hr/payroll modernization program - washington 2.11.16 final nn.pdf · hr/payroll modernization...
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PROGRAM BACKGROUND
> The Human Resources/Payroll (HR/P) Modernization program is the largest administrative transformation effort ever undertaken at the University; highest administrative priority
> Multi-year initiative to replace the University’s 33-year-old legacy payroll system with Workday
> The new system will transform HR and payroll operations– Improve compliance
– Provide better access to data
– Increase efficiencies
– Improve service
NEW APPROACH TO
ADMINISTRATIVE TECHNOLOGIES
> First large-scale Software as a Service (SaaS) for administrative systems at the UW
– SaaS cloud model = hosted, maintained, and continuously improved by a third-party
> Back-end capacity dynamically adjusts to normal fluctuations in the business cycle
> No software distribution effort required for maintenance and improvements
> More cost effective, but customization is limited and functionality delivered over time
> Requires standardization of business processes across the University
> Go-live will start with core functionality; enhancements released every six months
> Creates a framework for continuous improvement that will enable the University to successfully integrate new technology in the future
WHERE WE ARE TODAY
Over the past 4 months, program leadership developed a clear picture of work in-flight.
> Lack of a cohesive design and key foundational strategies
> Incomplete or missing documentation of future state design
> End-to-End testing identified gaps and sections of the design that did not fit together
> Early reviews from campus on some business processes indicated some aspects of the solution would not meet their needs
> Could not complete Integrated Change Management activities across campus due to design issues
> Lacked future state operating model that would support the new integrated system and associated processes
11
This is a major transition for the University to move from a disjointed and diffuse transactional system to an integrated and centrally-managed operational system.
A TRANSFORMATIONAL PROJECT
Need to prepare employees for transformation by reviewing:
> Service delivery model
> Organizational reporting structures
> Customer support systems
> Change impact analysis
> Standardization of key concepts
> End-to-End, client-focused business process
UW is a tremendously complex environment with a multitude of side systems. Successfully converting these systems requires careful analysis, planning and communication.
CONVERSION OF PROGRAMS
Labor RelationsDevelopment
Training and Development Registration
UW HR/Payroll Enterprise Systems – Current State
Tax Forms
Faculty Biographic
Perms
HEPPS + OPUS
DAPP
Payroll
Compensation
UW DRS
System Administration
PRP Admin
Rule CaptureEmployee Search
Workforce Planning
Employee Relations
SDB – TA/RA eligibility
SDB – Instructor validation
FAS – Payroll Expenses and Encumbrances
FAS – Financial Indexes
Enterprise Data Warehouse /
Operational Data Store
DRS ret contribPay
SSA
Deductions
HCA
Time Reporting
UW Timesheet
OWLS
TRETI
Time and Leave
Employee Self-Service
Staffing
UW Hires
Email Access
Univ Temp Svcs
Affirmative Action
AuditDB
VEBA
Lawson Transfer Interface
SDB – FICA Eligibility
UW Medicine Lawson HR
Academic HR
Prime
HRIS
BGT – Salary Revision
Extracts to departmental
shadow systems
CIM/OSHRD
Pathology
Leave & Time Reporting
TIME – APL labor distribution
UW Med, HFS
Kronos
LEGEND
(IM supported)
Non-HR/Payroll System
External Input/Output
(Non-IM supported)
Campus System
System to be Replaced
(no enterprise systems)
(no enterprise systems)
UW Medicine SumTotal
System to be Retained
11/6/15 - WMS
Challenges around State requirements.
COMPLEXITIES
> Integrating into legacy systems at the State level – Health Care Authority (HCA)
– Department of Retirement Systems
– Mapping a bi-weekly payroll (corporate best practices) into legacy State accrual rules; would have required the UW to maintain 60-years of data and calculations outside the new system
Program designed to go-live at the same time across the University.
BIG BANG IMPLEMENTATION
> This strategy increases risk, and decreases ability to be flexible, and adapt timelines/methodology from early lessons learned
> Focusing on Human Capital Management (HCM) and the concept of position management and benefit enrollment at the beginning of this process would have:– Allowed delivery of functionality sooner
– Enabled the campus to become familiar earlier with some of the key differences and concepts of the new system
> Currently assessing this approach
Timing of go-live is important; in higher education this is a challenge.
TIMING
> Implementation windows are limited in higher education, especially with a big bang approach impacting half of the academic year
> Factors to consider include: – July/August - Biennium close
– August/September - salary increases
– September/October - start of academic year
– November - open enrollment
– Must be at a fiscal quarter for tax reporting
X X
XXX
XX
X
X
This is a large, complex university with a number of factors that must be considered.
OTHER FACTORS
> Timing of unionization/bargaining agreement
> Two major academic medical centers with 24/7 operations
> Top grant, federal-funded institution in the country, most in salaries and benefits; specific reporting requirements
> Many other competing priorities after years of delayed investment in systems
> New major “common application” process for freshman; needs to be live in the same timeframe, using some of the same resources
UW-IT'S PROJECT CAPACITY
58 44 52 17
Planning Cycle
FY 14 FY 15 FY 16 FY 17
UW-IT Project Portfolio - # of Proposed Major Projects
HR/P
Future State Vision
Finance
Data comes from
many sources
around the UW
Research
Student
Clinical /Affiliate
In the Enterprise Data Warehouse
that data is hosted, organized, and
history is saved
Space
Advancement
Report
Cube
Structured Data
0
2
4
6
Visualizations
Reports
Cubes
We then partner with subject
matter experts to produce tools
for users of all skill levels
Enterprise Integration
Platform (EIP)
The EIP integrates data
across systems, shields
consumers from system
changes
Downstream Systems
Downstream systems will
consume data from the EIP,
rather than the EDW
HR / Payroll
Workday
Enterprise Data
Warehouse (EDW)
WORKDAY AND THE ENTERPRISE
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