hr process package level

Proprietary and Confidential.

Human Resources

Process Package Level 2

.

HR Process Package Level 2 Deliverable

2

The Human Resources (HR) Process Package Level 2 deliverable is an inventory of high

level business processes and sub-processes.

The objective of the HR Process Package Level 2 deliverable is to understand current HR

practices and identify HR specific functional areas to be considered by UT Austin for

potential inclusion in shared services.

The HR Process Package Level 2 deliverable is a high level analysis and

contains functional recommendations for shared services.

The HR Process Package Level 2 deliverable is not a final list of in scope

processes and sub-processes for shared services.

This deliverable is a Plan Phase work product. Information in the final shared services

recommendations may be different from what was in the deliverables, in response to

stakeholder feedback.

.

Table of Contents

3

Section Pages

• Executive Summary 4

• Project Overview 6

• Proposed Future State HR Operating Model 9

• Open Items / Next Steps 18

• Appendix 21

.

Executive Summary – Observations

4

• In the first phase of the Shared Services Planning project, the Human Resources (HR) work stream

worked with HR and Payroll Subject Matter Advisors (SMAs) to understand current practices and pain

points, and to document high level (Level 1) HR processes.

• During the second phase, the HR work stream worked with HR SMAs from Central and the Colleges,

Schools, and Units (CSUs) to discuss and define future state (Level 2) HR processes and responsibilities.

Through this exercise we learned:

− Campus HR activities are for the most part decentralized, resulting in a lack of university-wide

visibility into end-to-end processes and process inconsistencies (e.g., Time Administration, Pre-

Hire & Onboarding).

− Common administrative activities are being executed independently by the CSUs (e.g., Exit

Management), although some CSUs have adopted a shared team structure to support similar HR

needs (e.g., ‘Central Services’ in McCombs School of Business).

− Role confusion between the CSUs and Central HR introduces some degree of frustration and risk

(e.g., Leave approvals, Onboarding).

− Both CSUs and Central HR support manual processes (i.e., paper-based) and work-arounds to

deliver services where there is a lack of system capability and / or system integration (e.g., no

timekeeping interface with payroll system, manual benefit election changes).

.

Executive Summary – Recommendations

5

• An HR (SSO) will improve process efficiency, controls and quality of services, and enable the CSUs to

focus on the university’s core mission.

• We anticipate the following separation of duties:

− CSUs: Facilitate CSU-level reviews and approvals; provide coaching and performance support to

CSU leaders, managers and employees; and acquire and manage UT Austin talent.

− HR SSO: Inform and direct employee HR inquiries; process transactions in the HR system; provide

administrative services; and perform audits.

− Central HR: Set and maintain policy, provide quality assurance and controls, set strategy, and provide

advisory support on complex people needs (e.g., Benefits, Retirement, Leaves).

• We recommend the HR SSO has responsibility for HR administrative support in the following

process areas, in addition to being the first point of contact for all HR and Payroll inquiries:*

• Explore the opportunity for HR SSO Tier 2 teams to be organized by CSU to achieve both economies of

scale, as well as support more targeted delivery of services and / or customer interactions.

• We recommend the implementation of enabling technologies (e.g. document scanning, automated

workflow, self service) to reduce duplicate entry, provide visibility to transactions, and improve customer

service.

− Candidate Pre-Hire &

Onboarding

(Recruitment)

− Employee Data

− Learning

− Benefits

− Recognition

− Timekeeping

− Leaves

− HR Analytics

− Relocations

− Exits (Separations)

*Refer to the Recommendation Section beginning on Slide 12 for details by process area.

We recommend a shared services model for HR with distinct roles for CSUs, Central HR and the

Shared Services Organization (SSO).

.

Project Background & Deliverable Context

6

Project Background

• The Business Productivity Study in 2012 recommended that UT Austin implement university-wide

shared services capabilities in order to be able to increase focus on the university’s core mission, improve

efficiency and controls, and improve administrative service delivery to its customers.

• UT Austin mobilized the Shared Service Planning Project to begin an analysis of the Finance,

Procurement, HR and IT areas to identify areas of opportunity where a Shared Services Organization

(SSO) could support the achievement of these intended benefits.*

Deliverable Context

• During the first phase of the project, the HR work stream engaged HR (and Payroll) Subject Matter

Advisors (SMAs) to understand current practices and pain points, and to document high level (Level 1)

HR processes.

• In the second phase, the HR work stream engaged additional HR SMAs in interviews, workshops and

working sessions with the aim of defining mid-level (Level 2) future state HR processes and the process

participants.

• This deliverable is an output from the HR L2 activities and contains recommendations on the process

areas and key activities that will be owned or supported by either Central HR, the CSUs, and the future

state HR SSO.

• These recommendations are based on an analysis of the current HR practices and pain points, HR

leading practices (from both private and public sector), and UT Austin stakeholder input and feedback.

• This deliverable also documents the assumptions that are the foundation of the future state Level 2

processes, and additional potential areas of consideration (inclusive of administrative systems

technology).

*Additional activities of the Shared Services Planning Project include (1) designing a high level Service Delivery Model (with a points of view on enabling technology and governance

structure), (2) developing a supporting business case, and (3) beginning change management planning.

.

Shared Service Planning Project Timeline

7

The Shared Services Planning project is one step on the path towards designing, building and

implementing a shared administrative services model for UT Austin.

FY2012-13 FY2013-14April May June July August September October November December January

PMO

CBO Assessment

Change Management Plan

Service Delivery Model

HR Future State Operating Model

Finance/Procurement Future State Operating Model

IT Future State Operating Model

Revised Business Case

Draft

Shared

Services

Plan

Update Transforming

UT website

Discuss with

stakeholder groups

Present to existing

forums (e.g., Town

Hall, FYI Session)

Roadshows to

colleges, schools and

units

Incorporate

feedback

and update

Shared

Services

Plan

Roll-out

update

Shared

Services

Plan to

Campus

Business

Productivity

Committee

Shared Services

Planning

Shared Services

Plan Campus

Dialogue

Shared Services

Implementation

Shared

Services

Operations

May-Dec. 2012 April-Sep. 2013 Sept.-Dec. 2013 1-4 years On-Going

We are here

.

HR Level 2 Process Design Approach

8

The HR Level 2 processes were developed iteratively based on input obtained in interviews,

workshops and working sessions with HR stakeholders from Central and Campus:

• Define initial HR L2 process inventory

• Gather leading practice process flows

• Identify workshop and interview participants

• Develop first draft of the HR L2 process flows (with appropriate customization for UT Austin)

• Meet with HR stakeholders from Central and Campus to:

− Understand current state HR activities and systems

− Identify pain points with HR support and services

− Identify future state areas of opportunity for HR support and services

• Introduce HR stakeholders to Shared Services concepts and guiding principles

• Review HR L2 process flows (iterative)

• Evaluate additional HR process areas for HR Shared Services

• Confirm prioritization of HR Shared Services scope

• Conduct working sessions and follows ups to close open items and obtain additional input / feedback

• Update HR L2 process flows based on input / feedback (iterative)

• Finalize HR L2 process flows

• Document future state assumptions and open items

• Define recommendations by HR process area

• Socialize draft with key stakeholders before final submission

Prepare Draft Process Flows

Conduct Workshops

ReviseProcesses

Develop Final Output

(‘HR L2 Package’)

Conduct HR Interviews

The objectives of the Level 2 process design activities are to:

(1) further explore HR process areas that could be more efficiently and effectively supported by an HR Shared Services

Organization

(2) identify key process participants / roles for the in-scope HR Level 2 processes

.

Proposed University – Level Role Summary

9

The Colleges, Schools, and Unit (CSU) initiates HR activities and work closely with CSU leadership.

Central HR establishes policy and oversees compliance. The SSO processes transactions in support of

the CSU.

• Initiate & Request

(i.e., through manager and

employee self service

(MSS / ESS) capabilities)

• Review & Approve

(e.g., new hires, time

reports)

• Acquire & Manage Talent

(i.e., Recruitment,

Compensation, Learning)

• Support & Coach

(e.g., coaching for CSU

leadership, facilitating the

performance management

process)

• Establish & Maintain

(i.e., oversight on

adherence to HR-related

policies and procedures)

• Advise, Monitor &

Control

(e.g., benefits consulting

services, org effectiveness

services, medical leave

management, and

oversight of compensation,

job classification,

performance management

requirements)

• Perform QA

(e.g. recognition programs)

• Inform & Direct

(e.g., provide first point of

contact, triage, distribute

packets)

• Process Transactions

(e.g., update employee

records, change elections)

• Administer

(e.g., complete separation

procedures, load training)

• Resolve

(e.g., course cancellations,

outstanding time approvals)

• Audit

(e.g., I-9 status, benefits

eligibility changes)

CSU(Colleges / Schools / Units)

Central HR HR Shared Services

.

Proposed Functional Map for the HR Shared Services

Organization

10

HR Shared Services can provide HR administrative support and services in the following areas, in

addition to being the first point of contact for all HR and Payroll inquiries:

• Timekeeping System

Administration

• Time Sheet Approval

Monitoring & Tracking

• Course Administration

• Enrollment Support

• Learning Delivery

Support

• Leave Information

Distribution

• Leave Balance

Calculations

• Separations Procedures

Checklist Facilitation

• Separation Package

Creation and Distribution

• Eligibility Verification

Information Distribution

• Eligibility Change Audits

• Employee Data

Changes

• (Electronic) Employee

Record Maintenance

• Dashboard Development

and Generation

• Pre-Hire / Onboarding

Requirements

• Orientation (includes

I-9 Verifications)

• State Service Balance

Calculations

• Relocation Initiation

• Vendor Contact

Pre-Hire &

Onboarding

Learning

Administration

Leave

Administration

Exit Management

Benefits Enrollment

Administration

Relocation

Administration

Employee Data

Administration

Time Administration

HR Analytics

Administration

• Planning &

Administrative

Support for the

President’s Staff

Awards Event

• Recognition Portal

Page Maintenance

Recognition

Program

Administration

.

General Assumptions

11

The HR Level 2 processes apply to all academic personnel, staff and classified student workers

unless otherwise noted, and they are based on the following assumptions and dependencies.

• The HR function will have direct oversight of the HR SSO. SSO management will provide day to day

operations oversight.

• Processes and technology will be in place to support hand-offs resulting from transactions and data

changes referenced in process flows.

• Appropriate escalation protocols will be defined and in place to support all process integration / hand

offs between functions and teams.

• Business rules for electronic routing, review and approvals will be developed in partnership with Central

HR and the CSUs.

• Quality Assurance (QA) processes will be defined and in place to monitor accuracy and quality of HR

SSO outputs.

• Roles and responsibilities of department and unit staff are not included in Level 2 process designs.

• Level 2 recommendations are dependent on specific administrative systems requirements and build,

including automated capabilities (e.g., Employee / Manager self-service, HR Portal, workflow) and ability to

integrate with legacy systems.

• HR SSO staff will have the required process and technology skills and capabilities to perform their

future state responsibilities.

• Detailed process design (Levels 3 and 4) may impact Level 2 processes and roles and responsibilities.

• Decisions about the SSO operating model, governance, and technology may result in adjustments to

the HR L2 scope and processes.

.

Recommendations

12

• Recruitment and Assignment

− Candidate Pre-Hire and Onboarding

• Employee Administration

− Employee Data Administration

− Learning Administration

− Benefits Enrollment Administration

− Recognition Program Administration

− Time Administration

• Employee Services

− Leave Administration

− Relocation Administration

− Exit Management

• HR Information Systems (HRIS)

− HR Analytics Administration

This section summarizes the recommendations for each of the following HR Level 2 process areas.

These processes apply to all academic personnel, staff, and classified student workers unless

specified.

.

Recommendations – Recruitment and Assignment

13

The HR SSO can provide administrative support for distributing and tracking completion of the pre-

hire and onboarding requirements of all new hires, excluding flat-fee workers.

Pre-Hire

• Centralize the administration of pre-hire requirements to candidate(s) with the HR SSO distributing

materials and monitoring completion using the online onboarding suite, and managing background check

escalations (i.e., positive hits).

• Restrict new hire record finalization in the HR system until onboarding requirements are marked as

completed by the HR SSO to increase controls.

• Transition to the HR SSO the calculation of service balances for employees transitioning from other state

institutions.

• Transition administration of pre-employment testing to HR SSO.

• Evaluate pros / cons of policy changes that can standardize ‘timing’ of background checks and offer letter

templates across the university to decrease risk and yield greater efficiencies.

Onboarding

• Transition to the HR SSO ownership of New Hire Welcome and Orientation program and evaluate

opportunity to eventually deliver orientation program online.

• Transition to the HR SSO recruitment audits for Equal Employment Opportunity (EEO), Recruitment

Summary compliance, and I-9 status.

• HR SSO to support the distribution and collection of a candidate experience survey (to be defined) to

gather feedback and input from new hires on the recruitment and onboarding processes.

.

Recommendations - Employee Administration (1 of 2)

14

The HR SSO can maintain employee data, distribute targeted benefits / retirement information, and

provide centralized administrative learning, recognition, and timekeeping support.

Employee Data Administration

• Establish the HR SSO as the one intake point for processing personal and pay data changes, including

changes that require documentation verification.

• Establish single HR SSO walk-in service (with kiosk) to support employee data changes, as needed.

• Enable online employment and income verification requests via TALX (including both organization and pay

data).*

• Establish HR SSO as single intake point for employee forms (e.g., Teacher Retirement System Fund Form

6, non-US Citizen Employee tax forms).

• Transition to the HR SSO management of (electronic) employee records.

Learning Administration

• Transition to the HR SSO course administration in TXClass to leverage economies of skill.*

• Centralize support for course enrollment and delivery in the HR SSO to provide trouble-shooting on self

enrollments, monitor course capacity, schedule rooms, manage course cancellation notifications, and order

materials.

• Incorporate staff perspective into current campus discussions on both short and long-term learning

solutions for UT Austin (e.g., Canvas expansion/enterprise-wide Learning Management System).

Benefits Enrollment Administration

• Transition to the HR SSO the distribution of targeted benefits information to employees (e.g., Optional

Retirement Program and Consolidated Omnibus Budget Reconciliation Act (COBRA) notifications).*TXClass is the university's employee training management system. This system provides a place for employees and departments to manage training.

*TALX is an online employee self service tool.

.

Recommendations – Employee Administration (2 of 2)

15

Benefits Enrollment Administration (continued)

• Transition to the HR SSO verification of supporting documentation for benefits changes, processing

election changes in the system and conducting audits on benefits eligibility changes.

• Enable employees to make online ‘off-cycle’ or life event-driven benefit changes (UT Austin’s online

benefits capabilities are constrained by UT System/State of Texas).

• Transition to the HR SSO continued pre-CBO reconciliation. HR SSO Tier 2 Specialist supports pre-CBO

reconciliation audit activities and processes updates in the HR system, as needed.

• Establish joint HR / Payroll / UT System task force before SSO implementation to identify root cause and

correct discrepancies between UT System / UT Austin benefits systems.

Recognition Program Administration

• Transition to the HR SSO, the planning and administration of the President’s Staff Awards, including

collecting nomination documentation, reconciling time in multiple appointments (for Service awards only,

as needed), organizing a selection committee, procuring the awards and distributing the awards.

• Establish a single portal page listing all recognition programs managed by CSUs and Central HR,

(excluding faculty awards); HR SSO will maintain the portal, liaising with CSUs and Central HR as needed.

Timekeeping

• Transition to the HR SSO timekeeping system administration (e.g., open / close time periods for CSUs to

make time adjustments).

• Increase timekeeping compliance by transitioning to the HR SSO facilitating resolution of outstanding time

approvals.

• Establish an online hourly timekeeping system (or expand existing system) to increase automation, and as

a result, HR SSO timekeeping administration activities will also be more efficient.

.

Recommendations – Employee Services

16

The HR SSO can distribute targeted leave information, initiate relocations with vendors, and

increase efficiency and controls with employee separation processes.

Leave Administration*

• Transition to the HR SSO the distribution of targeted leave information to employees, calculation of Leave

without Pay (LWOP) and provision of preliminary benefits bill, if appropriate.

• Increase compliance by transitioning the management of military and parental leaves to Central HR.

• Increase compliance by submitting all supporting medical documentation for leaves to Central HR.

Relocation Administration

• Transition to the HR SSO the initiation of relocation services and management of vendor contact to

leverage economies of skill; the HR SSO will provide relocation process status updates to CSUs.

Exit Management

• Introduce exit surveys for voluntary separations (which can be triggered by HR SSO, if needed).

• Increase controls by transitioning the facilitation of completing separation procedures (coordinating with

CSUs as appropriate) to the HR SSO. Key activities include calculating final payouts, notifying relevant

entities, distributing exit packages, and processing (final) separation details in the HR system.

• For Reductions in Force (RIFs), the HR SSO will contact NextJob placement services, as appropriate.

• For Deaths in Service, the HR SSO will initiate claims with Dearborn Life, provide final payout and benefit

information to next of kin, receive legal documents and process the separation in the HR system. The HR

SSO will also provide a Dearborn Life data feed to University Events (to support UT Remembers).*

• Transition to the HR SSO the provision of service balances for employees transitioning to other state

institutions.

*Excludes Faculty / Academic Leaves and Leaves of Absence managed by the President’s Office (e.g., Emergency Leave)

*UT Remembers is an annual day of remembrance honoring members of the UT Austin community who died in the previous year.

.

Recommendations – HR Information Services (HRIS)

17

The HR SSO can provide administrative support to enable Central HR and the CSUs to produce HR

dashboards that can provide greater insights into university’s workforce and performance trends.

HR Analytics

• Introduce an analytics capability with the HR SSO supporting the development and generation CSU and

Central HR dashboards.

– The HR SSO will facilitate the definition of metrics with the CSUs and Central HR, and determine

appropriate data sources

– The HR SSO will produce the dashboards based on defined frequency

– The CSUs and Central HR will establish targets and monitor effectiveness / performance

.

Next Steps (1 of 3)

18

Near Term Next Steps

• Discuss L2 recommendations with stakeholder groups and the CSUs.

• Assess impact of new administrative systems and define approach to coordinating with administrative

systems implementation.

• Perform additional analysis to identify process variations by population (e.g., graduate students).

• Determine if and/or which functions can be transitioned to shared services before full administrative

systems implementation (e.g. timekeeping administration), and identify non-administrative systems

technology requirements.

• Confirm UT Austin’s future state technology solutions for learning, benefits, leave management, and

timekeeping at the time of the HR SSO implementation and assess impacts on future state processes.

• Determine impacts of UT Austin’s IT Data Governance Initiative on future state HR data and reporting

protocols and processes (including data governance, access rights, and HR SSO responsibilities).

After the HR Level 2 deliverable is finalized, deep analysis, design, and planning will continue.

.

Decisions & Activities Deferred to Design Phase (2 of 3)

19

The following decisions will be addressed during the Design phase:

• Assess impacts and define SSO implementation plan for existing centralized CSU teams (e.g., interim

CBO Shared Services, McCombs Central Services, Liberal Arts Business Services) and on large vs. small

CSUs.

• Initiate required changes to university policy.

• Clarify HR Reporting responsibilities, including confirming ownership for reporting salary information

and employee data to UT System, providing HR data for the state-wide HRIS, and supporting HR-related

open records / media requests.

• Define the high level processes and process integration points for Assignment Initiation and

Changes (e.g., activities to create and manage the employee pay record, position funding, and the overall

organizational hierarchy within the HR system).

.

Additional Areas of Opportunity (3 of 3)

20

There are opportunities to increase scope for the HR SSO. Process areas for (re)evaluation :

• Recruitment and Internal Transfers: Resume Pre-screening, Requisition Posting, Physical Demand

Assessment Tracking (i.e., the Work Steps Program, initiated post-offer and prior to placement).

• Learning: Preferred Learning Vendor List Maintenance, Course Catalog Maintenance, Seat Charge

Management, Training Requirement Audit (for key positions), Course and Certification Tracking

(dependent on learning solution).

• Benefits: Open Enrollment Planning (i.e., system configuration).

• Leave Administration: Return to Work Letter Distribution.

• Performance Management: Objectives Tracking, Annual Review Tracking.

• Recognition: Faculty Awards Portal Page Maintenance.

• Compensation: Salary Table Management, Job Code Maintenance, Job Evaluation Administration

(e.g., form distribution, collection; initial assessments based on defined thresholds).

• Exit Management: Death Notification Checklist Facilitation (for Active and ‘Inactive’ Employees) (i.e.,

supports timely cancellation of charges to CSUs for inactive employees receiving fringe benefits).

• HRIS: Mass Data Changes and Administrative Systems Configuration.

• Document Management: Central maintenance of university personnel files (requires impact

assessment and separate initiative).

.

Recommendations – Recruitment and Assignment

21

Process Recommendation Comments

Candidate Pre-Hire

& Onboarding

• HR SSO distributes pre-hire requirements to

candidate(s) and monitors completion via online

Onboarding Suite

• HR SSO manages Background Check escalations

(i.e., positive hits)

• HR SSO finalizes new hire in the HR system

• HR SSO conducts Orientation (including I-9

verification) and supports registration, where

needed

• HR SSO supports the distribution and collection of a

Candidate Experience survey

• HR SSO provides internal and external Pre-Hire &

Onboarding support via Service Desk

• HR SSO conducts ongoing recruitment audits

• CSUs manage candidate advertising / posting,

screening, selection, hiring and CSU-level

onboarding activities

• Central HR maintains policies, procedures, and

checklists

• HR SSO walk-in service for Campus (with kiosk)

supports I-9 verification outside of Orientation

program

• HR SSO administers pre-employment testing

• CSUs will complete in-person identify verification as

part of their short-listing of candidates.

• HR SSO support for pre-hire and onboarding activities

applies to candidates external to UT Austin, but does

not apply to flat-fee / stipend workers. UT Austin to

evaluate support required for internal candidates post-

administrative systems selection.

• The Visa/Immigration process will occur as part of the

recruitment process for international new hires.

International hires may not require additional

background check depending on recency of US visa

issuance.

• Scope of HR SSO responsibilities is dependent on the

administrative systems and its integration with existing

systems.

• Candidate Experience survey is to be defined

• Ongoing recruitment audits include Equal Employment

Opportunity (EEO) tracking, Recruitment Summaries,

and I-9 status

.


Employee Data

Changes – Mass &

Individual

• Employees use Employee Self-Service (ESS) to

make personal (and pay) data changes that do not

require supporting documentation

• Employees contact TALX to obtain Employment

and Income Verification (including both organization

and pay data)

• Managers use Manager Self-Service (MSS) to

make organizational data changes in the HR

system

• HR SSO verifies supporting documentation for

personal (and pay) data changes, and processes

the data change in the HR system

• HR SSO provides employee data support via

Service Desk

• HR SSO supports employee data changes through

a single walk-in service for Campus (with kiosk)

• CSUs process mass data changes in the HR

system


checklists

• HR SSO acts as single intake point for employee

forms (e.g., Teacher Retirement System Fund

Form 6, non-US Citizen employee tax forms)

• HR SSO manages electronic employee records

(and maintains current hard copies files)

• Employee data changes may include personal data

(e.g., name , address), organizational data (e.g.,

supervisor, work location) and pay data (e.g., direct

deposit information)

• Organizational changes initiated by Managers will

include CSU and Central HR approvals, as

appropriate

• Examples of mass data changes include unit code

changes or work location changes due to

reorganization

• Process and technology integrations will be in place to

support downstream impacts of data changes (e.g.,

Benefits, Payroll)

• Scope and volume of HR SSO responsibilities for

mass data changes will be dependent on UT Austin’s

decisions regarding CSU access rights / data controls

for the administrative systems


22

.


Learning

Administration

• Employees self-enroll in Instructor-Led Training

(ILT) and Web-Based Training (WBT) courses

• HR SSO loads courses / course series into learning

solution

• HR SSO supports course enrollment and course

delivery, as needed

• HR SSO collates course feedback and distributes to

course owner, as needed

• HR SSO provides enrollment and course

administration support via Service Desk

• CSUs and Central HR design and develop courses

• Process assumes TXClass as UT Austin’s learning

solution at the time of HR SSO implementation (N.B.,

UT Austin anticipates an enterprise-wide Learning

Management System (LMS) in 3 – 5 years; dialogue

underway to explore interim options such as

leveraging Canvas)

• HR SSO support for course enrollment may include

enrollment trouble-shooting and monitoring course

capacity

• HR SSO support for learning delivery may include

room scheduling, managing course cancellation

notifications, and ordering materials


23

.


24


Benefits Enrollment

Administration

• Employees elect benefits online during Open

Enrollment

• HR SSO distributes targeted benefits information to

employees (e.g., Optional Retirement Program

(ORP) and COBRA notifications)

• HR SSO verifies supporting documentation for

benefits changes and processes election changes

in the system

• HR SSO audits benefits eligibility changes

• HR SSO provides basic benefits and retirement

support via Service Desk

• HR SSO Tier 2 Specialist supports pre-CBO

reconciliation audit activities and processes updates

/ changes in the HR system, as needed

• Central HR develops and delivers university-wide

benefits communications

• Central HR provides benefits and retirement

consulting services

• Central HR maintains responsibility for defining

Total Rewards business rules, validating data

outputs, customizing UT Template and drafting

communications*


checklists

• This process assumes that the ability to make /

change benefit elections will be automated through

ESS (dependent on UT system)

• Scope of HR SSO responsibilities is dependent on the

administrative systems' capabilities and integration

with existing systems

*Total Rewards refers to the full set of benefits available to UT Austin employees.

.


25


Recognition Program

Administration

• HR SSO identifies award candidates and reconciles

time in multiple appointments, as needed, for Service

awards

• HR SSO collects and collates award documentation /

nominations for the Outstanding Staff, Outstanding

Supervisor, and Student Employee of the Year awards

• HR SSO organizes a committee to select award

winners for the Outstanding Staff, Outstanding

Supervisor, and Student Employee of the Year awards

• HR SSO procures and distributes awards to CSUs

and Central HR

• HR SSO maintains portal recognition program page

• HR SSO provides recognition administration support

via Service Desk

• Central HR and CSUs validate award candidate

eligibility

• Central HR audits CSU recognition programs for

policy compliance

• This process applies to the President’s Staff Awards

only, which includes: Staff Service, Outstanding

Staff, Outstanding Supervisor, and the Student

Employee of the Year

• Portal recognition page excludes faculty awards

Time

Administration

• Employees enter and submit time online

• Managers review and approve time online

• CSUs enter Electronic Time Report (ETR)

specifications (e.g., shift differentials, compressed

scheduling)

• HR SSO provides timekeeping support via Service

Desk

• HR SSO administers timekeeping system, as needed

(e.g., open / close time periods for CSUs to make time

adjustments)

• HR SSO facilitates resolution of outstanding time

approvals

• This process assumes at the time of HR SSO

implementation UT Austin will have (1) its current

online timekeeping system for monthly employees

and (2) an online timekeeping system for hourly

employees that is either ‘new’ or an expansion of

the capabilities in the current timekeeping system

.

Recommendations – Employee Services (1 of 3)

26


Leave

Administration –

Non-Medical

• Employees request Leave online

• Managers approve Leave online

• HR SSO distributes targeted Leave information to employees

• HR SSO calculates LWOP and provides preliminary Benefits

billing, if appropriate

• CSUs monitor Leave and process the return to work in the HR

system

• HR SSO provides basic Leave support via Service Desk

• Central HR provides Leave consulting services

• Central HR manages Military Leaves and Parental Leaves

• Central HR receives all supporting medical documentation for

Leaves

• Central HR maintains policies, procedures, and checklists

• Leave Administration does not include

Absence Management activities

• Non-Medical Leaves addresses Leave

Without Pay (LWOP)

• Non-Medical Leaves are initiated in the HR

system at the time of approval

• This process does not apply to the

processing of Faculty / Academic Leaves

or Leaves of Absence managed by the

President’s Office (e.g., Emergency

Leave); however the HR SSO may respond

to inquiries regarding Emergency Leave

Leave

Administration –

Medical

• Employees request Medical Leave and submit all required

documentation to Central HR

• HR SSO distributes Medical Leave information to employees

• HR SSO processes Leave in the HR system

• HR SSO calculates LWOP and provides preliminary Benefits

billing, if appropriate

• HR SSO provides basic Medical Leave support via Service

Desk

• CSUs process the return to work in the HR system

• Central HR approves and monitors Medical Leave

• Central HR receives all supporting medical documentation for

Leaves

• Central HR provides Medical Leave consulting services

• Central HR maintains policy, procedures, and checklists

• Medical Leaves include Workers’

Compensation and FML

• Central HR coordinates with OIE ADA

coordinator on accommodation requests, if

appropriate

LWOP = Leave Without Pay

OIE ADA = Office of Institutional Equity

Americans with Disabilities Act

.


27


Relocation

Administration

• CSUs approve relocation benefits for candidates

• HR SSO initiates relocation through vendor website

• Candidate negotiates final package with vendor

• HR SSO provides relocation process status updates to CSUs,

as appropriate

• HR SSO provides basic relocation support via Service Desk

• HR SSO manages exception requests from vendors

• Central HR (re)negotiates relocation vendor contracts

• CSU leadership will approve a relocation

benefit for the candidate prior to the start of

this process

• The candidate has signed the offer letter

and accepted the terms of the relocation

package prior to the start of this process

Exit Management –

Voluntary Separation

• Employees requests a voluntary separation through ESS

• Managers approve voluntary separation requests through MSS

• HR SSO facilitates completion of separation procedures,

coordinating with CSUs as appropriate

• HR SSO notifies relevant entities

• HR SSO reviews impacts of multiple appointments as part of

separation procedures and notify relevant entities, as needed

• HR SSO distributes and collects exit survey

• HR SSO distributes exit package / information to employee

• HR SSO completes separation in the HR system

• HR SSO provides basic separation support via Service Desk

• HR SSO provides information for state service balance

transfers

• Central HR provides retirement classes and consulting

services, as needed


• Central HR reviews and approves re-employment eligibility in

the HR system

• HR SSO supports separations for

employees who are leaving UT Austin

• Any in-person exit interviews for voluntary

terminations will continue to be conducted

by CSUs or by Central HR on behalf of a

CSU

• Separations initiated by managers include

CSU HR notification, as appropriate

• CSUs responsible for asset collection and

knowledge transfer activities

• Types of separation procedures may

include identifying outstanding loads or

assets, calculating final payout, obtaining

updated contact information, ending

systems access

.


28


Exit Management –

Reduction in Force

• CSUs initiate RIFs

• Central HR approves RIF list

• CSUs engage in in-person consultation with employees on

separation package details

• HR SSO generates separation packages (in consultation with

CSUs) and processes final package details in the HR system

• HR SSO contacts NextJob placement services, as appropriate



• RIF separations initiated by Managers

include CSU HR notification, as

appropriate

• Central HR is notified of final RIF list and

package details

Exit Management –

Death in Service

• CSU managers initiate separation via MSS

• CSUs notify other managers / CSUs as appropriate

• HR SSO facilitates completion of separation procedures,

coordinating with CSUs as appropriate

• HR SSO calculates final payout details

• HR SSO initiates claims with Dearborn Life, as appropriate

• HR SSO provides final payout and benefit information to next

of kin

• HR SSO receives legal documents and processes separation

in the HR system

• HR SSO provides Dearborn Life data feed to University Events



• Death in Service separations initiated by

Managers include CSU HR and Central HR

notifications, as appropriate

• CSU action plan may include consultation

with Central HR

.

Recommendations – HR Information Systems (HRIS)

29


HR Analytics

Management

• CSUs and Central HR define key metrics and measures

• HR SSO facilitate definition of metric and determine source

data

• HR SSO produces scorecards based on defined frequency

• CSUs and Central HR establish targets and monitor

effectiveness / performance

• HR SSO analytics support will depend on

the outcomes of UT Austin’s IT Data

Governance Initiative on future state HR

data and reporting (including data

governance, access rights, and HR SSO

responsibilities)

• HR Analytics as a service to CSU

customers does not include definition of the

HR SSO’s Service Level Agreements

(SLAs) or evaluation of HR SSO

performance

.

Recruitment: Candidate Pre-Hire & Onboarding (1 of 2)

30*ERP is an acronym for Enterprise Resource Planning and is the proposed replacement for DEFINE (the current administrative system in place at UT Austin).

.

Recruitment: Candidate Pre-Hire & Onboarding (2 of 2)

31

.

Employee Administration: Employee Data Changes (Individual)

32

.

Employee Administration: Employee Data Changes (Mass)

33

.

Employee Administration: Learning Administration

34

.

Employee Administration: Benefits Enrollment Administration

35

.

Employee Administration: Recognition Program

Administration (1 of 2)

36

.

Employee Administration: Recognition Program

Administration (2 of 2)

37

.

Employee Administration: Time Administration

38

.

Employee Services: Leave Administration (Non-Medical)

39

.

Employee Services: Leave Administration (Medical) (1 of 2)

40

.

Employee Services: Leave Administration (Medical) (2 of 2)

41

.

Employee Services: Relocation Administration

42

.

Employee Services: Exit Management (Voluntary Separation)

43

.

Employee Services: Exit Management (Reduction in Force)

44

.

HR Information Services (HRIS): HR Analytics Administration

45

hr process package level

Documents