Raymond Eytle Brigitte Collins

1. 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 Eytle Brigitte Collins

2. 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

3. 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.

4. 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

5. 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.

6. 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.

7. 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,

8. Vision of Human Resource Function - 3 • HR Processes which • put information at the line management level • make data accessible to individual customers for the specified purpose of inquiry or change • are automated • allow for re-engineering areas of functionality

9. 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

10. Our HR Direction.-2 • Auditing processes and practices for continuous improvement • Developing plans and programs HR development using sound data analysis techniques

11. 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.

12. 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

13. 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.

14. 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

15. 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 STANDARDS

16. Challenges- Internal • Strong Culture of Tradition and Custom and practice. • Hierarchy of Approvals • Redundancy of information • Organizational units reluctant to change

17. 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.

18. Challenges -UWI -2 • Multiple locations and cultures • Multiple health plans • Multiple vacation plans • Multiple unions • Wide variety of job groups & pay practices

19. High comfort level Success History Value Concern Scorn Inertia Lack of objectivity Genuine concern Political reasons Challenges -UWI-3 Resistance to Change

20. 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

21. How Did We Get There • Original assumptions that are no longer valid

22. Options Considered • Radical Re-engineering of work processes based on functionality and current available technology • phased process change

23. 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

24. 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

25. PeopleSoft at UWI

26. 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.

27. 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

28. 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

29. 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

30. Peoplesoft Functionality Career Planning Payroll HR Audit Base Benefits Administration SuccessionPlanning Position/Fund Acctg Health andSafety SalaryAdministration Competency Management Reporting Recruitment Industrial Relations TrainingAdministration Query Administer Personnel PositionManagement

31. 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

32. 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,

33. Process Difficulties • Multiple forms with redundant data • Dual data entry, inconsistent information • Poor communications • Much activity and no value-added • Expensive • Error Prone

34. Peoplesoft HRMS at UWI • Before system was purchased a comprehensive review and analysis was done to determine the Human Resource information and process needs.

35. 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

36. 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

37. 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

38. 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.

39. 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.

40. 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.

41. 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.

42. 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.

43. 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

44. Success Factors • Executive Sponsor • University Registrar’s relentless efforts, direct involvement • Implementation Budget • Dedicated project management • Presented realistic implementation budget

45. 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

46. 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)

47. Implementation Overview • 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

48. Lessons - Opportunities • Project management and Planning • Training and Development • Business Process Review and Re-engineering

49. 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.

50. Functional Considerations • 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