ian hodson, university of lincoln, hrss & payroll
TRANSCRIPT
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HR TRANSFORMATION JOURNEY- A CUSTOMER STORY
University of LincolnIan Hodson – Head of Reward and HR Transformation
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Who we are……and a reality check.
Medium sized University From a public sector background Circa 2,500 payroll – weekly and
monthly Significant sector changes underpinned
by legislation in recent years Competitive markets / business
approach
Not quite ready for ambient intelligence?
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Objectives and disclaimers
Provide an overview of our implementation of ResourceLink
Identify the areas of best practice to utilise system investment
Identify the challenges Benefits realisation
Disclaimers – Based on a true story, identities are protected, we are not perfect!
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Our Story begins..2014
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Our interim solution
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Our long term goal
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Project Overview
• Represented first HR System upgrade for 12 years
• Integration of standalone databases and applications
• Cost neutral over a five year period• HR and self serve live Sept 14, Payroll
and additional modules live Apr 15• Create a partnership working
relationship
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Drivers for Change and Deliverables
1. Legislation Compliance – Auto enrolment, RTI, Immigration and right to work checks
2. Customer Service – Self serve, Accessibility, improved audit trail, image.
3. Alignment of databases – Single data entry, devolved data entry, electronic document storage, centralisation.
4. Improved Management Information – Manager reports, better data audit, less operational, more strategic.
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Area of best practice 1 – Segregation of Users
Identify the different types of system user
Align the training plan accordingly Diversify knowledge Consider technical roles vs operational
roles Consider the project roles not just on
skills but on style and personality
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Area of best practice 2 – Creating the project plan
Allow for business as normal activities based on the dedicated resource
Make sure the plan and milestones are understood
Allow for the seasonal activities Consider the control that you have over
the resources Transitioning in to business as normal
activities and roles
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Area of best practice 3 – Transition to on line
Understand the workforce and the support needed
Ensure the benefits are identified for users
Create pockets of expertise to support users
Consider the resources needed to be accessible for the roll out
“Big bang” or phased Consider more agile workforce working
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COMMUNICATING ONLINE• Employees are online
– They shop and bank online, respond to work emails on-the-go, and connect with friends from across the world on social media.
– The information you send needs to be accessible anytime, anywhere
ONS - Internet users in the UK: 2016
Generation Z
98.8%Generation Y
94.9%Generation X
88.3%Baby Boomers
74.1%
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Area of best practice 4 – Process Mapping
New system lends itself to changing ways of working
Impact on contingency and disaster planning
Identification of continuous improvement activities
Support for training Commitment to keeping processes and
procedures up to date
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Area of best practice 5 – Communications
Communications plan to engage and achieve user buy in
Take the wider audience on the project journey
Consider communication channels and planned activities
Create a brand – corporate, gamified Make the communications relevant to
the audience
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Area of best practice 6 – Devolving Access
Creating a powerful repository through widening the user group
Worked examples - Campus Jobs, Nominal allocations, TAS, mobile phones etc.
Identifying where other data is kept that could be integrated
Partnership working Facilitation for the ideas of others
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Area of best practice 7 – System Roles
Shifting the operating model Continually evolving tool Dedicated resource Identifying skill gaps Customer service Engagement with the workforce Life after projects Creating capacity
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Area of best practice 8 – Cultural Shift
Champions and celebration Senior buy in Employee experience Controlled risk Continuous progression and growth Picking the right opportunities Link through to the strategic plan Working in collaboration Changing the perception of HR
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Our Challenges
Pace of change in an organisational context
Design what we think users need but not what they want
System purpose – creating a relationship with employees
Having a long term vision when focus is on the short term
Avoiding the label of HR system
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HR – BENEFITS REALISATIONEnabling the Business
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1. Legislation Compliance
• Ad Hoc Developments - £45k• Automation of HESA Returns and Auto Enrolment Duties £4k• On Line P60 and P11D Documents £1k
• Mitigation of fines• Improved immigration compliance through scanned
documentation, bespoke screens builds, automated trigger prompts.
• Self serve functionality to capture changes to home addresses, bank details and emergency contacts in a secure and timely environment.
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2. Customer Service
• On Line sickness absence recording £7k• On Line leave management recording £13k• Removal of paper annual leave form process £2k• Improved manager visibility to enact on sickness absence
£50k• Online Pay slips removing printing, postage and distribution
£30k• Reduction in pay query administration £8k• On line P60, P11D and Reward statements £9k• Improved reporting through self serve for managers £3k
• Operations match University image• Improved processes for student workers• Partnership working with provider
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3. Alignment of multiple databases Removal of HR and Payroll double entry £11k Reduction in third party liaison for payroll £10k Use of application as operating platform for campus jobs
£20k Electronic document storage - £5k Devolved Data entry and ownership e.g. Finance project
codes and mobile phones
Integration of wider processes e.g. TRAC More powerful reporting tools Integration of standalone data storage – PRP, Programme
Leaders, grievances and Associate Lecturer contracts Flexibility around system developments
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4. MI and Sector Competition
• Improved nominal interface efficiencies £2k• Storage of historic data £2k• Online document storage administration £2k• Inclusion of data recording for relocation, PRP, Flexible
working, UOL funded development. £3k
• More standardized data templates and reporting with automation
• Improved data audit reports• Standard letters• Recording of processes rather than just outcomes• All leave of absence requests through self serve• MI Reporting suite for managers
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Summary – Areas of best practice
1. Segregation of users2. Creating the project plan3. Transition to online4. Process mapping5. Communications6. Devolving access7. System roles8. Cultural Shift
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Ambient Intelligence Revisited
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It could be worse…..have a long term plan and stick to it.
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Thank you and questions