Project Management Committee Meeting December 2, 2004 Building the Human Resources and Payroll...

Project Management Committee MeetingDecember 2, 2004

Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government

2

Welcome and Introductions

Project Management Committee John Barfield Marshall Barnes Rod Davis Dan Domico Amy Faulk Bob Giannuzzi Carl Goodwin Wendy Griffin Kathy Gruer Ginny Klarman Tracy Little Jim MaCaulay Jim Newman Kim Padfield Tom Runkle Gary Wiggins Margaret Wiggins Jonathan Womer

OSC Staff Gwen Canady, Deputy State

Controller Julie Batchelor, Assistant State

Controller (PMC Chair) Linda Hudson, SBIP Program

Manager Shannon MacFarlane (Senior

Business Analyst)

Deloitte Team Lowell Magee, Project

Manager Bradd Craver Dorie Kehoe James Stovall Katie Beacham Others TBD

3

Agenda

Welcome, Introductions and Agenda

Statewide Kick-Off Review

HR/Payroll Project Status

HR/Payroll Vision, Goal and Guiding Principles

JAD Sessions Overview

Change Management Strategy

Open Discussion

Action Items Review

Adjourn

Statewide Kick-off Feedback Review

HR/Payroll Project Status

6

Status Report

Activities Completed This Period11/10/2004 - 12/1/2004

Completed Planning Phase deliverablesFinalized project vision and drafted guiding principlesMet with Program Steering Committee Prepared for and conducted project Kick-Off Meeting with key stakeholdersConfirmed subject matter experts (SMEs) and developed JAD calendarDeveloped preliminary JAD session calendar Refined communications plan and began stakeholder analysis activitiesMet with ITS project management staffInitiated requirements gathering interviewsDistributed NCTIME communicationInitiated project branding

7

Plans for Next Period12/2/2004 - 1/5/2005

Finalize guiding principlesPrepare for and conduct JAD Sessions on the following topics:

– Develop and Train Workforce– Monitor Employee Safety & Health– Manage Employee Relations– Career and Succession Planning

Review change management approach with OSC managementCommence monthly ITS reporting

Issues Requiring Management AttentionNone this period

Status Report

8

High Level Project Timeline

HR – Group I

• Personnel Administration

• Recruitment• Applicant Tracking• Disciplinary Action and

Complaint Management• Incident and Accident

Tracking• Exit Interviews• Competency Based HR

Management• Performance

Management• Training Administration

HR – Group II

• Compensation Management

• Job and Salary Surveys

• Position Evaluation Analysis

• Benefit Administration

• Workforce Analytics• Organizational

Management• Employee Self

Service• Leave Tracking

Payroll

• Payroll Administration

• Payroll Processing• Labor Cost

Distribution• Time Collection &

Management• Budget Support

Technical

• High level technical requirements

• Security• Infrastructure• Integration

Plan ExecuteVision Close

• – Project Status Report– Final Deliverables– Offsite Working/Holiday

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4 11 18 25

• • • • • • • • • • • • • • • • • • • • • • •

Group I

Group II

Payroll

Change Management

Technical

Date

Project Management

Month Dec

Project Week

Human Resources

Nov Jan Feb March Apr

HR/Payroll Guiding Principles

10

HR/Payroll Vision

A strategic business partnership supporting the human resource and payroll needs of State government, enabled by utilizing leading business practices and current technology.

11

HR/Payroll Project Goal

Through a statewide collaborative effort, the goal of the HR/Payroll Project is to develop an enterprise-wide Human Resources/Payroll system utilizing leading industry practices to provide a foundation for effective management, increased efficiency, and the information needed to make timely and appropriate decisions.

12

Guiding Principles

Create a seamless HR/Payroll experience for employeesProvide an environment for employees to make informed

decisions about their careersStreamline business processes to drive efficiency Increase productivity and make the State of North Carolina more

competitiveDevelop a single repository, with a common set of data elements,

to successfully support the State’s reporting and management activities

Move transactions closer to the point of origin (Employee Self Service/Manager Self Service)

Provide a flexible system able to respond to changing HR/Payroll needs

Eliminate redundant systems and duplicative processingProvide real time access to transaction activity

JAD Session Overview

14

JAD Session Agenda

Overview and Introductions HR/Payroll Project Overview

– Vision/Goal/Guiding Principles– Overall Project timeline

JAD Session Objectives Guidelines for This JAD Session

Explain Industry Print

Requirements gathering and process re-design

Next Steps

15

JADSession

JADSession

IndustryBest PracticesProcess Designs

State of NCProcess Designs

• Review Process/Subprocesses• Identify Activities• Identify Opportunities

• HR/Payroll Business Requirements

• Future Processes• Business

Impact/Benefits• Potential Barriers• Performance

Measurements

• Project Vision• Scope• Industry Best Practices

Deliverable for today

JAD Session Objectives

16

Guidelines for This JAD Session

Participate! Your input is critical.

This is a workshop, not a formal presentation

Discussion will be kept at a high-level to capture critical information and requirements

Discussion around detailed system functionality will be kept to a minimum

Be respectful of each other’s opinions

Issues that cannot be resolved or discussions that require follow-up will be documented on the parking lot for future resolution

17

Deloitte’s Process-Centered Tool –IndustryPrint™

IndustryPrint™ is a process modeling tool based on industry-specific best practices

Deloitte’s IndustryPrint™ tool can be used throughout the project to help define scope and to design processes based on key inputs such as business requirements, best practices, and future vision

IndustryPrint™ jump-starts a project by providing the foundation to document the organization’s “to-be” processes in an ERP-enabled environment

IndustryPrint™ facilitates the documentation of information critical to the development and implementation of your HR Transformation

Our clients and consultants have found IndustryPrint™ key to accelerating the Plan, Design, and Build Phases of a project

The most valuable aspects of IndustryPrint™ are that it uses best practices, simple diagrams, industry-specific processes, and language to communicate with business users

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IndustryPrintTM Key Benefits

Starts with a model, not a white-board

Focuses on the future process design

Drives North Carolina to embedded best practices

Flexible enough to incorporate North Carolina-specific processes

Provides common language across North Carolina agencies

Ensures that process and business drivers are driving technology

Accelerates the implementation

Ensures business process ownership and consensus

IndustryPrint™Process Models

Source CandidatesInternally

Analyze & Create JobPosition

Source CandidatesExternally

Qualify & SelectCandidates

Perform PsychologicalProfile/Drug Testing

Manage Offer Process

Document OfferProcess Lessons

Learned

Offer Accepted?

Receive Hire Decision/Acceptance

DocumentEmployment Data &

Tax WithholdingPreferences

Perform EmployeeOrientation

Assign CompanyProperty

No

Yes

HR-010Plan & ManageEmployeeResources

IT-070Support & Train

Users

IT-020Evolve IT

Architecture

HR-030Develop & TrainWorkforce

HR-050Perform

Employee BenefitEvent

Maintenance &Open Enrollment

19

IndustryPrintTM provides multiple levels

HRManage Human Resources

HR-010Establish andImplement HR

Programs/Policies

HR-020Manage

Recruiting

HR-030Manage New Hire

Integration

HR-040Manage Training

Development

HR-050Manage CareerDevelopment

Process

HR-060Perform

Employee DataAdministration

HR-070Manage

Compensation

HR-080Manage

Organization andPositions

HR-090Manage

EmployeeRewards System

HR-100Manage

EmployeeSatisfaction

HR-110Monitor EmployeeHealth and Safety

HR-120Manage

EmployeeRelations

HR-130Manage

EmployeeSeparation

HR-140Manage Benefits

HR-150Administer

Disability Claims

HR-160Administer

Flexible SpendingAccounts (FSA)

HR-170Administer

COBRA

HR-180Process Payroll

HR-190Process

Commissions

HR-200Process FieldUnderwriterContractors

HR-210Perform Self

ServiceAdministration

HR-010Establish andImplement HRPrograms/Policies

HR-080ManageOrganization andPositions

HR-100Manage EmployeeSatisfaction

MP-100Prepare andSchedule Projectfor Execution

IT-110Manage ITBusiness Unit

IT-040Develop ITProducts andServices

S-070DetermineCustomer ContactTeam

K-180Develop SalesForce Strategy

Develop SelectionCriteria

Establish RecruitmentStrategy and Sources

Post Job/Position Track Candidates Screen Candidates Prepare Rejection

Select SuccessfulCandidate


Prepare Job OfferReceive Offer

Acceptance/Rejection

Document LessonsLearned

Monitor ReferralRewards

Re-deploy EmployeeManage Employee

Relocation

Analyze and CreateJob/Position

Pass Screening?

Pass Testing?Offer Accepted?

Internal Referral?Re-deployingEmployee?

RelocatingEmployee?

HR-030Manage New HireIntegration

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

HR-130Manage EmployeeSeparation

Level I - Process

Level II – Sub-Process

Level III – Activity Flow Diagrams

Core Business Process family; Human Resources, Sales & Distribution, Financials, Information Technology, Materials Management, etc.

Primary management sub-processes within Human Resources.

These cover the traditional sub-processes such as HR Administration, Benefits, Payroll, Recruitment and other HR management functions.

Activity Flow Diagrams represent activities within a specific sub-process and their inter-relationships with other activities within and/or outside the sub-process. These are tailored to meet North Carolina’s business needs.

During the workshops, we will utilize the IndustryPrint activities to finalize the North Carolina Template.

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Level 1: Process Decomposition Diagram

IndustryPrint™ Level 1 provides a graphic depiction of each business process.

Processes

Subprocesses

HR-010Establish and Implement HR Programs/

Policies

Develop HR StrategicPlan and Objectives

Develop HR Programs

Develop BenefitPrograms

Develop Reward andRecognition Programs

Define HR OperationalBudgets

Plan OrganizationalDesign

Perform HR Researchand Development

Review ProgramDelivery Options

Develop/Maintain HRPolicies andProcedures

Implement ChangeProcess

Analyze and CreateJob/Position

HR-020Manage Employee Recruitment

Develop SelectionCriteria

Establish RecruitmentStrategy and Sources

Post Job/Position

Track Candidates

Screen Candidates

Prepare Rejection

Select SuccessfulCandidate


Prepare Job Offer

Receive OfferAcceptance/Rejection

Document LessonsLearned

Monitor ReferralRewards

Re-deploy Employee

Manage EmployeeRelocation


Integration

Document EmployeeData



21

Level 2: Subprocess Decomposition Diagrams

IndustryPrint™ Level 2 provides a graphic depiction of each subprocess.


Integration




Process

Subprocesses

22

Level 3: Activity Integration Diagrams

At the third level, the green business activities from the previous level are now displayed in a flow diagram.

The subprocess model is integrated with other subprocesses that are represented by the shadowed gray triangles, or Connectors. These Connectors depict integration across subprocesses.

HR-020ManageEmployeeRecruitment




PE-040Monitor/ManagePhysical Assets

HR-010Establish andImplement HRPrograms/Policies

HR-040Train Workforce

HR-060PerformEmployee DataAdministration

HR-140Perform LifeEvent/OpenEnrollmentBenefitsAdministration

MP-110Execute Project

PE-020IdentifyMaintenanceStructure

PE-040Monitor/ManagePhysical Assets

S-100Select/ManageResellers, SalesAgents, Brokers,Distributors

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The Subprocess You Will Design

Develop IndividualEmployee Training

Plan

Perform EmployeeSkill Assessment

Offer CoursesReceive EmployeeEnrollment Request

and Approvals

Enroll Employee inTraining Course

Course Availableand Minimum

EnrollmentAchieved?

Manage Cancellationsand Changes

Generate CourseConfirmationInformation

Deliver CourseMaterials

Deliver TrainingComplete Course/

Instructor Evaluation

No

Yes

Plan CoursesDevelop Training

Materials

Perform Follow-upActivities

Maintain EmployeeTraining Record

P-010DevelopProcurementStrategy

IT-070Support and TrainUsers

HR-040Career andSuccessionPlanning

IT-070Support and TrainUsers

HR-020Plan and ManageHR Programs andPlans

HR-050ManageRecruiting, Hiringand Integration

D-010DevelopLicensing,Permitting, andAccreditationPolicies,Procedures, andStrategies

DevelopOrganizationalTraining Plan

HR-060 Develop and Maintain Workforce

24

Another accelerator - Past project requirements Deloitte has successfully

completed numerous HR and Payroll requirements gathering projects

Past client deliverables can not be shared due to confidentiality, but Deloitte will leverage them when developing North Carolina’s requirements

JAD Facilitators will consider past requirements documents, which will yield stronger, more complete requirements for North Carolina

Sub-Process

Benefits Functional Requirements

Life Changes

Ability to terminate participation based on life status change (I.e. no longer a student)

New Hire

System should have mandatory sequence fields and/or flags to warn of incomplete or inconsistent information

New Hire

System should have the ability for the system to default to certain Benefits settings so that exception information only is being manually keyed by Benefits personnel

Open Enrollment

Ability to assign benefit entry rules (eligibility)

Open Enrollment

Ability to automatically enroll employees based on comparison of plan eligibility to employee data

Change Management

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Change Management is designed to…

Develop a strategy for managing change in process, technology and management practices

Communicate the HR/Payroll vision and ongoing status Equip HR/Payroll project Leadership with the information and tools

to lead the project Identify and communicate potential impacts of new processes,

procedures, and technology to be implemented in Phase III Identify potential areas of project risk and devise strategies to

mitigate that risk

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Communicate for Buy-in

Empower Action

Create Short-term Wins

6644 55

Don’t Let Up

Make it Stick

77 88

Build the Guiding Team

Get the Right Vision

22 3311

5 Kotter, John P. and Cohen, Dan S. The Heart of Change. Boston: Harvard Business School Press

Engaging and enablingEngaging and enablingthe whole organizationthe whole organization

Creating aCreating aclimate for changeclimate for change

ImplementingImplementingand sustainingand sustaining

changechange

Framework for Change Management Strategy: The 8 Steps of Change

Increase Urgency

Open Discussion

Action Items Review

30

PMC Action Items

ASAP - Finalize List of Process Owners

December 6, 2004 – JAD Sessions Begin

January 6, 2005 – Next PMC Meeting

Project Management Committee Meeting December 2, 2004 Building the Human Resources and Payroll...

Documents

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