the “journey” from job codes to position management · integration with ps modules ps modules...
TRANSCRIPT
October 27, 2005
The “Journey” from Job Codes to Position Management
Debbie Elliott, Region of NiagaraWendy Chiu, KataLogic Inc.
Agenda
• Background• Why Position Management?• Developing a Strategy• Let’s Take a Look…• How We Did It• Project Status/Results• Post-Live Challenges• Critical Success Factors• What’s Next• Questions
Background
• Region of Niagara• 12 municipalities• Total population 426,532 (Stats Can
2001)
Background (cont’d)
• Approx. 4000 employees, includes 3 shared service partners
• 14 bargaining units• Weekly (going biweekly in 2006)
and monthly pay cycle
Background (cont’d)
• Employee groups• Public Works• Public Health
• Emergency Medical Services (EMS)
• Community Services• Seniors Homes, Social Housing
• Niagara Regional Police Service• Admin, HR, Planning, Corporate
Services
Background (cont’d)
• Employee types• Hourly/Salaried• Full-time/Part-time• Temporary/Permanent• Zero Hour/Casual• Labour Pool• Retirees
Background (cont’d)
• PeopleSoft HCM version 8.3• Implemented in May 2003• Job Code-driven for Region
• Minimized risk with conversion effort • 5000+ Job codes• Similar to “positions”, any job that could
be worked on a temporary basis (called Out-of-class) was set up even if there was no true position owner
• Position-driven for Police• 1500+ Positions
Why Position Management?
• Improved data and workforce analytics• Review position history over time• Review incumbent vs. position data• Streamlined data entry, improved
data integrity• Establish foundation for other PS
modules:• Performance and Competency
Management• Career and Succession Planning
Why Position Management?
• Integrate HR processes related to workforce/resource planning • Vacant position Posting Recruitment
Career Planning Succession Planning
• Improved control over positions• Budgeted vs. Actual analysis• FTE vs. Headcount
• Org charts from HRIS• “Reports To” information• Support future workflow requirements
Developing a Strategy
• Position Management as a “building block” for other strategic HR initiatives as defined in the
Region HRIS (“EIS”) Blueprint
HRIS Blueprint…
Niagara Region “EIS” Blueprint
Core SystemHR Benefits
Position ManagementPayroll
Time & Attendance
“Roof”
Kronos RolloutNew Business Integration
Benefits and Remittance & ReconciliationSeniority Administration
Recruitment AdministrationCareer and Succession Planning
Training AdministrationAccomplishments and Competencies
Performance ManagementEmployee Self Service
Analytical Reporting
“Foundation”
“1st Floor”
“2nd Floor”
Phase 42006Optimization of
Information
Strategic DevelopmentIntegrated Workforce
Planning
Operating Efficiencies & Production Maintenance
Achieve additional efficiencies
Production SupportCritical HR Payroll processing
Kronos rolloutPayroll year-end
Phase 42005-2006
Phase 1, 2 & 3
2003-2005
Occupants: Niagara Region, Niagara Economic Development, Niagara Regional Housing, Niagara Regional Police
Integration with PS Modules
PS Modules Position Requirements…
Succession Planning Identify “key positions” for building succession plans…
Career Planning Identify employees’ target positions and perform gap analyses…
Recruitment Identify and post for “vacant”positions…
Performance & Competency Management
Define skills & competencies for positions and evaluate incumbents and candidates…
PeopleSoft Position Management
• Let’s Take a Look…
Position Data - General
Position Data - Location
Position Data – Job/Status
Position Data – Headcount
Position Data - Incumbents
Employee Job Data
All other fields default from Position Data and are “grayed” out.
Position Data Summary
Position History
Vacant Budgeted Positions
Vanilla Reports
Custom Report –Position vs. Incumbent Data
Position vs. Incumbent Report
Position Tree
Organization Charts
• Delivered PS process to generate file using Position Data to import into VISIO for creating Org Charts
How We Did It…
• Implementation Approach• Project Stages/Timelines• Project Resources• Project Risks & Challenges• Issues Overcome• Technical Requirements
Implementation Approach
• 4-Stage Implementation:• Stage 1-
• Basic Position Management Configuration – define all positions and position data
• Business Process Review – identify and document all BP related to Posn Mgmt
• Stage 2 –• Enhance Position Management
Configuration – define reports-to relationships, fine-tune split positions, FTEs, etc.
Implementation Approach
• 4-Stage Implementation:• Stage 3-
• Incumbent Position Assignments – map all employees to current position, and assign/load to Job Data
• Stage 4–• Position Management Reports – develop
reports to support HR processes and data auditing
Project Stages/TimelinesStage May Jun Jul Aug Sep Oct
1 – Base Position Mgmt Configuration & Business Process Review
2 – Enhanced Position Mgmt Configuration (Reports-To)
3 – Incumbent Data Conversion
4 – Report Development
Project Resources
Project Director(as required)
HR Associates(4 PT)
PeopleSoft Analysts(1 FT, Functional0.5 FT, Technical)
Finance RepComp & Benefits Rep
HR Administrators(as required)
Project Manager(1 PT)
Line Managers(as required)
Project Risks & Challenges
• Line management participation required to collect and/or maintain information• “Big brother” watching
• Shift in HR processes, employee-centric to position-centric view
• Compliance/governance a must• Increase in administration may result• Ownership of org charts unclear• Employee assignments - moving target
Issues Overcome
• Defining Positions:• Position Number coding/naming
convention• FTE vs. Headcount Definition• Budgeted vs. Unbudgeted • Standard Hours (ranges)• Default compensation (red-circled)• “Split” positions (across cost-centres)• Job-share• Positions by shift
Issues Overcome (cont’d)
• Employee Position Assignments:• When to override position data?• Permanent employees assuming
temporary postings• Part-time employees in full time
position on a temporary basis• Employees on extended leaves of
absences• Allowing positions to be over-
complement/budget
Issues Overcome (cont’d)
• Employee Position Assignments (cont’d):• Labour pool assignments• Retirees• Adhoc data changes (location)• Compensation and standard hours
variances
Issues Overcome (cont’d)
• Position Management (Governance and Maintenance):• Accountability/ownership of position
data • Roles and responsibilities• When can positions be created, when
can positions be changed• What is the position data to be used
for• “Operational” reports-to vs. “org-
chart” reports-to
Technical Requirements
• Programs for Loading Position Data from Spreadsheets
• Process for Updating Employee Job Data with New Position Assignments
• Custom Reports, Org Charts
Larger Business/HR effort to identify positions, validate headcount/FTE information and perform employee matching…
Project Status/Results
• 1600 Positions Created (for Region)
• Process for updating/changing Position Data in place
• Audit reports for Employee Assignments have been developed
• Position Tree created:• Process for updating tree in place
Project Status/Results
• Incumbent positions assigned:• All employees assigned to position in
Job Data based on new Business Process
• Reports developed:• Vacancy reports• Position vs. Incumbent reports• Position History reports• Position Data audit reports• Budgeted vs. Actual reports
Post-Live Challenges
• Improved control results in decreased “flexibility”• Can no longer process individual Cost
Centre and Location changes “on-the-fly”
• Understanding the difference between employee data vs. position data changes
• Use of “reports-to” information
Post-Live Challenges (cont’d)
• Continual auditing of position and employee data• Iterative process for a few weeks
after initial go-live
• Job code rationalization (5000+ job codes – now what?!)
• Ongoing systems integration (of Reports To information)
Critical Success Factors
• Strong sponsorship – purpose of Position Management
• Line management participation –knowledge of “True” approved positions
• Disciplined process for changing position data
• Clearly defined ownership for managing position data
Critical Success Factors (cont’d)
• Detailed understanding of integration of Position Management with:• Other existing and/or planned PS
modules • Base HR, Benefits, Payroll – (bolt-ons
like Pension Admin and Seniority)• Competency Mgmt, Recruitment,
Career/Succession Planning
• Other systems• Kronos, etc.
What’s Next
• Educate Line Management about Position Management• “Toolkit” for HR to promote change in
business process• Org chart standardization
• Build on foundation of Position Management (Q1-Q2 2006):• Competency & Performance
Management• Career and Succession Planning
What’s Next (cont’d)
Niagara Region “EIS” Blueprint
Core SystemHR Benefits
Position ManagementPayroll
Time & Attendance
“Foundation”
“1st Floor”
“2nd Floor”
“Roof”
Kronos RolloutNew Business Integration
Benefits and Remittance & ReconciliationSeniority Administration
Recruitment AdministrationCareer and Succession Planning
Training AdministrationAccomplishments and Competencies
Performance ManagementEmployee Self Service
Analytical Reporting
Phase 42006Optimization of
Information
Strategic DevelopmentIntegrated Workforce
Planning
Operating Efficiencies & Production Maintenance
Achieve additional efficiencies
Production SupportCritical HR Payroll processing
Kronos rolloutPayroll year-end
Phase 42005-2006
Phase 1, 2 & 3
2003-2005
Occupants: Niagara Region, Niagara Economic Development, Niagara Regional Housing, Niagara Regional Police
Questions?
Thank you for attending.
Debbie Elliott, Director Organizational Development & Compensation Services, Region of Niagara
905.685.4225 ext [email protected]
Wendy Chiu, Managing Director, KataLogic Inc.905.848.0881 ext [email protected]