Human Resources Organizational Readiness Project: An Overview

Boston University Management ConferenceMarch 4, 2010

1

Today’s Agenda

Why is Boston University doing this & what’s changing?2

Review of the project timeline and objectives4

What is the HR Organizational Readiness Project?1

Jobs and Positions: A better understanding5

Who’s involved in the project?3

Anticipated benefits and next steps6

2

Project Information

HR Organizational Readiness Project (HRORP) Requirement for the umbrella BUworks program determined during BPO

An essential prerequisite to the larger SAP implementation initiative

Will support and easily interface with SAP software

Managed by a special Human Resources project team

Will be undertaken in close coordination with the BUworks program team

HR Organizational Readiness Project BUworks / SAP Implementation

3

Why Are We Doing This?

Alignment to Strategic Vision Calls for operational excellence

Consistency & accuracy of job-related data will help achieve this

Efficiency Higher efficiency in deployment of SAP

Enhanced data security within the new system

Current job “system” is 30 years old – it must be simplified, improved, reorganized

Governance Allows conformity with regulatory agencies with enhanced transparency

Uniformity of information

4

Why Are We Doing This?

Salary Structure Up-to-date job descriptions allowing real-time market comparisons

Enhanced flexibility to support departmental and University activities

No position eliminations or salary reductions will occur as a by-product of this initiative

Responsiveness Better response time on the part of University leadership and administrators by

cutting down on paper-based and “shadow” systems

More accurate and up-to-date data for organizational design and development

5

What’s Changing?

Current System Paper position description questionnaire (PDQ) – manual process

Completed PDQs are stored either as paper, MS Word or PDF files – no central data warehouse

New System Enhanced organization of information (data)

Increased functionality and efficiency

Users at multiple-levels can provide data input

Uses web-based technology with pull-down menus and multiple-choice selectors

Pre-population of forms as warranted

Require completion of certain key fields – can’t submit unless met

On demand retrieval of job information from central database allowing efficiency

6

Who’s Involved?

Project is initiated and managed by Human Resources

Sibson Consulting

Sibson has the experience of working with over 125 higher education institutions – they bring the expertise BU needs

Sibson team members are specialists in compensation program design, communications, and technology within higher educations institutions

Will partner and collaborate with BU in the development of core components of the University’s compensation program

Help prepare for the deployment of the University’s new ERP system (SAP)

These components include job and position descriptions, job structure, and salary structure

7

Who’s Involved?

Sibson Consulting Sample Clients

New York University

Northeastern University

University of Chicago

University of Virginia

Stanford University

Brown

George Washington University

Princeton University

8

Who’s Involved?

Project SponsorsPeter Fiedler

Manuel MonteiroPeter Smokowski

CommunicationsProject Manager

Randy Carter

Technology AdvisorMichael Eck

Compensation AnalystsRobert Bueno

Mike KerrJohn Klaus

BUworks HR LiaisonScott Forrester

SibsonBoston UniversityBUworks

Project SponsorJohn Asencio

Project ManagerCarolyn Wong

Sr. Project ManagerMike Pressman

Project ExecutiveKaren Hutcheson

Project ManagerGalina Botvinnik

Project ExecutiveTrent Sevene

BUworks Communications

DirectorDenise Wipert

Project CoordinatorGina Dunn

SIBSON TEAM BU TEAM BUworks TEAM

9

2010 2011Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

Phase 1: Project Planning & Info Sessions

Phase 2: Position Descriptions, Job Descriptions, Job Structure Development

Phase 3: Salary Structure Redesign

Communications Flows Through All Steps

Project Timeline

The timeline is aggressive for a project of this size and scope, requiring support and contribution of many individuals on both campuses to stay on

track and meet the SAP implementation goals.

Where we are today…

10

Project Planning and Info Sessions

(Jan 2010 – Feb 2010)

Salary Structure Redesign

(Jul 2010 – Apr 2011)

Position Descriptions, Job Descriptions, Job Structure Development

(Feb 2010 – Oct 2010)

Project Phase Information

Phase 1 Phase 3Phase 2

Communications will flow through all phases of work.

Finalize project plan and milestone dates

Sibson Consulting develops understanding of BU’s culture, needs, challenges with compensation, communication strategy, etc.

Develop job and position descriptions

Create job structure that provides clear understanding of career paths and facilitates ease of market comparisons

Conduct market analysis

Design and develop compensation program architecture

Build program administration guidelines and plan implementation process

Job Descriptions

Position Descriptions

Job Structure

Salary Structure

Recruitment & Employment

CompensationManagement & Administration

Organizational Design & Review

PerformanceEvaluationsBenefits

Talent Management

Workforce Administration

& Analysis

11

Mandatory for SAP

= ERP functionality that cannot be used effectively or at all!

LimitedOr No

Functionality

LimitedOr No

Functionality

LimitedOr No

Functionality

LimitedOr No

FunctionalityLimitedOr No

Functionality

LimitedOr No

Functionality

PainPoint = People, time, & money

spent on broken processes!PainPoint

PainPoint Pain

Point

PainPoint

PainPoint

12

Job vs. Position

Job |jäb| noun 1 a paid position of regular employment 2 a task or piece of work, esp. one that is paid

– a responsibility or duty

Position |pəˈzi sh ən| noun 1 a place where someone or something is located or has been put The location where someone or something should be; the correct place

Job Example = Director

Position Example = Director of Student Life

Job Example = Dean

Position Example = Dean of the College of Arts & Sciences

13

Definitions

Job Generic summary of key responsibilities

General nature of the work performed with skills & knowledge required

Description focuses on the job itself…not an individual who might fill it

Job Family Jobs involving work of the same nature but requiring varying levels of skill and

responsibility (Comptroller, Accountant, Assistant Manager / AR)

Position Description Detailed summary of the duties attributed to the individual position

Provides specific information about a position not in the JOB description

Associate VP for HR and Associate VP for Admin are separate positions mapped to the Associate VP job

14

Definitions

Job Structure Defines jobs by job title assignment, employer job coding system, salary grade or

band, representation status, FLSA status etc.

Salary Structure The hierarchy of salary grades or broad bands and salary ranges established for

a given organization

15

Position Description Questionnaire Registration

Please register by filling out the following information and clicking on the register button.

Position Description Questionnaire Registration

Please register by filling out the following information and clicking on the register button.

Illustrative Position DescriptionQuestionnaire Screenshots

Employee ID: 12345

First name: Adam

Last name: Jones

Telephone number: 212-345-6789

Email address: ajones@abc.edu

Register

16

Illustrative Position DescriptionQuestionnaire Screenshots

Position Description Questionnaire Detail

Please complete the following fields:

Position Description Questionnaire Detail

Please complete the following fields:

Position Number:

Position Title:

Unit Name / #:

Dept Name / #:

Reports to Position #:

Reports to Position Title:

Written By:

Date Written or Revised:

Approved By:

Date Approved:

Next

17

Illustrative Position DescriptionQuestionnaire Screenshots

POSITION SUMMARY: In 3-4 sentences, briefly but specifically, summarize the primary purpose of the position.

ESSENTIAL FUNCTIONS: List up to six essential functions of the position in the space provided below, indicating the most important first, and the approximate percentage of time spent on each function over the course of a year. DO NOT list any duties or responsibilities that require 5% or less of the position’s time.

1.

% of Time

2.

% of Time

3.

% of Time

Next

18

Illustrative Position DescriptionQuestionnaire Screenshots

DIRECTING/SUPERVISING WORK OF OTHERSComplete This Section For Supervisory/Management Positions Only

Check the following tasks if applicable:

Determines work methods (How to perform a task)

Plans work operations (What tasks to perform)

Interviews/selects employees or

Interviews and makes effective recommendations

Disciplines employees

Evaluates employee performance

Resolves employee grievances

Provides employee training

Provides indirect supervision/functional guidance

Next

19

Illustrative Position DescriptionQuestionnaire Screenshots

EDUCATION: Indicate the minimum level of education generally necessary to effectively handle the position’s essential functions. Check only one required educational level and one preferred level (if applicable).

Required Preferred

High school diploma or GED

Vocational or technical training

Associate’s degree, or vocational or technical school degree

Bachelor’s degree

Master’s degree

Doctoral degree

Check here if experience may substitute for some of the above education and describe how:

Additional information (such as licensure, certifications, valid Driver’s License, etc):

WORK EXPERIENCE: Indicate the minimum level of work related experience required to effectively perform the position’s responsibilities. This is not necessarily the same as the incumbent’s experience. Check only one box.

Less than 12 months

1 – 3 years

3 – 5 years

5 – 8 years

More than 8 years

Other

Next

20

Illustrative Position DescriptionQuestionnaire Screenshots

DECISION MAKING: Indicate the type of impact of the decisions typically made by this position. Check only one box.

Decisions generally affect own position or specific functional area.

Decisions may affect a work unit or area within a department. May contribute to business and operational decisions that affect the department.

Decisions have major implications on the management and operations of an area within a department. Position may contribute to important strategy, operational and business decisions that affect the department.

Decisions have significant, broad implications for the management and operations of a division. Position contributes to decisions on the overall strategy and direction of The University.

Provide additional information if desired:

INDEPENDENCE OF ACTION: Indicate the position’s general degree of independence of action. Check only one box.

Work is closely monitored by supervisor/manager; detailed instructions and procedures are generally provided.

Work progress is monitored by supervisor/manager; incumbent follows precedents and procedures, and may set priorities and organizes work within general guidelines established by supervisor/manager.

Results are defined and existing practices are used as guidelines to determine specific work methods and carries out work activities independently; supervisor/manager is available to resolve problems.

Results are defined; incumbent sets own goals and determines how to accomplish results with few or no guidelines to follow, although precedents may exist; supervisor/manager provides broad guidance and overall direction.

Provide additional information if desired: Next

21

Illustrative Position DescriptionQuestionnaire Screenshots

PHYSICAL DEMANDS: Indicate the typical physical and/or environmental demands required to effectively handle the position responsibilities and their frequency.

Often Sometimes Rarely N/A

Physical Effort

Vision and hearing abilities

Heavy lifting, carrying, etc.

Extensive standing, walking, etc.

Other:

Next

22

Anticipated Benefits

Positioning Boston University for the future

Ability to communicate expected job responsibilities

Use job descriptions, positions and titles consistently across the entire University

Clarify career progression opportunities and criteria

Perform effective market compensation comparisons and internal equity analysis

Enable managers to make better pay decisions by providing them with the necessary tools, resources, and training

Facilitate assignment of jobs to the job and salary structure

23

Anticipated Benefits

Capture position reporting relationships in a systematic way with a more understandable organization charting system

Update employee data easily after an internal transfer or promotion

Ensure transparency and compliance with the FLSA and other regulatory agencies

Create central position and job description repositories

Gain the ability to utilize the SAP analysis and reporting functionality tools to their full extent

Will allow little to no system customization reducing post-implementation costs

24

Next Steps

Primary contacts will be notified via email shortly

Sibson and BU HR will co-conduct comprehensive position description questionnaire (PDQ) training Training will cover how to use the tool and the process for completing, reviewing

and submitting a PDQ

Project website will soon be accessible via the Human Resources home page (www.bu.edu/hr) Regularly updated FAQs and important project information Project status and progress

BU HR will provide resource materials (existing position descriptions, roster, etc.) on CD-ROM at the training workshops

Special email help line established: HRINFRA@bu.edu

25

Questions?