Improving Human Resource Management Capability in a Higher Education Institution through Implementation of a Computerised HRMS.- Lessons from the UWI Presentation to ACHEA Conference

Raymond EytleBrigitte Collins

Background

Efficient and effective Human Resource Management in Higher Education is critical to ensuring sustained Quality and Competitiveness of any institution.

Effective Implementation of an appropriate Computerised Human Resource Management System is critical to enhancing the organisation’s Human Resource management capability and service delivery

Efficient and effective Human Resource Management in Higher Education is critical to ensuring sustained Quality and Competitiveness of any institution.

Effective Implementation of an appropriate Computerised Human Resource Management System is critical to enhancing the organisation’s Human Resource management capability and service delivery

Background

Effective implementation of such a major “Enterprise Administrative System” is a very complex undertaking, and the Higher Education environment has some added complexities.

The tradition has been for the focus to be on technical implementation issues.

Effective implementation of such a major “Enterprise Administrative System” is a very complex undertaking, and the Higher Education environment has some added complexities.

The tradition has been for the focus to be on technical implementation issues.

Background

The functional user, usually administrative or Management personnel, now plays a key role in implementing contemporary systems.

There are many lessons to be learnt from the perspective of functional Human Resources Personnel in the implementation process

The functional user, usually administrative or Management personnel, now plays a key role in implementing contemporary systems.

There are many lessons to be learnt from the perspective of functional Human Resources Personnel in the implementation process

The Human Resource Management System at UWI

The Acquisition and Implementation of a Computerised HRMS was not like buying Microsoft Office at the Computer Store and installing it.-

It started with a vision.

The Acquisition and Implementation of a Computerised HRMS was not like buying Microsoft Office at the Computer Store and installing it.-

It started with a vision.

Vision of Human Resource Function -1

HR focus shift from Administrative to Strategic, Facilitative, Consultative and Developmental

Improved HR Operational efficiency and effectiveness in HR, in support of University Mission and Objectives.

Vision of Human Resource Function - 2

HR as a central source of timely and accurate data to support processes, such as Workforce Planning and Analysis, Position Management, Recruitment, Staff Training and Development, Compensation Management, Skills/Competencies Career Management, Industrial Relations,

Vision of Human Resource Function - 3

HR Processes whichput information at the line management

levelmake data accessible to individual

customers for the specified purpose of inquiry or change

are automatedallow for re-engineering areas of

functionality

Our HR Direction. -1

A highly efficient HR Service to the University/ Campus by developing a and implementing improved

and efficient processes and procedures based on functions and customer needs and not on hierarchy

facilitating informed and timely decision-making

Our HR Direction.-2

Auditing processes and practices for continuous improvement

Developing plans and programs

HR development using sound

data analysis techniques

Auditing processes and practices for continuous improvement

Developing plans and programs

HR development using sound

data analysis techniques

Our HR Direction.-3

Regarding process improvement as ongoing,

taking account of changing needs and new

technology, as it emerges Using appropriate technology - electronic mail,

intranet, internet, document management - in order to improve communication and data access

across campus.

Regarding process improvement as ongoing,

taking account of changing needs and new

technology, as it emerges Using appropriate technology - electronic mail,

intranet, internet, document management - in order to improve communication and data access

across campus.

Our Focus - Process Improvement

Structured approach

Positive impact on quality of services

Meet or exceed customer’s expectations

Add value -- Staff, Students,Campus/

University, Public

Our Challenges - External

Financial constraints

Rapidly changing technology

Increasing competition

Customers (Students and Regional Governments )

being more demanding and requiring higher levels

of accountability and performance.

Financial constraints

Rapidly changing technology

Increasing competition

Customers (Students and Regional Governments )

being more demanding and requiring higher levels

of accountability and performance.

Challenges- Internal

Customer dissatisfaction with unavailable, incorrect and inconsistent

information

Redundancy of activities-lengthy processes

Structure and decision-making on organizational hierarchy rather than on

process and function

Decision-making authority either too centralized or

too bureaucratic

Customer dissatisfaction with unavailable, incorrect and inconsistent

information

Redundancy of activities-lengthy processes

Structure and decision-making on organizational hierarchy rather than on

process and function

Decision-making authority either too centralized or

too bureaucratic

Challenges- Internal

“Common & consistent practices” are not part of the culture Highly autonomous organizational

units Old systems should accommodate

all differences No incentives for consolidation of

systems & practices STANDARDSSTANDARDS

Challenges- Internal

Strong Culture of Tradition and Custom and

practice.

Hierarchy of Approvals

Redundancy of information

Organizational units reluctant to change

Strong Culture of Tradition and Custom and

practice.

Hierarchy of Approvals

Redundancy of information

Organizational units reluctant to change

Challenges Identified-UWI -1

No Executive Commitment to Radical Change

Inadequacy of Resources

The process to change Ordinances, Regulations and

Collective Agreements

Laws, Custom and Practice.

No Executive Commitment to Radical Change

Inadequacy of Resources

The process to change Ordinances, Regulations and

Collective Agreements

Laws, Custom and Practice.

Challenges -UWI -2

Multiple locations and cultures

Multiple health plans

Multiple vacation plans

Multiple unions

Wide variety of job groups & pay practices

Challenges -UWI-3

High comfort level

Success History Value Concern Scorn

Inertia Lack of

objectivity Genuine

concern Political

reasons

Resistance to Change

How Did We Get There?

Piece-meal and Hierarchical /Departmental approach to development of processes and procedures. This resulted in: Separate Personnel Administration Systems evolving

based on national and Campus situations

Various sub-systems were developed to support specific functions, based on group/ organizational differentiation within the Organization

How Did We Get There

Original assumptions that are no longer valid Original assumptions that are no longer valid

Options Considered

Radical Re-engineering of work processes

based on functionality and current available

technology

phased process change

Opportunities for Change

University Governance and Strategic Plans and Operating plans have all identified current process weaknesses and the need for change.

availability of successful HRMS technology which is process-oriented

University Governance and Strategic Plans and Operating plans have all identified current process weaknesses and the need for change.

availability of successful HRMS technology which is process-oriented

Re-Engineering - Definition

“...the fundamental rethinking and radical redesign of

business processes to achieve dramatic improvements

in critical, contemporary measures of performance,

such as cost, quality, service, and speed.”

Hammer & Champy

PeopleSoft at UWI

Peoplesoft HRMS at UWI

Before system was purchased a review and analysis was done to determine the Human Resource information and process requirements.

Peoplesoft HRMS was acquired by UWI in 1995 and implementation has been on-going in phases since.

Before system was purchased a review and analysis was done to determine the Human Resource information and process requirements.

Peoplesoft HRMS was acquired by UWI in 1995 and implementation has been on-going in phases since.

Peoplesoft HRMS at UWI

A RFP was prepared and responses from vendors were judged by a multi-disciplinary team on the following The general fit of the system -un-customised to fill

the defined needs Security of Data User-friendliness-query and report writing Cost and Maintenance Customer Support and Training

A RFP was prepared and responses from vendors were judged by a multi-disciplinary team on the following The general fit of the system -un-customised to fill

the defined needs Security of Data User-friendliness-query and report writing Cost and Maintenance Customer Support and Training

Peoplesoft HRMS at UWI

Highlights of the System Comprehensive functionality Process-oriented User driven

Client-Server moving towards n-tier architecture

Security at several levels

GUI - Windows at client end

Easy interface with Microsoft Office

User-friendly Query and Reporting Capability - Crystal

Highlights of the System Comprehensive functionality Process-oriented User driven

Client-Server moving towards n-tier architecture

Security at several levels

GUI - Windows at client end

Easy interface with Microsoft Office

User-friendly Query and Reporting Capability - Crystal

Peoplesoft HRMS at UWI

Implementation Team both Technical and

Functional.

Users play a major role in implementation process

Increasing capabilities of new Versions - Resource

issues

Implementation Team both Technical and

Functional.

Users play a major role in implementation process

Increasing capabilities of new Versions - Resource

issues

Peoplesoft Functionality

PositionManagement

SuccessionPlanning

Base BenefitsAdministration

SalaryAdministration

Health andSafety

TrainingAdministration

Career Planning

Reporting

Query

Payroll

Position/Fund Acctg

Industrial Relations

HR Audit

Administer Personnel

Competency ManagementRecruitment

Process Objectives

Release of personnel from routine-non value added tasks to Developmental areas such as planning, training and staff development, on-going process review

Better monitoring of performance through review of reports

Framework in place for the future

Release of personnel from routine-non value added tasks to Developmental areas such as planning, training and staff development, on-going process review

Better monitoring of performance through review of reports

Framework in place for the future

Process Objectives

Decision-making-: De-centralised : At the Department level Limit required approvals Electronic signatures and Authority Quicker decision-making Timely, consistent, accurate and “just-enough” information.

Improved efficiency:- elimination of manual processes removal of redundant processes and process steps,

Decision-making-: De-centralised : At the Department level Limit required approvals Electronic signatures and Authority Quicker decision-making Timely, consistent, accurate and “just-enough” information.

Improved efficiency:- elimination of manual processes removal of redundant processes and process steps,

Process Difficulties

Multiple forms with redundant data Dual data entry, inconsistent

information Poor communications Much activity and no value-added Expensive Error Prone

Peoplesoft HRMS at UWI

Before system was purchased a

comprehensive review and analysis was done

to determine the Human Resource information

and process needs.

Before system was purchased a

comprehensive review and analysis was done

to determine the Human Resource information

and process needs.

Peoplesoft HRMS at UWI

A RFP was prepared and responses from vendors were judged by a multi-disciplinary team on the following The general fit of the system -un-customised to fill the

defined needs User-friendliness-query and report writing Security of Data Cost and Maintenance Customer Support and Training

A RFP was prepared and responses from vendors were judged by a multi-disciplinary team on the following The general fit of the system -un-customised to fill the

defined needs User-friendliness-query and report writing Security of Data Cost and Maintenance Customer Support and Training

Peoplesoft HRMS at UWI

Main Highlights of the System Comprehensive covering most strategic and

operational requirements current and future

User Friendly

– GUI - Windows at client end

– Easy interface with Microsoft office

Simple Query and Reporting Capability – Crystal

Security

Main Highlights of the System Comprehensive covering most strategic and

operational requirements current and future

User Friendly

– GUI - Windows at client end

– Easy interface with Microsoft office

Simple Query and Reporting Capability – Crystal

Security

Peoplesoft HRMS at UWI

Implementation Team both Technical and

Functional.

Users play a major role in implementation process

Increasing capabilities of new Versions - Resource

issues

Implementation Team both Technical and

Functional.

Users play a major role in implementation process

Increasing capabilities of new Versions - Resource

issues

Process Review and Implementation Strategies -1

Increase emphasis on process -- clearly identify Centre/Campus - reengineer, standardize where possible. Design processes that can perform well across organizational boundaries.

Replace obsolete systems .

Re-engineer systems that will not be replaced.

Process Review and Implementation Strategies -2

Single point of entry for employee data.

Ad hoc query, report and analysis capabilities.

Employee data immediately available to supervisors.

Promote uniformity.

Reduce paperwork.

Process improvement as ongoing, taking account of changing

needs and advantages of new technology, as it emerges.

Process Review and Implementation Strategies -3 Minimum Customisation

Common standards within each campus and across

campuses for data, reports, policies and processes.

User focus

Team approach (Functional/Technical)

Provide information for Data based decision making at all

levels.

Process Review and Implementation Strategies -4 Responsibility for an action should reside closest to

the place most affected.

emphasis on effective post-action audits

build controls into the System where possible.

Integrate the use of E-mail into processes, both for messages and to convey documents.

Responsibility for an action should reside closest to the place most affected.

emphasis on effective post-action audits

build controls into the System where possible.

Integrate the use of E-mail into processes, both for messages and to convey documents.

Process Review and Implementation Strategies -6 Focus on common standards within each campus and

across campuses for data, reports, policies and processes.

Shorten the cycle time for processing transactions by at least 60%. Achieve this by reducing: the number of steps, manual effort, the number of handoffs, the number of authorizations and by eliminating wasteful and non-value-adding activities.

Focus on common standards within each campus and across campuses for data, reports, policies and processes.

Shorten the cycle time for processing transactions by at least 60%. Achieve this by reducing: the number of steps, manual effort, the number of handoffs, the number of authorizations and by eliminating wasteful and non-value-adding activities.

Issues - reasons for implementation delays Lack of senior management commitment

Lack of adequate implementation budget

Lack of dedicated full-time project team project management technical team functional user involvement

Lack of adequate technical infrastructure

Issues - reasons for implementation delays Lack of senior management commitment

Lack of adequate implementation budget

Lack of dedicated full-time project team project management technical team functional user involvement

Lack of adequate technical infrastructure

Success Factors Executive Sponsor

University Registrar’s relentless efforts, direct involvement

Implementation Budget Dedicated project management Presented realistic implementation budget

Executive Sponsor University Registrar’s relentless efforts, direct

involvement

Implementation Budget Dedicated project management Presented realistic implementation budget

Success Factors Establishment of University team (across the

campuses) Functional Analysts Systems Analysts Project Coordinators Database Administrators

Adequate technical environment Proper database servers on each campus Replace/acquire client machines Address network infrastructure issues

Establishment of University team (across the campuses) Functional Analysts Systems Analysts Project Coordinators Database Administrators

Adequate technical environment Proper database servers on each campus Replace/acquire client machines Address network infrastructure issues

Implementation Overview Mona implementation

focus for initial implementation

addressed technical, human resources issues

standardize processes across HR departments - business process review

public relations drive newsletters presentations (deans, department heads, unions)

Mona implementation focus for initial implementation

addressed technical, human resources issues

standardize processes across HR departments - business process review

public relations drive newsletters presentations (deans, department heads, unions)

Cave Hill lack of HR functional user involvement/ ownership

leveraged from lessons learnt at Mona results of BPR exercise user procedures

St Augustine total lack of interest until payroll and Y2K became

an issue

Cave Hill lack of HR functional user involvement/ ownership

leveraged from lessons learnt at Mona results of BPR exercise user procedures

St Augustine total lack of interest until payroll and Y2K became

an issue

Implementation Overview

Lessons - Opportunities

Project management and Planning Training and Development Business Process Review and Re-

engineering

Project management and Planning Training and Development Business Process Review and Re-

engineering

Functional Considerations Involved functional users at ALL stages - one

reason for success

Obtained functional user buy-in early

Ensured that dedicated functional users were part of core team identify and obtain best talent full-time dedicated users to the project is very

important but almost never attainable.

Involved functional users at ALL stages - one reason for success

Obtained functional user buy-in early

Ensured that dedicated functional users were part of core team identify and obtain best talent full-time dedicated users to the project is very

important but almost never attainable.

Payroll Decision to use PeopleSoft - workshop at Cave Hill

involving Payroll & Benefits representatives from all campuses in June 1998 prior to PS, each campus operated independently Pro - Integrated HR/Payroll system Con - Required customization - Taxes, payment

methods

On-site Functional Training Introduction to HR Introduction to Benefits Payroll I and II

Payroll Decision to use PeopleSoft - workshop at Cave Hill

involving Payroll & Benefits representatives from all campuses in June 1998 prior to PS, each campus operated independently Pro - Integrated HR/Payroll system Con - Required customization - Taxes, payment

methods

On-site Functional Training Introduction to HR Introduction to Benefits Payroll I and II

Functional Considerations

Urgent customizations National Id Number Net pay distribution methods Calculation of taxes Tax reporting General Ledger Interface Annual Step Increase

Urgent customizations National Id Number Net pay distribution methods Calculation of taxes Tax reporting General Ledger Interface Annual Step Increase

Functional Considerations

Implementation Vanilla testing Standardize across campuses

Salary plan, earning codes – Initial “M” for Mona , “C” for Cave Hill and “S” for St. Augustine

Attempt to standardize pay cheques & payslips What to standardize and what not to?

– Decision not to standardize Paygroups, Earnings Programs & Benefit Programs.

Testing of customizations End user training Parallel run

Implementation Vanilla testing Standardize across campuses

Salary plan, earning codes – Initial “M” for Mona , “C” for Cave Hill and “S” for St. Augustine

Attempt to standardize pay cheques & payslips What to standardize and what not to?

– Decision not to standardize Paygroups, Earnings Programs & Benefit Programs.

Testing of customizations End user training Parallel run

Functional Considerations

Underestimated and Undercommited Resources Human Physical Financial

Unrealistic Expectations Unclear decision making framework Suspicion and skepticism

Underestimated and Undercommited Resources Human Physical Financial

Unrealistic Expectations Unclear decision making framework Suspicion and skepticism

Lessons Learnt

University approach

Communication

Don’t Compromise

If we had to do it over again? First phase should include core HR and Payroll

University approach

Communication

Don’t Compromise

If we had to do it over again? First phase should include core HR and Payroll

Lessons Learnt

What is Required?

Pro-active and process driven approach to Implementation

Well defined strategy and plan for change and change management

Synergistic team with accountability ownership, and LEADERSHIP!

Pro-active and process driven approach to Implementation

Well defined strategy and plan for change and change management

Synergistic team with accountability ownership, and LEADERSHIP!

What else is Required

Networking, benchmarking and external advice Careful attention to security control Early focus on Data conversion Phased approach Address integration issues early e.g with

Finance and Student Administration Systems Plan for retaining highly trained project staff

Networking, benchmarking and external advice Careful attention to security control Early focus on Data conversion Phased approach Address integration issues early e.g with

Finance and Student Administration Systems Plan for retaining highly trained project staff

What else is Required?

Ongoing Communication to all players

Management and User Commitment and support at all levels

Dedicated resources to the Process -Human, Financial, Physical and Organizational

Follow Through

The Reality

It is an uphill effort

It is an art form to balance: National and Campus cultures Logistics due organization size

and geographic spread Customer Expectation

The Reality

It requires a thorough business process review, and Fit/Gap Analysis.

The project never gets finished YOU NEVER HAVE ALL THAT’S

REQUIRED,BUT NEED TO GET THE JOB DONE!

WELCOME TO THE REAL WORLD!!!

It requires a thorough business process review, and Fit/Gap Analysis.

The project never gets finished YOU NEVER HAVE ALL THAT’S

REQUIRED,BUT NEED TO GET THE JOB DONE!

WELCOME TO THE REAL WORLD!!!