class fast 05/09/011 from paper to web: leveraging technology to streamline reclassification process...

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From Paper to Web:Leveraging Technology to

Streamline Reclassification Process

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Ramona AgrelaAssistant. DirectorHuman Resources

University of California, Irvine

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OutlineOutline

I. UCI Demographics

II. Background

III. Political Hurdlers

IV. Stakeholder Support

V. The Right Technology

VI. Lessons Learned

VII. Next Steps

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UCIUCI• Part of larger UC system

– 9th out of 10 campuses– 5 medical centers– 3 laboratories

• Designated as a growth campus– 19,000 students in 1999– 24,000 students in 2004– Projected to reach 30,000 by 2010

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UCI as an EmployerUCI as an Employer

• Second Largest Employer in Orange County, California– Surpassed only by Disneyland– Larger than Boeing

• Staff Population the Size of a Small City

• All Manner and Nature of Jobs

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Employee Make-upEmployee Make-up

• Number of Employees– Campus Total – 12,865– Hospital Total – 3,389

• Total Academics – 5,169• Total Regular Staff – 6,906• Total Part-time / Temporary Staff –

4,179

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Employee Make-upEmployee Make-up• Average Annual Salary

– $46,000 (excluding academics)

• Average Years of Service– 9 years (excluding academics)

• Faculty – Staff Ratio– 3.8 Staff to every Faculty

• No. of Annual Reclass Requests – 400 total (excluding academics and

hospital employees)

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BackgroundBackground

• Mid-1990’s California Budget Crisis– Systemwide decentralization of

compensation decisions– UCI further decentralizes authority

for classification• Not all units choose decentralization

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• Impact of Decentralization– No accountability systems– Limited training– No way to ensure consistency– No way to track activities

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• Classification process was– Opaque – Identified as one of top 3 major

dissatisfies– Impacted labor relations– Was seen as “broken”

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• California economy takes another downturn– UCI feels impact

• No salary increases

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Pressure on Classification Pressure on Classification SystemSystem

• No money for salary and equity– New hires brought in at higher

salaries– Lack of structure for reasonable

movement through ranges

• Reclasses are centrally funded

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Our Challenge . . .Our Challenge . . .

• Meet increased demand– Within highly complex organization– With cynical constituency

• Make process transparent

• Manage organizational risk

• Add value

And do it QUICKLY

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Our Solution . . .Our Solution . . .

FastClassFastClass

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What is Fast ClassWhat is Fast Class• Web-Based reclassification

submittal process

• Utilizes technology to– Simplify – Standardize

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What is Fast ClassWhat is Fast Class

• Designed for – Employees– Supervisors – Departmental HR officers

• Incorporates central as well as decentralized departments

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Political HurdlersPolitical Hurdlers• Campus Perspective

– Reclassification process was criticized• Cumbersome and complicated• Inefficient• Paper intensive• Not standardized

– Employees felt excluded– Supervisors were handicapped– Reviewers frustrated with lack of

information

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Political HurdlersPolitical Hurdlers• Human Resources’ Perspective

– Running two processes• Not standardized• No ability to track• Lack of oversight

– Information received was incomplete– HR held accountable for missing or

lost documentation

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Stakeholder SupportStakeholder Support

• Conducted process review – Web-based survey and focus

groups• Id client needs and satisfaction level• Measured current process performance• Investigated best practices

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• Brainstormed solutions with campus stakeholder– Formed workgroup– Involved IT early on– Mapped out workflow– Streamlined process– Tested functionality

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• Aggressive publicity– Increased awareness– Provided comfort with technology

• Kept in touch with client needs– Modifications continue

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The Right TechnologyThe Right Technology

• Identified how technology can help– Involved programmer early– Programmer part of work group– Provided programmer crash course

in reclassifications

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ResultsResults

• Improved effectiveness– Streamlined and standardized

submittals– Integrated on-line tools– Imbedded on-line instruction– Reduced duplication of effort– Reduced man-hours

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ResultsResults• Improved credibility

– Ability to track requests– Automatic e-mail notification of

progress– Automatic letter generation

• To the union• To the employee• To the supervisor• To payroll processor

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Campus ImpactCampus ImpactBefore

FastClassAfter

FastClass

Cycle Time 90 – 120 days 25-days

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FastClassAfter

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Medium Paper forms Web-based

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FastClassAfter

FastClass



No. of Steps 6 - 10 4

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FastClassAfter

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No. of Approvals

2-3 1-2

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FastClassAfter

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No. of Approvals

2-3 1-2

Customer Ratings

Dissatisfaction Widespread Satisfaction

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HR ImpactHR ImpactBefore

FastClassAfter

FastClass

Info Received Incomplete and

Inconsistent

Completed and

Standardized

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FastClassAfter

FastClass


Inconsistent

Completed and

Standardized

Available Data Limited to HR Campus-wide

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FastClassAfter

FastClass


Inconsistent

Completed and

Standardized


Training Necessary Transparent

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FastClassAfter

FastClass


Inconsistent

Completed and

Standardized


Training Necessary Transparent

Budget Notification

Rarely or at year-end

Automatically upon approval

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How Does FastClass How Does FastClass WorkWork

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Screen Shots

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In order to use Fast Class, user must log-in. User will only see

their information.

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Employee/supervisor submit a reclass request

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Employee/supervisor can download request or print

request before they submit it to their department

gatekeeper for review.

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Department gatekeeper reviews request to

ensure it is appropriate, reasonable and

accurate.

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Gatekeeper can return the request to the supervisor for corrections,

etc.

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Or, gatekeeper can forward request to next level of review.

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Request is forwarded HR for

analysis

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HR Reviewer is informed of union requirements, if

applicable.

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HR Reviewer inputs decision directly on-line.

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decision until union notification period has expired.

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HR Labor Relations notifies union of possible reclass out of bargaining

unit.

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After reclass is approved, HR LR notifies union of final decision.

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Upon appropriate union notification, HR Analyst can now notify the department of the reclass decision.

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At any time during the review process, the employee/supervisor can check on the status of the reclass request.

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Lessons LearnedLessons Learned• Involve stakeholders early and

often• Don’t assume level of

technological expertise• Never say “no training required”• Be open to client needs – no

matter how crazy• Don’t stop “selling”

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Lessons LearnedLessons Learned

• Challenge those that say “we’ve always done it that way”

• Never assume you are done

• Get lots of input for colleagues

• Keep your eyes open for best practices

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What’s NextWhat’s Next

• Enhancing FastClass– Providing more tools for reviewers– Adding more features for users– Streamlining notices even further– Improving its ease of use

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What’s NextWhat’s Next

• Complete development of compensation infrastructure– Identifying critical areas– Utilizing technology– Simplifying and streamlining where

possible

class fast 05/09/011 from paper to web: leveraging technology to streamline reclassification process...

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