re2: academic appointments & human resources new york university scope scope findings &...
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RE2: ACADEMIC APPOINTMENTSRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES & HUMAN RESOURCES
New York UniversityNew York University
• ScopeScope• Findings & RecommendationsFindings & Recommendations• SavingsSavings• TimelineTimeline• AppendicesAppendices
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
ScopeScope
Consolidate Office of Academic Consolidate Office of Academic Appointments (OAA) and Human Appointments (OAA) and Human ResourcesResources
Reduce costs byReduce costs by– Re-engineering administrative processesRe-engineering administrative processes– Pooling resources as in a Service center Pooling resources as in a Service center approachapproach
– Eliminating positions where applicableEliminating positions where applicable
Maintain or increase current service Maintain or increase current service levels in terms of quality, accuracy & levels in terms of quality, accuracy & efficiencyefficiency
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
#1: Manual Reviews#1: Manual Reviews Finding #1: OAA performs manual Finding #1: OAA performs manual
reviews/approvals of large volume of reviews/approvals of large volume of transactionstransactions– Large percentage of academic appointments & Large percentage of academic appointments &
related processes are reviewed/approved manually related processes are reviewed/approved manually and often by too many staff membersand often by too many staff members
– Automated applications have not been developed Automated applications have not been developed for some transactionsfor some transactions
– Existing applications have not been leveraged to Existing applications have not been leveraged to their fullest capabilitiestheir fullest capabilities
Recommendation:Recommendation:– Enhance PASS and add more OAA business rules to Enhance PASS and add more OAA business rules to
minimize the need for review / approval stopsminimize the need for review / approval stops– Leverage ePASS to create online sabbatical Leverage ePASS to create online sabbatical
workflow requestsworkflow requests– Create workflow application for Visiting Scholar Create workflow application for Visiting Scholar
requestsrequests
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
PASS Total TransactionsPASS Total TransactionsUnit TypeUnit Type HRHR OAAOAA WassermanWasserman TotalTotal
SchoolsSchools 3,9743,974 23,34223,342 8,2398,239 35,55535,555
VP UnitsVP Units 4,1494,149 348348 5,5675,567 10,06410,064
TOTALTOTAL 8,1238,123 23,69023,690 13,80613,806 45,61945,619
Three Central Offices approve HR transactions:
• HR for Administrative/Staff employees
• OAA for Academic employees
• Wasserman for Student employees
Data shows 12-month period from June 2008 – May 2009.
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
OAA Reviewed TransactionsOAA Reviewed TransactionsActionsActions VolumeVolume Recomen-Recomen-
dationdationCurrentCurrent Phase 1 - Phase 1 -
ProjectedProjectedPhase 2 - Phase 2 - ProjectedProjected
Remain Remain RFARFA
CompensationCompensation New Additional CompNew Additional Comp Cancel/End Additional Cancel/End Additional CompComp
Salary ChangeSalary Change Spot BonusSpot Bonus
3,4583,458
3535
419419
33
Retain Retain processinprocessing/ review g/ review in OAAin OAA
3,9153,915
30%30%3,0243,024 622622 192192
Employee InfoEmployee Info 757757
Move Move procesingprocesing/ review / review to HRto HR
9,2639,263
70%70%
00 00 757757
Leave of AbsenceLeave of Absence 306306 00 00 306306
AppointmentAppointment Account ChangeAccount Change Adjunct PPC Adjunct PPC MaintenanceMaintenance
New AppointmentNew Appointment Cancel/End Cancel/End AppointmentAppointment
Reappointment/Reappointment/ExtensionExtension
Title ChangeTitle Change
577577
306306
1,1241,124
106106
1,3141,314
187187
577577
00
00
3535
00
00
00
00
763763
00
1,0131,013
00
00
306306
355355
7171
301301
406406
New HireNew Hire 1,9441,944 00 00 1,9441,944
SeparationSeparation 400400 00 00 400400
Exceptions (xPASS)Exceptions (xPASS) 2,2422,242 00 00 2,2422,242
TOTALTOTAL 13,17813,178 3,6363,636
27.6%27.6%2,4752,475
18.8%18.8%7,0677,067
53.6%53.6%
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Finding # 2: OAA has paper-based departmental Finding # 2: OAA has paper-based departmental processesprocesses– Examples include Faculty appointment letters, Examples include Faculty appointment letters,
Promotion / Tenure / Sabbatical requests, Retirement Promotion / Tenure / Sabbatical requests, Retirement agreements, Visiting scholar applicationsagreements, Visiting scholar applications
– Processes require staff & OTP resources to track, Processes require staff & OTP resources to track, distribute & maintain paper filesdistribute & maintain paper files
Recommendation:Recommendation:– Implement Worksite Implement Worksite (online document management system)(online document management system) for for
Faculty recordsFaculty records– Significantly reduce volume of faculty appointment Significantly reduce volume of faculty appointment
letters letters – Stop paper printing of PASS transactions / review Stop paper printing of PASS transactions / review
onlineonline
HR has implemented Worksite for HR has implemented Worksite for Administrative/Staff records. Recommendation will Administrative/Staff records. Recommendation will align record keeping processes between HR and OAA align record keeping processes between HR and OAA and create one employee records repository.and create one employee records repository.
#2: Paper-based Processes#2: Paper-based Processes
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Finding #3: Shadow systems are used by HR and Finding #3: Shadow systems are used by HR and OAA for retaining history and reportingOAA for retaining history and reporting– No single system of record for employee historyNo single system of record for employee history– Supporting applications created & maintained in Supporting applications created & maintained in
both HR & OAA to store and maintain employee both HR & OAA to store and maintain employee history due to limitations of HRIS systemhistory due to limitations of HRIS system
Recommendation:Recommendation:– Eliminate shadow systems by developing one system Eliminate shadow systems by developing one system
of record for all employee history. Options are:of record for all employee history. Options are:1.1. Enhance Academic Database (ADB) to incorporate data Enhance Academic Database (ADB) to incorporate data from the Employee Database (EDB)from the Employee Database (EDB)
2.2. Implement PeopleSoft HR module only and convert all Implement PeopleSoft HR module only and convert all data from ADB and EDBdata from ADB and EDB
– Use PeopleSoft HR as the system of record for employee Use PeopleSoft HR as the system of record for employee historyhistory
– Will need to convert EDB and ADB dataWill need to convert EDB and ADB data– Can be part of PeopleSoft HR implementation for NYU Abu Can be part of PeopleSoft HR implementation for NYU Abu
Dhabi to reduce costsDhabi to reduce costs3.3. Continue with current dual systems until Continue with current dual systems until implementation of PeopleSoft HRMSimplementation of PeopleSoft HRMS
#3 : Shadow Systems#3 : Shadow Systems
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Options – Pros & ConsOptions – Pros & ConsRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
OptionsOptions ProsPros ConsCons
1. Enhance ADB 1. Enhance ADB to incorporate to incorporate EDBEDB
Lower implementation cost Lower implementation cost compared to Option 2 compared to Option 2 (cost TBD)(cost TBD)
Temporary fixTemporary fix Data needs to be converted Data needs to be converted again once PeopleSoft is again once PeopleSoft is implemented for WSQ in the implemented for WSQ in the futurefuture
2. Implement 2. Implement PeopleSoft HRPeopleSoft HR
Recommended Recommended Solution – Solution – Develop as part Develop as part of HR/Payroll of HR/Payroll solutionsolution
Timeframe: 2012Timeframe: 2012
Resulting system is part Resulting system is part of NYU’s final state, not of NYU’s final state, not a throw-awaya throw-away
Higher implementation cost Higher implementation cost compared to Option 1compared to Option 1
Consulting Cost High-Level Consulting Cost High-Level Estimate: $1.2M based on 6-Estimate: $1.2M based on 6-month timeframe of PeopleSoft month timeframe of PeopleSoft HR module only (Part of HR module only (Part of PeopleSoft budget)PeopleSoft budget)
Hardware and Backfill costs TBDHardware and Backfill costs TBD
3. Continue with 3. Continue with current dual current dual systemssystems
No development costsNo development costs NYU continues to have no single NYU continues to have no single system of record for employee system of record for employee historyhistory
Risks exists that data used for Risks exists that data used for compliance reporting is not compliance reporting is not accurateaccurate
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Finding #4: There are similar functions within HR & Finding #4: There are similar functions within HR & OAAOAA– Ad-hoc and scheduled reportingAd-hoc and scheduled reporting– Application functional support and Data ManagementApplication functional support and Data Management– Transaction processing -- majority handled by OAA do Transaction processing -- majority handled by OAA do
not require provost reviewnot require provost review– I-9 processingI-9 processing
Recommendation: Recommendation: – Transfer 2 FTE from OAA to HR and build a HR service Transfer 2 FTE from OAA to HR and build a HR service
center that will provide services to HR, OAA and the center that will provide services to HR, OAA and the HRO/HR Staff at schools/units.HRO/HR Staff at schools/units.
Provides the following benefits:Provides the following benefits:– Greater coverage and backup arrangements for similar Greater coverage and backup arrangements for similar
functions especially during peak periods at the functions especially during peak periods at the beginning of each termbeginning of each term
– Eliminates silos of institutional knowledge within Eliminates silos of institutional knowledge within different areasdifferent areas
– Enhanced capacity to handle peak processing periodsEnhanced capacity to handle peak processing periods
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
#4: Similar functions - HR & #4: Similar functions - HR & OAAOAA
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Org Charts: HR & OAA - Org Charts: HR & OAA - CurrentCurrent
Central Human Resources Division
Compensation Talent, Learningand OD
Employee Relations Benefits
Vice President for Human Resources
Applications & Projects
Vice Provost for Faculty Affairs
Office of AcademicAppointments
Vice Provost for Academic Affairs
Director
Departments in scope
Project Manager (PT)
Data Manager
Report Analyst
Records Supervisor
HR Assistant
HR Assistant
HR Assistant
Associate Director
Mgr, AcademicReview
Mgr, FacultyRecords
Staff Associate
Info/SystemsAnalyst
Admin Aide/Secretary
Admin Aide/Secretary
Admin Aide/Secretary
Admin Aide/Secretary
Director
• HR Applications Support
• Report development
• Training
• Audits & Controls
• HR Systems Administration
• Transactions Processing
• Records Management
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Org Charts: HR & OAA - Org Charts: HR & OAA - ProposedProposed
Central Human Resources Division
Compensation Talent, Learningand OD
Employee Relations Benefits
Vice President for Human Resources
Applications & Projects
Vice Provost for Faculty Affairs
Office of AcademicAppointments
Vice Provost for Academic Affairs
Director
Departments in scope
Project Manager (PT)
Data Manager
Report Analyst
Records Supervisor
HR Assistant
HR Assistant
HR Assistant
Associate Director
Mgr, AcademicReview
Mgr, FacultyRecords
Staff Associate
Info/SystemsAnalyst
Admin Aide/Secretary
Admin Aide/Secretary
Admin Aide/Secretary
Admin Aide/Secretary
Director
• HR Applications Support
• Report development
• Training
• Audits & Controls
• HR Systems Admin
• Transactions Processing
• Records Management
Eliminated Positions (refer to timeline for timing)
Mgr, AcademicReview
Associate Director Position
s transferred to HR
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Finding #5: There are provost-specific Finding #5: There are provost-specific functions within OAAfunctions within OAA– SabbaticalsSabbaticals– Tenure / PromotionsTenure / Promotions– Faculty and Research Staff policiesFaculty and Research Staff policies– Visiting scholarsVisiting scholars– Staffing approvalsStaffing approvals– OthersOthers
RecommendationRecommendation– Retain 3 FTEs in OAA to continue the Retain 3 FTEs in OAA to continue the administration and provost oversight of administration and provost oversight of academic appointmentsacademic appointments
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
#5: Provost-specific #5: Provost-specific functionsfunctions
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
OAA Functions (Proposed)OAA Functions (Proposed)
FunctionsFunctions DirectoDirectorr
Staff Staff AssociatAssociatee
Clerical Clerical StaffStaff
CommentsComments
Provost – SpecificProvost – Specific Promotion & TenurePromotion & Tenure SabbaticalSabbatical Tenure TimetableTenure Timetable Faculty Appointment PoliciesFaculty Appointment Policies Retirement AgreementsRetirement Agreements Visiting ScholarsVisiting Scholars GrievancesGrievances Staffing ApprovalsStaffing Approvals Research & Staff PoliciesResearch & Staff Policies OthersOthers
65%65% 82%82% 35%35%
Reporting / Application Reporting / Application SupportSupport
Final Review of Provost Final Review of Provost ReportsReports
15%15% 5%5% 10%10% Report development and support Report development and support moved to HRmoved to HR
Transaction ProcessingTransaction Processing Review / Approve PASS ActionsReview / Approve PASS Actions Webami Annual ProcessWebami Annual Process
15%15% 8%8% 5%5% Majority of work moved to HR. Majority of work moved to HR. Transactions going to OAA for Transactions going to OAA for review/approval will be review/approval will be exceptions only.exceptions only.
General AdministrationGeneral Administration Department BudgetDepartment Budget Supervise staffSupervise staff Maintain employee recordsMaintain employee records Scanning, Copying, Calls, Scanning, Copying, Calls, etc.etc.
5%5% 5%5% 50%50%
Staffing and Responsibility Matrix at full Staffing and Responsibility Matrix at full implementationimplementation
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Finding #6 : Schools/Units rely on OAA to Finding #6 : Schools/Units rely on OAA to catch details outside of policycatch details outside of policy– Over 600 rejections, cancellations and Over 600 rejections, cancellations and modifications in 12-month periodmodifications in 12-month period
Recommendation:Recommendation:– Change behavior at school/unit level and make Change behavior at school/unit level and make HRO and HR staff be responsible for HRO and HR staff be responsible for transaction accuracy and data integritytransaction accuracy and data integrity
– Coordinate with Payroll Committee Coordinate with Payroll Committee recommendationsrecommendations
– Develop additional training and conduct Develop additional training and conduct regular sessionsregular sessions
– Raise awareness with HR Community on impact of Raise awareness with HR Community on impact of late and inaccurate transactionslate and inaccurate transactions
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
#6 – User Reliance on OAA#6 – User Reliance on OAA
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Approximately $380K (salary plus Approximately $380K (salary plus fringe) in total savings within fringe) in total savings within OAA budget resulting from OAA budget resulting from elimination of 5 positionselimination of 5 positions– 3 Clerical staff positions3 Clerical staff positions– 1 Systems Analyst position1 Systems Analyst position– 1 Manager, Faculty Records1 Manager, Faculty Records
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
SavingsSavings
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
TimelineTimeline
6/1/2009 12/31/2009
7/1 8/1 9/1 10/1 11/1 12/1
1/1/2010 8/31/2010
2/1 3/1 4/1 5/1 6/1 7/1 8/1
9/1/2010 8/31/2011
10/1 1/1 4/1 7/1
Current Projects
Phase 1 – FY2010
Phase 2 – FY2011
·Stop keeping paper records for 101,112,130,131,111
·Switch from RFA to FYI·Start backfile scanning of
102,103,113 ·Eliminate Central Appt
Letters for most·Modify HR’s Worksite (if
needed)·Start data conversion
analysis·Complete
102,103,113 backscanning
·Complete transition of 2 OAA staff to HR
·Complete employee history conversion
·Roll-out automation of highest volume transactions
·Complete second wave of resource actions
·Complete automation of all remaining OAA transactions
·Start transition of 2 OAA staff to HR
·Start design/development of OAA business rules into PASS
·I-9 processing moved to HR·Start OAA report development
in UDW
·Complete first wave of resource actions
Approval granted
Positions Eliminated:1 Systems Analyst2 Clerical Staff
Positions Eliminated:1 Manager,Faculty Records1 Clerical Staff
Positions Moved to HR:1 Associate Dir, Academic Appts1 Manager, Academic Review Proc
·Assess progress todate
RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES
Summary / ConclusionsSummary / Conclusions Significant annual savingsSignificant annual savings
– Total reduction of 5 FTEs equivalent to $380K in Total reduction of 5 FTEs equivalent to $380K in annual savings annual savings
Opportunities for greater efficienciesOpportunities for greater efficiencies– Enhanced capacity to handle peak processing periodsEnhanced capacity to handle peak processing periods– Automation of current paper transactions Automation of current paper transactions – Pooling of resources within HR and OAA to handle Pooling of resources within HR and OAA to handle
reporting, transaction processing, and application reporting, transaction processing, and application supportsupport
Improve accuracy of transactionsImprove accuracy of transactions– Enhancement of PASS actions to include OAA business Enhancement of PASS actions to include OAA business
rules for majority of current volume rules for majority of current volume Validations ensure that transactions are submitted Validations ensure that transactions are submitted with accurate information, reducing the need for with accurate information, reducing the need for manual reviewmanual review
Review and approvals needed only for exceptionsReview and approvals needed only for exceptions– Give HROs and HR staff greater responsibility for Give HROs and HR staff greater responsibility for
ensuring data accuracy and integrity of their ensuring data accuracy and integrity of their transactionstransactions