Class Fast 05/09/011 From Paper to Web: Leveraging Technology to Streamline Reclassification Process...
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Transcript of Class Fast 05/09/011 From Paper to Web: Leveraging Technology to Streamline Reclassification Process...
05/09/01 1
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From Paper to Web:Leveraging Technology to
Streamline Reclassification Process
C l a s sC l a s sFast
Ramona AgrelaAssistant. DirectorHuman Resources
University of California, Irvine
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OutlineOutline
I. UCI Demographics
II. Background
III. Political Hurdlers
IV. Stakeholder Support
V. The Right Technology
VI. Lessons Learned
VII. Next Steps
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UCIUCI• Part of larger UC system
– 9th out of 10 campuses– 5 medical centers– 3 laboratories
• Designated as a growth campus– 19,000 students in 1999– 24,000 students in 2004– Projected to reach 30,000 by 2010
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UCI as an EmployerUCI as an Employer
• Second Largest Employer in Orange County, California– Surpassed only by Disneyland– Larger than Boeing
• Staff Population the Size of a Small City
• All Manner and Nature of Jobs
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Employee Make-upEmployee Make-up
• Number of Employees– Campus Total – 12,865– Hospital Total – 3,389
• Total Academics – 5,169• Total Regular Staff – 6,906• Total Part-time / Temporary Staff –
4,179
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Employee Make-upEmployee Make-up• Average Annual Salary
– $46,000 (excluding academics)
• Average Years of Service– 9 years (excluding academics)
• Faculty – Staff Ratio– 3.8 Staff to every Faculty
• No. of Annual Reclass Requests – 400 total (excluding academics and
hospital employees)
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BackgroundBackground
• Mid-1990’s California Budget Crisis– Systemwide decentralization of
compensation decisions– UCI further decentralizes authority
for classification• Not all units choose decentralization
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BackgroundBackground
• Impact of Decentralization– No accountability systems– Limited training– No way to ensure consistency– No way to track activities
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BackgroundBackground
• Classification process was– Opaque – Identified as one of top 3 major
dissatisfies– Impacted labor relations– Was seen as “broken”
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BackgroundBackground
• California economy takes another downturn– UCI feels impact
• No salary increases
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Pressure on Classification Pressure on Classification SystemSystem
• No money for salary and equity– New hires brought in at higher
salaries– Lack of structure for reasonable
movement through ranges
• Reclasses are centrally funded
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Our Challenge . . .Our Challenge . . .
• Meet increased demand– Within highly complex organization– With cynical constituency
• Make process transparent
• Manage organizational risk
• Add value
And do it QUICKLY
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What is Fast ClassWhat is Fast Class• Web-Based reclassification
submittal process
• Utilizes technology to– Simplify – Standardize
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What is Fast ClassWhat is Fast Class
• Designed for – Employees– Supervisors – Departmental HR officers
• Incorporates central as well as decentralized departments
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Political HurdlersPolitical Hurdlers• Campus Perspective
– Reclassification process was criticized• Cumbersome and complicated• Inefficient• Paper intensive• Not standardized
– Employees felt excluded– Supervisors were handicapped– Reviewers frustrated with lack of
information
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Political HurdlersPolitical Hurdlers• Human Resources’ Perspective
– Running two processes• Not standardized• No ability to track• Lack of oversight
– Information received was incomplete– HR held accountable for missing or
lost documentation
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Stakeholder SupportStakeholder Support
• Conducted process review – Web-based survey and focus
groups• Id client needs and satisfaction level• Measured current process performance• Investigated best practices
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Stakeholder SupportStakeholder Support
• Brainstormed solutions with campus stakeholder– Formed workgroup– Involved IT early on– Mapped out workflow– Streamlined process– Tested functionality
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Stakeholder SupportStakeholder Support
• Aggressive publicity– Increased awareness– Provided comfort with technology
• Kept in touch with client needs– Modifications continue
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The Right TechnologyThe Right Technology
• Identified how technology can help– Involved programmer early– Programmer part of work group– Provided programmer crash course
in reclassifications
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ResultsResults
• Improved effectiveness– Streamlined and standardized
submittals– Integrated on-line tools– Imbedded on-line instruction– Reduced duplication of effort– Reduced man-hours
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ResultsResults• Improved credibility
– Ability to track requests– Automatic e-mail notification of
progress– Automatic letter generation
• To the union• To the employee• To the supervisor• To payroll processor
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Campus ImpactCampus ImpactBefore
FastClassAfter
FastClass
Cycle Time 90 – 120 days 25-days
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Campus ImpactCampus ImpactBefore
FastClassAfter
FastClass
Cycle Time 90 – 120 days 25-days
Medium Paper forms Web-based
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Campus ImpactCampus ImpactBefore
FastClassAfter
FastClass
Cycle Time 90 – 120 days 25-days
Medium Paper forms Web-based
No. of Steps 6 - 10 4
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Campus ImpactCampus ImpactBefore
FastClassAfter
FastClass
Cycle Time 90 – 120 days 25-days
Medium Paper forms Web-based
No. of Steps 6 - 10 4
No. of Approvals
2-3 1-2
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Campus ImpactCampus ImpactBefore
FastClassAfter
FastClass
Cycle Time 90 – 120 days 25-days
Medium Paper forms Web-based
No. of Steps 6 - 10 4
No. of Approvals
2-3 1-2
Customer Ratings
Dissatisfaction Widespread Satisfaction
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HR ImpactHR ImpactBefore
FastClassAfter
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Info Received Incomplete and
Inconsistent
Completed and
Standardized
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HR ImpactHR ImpactBefore
FastClassAfter
FastClass
Info Received Incomplete and
Inconsistent
Completed and
Standardized
Available Data Limited to HR Campus-wide
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HR ImpactHR ImpactBefore
FastClassAfter
FastClass
Info Received Incomplete and
Inconsistent
Completed and
Standardized
Available Data Limited to HR Campus-wide
Training Necessary Transparent
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HR ImpactHR ImpactBefore
FastClassAfter
FastClass
Info Received Incomplete and
Inconsistent
Completed and
Standardized
Available Data Limited to HR Campus-wide
Training Necessary Transparent
Budget Notification
Rarely or at year-end
Automatically upon approval
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In order to use Fast Class, user must log-in. User will only see
their information.
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Employee/supervisor can download request or print
request before they submit it to their department
gatekeeper for review.
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Department gatekeeper reviews request to
ensure it is appropriate, reasonable and
accurate.
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Gatekeeper can return the request to the supervisor for corrections,
etc.
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decision until union notification period has expired.
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HR Labor Relations notifies union of possible reclass out of bargaining
unit.
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Upon appropriate union notification, HR Analyst can now notify the department of the reclass decision.
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At any time during the review process, the employee/supervisor can check on the status of the reclass request.
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Lessons LearnedLessons Learned• Involve stakeholders early and
often• Don’t assume level of
technological expertise• Never say “no training required”• Be open to client needs – no
matter how crazy• Don’t stop “selling”
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Lessons LearnedLessons Learned
• Challenge those that say “we’ve always done it that way”
• Never assume you are done
• Get lots of input for colleagues
• Keep your eyes open for best practices
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What’s NextWhat’s Next
• Enhancing FastClass– Providing more tools for reviewers– Adding more features for users– Streamlining notices even further– Improving its ease of use