A year in review and the road ahead
May 16, 2018
Delivering HR Excellence. Inspiring People. Leading Change.
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My first academic year at OSU:• Met many of you at HR & USAC Town Halls • Met with all Deans/VPs and all SHRPs• Appointed OSUWMC HR Senior Leader• Reorganized HR LT and HR Council• Advanced hiring of AVP, Talent, Diversity &
Leadership• Realigned Workday structure & timeline• Advanced HR Service Delivery model• Relaunch of the Compensation &
Classification Redesign project• Advanced Title IX work, including Sexual
Misconduct Policy & Training• Decreased Benefit rates; gained Benefits
composite rate efficiency• Move leaders to Letter of Offer, not contracts• Advanced Physician Compensation Plan• Increased funding for Development grants
and Employee Emergency Fund• Salary database online
A lotcan happen in a year.
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Delivering HR Excellence.Inspiring People. Leading Change.
HR Strategic Plan Roadmap
Task: Develop a HR strategic plan for the institution over a five year (2018-2023) span and prioritize focus areas and initiatives in support of Ohio State’s Time and Change strategic plan and the recently renewed medical center strategic plan implemented in 2017.
Initiated October 2017
Collaborative engagement of: HR Executive Leadership, HR Council, Senior HR professionals, and a diverse group of managers, supervisors, and subject matter experts.
Reviewed with: Board of Trustees, President’s Cabinet, WMC Leadership, Council of Deans, Faculty Leaders, Senior Business Officers, Sr. Management Council, USAC
Final Socialization & Implementation:
Spring 2018All HR Staff ForumUSAC Townhall
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External Strategic Scan –National & Regional Trends Shaping Our Environment
• Work Force Landscape in Higher Education - Rapidly evolving workplace trends; unpredictable- Challenging to attract, recruit and retain top talent- Increasing opportunity to embrace inclusivity
• Government Regulations and Compliance- Evolving Federal and State requirements
• Financial Challenges- Declining State subsidy revenue- Increasing cost of healthcare - Goal to reduce debt, improve affordability of education
• Technology - Increasing threat to security - Inconsistent data integrity - Rapidly evolving digital experience
Delivering HR Excellence.Inspiring People. Leading Change.
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HR Strategic Plan (2018-2023)
Three Strategic Focus Areas:• HR Excellence• Talent Management• Total Rewards
Five Core Foundational Themes:• Change Management• Communication• Compliance/Management of Risk• Culture• Diversity & Inclusion
Delivering HR Excellence.Inspiring People. Leading Change.
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Mission: We provide proactive HR services and strategic solutions that create an environment inspiring pride, diversityand accountability, while also enabling faculty and staff to focus on the core mission of The Ohio State University.
Vision: We deliver the strategic talent and culture framework that drives employee inspiration, student success and global solutions.
Shared Values: Human Resources aligns with the universitymission, vision and values and the university’s strategic plan, Time and Change.
Delivering HR Excellence.Inspiring People. Leading Change.
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Compliance/Management of Risk
Culture
Diversity & Inclusion
HR Excellence
• Employee Experience
• HR Community of Practice
• HR Service Delivery Model
• Policy & Process• Systems Data &
Operations• Transactional
Efficacy
Communication
Change Management
Talent Management
• Employer Branding• Engagement• Onboarding• Performance
Management• Professional &
Leadership Development
• Strategic Talent Planning
Total Rewards
• Compensation & Classification Redesign
• Executive & Physician Compensation
• Health Care Benefits• Retirement Benefits• Well-Being
Delivering HR Excellence.Inspiring People. Leading Change.
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HR Foundational Data Cleanup
*CCR Group 3 will extend beyond April 2020
2018 2019 2020
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
CCR Group 1 CCR Group 2 CCR Group 3*
Detailed Org Design Sessions
Forecast Volume/Effort
Design, Test and Deploy Case Mgmt. Tool
Finalize/Socialize Org Structure
Confirm Funding Approach
Kickoff
Conduct Time Study Focus Groups
Classify HR roles
Develop Comms. Strategy
Conduct Workforce Planning
Develop Governance Model
Develop Performance Management Model
Define Continuous Improvement Approach
Develop Vendor Management Process
Define Service Catalog and Service Commitments
Create Career Progression Plans
Conduct Impact Analysis
Launch Communications and Stakeholder Engagement Plan and Change Network
Develop Training
Current State Diagnostic
Share HR Strategic Plan
with Leadership
HR Organizational
Design
HR Service Management Framework
HR Change Management
HR Town Hall Case Management
Go-Live
Facilitate business process pilots
Architect Configuration and Prototype TestEnterprise
Project
HR Strategic Plan
Workforce Transition & HR Service Center Standup
2020 Deployment - HCM Integrated Schedule*
Delivering HR Excellence.Inspiring People. Leading Change.
*Subject to change pending updates to Workday timeline
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Action Steps: Initial Focus
HR Excellence – HR Service Delivery Model(Kim Shumate, AVP, HR Strategic Initiatives)
Talent Management – Recruit to Hire & Onboarding(Molly Driscoll, Interim AVP, Talent)
Total Rewards – Compensation & Classification(Joanne McGoldrick, AVP, Total Rewards)
Delivering HR Excellence.Inspiring People. Leading Change.
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Objective Action Steps Vision for SuccessIncrease operationalefficiency through consistent and accurate transactional services
• Design HR Service Delivery Structure and Business Processes
Unified HR community; consistent employee service experience
Improve service quality through a high-performing HR model
• Design Supporting Systems Data and Operations
Improved accuracy and reliability of businesspractices
Shift focus to supportstrategic initiatives across Ohio State
• Shape future state HR roles and capability
HR transformation from reactive, transactional function to proactive, strategic asset
Delivering HR Excellence.Inspiring People. Leading Change.
HR Excellence Goal: Improve the employee experience through transformed HR core processes to deliver HR services and transactional accuracy and efficiency
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HR Excellence Action Steps
Define the Vision
Design HRSD Structure and
Processes
Design Systems, Data, and Operations
Shape the Workforce through Communities
of Practice
Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion
Delivering HR Excellence.Inspiring People. Leading Change.
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DRAFT FOR DISCUSSION
We will leverage this leading practice HR Service Delivery model to inform future state detailed design.
HR STRATEGIC PARTNERS
HR SERVICE PARTNER
HR CENTERS OF EXPERTISE
HR SERVICES TEAM
HR LEADERSHIP
Architecting common solutions
HR Centers of Expertise focus on developing strategic services and
capabilities across the organization
Serving the employee life cycle with core HR
services HR Services focus on providing transactional/execution based
activities to customers across the organization
Delivering higher-touch unit HR services
HR Service Partners focus on transactional/execution based
activities that require business unit specific knowledge
Advancing businesspriorities
HR Strategic Partners focus on strategic HR services that are specific to the business unit
Delivering HR Excellence.Inspiring People. Leading Change.
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DRAFT FOR DISCUSSION
HR Shared Services
TODAY TOMORROW
The current HR Service Delivery model has caused: • Varying HR organizational structure across colleges/units • Inefficient delivery of HR services • Lack of clarity for HR customers on how to access HR services
The HR Service Delivery effort will focus on thoughtfully consolidating our 11 existing service centers ultimately into one Shared Service model enabling a consistent employee experience and enabling transactional efficacy.
The future HR Service Delivery model will enable: • A unified HR organization with one consolidated HR Service
Center • Operational efficacy • A positive employee experience • Modernized technology and systems to drive efficiency
throughout our business processes, inclusive of those listed
Delivering HR Excellence.Inspiring People. Leading Change.
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HRSD Detailed Schedule*2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Kickoff
Detailed Org Design Sessions
Transition and Train Workforce
Conduct Volume/Effort Analysis
CCR for future state HR roles
Socialize Org Structure
Develop Funding Approach
Current State Diagnostic
Define Service Catalog and Service Commitments Define HR Service Management processes
Develop Governance Model
Develop Comms. Strategy Launch Communications and Stakeholder Engagement Plan
Develop/Execute Workforce Transition Plan
Develop/Execute Implementation PlanHR
Org
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nal D
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Ser
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Mgm
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amew
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HR C
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Milestones shown are placeholder
HR Service Delivery
Delivering HR Excellence.Inspiring People. Leading Change.
*Subject to change pending updates to Workday timeline
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Objective Action Steps Vision for SuccessAttract high quality candidates • Develop diverse talent pipelines
• Define talent based on skills and competencies
Decrease in job offer decline rateIncrease in hiring process satisfaction and awareness of Ohio State as employer
Increase employee engagement
• Create exceptional experiences enabled by technology and services
Consistent completion of performance reviewsReduced first year voluntary termination
Retain and develop high performers
• Foster internal and external worker mobility in an adaptive and empowered culture
Higher retentionSpeed to competencyAttainment of critical skills
Proactively plan for the workplace needs of the future
• Strategic planning to anticipate the capability and capacity to deliver organizational needs
Forecasts of critical competencies for each business unitSuccession planning
Delivering HR Excellence.Inspiring People. Leading Change.
Talent ManagementGoal: Attract, engage and retain a dynamic and diverse workforce – securing the right talent, developing the best performers and ensuring a positive experience for everyone.
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Talent Management Action Steps
Employer Branding
Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion
Employee Engagement and Experience
Workforce Planning
Onboarding
Performance Management
Professional and Leadership Development
Delivering HR Excellence.Inspiring People. Leading Change.
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Talent Management Design (Concept)
oncept DesignORGANIZATION EFFECTIVENESS“TALENT INFRASTRUCTURE”
INDIVIDUAL EFFECTIVENESS“TALENT LIFE CYCLE”
Design Systems.
ActionFind Grow Keep
Delivering HR Excellence.Inspiring People. Leading Change.
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Talent Management Detailed Schedule*2018 2019
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
Compensation and Classification Redesign
HR Service Delivery
**Next phase of talent strategy will address key retention strategies and continue workforce planning, performance management, professional and leadership development
Talent Management
Architect
Configure and Prototype
Test
Talent Management strategy developmentand alignment
Design and implement university wide onboarding process
Partner with Total Rewards to develop compelling value proposition
Develop and implement consistent recruitment processes
Design phase one work force planning strategy*
Socialize talent strategy
Prioritize key talent initiatives
**Design next phase talent strategy
*Subject to change pending updates to Workday timeline
Delivering HR Excellence.Inspiring People. Leading Change.
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Objective Action Steps Vision for SuccessEstablish a consistent and comprehensive pay structure and job family model
• Refine job descriptions/titles
• Define job families and mapping of existing employees
Ensure equitable and consistent compensation practices across the Ohio State community via a modernized structure
Maximize automated business processes within the Workday tool
• Draft/finalize future state salary structures
• Align existing jobs to job families and profiles
Fully leverage the capability of Workday aligned with redesignedpractices
Increase competitivenessof Ohio State as an employer
• Define career paths and promote the value proposition of employment at OSU
Be, and be seen as, an Employer of Choice
Delivering HR Excellence.Inspiring People. Leading Change.
Total RewardsGoal: Ensure competitive Total Rewards while balancing fiscal responsibility; initial focus area Classification and Compensation Redesign
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Classification & Compensation Redesign
Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion
Executive Compensation
Understand Existing Benefit Programs
Design New Benefit Programs
Roll Out New Benefit Programs
Physician Compensation
Total RewardsAction Steps
Delivering HR Excellence.Inspiring People. Leading Change.
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Delivering HR Excellence.Inspiring People. Leading Change.
CCR Project Scope: Modernize classification structure Implement market-based compensation. Update policy/processDefine career pathsOCM for staff/supervisors
CCR Future State: One university job
frameworkMarket based salary
structureClear and intuitive
processesTraining on pay and career opportunities
Year 1 (‘18) – Year 3 (‘20)Job Analysis & Redesign (Underway)
Staff Mapping for Redesigned Jobs
Organizational Change Management Activities
University-Wide Landscape
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Architect
CCR Detailed Schedule*2017 2018
Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Durations of each phase are approximate
Key
Configure and Prototype
Test
Enterprise Project
CCR Group 1 CCR Group 2
Assign “reports to” for supervisory orgs
Define Salary Grades in Workday
Assign new grades to job profiles
CCR
OSU R1 Job categories (~7,000 staff)
OSU R2 Job categories (~4,500 staff)Priorities:• Academic Administration• Student Life• Administrative/ Office• Planning & Analysis• Program and Project Management• Customer Service
Priorities In Progress
• IT• Research• Supply Chain• Finance• HR
• Medical Assets
• Epidemiology• Nursing• Patient Care
Support
Completion of Step 2 Design
Sessions
Conversion Validation Tenant Validation
CCR
*Subject to change pending updates to Workday timeline
Delivering HR Excellence.Inspiring People. Leading Change.
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Delivering HR Excellence.Inspiring People. Leading Change.
COST MANAGEMENT TOTAL REWARDS
TALENT MANAGEMENT OPERATIONAL EFFICACY
Cost of Health and Retirement Benefits
Classification & Compensation Completion
Cost of Well-being programs
Staffing Efficiency Ratio
HR Expense Ratio
Employee Experience, Engagement, and Employer Brand
Manager, Employee and Applicant Satisfaction
Professional and Leadership Development
Rate of Self-Service Participation
Transactional Efficacy
Service Commitment
Comments:
Comments:
Comments:
Comments:
ILLUSTRATIVE DRAFTFOR REVIEW ONLY Positive
TrendNo
ChangeNegative
Trend
HR STRATEGIC PLAN EXECUTIVE SCORECARD
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A business process transformation and multi-system implementation that will leverage Workday and other enterprise technologies to enable The Ohio State University Strategic Plan
Supply Chain Management Student
Human Capital Management and Payroll
Information Technology and
Analytics
Financial Management
Enterprise Project
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Project Governance
EXECUTIVE SPONSORS
Set vision and strategic direction
Approve project goals, scope and budget
Resolve material issues
BUSINESS PROCESS COMMITTEES
Direct and develop solutions with Project Team
Engage in cross-functional solution recommendations
Validate, Refine, Decide
PROCESS OWNERS
BUSINESS OWNERS
(selected by Executive Sponsors)
EXECUTIVE STEERING
COMMITTEE
BUSINESS ADVOCATES
Validate solutions and facilitate decision-making
Provide cross-workstream direction
BUSINESS ADVOCATES
(selected by Executive Sponsors)
Resolve, Decide
EXECUTIVE SPONSORS Bruce McPheron, Beth Hume, Susan Basso, Mike Papadakis,
Mike Hofherr, Mark Larmore
ADVISORY GROUPS: Consult on significant issues throughout the project E n t e r p r i s e P r o j e c t B u d g e t ; E n t e r p r i s e S e c u r i t y ; F a c u l t y ; O r g a n i z a t i o n a l C h a n g e M a n a g e m e n t ;
R i s k , C o m p l i a n c e , L e g a l a n d Internal A u d i t ; S t u d e n t
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HR Business Decision-Making
HR BUSINESS PROCESS COMMITTEE
TRACEY PAWLOWSKI,BUSINESS ADVOCATE
SUSAN BASSO,EXECUTIVE SPONSOR
Decides issues:• Rated most material (e.g. 2 or more entire
stakeholder groups are affected, major impact to identified HR strategic risks)
• E.g. For significant faculty impacts Susan will work with Bruce and/or Kay; for significant Finance impacts Susan will work with Mike P.
Is made aware of decisions:• Rated medium materiality• E.g. Items that will need to go to President’s
Cabinent or Council of Deans, Susan needs awareness prior to decision
Implements decision and awareness thresholds, and refines as needed
with Susan and Business Owners
Convenes BP Committee
Escalates issues to Susan as needed for
direction and validation
Respective Business Owner decides issues (informed by BP Committee)
Cross-functional issues:• Decided by affected business owners from
affected business units• Affected business owners share with
Executive Steering Committee for awareness
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Ohio State has identified and designed solutions to advance Time and Change Strategic Pillars
Example Solutions
Undergraduate Academic AdvisingDesigned a more supportive and consistent student advising experience across all colleges to promote student success
Recruit to Hire ProcessCreated a common administrative recruiting process to help create an outstanding experience for applicants, new hires, and hiring managers
Grants Management (Post-Award)Designed better support for researchers and investigators by enhancing toolsets in Workday and Ohio State’s reporting and analytics environment
Enterprise Project
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Where are we now?
Plan and Foundational
DesignArchitect
Configure and
PrototypeTesting Deployment
Enterprise Project
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Delivering HR Excellence. Inspiring People.Leading Change.