A year in review and the road ahead - May 2018May 16, 2018 · A year in review and the road ahead...

A year in review and the road ahead

May 16, 2018

Delivering HR Excellence. Inspiring People. Leading Change.

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My first academic year at OSU:• Met many of you at HR & USAC Town Halls • Met with all Deans/VPs and all SHRPs• Appointed OSUWMC HR Senior Leader• Reorganized HR LT and HR Council• Advanced hiring of AVP, Talent, Diversity &

Leadership• Realigned Workday structure & timeline• Advanced HR Service Delivery model• Relaunch of the Compensation &

Classification Redesign project• Advanced Title IX work, including Sexual

Misconduct Policy & Training• Decreased Benefit rates; gained Benefits

composite rate efficiency• Move leaders to Letter of Offer, not contracts• Advanced Physician Compensation Plan• Increased funding for Development grants

and Employee Emergency Fund• Salary database online

A lotcan happen in a year.

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Delivering HR Excellence.Inspiring People. Leading Change.

HR Strategic Plan Roadmap

Task: Develop a HR strategic plan for the institution over a five year (2018-2023) span and prioritize focus areas and initiatives in support of Ohio State’s Time and Change strategic plan and the recently renewed medical center strategic plan implemented in 2017.

Initiated October 2017

Collaborative engagement of: HR Executive Leadership, HR Council, Senior HR professionals, and a diverse group of managers, supervisors, and subject matter experts.

Reviewed with: Board of Trustees, President’s Cabinet, WMC Leadership, Council of Deans, Faculty Leaders, Senior Business Officers, Sr. Management Council, USAC

Final Socialization & Implementation:

Spring 2018All HR Staff ForumUSAC Townhall

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External Strategic Scan –National & Regional Trends Shaping Our Environment

• Work Force Landscape in Higher Education - Rapidly evolving workplace trends; unpredictable- Challenging to attract, recruit and retain top talent- Increasing opportunity to embrace inclusivity

• Government Regulations and Compliance- Evolving Federal and State requirements

• Financial Challenges- Declining State subsidy revenue- Increasing cost of healthcare - Goal to reduce debt, improve affordability of education

• Technology - Increasing threat to security - Inconsistent data integrity - Rapidly evolving digital experience


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HR Strategic Plan (2018-2023)

Three Strategic Focus Areas:• HR Excellence• Talent Management• Total Rewards

Five Core Foundational Themes:• Change Management• Communication• Compliance/Management of Risk• Culture• Diversity & Inclusion


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Mission: We provide proactive HR services and strategic solutions that create an environment inspiring pride, diversityand accountability, while also enabling faculty and staff to focus on the core mission of The Ohio State University.

Vision: We deliver the strategic talent and culture framework that drives employee inspiration, student success and global solutions.

Shared Values: Human Resources aligns with the universitymission, vision and values and the university’s strategic plan, Time and Change.


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Compliance/Management of Risk

Culture

Diversity & Inclusion

HR Excellence

• Employee Experience

• HR Community of Practice

• HR Service Delivery Model

• Policy & Process• Systems Data &

Operations• Transactional

Efficacy

Communication

Change Management

Talent Management

• Employer Branding• Engagement• Onboarding• Performance

Management• Professional &

Leadership Development

• Strategic Talent Planning

Total Rewards

• Compensation & Classification Redesign

• Executive & Physician Compensation

• Health Care Benefits• Retirement Benefits• Well-Being


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HR Foundational Data Cleanup

*CCR Group 3 will extend beyond April 2020

2018 2019 2020

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

CCR Group 1 CCR Group 2 CCR Group 3*

Detailed Org Design Sessions

Forecast Volume/Effort

Design, Test and Deploy Case Mgmt. Tool

Finalize/Socialize Org Structure

Confirm Funding Approach

Kickoff

Conduct Time Study Focus Groups

Classify HR roles

Develop Comms. Strategy

Conduct Workforce Planning

Develop Governance Model

Develop Performance Management Model

Define Continuous Improvement Approach

Develop Vendor Management Process

Define Service Catalog and Service Commitments

Create Career Progression Plans

Conduct Impact Analysis

Launch Communications and Stakeholder Engagement Plan and Change Network

Develop Training

Current State Diagnostic

Share HR Strategic Plan

with Leadership

HR Organizational

Design

HR Service Management Framework

HR Change Management

HR Town Hall Case Management

Go-Live

Facilitate business process pilots

Architect Configuration and Prototype TestEnterprise

Project

HR Strategic Plan

Workforce Transition & HR Service Center Standup

2020 Deployment - HCM Integrated Schedule*


*Subject to change pending updates to Workday timeline

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Action Steps: Initial Focus

HR Excellence – HR Service Delivery Model(Kim Shumate, AVP, HR Strategic Initiatives)

Talent Management – Recruit to Hire & Onboarding(Molly Driscoll, Interim AVP, Talent)

Total Rewards – Compensation & Classification(Joanne McGoldrick, AVP, Total Rewards)


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Objective Action Steps Vision for SuccessIncrease operationalefficiency through consistent and accurate transactional services

• Design HR Service Delivery Structure and Business Processes

Unified HR community; consistent employee service experience

Improve service quality through a high-performing HR model

• Design Supporting Systems Data and Operations

Improved accuracy and reliability of businesspractices

Shift focus to supportstrategic initiatives across Ohio State

• Shape future state HR roles and capability

HR transformation from reactive, transactional function to proactive, strategic asset


HR Excellence Goal: Improve the employee experience through transformed HR core processes to deliver HR services and transactional accuracy and efficiency

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HR Excellence Action Steps

Define the Vision

Design HRSD Structure and

Processes

Design Systems, Data, and Operations

Shape the Workforce through Communities

of Practice

Communications, Change Management, Compliance/Risk Mgmt., Culture, Diversity & Inclusion


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DRAFT FOR DISCUSSION

We will leverage this leading practice HR Service Delivery model to inform future state detailed design.

HR STRATEGIC PARTNERS

HR SERVICE PARTNER

HR CENTERS OF EXPERTISE

HR SERVICES TEAM

HR LEADERSHIP

Architecting common solutions

HR Centers of Expertise focus on developing strategic services and

capabilities across the organization

Serving the employee life cycle with core HR

services HR Services focus on providing transactional/execution based

activities to customers across the organization

Delivering higher-touch unit HR services

HR Service Partners focus on transactional/execution based

activities that require business unit specific knowledge

Advancing businesspriorities

HR Strategic Partners focus on strategic HR services that are specific to the business unit


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DRAFT FOR DISCUSSION

HR Shared Services

TODAY TOMORROW

The current HR Service Delivery model has caused: • Varying HR organizational structure across colleges/units • Inefficient delivery of HR services • Lack of clarity for HR customers on how to access HR services

The HR Service Delivery effort will focus on thoughtfully consolidating our 11 existing service centers ultimately into one Shared Service model enabling a consistent employee experience and enabling transactional efficacy.

The future HR Service Delivery model will enable: • A unified HR organization with one consolidated HR Service

Center • Operational efficacy • A positive employee experience • Modernized technology and systems to drive efficiency

throughout our business processes, inclusive of those listed


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HRSD Detailed Schedule*2018 2019

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Kickoff

Detailed Org Design Sessions

Transition and Train Workforce

Conduct Volume/Effort Analysis

CCR for future state HR roles

Socialize Org Structure

Develop Funding Approach

Current State Diagnostic

Define Service Catalog and Service Commitments Define HR Service Management processes

Develop Governance Model

Develop Comms. Strategy Launch Communications and Stakeholder Engagement Plan

Develop/Execute Workforce Transition Plan

Develop/Execute Implementation PlanHR

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Milestones shown are placeholder

HR Service Delivery



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Objective Action Steps Vision for SuccessAttract high quality candidates • Develop diverse talent pipelines

• Define talent based on skills and competencies

Decrease in job offer decline rateIncrease in hiring process satisfaction and awareness of Ohio State as employer

Increase employee engagement

• Create exceptional experiences enabled by technology and services

Consistent completion of performance reviewsReduced first year voluntary termination

Retain and develop high performers

• Foster internal and external worker mobility in an adaptive and empowered culture

Higher retentionSpeed to competencyAttainment of critical skills

Proactively plan for the workplace needs of the future

• Strategic planning to anticipate the capability and capacity to deliver organizational needs

Forecasts of critical competencies for each business unitSuccession planning


Talent ManagementGoal: Attract, engage and retain a dynamic and diverse workforce – securing the right talent, developing the best performers and ensuring a positive experience for everyone.

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Talent Management Action Steps

Employer Branding


Employee Engagement and Experience

Workforce Planning

Onboarding

Performance Management

Professional and Leadership Development


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Talent Management Design (Concept)

oncept DesignORGANIZATION EFFECTIVENESS“TALENT INFRASTRUCTURE”

INDIVIDUAL EFFECTIVENESS“TALENT LIFE CYCLE”

Design Systems.

ActionFind Grow Keep


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Talent Management Detailed Schedule*2018 2019

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Compensation and Classification Redesign

HR Service Delivery

**Next phase of talent strategy will address key retention strategies and continue workforce planning, performance management, professional and leadership development

Talent Management

Architect

Configure and Prototype

Test

Talent Management strategy developmentand alignment

Design and implement university wide onboarding process

Partner with Total Rewards to develop compelling value proposition

Develop and implement consistent recruitment processes

Design phase one work force planning strategy*

Socialize talent strategy

Prioritize key talent initiatives

**Design next phase talent strategy



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Objective Action Steps Vision for SuccessEstablish a consistent and comprehensive pay structure and job family model

• Refine job descriptions/titles

• Define job families and mapping of existing employees

Ensure equitable and consistent compensation practices across the Ohio State community via a modernized structure

Maximize automated business processes within the Workday tool

• Draft/finalize future state salary structures

• Align existing jobs to job families and profiles

Fully leverage the capability of Workday aligned with redesignedpractices

Increase competitivenessof Ohio State as an employer

• Define career paths and promote the value proposition of employment at OSU

Be, and be seen as, an Employer of Choice


Total RewardsGoal: Ensure competitive Total Rewards while balancing fiscal responsibility; initial focus area Classification and Compensation Redesign

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Classification & Compensation Redesign


Executive Compensation

Understand Existing Benefit Programs

Design New Benefit Programs

Roll Out New Benefit Programs

Physician Compensation

Total RewardsAction Steps


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CCR Project Scope: Modernize classification structure Implement market-based compensation. Update policy/processDefine career pathsOCM for staff/supervisors

CCR Future State: One university job

frameworkMarket based salary

structureClear and intuitive

processesTraining on pay and career opportunities

Year 1 (‘18) – Year 3 (‘20)Job Analysis & Redesign (Underway)

Staff Mapping for Redesigned Jobs

Organizational Change Management Activities

University-Wide Landscape

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Architect

CCR Detailed Schedule*2017 2018

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct

Durations of each phase are approximate

Key

Configure and Prototype

Test

Enterprise Project

CCR Group 1 CCR Group 2

Assign “reports to” for supervisory orgs

Define Salary Grades in Workday

Assign new grades to job profiles

CCR

OSU R1 Job categories (~7,000 staff)

OSU R2 Job categories (~4,500 staff)Priorities:• Academic Administration• Student Life• Administrative/ Office• Planning & Analysis• Program and Project Management• Customer Service

Priorities In Progress

• IT• Research• Supply Chain• Finance• HR

• Medical Assets

• Epidemiology• Nursing• Patient Care

Support

Completion of Step 2 Design

Sessions

Conversion Validation Tenant Validation

CCR



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COST MANAGEMENT TOTAL REWARDS

TALENT MANAGEMENT OPERATIONAL EFFICACY

Cost of Health and Retirement Benefits

Classification & Compensation Completion

Cost of Well-being programs

Staffing Efficiency Ratio

HR Expense Ratio

Employee Experience, Engagement, and Employer Brand

Manager, Employee and Applicant Satisfaction

Professional and Leadership Development

Rate of Self-Service Participation

Transactional Efficacy

Service Commitment

Comments:

Comments:

Comments:

Comments:

ILLUSTRATIVE DRAFTFOR REVIEW ONLY Positive

TrendNo

ChangeNegative

Trend

HR STRATEGIC PLAN EXECUTIVE SCORECARD

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A business process transformation and multi-system implementation that will leverage Workday and other enterprise technologies to enable The Ohio State University Strategic Plan

Supply Chain Management Student

Human Capital Management and Payroll

Information Technology and

Analytics

Financial Management

Enterprise Project

26Enterprise Project

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Project Governance

EXECUTIVE SPONSORS

Set vision and strategic direction

Approve project goals, scope and budget

Resolve material issues

BUSINESS PROCESS COMMITTEES

Direct and develop solutions with Project Team

Engage in cross-functional solution recommendations

Validate, Refine, Decide

PROCESS OWNERS

BUSINESS OWNERS

(selected by Executive Sponsors)

EXECUTIVE STEERING

COMMITTEE

BUSINESS ADVOCATES

Validate solutions and facilitate decision-making

Provide cross-workstream direction

BUSINESS ADVOCATES

(selected by Executive Sponsors)

Resolve, Decide

EXECUTIVE SPONSORS Bruce McPheron, Beth Hume, Susan Basso, Mike Papadakis,

Mike Hofherr, Mark Larmore

ADVISORY GROUPS: Consult on significant issues throughout the project E n t e r p r i s e P r o j e c t B u d g e t ; E n t e r p r i s e S e c u r i t y ; F a c u l t y ; O r g a n i z a t i o n a l C h a n g e M a n a g e m e n t ;

R i s k , C o m p l i a n c e , L e g a l a n d Internal A u d i t ; S t u d e n t

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HR Business Decision-Making

HR BUSINESS PROCESS COMMITTEE

TRACEY PAWLOWSKI,BUSINESS ADVOCATE

SUSAN BASSO,EXECUTIVE SPONSOR

Decides issues:• Rated most material (e.g. 2 or more entire

stakeholder groups are affected, major impact to identified HR strategic risks)

• E.g. For significant faculty impacts Susan will work with Bruce and/or Kay; for significant Finance impacts Susan will work with Mike P.

Is made aware of decisions:• Rated medium materiality• E.g. Items that will need to go to President’s

Cabinent or Council of Deans, Susan needs awareness prior to decision

Implements decision and awareness thresholds, and refines as needed

with Susan and Business Owners

Convenes BP Committee

Escalates issues to Susan as needed for

direction and validation

Respective Business Owner decides issues (informed by BP Committee)

Cross-functional issues:• Decided by affected business owners from

affected business units• Affected business owners share with

Executive Steering Committee for awareness

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Ohio State has identified and designed solutions to advance Time and Change Strategic Pillars

Example Solutions

Undergraduate Academic AdvisingDesigned a more supportive and consistent student advising experience across all colleges to promote student success

Recruit to Hire ProcessCreated a common administrative recruiting process to help create an outstanding experience for applicants, new hires, and hiring managers

Grants Management (Post-Award)Designed better support for researchers and investigators by enhancing toolsets in Workday and Ohio State’s reporting and analytics environment

Enterprise Project

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Where are we now?

Plan and Foundational

DesignArchitect

Configure and

PrototypeTesting Deployment

Enterprise Project

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Delivering HR Excellence. Inspiring People.Leading Change.

A year in review and the road ahead - May 2018May 16, 2018 · A year in review and the road ahead...

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