phase 3 – Biometric Terminals

•Kronos 4500 iSeries Touch ID terminals

•Implemented DCM version 4.8

•8 Seniors Homes across the Region

•1000 employees–100% Hourly, 24/7 Operations

–“Need to know” who is in the building

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Phase 3 – Results


1. Daily Time Entry via Biometric Terminals Decentralized Clerks Review Manager Review/On-line Approval


Employee access to Schedules and Accruals via Terminals

Kronos Functionality High level of automation of payrules and accrual rules – all in/out times

Maximized use of Schedule Editor

Maximized use of Hyperfinds and GeniesKronos Environment DCM v4.8

Kronos 4500 iSeries Terminals

Kronos Users 1000 Biometric Employees

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Phase 4 – Upgrade to Version 5.0

• Kronos Workforce Timekeeper version 5.0

•DCM version 5.0

•Prerequisite for implementation of the Workforce Scheduler

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Phase 4 – Results


No change


No change

Kronos Functionality No change

Kronos Environment Workforce Timekeeper v5.0


DCM v5.0

Kronos 4500 iSeries TerminalsKronos Users No change

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Phase 5 – Workforce Scheduler

•Planned for Seniors Division to support

• Defining Shift Requirements

• Real-time Scheduling

•Requirements currently underway

•Planned for Q1 2006 implementation

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Other 2006 Kronos Initiatives

•Police - Pilot of Employee Self Service via Web for select divisions

•EMS/Paramedics – Interest in Biometric Terminals

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Niagara’s Kronos Environment

BGP

App/Web

Kronos WFC

BGPPeopleSoft 8.3 Employee/Labor Level Data

Time and Attendance DataHR/Benefits/PayrollMaintenance Management

SystemExternal Time Interface

Decentralized ClerksPayroll ClerksSchedules

Timesheets

Managers

Employee Time

Kronos DCM

Workforce Scheduler

EmployeeSelf Service 4500 Biometric

Terminals

Schedule Planning/Optimization

Employee Punches

Employee Data/Totals

DB

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Recap – Consolidated ResultsTime & Attendance Business Process Models

1. Approved Paper Timecards Payroll Clerks for Data Entry into Kronos

2. MMS Interface to Kronos

3. Paper Timecards Decentralized Clerks in Depts for Data Entry into Kronos Manager Review/On-line Approval

4. Daily Time Entry via Biometric Terminals Decentralized Clerks Review Manager Review/On-line Approval


Managers – Sign-off Paper and/or Sign-Off and/or Approval On-Line

Payroll – Sign-off On-line

Department/Divisions – Access to Accruals, Time Totals and Schedules via Workforce Timekeeper

Employees – Access to Schedules & Accruals via Terminals

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Recap – Consolidated Results (cont’d)

Kronos Functionality High level of automation of payrules and accrual rules

Maximized use of Schedule Editor

Maximized use of Hyperfinds and Genies

Kronos Environment Workforce Timekeeper v5.0


DCM v5.0

Kronos 4500 iSeries Terminals

Kronos Users 350 Manager Licenses

1000 Biometric Employees

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Impact

•Multiple time & attendance business process models to meet diverse needs

• Increased accessibility and accountability

• Improved compliance (and/or understanding of practices) via automation of complex pay rules

•Reduction/elimination of manual keying

• Improved timeliness in data processing via simplified encoding process & entry at source

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What they’re saying?

• “Puts more employee data into the hands of managers and the employees so decisions can be made at the source.”

– Debbie Elliott, Director of Organizational Development and Compensation Services (Project Sponsor)

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What they’re saying?

• “My work site is a 24/7 operation with over 80 Full Time, Part Time and casual staff who are covered by 4 different contracts/terms of employment and who frequently transfer or work shifts at other locations. I have found improved access to real-time information and enhanced management accountability. The biometric scans have been well accepted by front line staff.”

– Bev Goodman, Administrator, Gilmore Lodge (Seniors Home)

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Surprises

• “Finger management”! (unable to scan – long nails, lowering thresholds, etc.)

•Unions and Mgmt support of Biometric Terminals (instead of cards)

•Ability to handle the complexity of accruals and payrules

•Overwhelming support for additional Kronos modules due to business sponsorship and representation

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Critical Success Factors

•Business lead representation and sponsorship on project team (not just a “payroll” project)

•Well-designed configuration and integration strategy for automation

•Management and labour relations support to implement standards where inconsistent practices may exist (e.g. rounding rules and grace periods on terminals)

•System stability and flexibility

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Critical Success Factors

• Infrastructure monitoring and assessments throughout

•Availability of support post-live, for “tweaking”

•Continuity of knowledgeable resources

•Customized training for business areas

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Questions/Thank You

•Wendy Chiu, Managing Director

•KataLogic Inc.

•905.848.0881 ext 224

•[email protected]

mailto:[email protected]

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Don’t Forget to Stop By!

Visit the Exposition Hall– Business Partners

– Drop-in technical labs

– Product demonstration area

– The Kronos Café: Maintenance, Educational and Consulting Services

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Thank you for Attending

Please make sure you complete your evaluation forms!

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