OCM Role and Resourcing - McMaster University · Detailed summary of changes in each HR area...

HR Phase 1, Release 1: Change Impacts Summary

July 2014

McMaster University

HR Change Impacts Summary

Table of contents

Introduction and purpose

Definition and purpose of a change impact assessment

Approach to gather impacts for HR

Summary review of changes and impacts

Detailed summary of changes in each HR area

Process to manage mitigation strategies and outstanding items

Next steps

Appendix

2


Introduction and purpose

The purpose of this document is to:

Present a summary of the changes identified during the HR impact sessions

Discuss people, process and technology changes as they relate to the following groups:

Human Resources Service Centre (HRSC)

School of Graduate Studies (SGS)

Faculty of Health Science, HR (FHS HR)

Decentralized HR areas (e.g., Departments)

Employees

Faculty

Other (e.g., Campus Solutions)

Present possible change management, communications and training activities to mitigate

the changes identified

Note: This document is not intended to provide a thorough analysis of stakeholder issues but

reflects those key impact areas that will be of importance to end-users in respective HR

departments and areas across the University

3


Definition and purpose of a change impact assessment

The Mosaic HR Change Impact Assessment:

Provides a summary of the expected changes that may result from the implementation of

PeopleSoft and how those changes will affect McMaster employees, faculty and/or students

Identifies change impact areas that should be addressed in order for the project to move

forward effectively

Identifies high-level impacts and degree of change by functional area to allow the OCM

team to plan and target critical areas

Why conduct a Change Impact Assessment?

Identify changes to work activities, processes and jobs

Enable targeted communications by population group (e.g., employees / staff, faculty,

students)

Identify special training requirements needed to prepare end-users for the change

Help leadership guide people through the change, by understanding where the major

changes will take place

Provoke meaningful discussion with employees, faculty and students around the impacts of

the change

4


The approach used to gather change impacts for

Human Resources

November – February March - April May May – Go Live

3. Review and validate

changed identified

Review and validate

detailed change impacts

with project team

members, Functional

Leads and Functional

Chair

Ensure additional impacts

provided from the HR

community are considered

(e.g., HRSC)

1. Assess current state

and to-be processes

Conduct detailed reviews

of current state and to-be

process maps (Industry

Print) to understand

changes to specific HR

processes

Identify those processes

which require deeper

review because of depth

of change and / or breadth

of change; schedule for

workshops / interviews

4. Identify OCM tactics for

high impact changes

Identify OCM tactics,

activities and planned

interventions for high-

impact changes

Present findings to

Functional Leads and

project team members

2. Gather impacts through

workshops and interviews

Conduct workshops with

Functional Leads, project

team members and

identified End and Super

Users to understand

impacts

Categorize (high, medium

or low) and document

impacts on the Mosaic

Change Impacts Tracker

5


Summary Review of Changes and Impacts

Phase 1, Release 1

6


Overview of Changes Captured

The HR “What’s Changing” workshops ran from March 20 to April 4, 2014, additional

sessions were scheduled for Recruitment on July 24 and 25, 2014

The impacts were determined based on input from HR Super Users, HR staff and the HR

project team

In total, 74 changes were captured indicating 143 impacts, of which more than 60% were

identified to have a positive impact on the end-user community

Each impact was categorized as high, medium or low – the following graph summarizes the

number of impacts captured in each HR area

7

Summary of

Impacts

Captured:

H 43

M 21

L 10

0 2 4 6 8 10 12 14 16 18

Training Administration

Time Management

Payroll

Health & Safety

Core HR

Benefits

Total number of impacts per HR area

L M H


Once each impact was identified, the degree of change from a people, process and

technology perspective was determined

The following provides a high-level overview and summary of key changes in each people,

process and technology category (please refer to the appendix for further details on each

category)

Overview of Impacts Captured

8

People How will Mosaic

impact HR

stakeholders?

12%

of impacts

Process How will Mosaic

impact the way

that work is done?

79% of impacts

Technology How will Mosaic

impact current

work practices?

9% of impacts

Total impacts

identified for

People:

17

Total impacts

identified for

Technology:

13

Total impacts

identified for

Process:

113


Summary of People, Process and Technology Impacts

9

Technology – how will Mosaic impact current work practices? Better reporting and query capability (PS = book of record)

New / revised forms and tools (e.g., payment agreement, temporary position, employee attribute matrix)

Gradual elimination of shadow systems (e.g., spreadsheet tracking)

Anticipated increase in data entry / search requirements (e.g., duplicates)

Increased automation and reduced manual entry (improved data quality)

Streamlined processes (e.g., time entry, termination, approval)

Increased self-sufficiency (e.g., OT)

Reduced workload for HRSC, FHS HR and SGS (e.g., generate schedules, vacation entitlement report)

Efficiency gains (e.g., cheque reconciliation process)

Process – how will Mosaic impact the way that work is done?

People – how will Mosaic impact HR stakeholders? Terminology / definition changes (e.g., POI)

Able to edit / update information (e.g., position data)

Able to self-complete tasks or activities (e.g., time entry)

Perception of changes and decreased ownership over processes (e.g., Faculty + tuition assistance)

Potential increase in ad-hoc H&S requests


Detailed Summary of Changes in Each HR Area

10


Detailed summary of changes in each HR area

The following tables highlight the changes that were identified during each session:

11

HR Area Process Change Summary Degree Perception Impacted

Group Proposed Mitigation Strategies

Benefits

Manual Life

Events

• Sequencing logic exists to simplify the

process to select dependent beneficiaries M + HRSC, FHS

• No specific action has been

noted

Overage

Dependent /

Student

• Employees will be required to

electronically indicate if their dependent is

a student in PS

H + Employees

• C: Specific message to

people who have dependents

listed

• T: How to select dependents

Tracking

Additional

Plans

• Medical / Dental will have three levels of

proration based on FTE. The eligibility will

be assessed automatically via the system.

H - Employees • C: Impacted employees and

their managers

• Lateral moves within UNIFOR Unit 1willl

leave that individual on the same benefit

plan. No additional Action required ,

• UNIFOR Unit 1 will be automatically

enrolled into LTD via the system based on

probation date

L ~ HRSC, FHS,

SGS

• T: How benefits will be

handled in the system for

people making lateral moves

• T: Rule in the system for LTD

and how it will be applied

Sun Life

Interface

• Interface to Sun Life will avoid dual entry

into PeopleSoft and Sun Life system,

keeping data in both system accurate and

synchronized.

H

+

HRSC, FHS


noted

Legend: T: Training P/P: Policy and Procedure C: Communication F: Forms CM: Change Management


Detailed summary of changes in each HR area (con’t)

12



Benefits Tuition

Assistance

• Campus solutions will need to run a query

to assess eligibility for internal courses;

reduces the need for paper-based forms

H ~

Employees,

Campus

Solutions

• T: Refresher training for

Campus Solutions on how to

query and determine eligibility

• Managers will be required to determine

eligibility for Tuition Assistance; more

efficient process (+) but larger role by

Managers (-)

H + / -

Employees,

Managers

across

Campus

• C: Employees will need to

know where their entitlement

banks are located (via ESS)

• Change to workflow for IN / EX courses -

external courses will flow through HR;

internal courses will flow through Campus

Solutions

• Moving to an electronic process that will

follow workflow depending on if the course

was internal or external; T&E expense will

be required

H + Employees,

Managers

• T: How to submit a T&E claim

for a course

• To be reimbursed for courses, an

employee will need to initiate an expense

through the T&E module

L ~ Employees,

HRSC

• C: Reminder communication

about course reimbursement

processes

• Users will no longer need to manually

keep track of tuition allowances on

spreadsheets

M/L - HRSC • T: Navigation on where to

locate the entitlement banks




13



Core HR

Add

Additional

Job

• More options exist in PS for employment

instances

• Tax deductions will be automated

H + HRSC, FHS

• C: Awareness and

understanding of employee

instances

• T: Types of employee

instances and how each will

be managed

Add

Contractor –

POI Instance

• Person of Interest – new concept H -

HRSC, FHS,

Large

number of

people will

be impacted

• C: POI concept to HR

community

• T: When and how to set-up

POIs in the system

Apprenticeship

Wage

Progression

• Automatic notification when hours are met

for a step increase L/H +

Depts,

HRSC,

Facilities,

etc.

• C: Facilities, O&M, etc. about

changes in process

Hire / Re-hire

• Users will be required to ensure that

required fields are completed in PS when

initiating the hire process

• Campus solutions users will also need to

understand how to check for duplicate

entries

H +

All recruiting

stakeholder /

HRSC, SGS,

FHS HR,

Campus

Solutions

users

• T: How to check for

duplicates and what fields

must be completed in PS




14



Core HR

(con’t) Hire / Re-hire

• TD1 will still be collected, PS will add

default values L +

HRSC, FHS,

SGS

• T: Collect forms from

employee’s

• Users will need to check if a person

already exists in the system before starting

the hire process; some update of paper

files to accommodate Person ID (9 digits)

will be required

H ~/+

All

stakeholders,

Depts,

HRSC, SGS,

FHS HR

• C: New PersonID concept,

including addition of 2 digits;

need / purpose of checking if

person exists in the system

• More steps in the hire process and keying

in of information; will automate future

processes

L + HRSC, SGS

, FHS HR


noted

• PS will eliminate the duplication of effort

through the Recruitment module for temp

casual employees

H +

HRSG, SGS,

FHS HR,

Temp casual

• C: MacTRAC will not be used

for recruitment in the future

• T: Importance of completing

specific fields in the system

• Able to set effective dates in the system

which will issue a ID to that individual H +

All recruiting

stakeholders,

new

employees,

Ancillary

system

owners

• C: Assignment of IDs

• T: How to set an effective and

start date in PS

• People and position data will be provided

in advance of an individual starting on a

job

H + HRSC, FHS,

Departments

• CM: Specific change

activities with departments

about change in process




15



Core HR

(con’t)

Hire / Re-hire

• Employee Attribute Matrix will automate

benefits and other HR processes L Employees

• No specific change action has

been noted

• If an employee is new to a department (but

not the University) no re-entry of data will

be required

H + All recruiting

stakeholders

• T: How to search / add

someone into the system

• T: Available reports and

queries for Dept Hiring Mgr

• Users will not be required to change pre-

populated fields / data (e.g., schedules) M ~ HRSC, FHS

• C: Understanding of which

fields can / not be adjusted

• T: What fields can / not be

adjusted

Manage

Faculty Data

• Position level changes to Faculty job

codes to reflect Faculty progression

through tenure

H +

HRSC, SGS,

FHS, Faculty

Admins

• C: Terminology changes

• T: Terminology changes

Grad TA

Mass Hire • Simplified Grad TA mass hire process M + SGS, HRSC

• T: How the mass upload will

be done in PS




16



Core HR

(con’t)

Position

Attribute

Changes

• Multi-incumbent positions will no longer be

required (Faculty will be provided their

own position)

• Some exceptions will likely exist and

positions will need to be created (HRSC)

M +

Dept

Admins,

Faculty,

HRSC, FHS

• C: Reporting capability and

where to locate information

• T: How to make changes, if

required

• If an employee is moving to a new position

a net new position will need to be created

in that specific department; anticipated

decrease in number of redundant positions

in the system and improved ease of

finding information

H + Depts

• T: Understanding of what

fields and data mean for

position / attribute changes

Temporary

Schedule

Change

• Attribute changes will need to occur on

that specific position

• New terminology (e.g., temp change

definition, full time, part time, etc.)

L ~

Anyone who

deals with

schedule

changes

• C: Definitions of temp

schedule change, full time,

part time employees, etc.

Terminate an

Employee

Instance

• Process to terminate an employee

instance will be simplified in PS L/H +/-

End users (-)

/ HRSC,

FHS, SGS

(+)

• T: How to terminate an

employee instance

Health &

Safety

• Management of process will continue

through EOHSS H + EOHSS


noted




17



Payroll

Cheque Print

/ Distribution

• Cheque print will occur in in a PDF file that

a user will be able to review and edit

before it is printed

M + HRSC, SGS • T: How to access, view and

edit cheques

Cheque

Reconciliatio

n Process

• The bank reconciliation file can be

uploaded from the bank to reflect the

status of cheques issued by Payroll

M + HRSC, R&C • T: How to upload file and

access report from PS

Debit Pay &

Benefit

Prepayment

• Debit pay, benefit prepayment, and post

dated cheques are available options to

employees to cover their personal benefit

contributions during unpaid periods

H +

Employees

who take

leaves,

HRSC, FHS

• C: Options for debit pay and

benefit prepayment to those

employees going on leave

• T: Select appropriate option

• P/P: Deadline for submission,

and share with Faculty

Debit Pay

• Debit pay will be an automated debit set-

up from an employees bank account

• Employees will need to ‘opt-in’ to option

and submit written authorization to HR

• Some work around entering, maintaining

and terminating POIs may be required

(HRSC)

M +

Employees,

HRSC, FHS

HR, SGS

• C: Option for debit pay and

requirements to set-up option

• T: How to fill out the form,

and who to send to

• F: Update to existing benefits

/ leaves forms

• Overpayment recovery scenarios require a

signed repayment agreement from the

employee

• Option only available to employees still on

Leave or Terminated employees

L +

Employees

w/ an

overpayment

scenario,

HRSC, FHS

• T: Walk through of the

revised process and its

implications




18



Payroll

(con’t)

Garnishment

Remittance

• Garnishment remittances will be printed

from the HCM payroll module (not A/P);

cheques will be printed for each separate

garnishment

H + HRSC

• C: Process changes (move

from A/P to HCM payroll)

• T: How to print garnishments

from HCM payroll

Import of

ROE Serial

Numbers

• ROE Administrators will be able to

download file from Service Canada and

appear on the ROE record in PS once

validated by HRSC

H + HRSC • T: How to download file and

access records in PS

Mass Upload

to Pay

Sheets

• Mass upload to pay sheets will be used for

one time payments; new formatting and

uploading requirements

M / H + / ~

HRSC (+) /

Depts (-),

FHS (1x

payments)

• C: Process for mass

paysheet uploads

• T: How to mass upload in PS

Pay Advice

• Pay advice will be available through ESS

for all employees H + Employees

• C: Groups who will keep

receiving printed pay advices

• T: How to view pay advice

• Manual cheques will be produced from

within PS; full pay advice on cheque stub H +

HRSC, FHS,

R&C, EE

• T: How to produce manual

cheques within PS

• All jobs under the same ‘wage loss plan’

will appear on one single pay advice M +

People who

have multiple

jobs

• C: Changes to pay advice

format, and how to read

document

Tax Slip

Distribution

• Tax slips will be available within ESS for

employees who opt into this option H + Employees

• C: Availability of electronic

tax slips via PS

• T: How to choose electronic

option


HR Change Impacts Summary 19



Time

Mgmt

Absence

Request

• Departments will no longer be encouraged

to track accruals using shadow systems,

PeopleSoft will be the book of record for

the University

H + All

stakeholders

• C: Importance of maintaining

data in PS

• T: How to pull reports and

queries from PS

• HRSC and Managers will be able to

correct vacation entries (if an employee

does not use it)

H + / - Managers,

HRSC, FHS

• T: Know procedures and

steps for retroactive

adjustments to absences

(e.g., vacation)

• Department Chairs and Faculty will be

required to approve pay H ~

Dept Chairs,

Faculty, Dept

Managers,

Supervisors

• C: Delegation and associated

processes

• T: How to delegate in PS

Absence

Tracking

• PS will be able to track sick days for

UNIFOR Unit 1 employees; notification will

be sent if more than 9 consecutive days of

sick time is taken

H +

Managers,

Supervisors,

EHS

• C: Capability of PS to track

sick days for UNIFOR Unit 1

• T: How to see tracked time in

the system

• Managers will need to delete future dated

absences from the system L/M ~

Managers,

Supervisor,

HRSC, FHS

• T: How to track vacation if an

EEmoves departments





20



Time

Mgmt

(con’t)

Assignment

of Schedule

• Schedules will be assigned at the person

level; greater flexibility H + / -

Depts /

HRSC, FHS

HR, SGS

• C: New processes and

impact of change (e.g.,

balance negative perception

– time savings)

• T: How to attach a schedule

• Schedules must be applied in order to

note an exception (e.g., vacation) L ~

Anyone who

reports time • T: How to apply a schedule

• HRSC R&C will no longer need to

manually generate schedules for

exception hourly employees

H + HRSC R&C • T: How a batch process will

run in PS

• Once a person is entered into the system,

he / she will need to be set-up as a ‘time

reporter’ with appropriate rules associated

H

HRSC, SGS,

FHS HR,

Depts

• T: How to set up as a time

reporter in PS

Enrolling &

Maintaining

Time

Reporter

Data

• Users will need to understand the

Employee Attribute Matrix (time reporter

attributes)

• May need to assign attributes (HRSC)

H -

HRSC, SGS,

FHS HR,

Depts

• T: How to read and pull

necessary information from

the Employee Attribute Matrix

Manage

Compensato

ry Time Off

Plans

• Overtime and flex time can be tracked in

the system for UNIFOR Unit 1 employees M + / -

Time Mgrs

and admins

for UNIFOR

1 employees

• C: Banked time process

• T: What rules are available in

PS; flex time processes




21



Time

Mgmt

(con’t)

Self Service

Time

Reporting

• Process to submit and process time will be

simpler in PS (two vs. five step process) H +

All impacted

stakeholders • T: How to submit time

• PS has a greater number of automated

rules, as well as the capacity to handle

complex rules

M ~ All impacted

stakeholders

• C: Impact of rules (e.g., less

flexibility)

• T: What automated rules

exist

• Employees will be able to bank overtime in

the system H +

All impacted

stakeholders

• C: Overtime process

• T: How to bank overtime, and

associated rules

• Time can be entered by an employee,

timekeeper, manager or supervisor H +/- Depts

• T: How to create a position

and enter time

• Exceptions and total hours person worked

will be captured in PS H +

All impacted

stakeholders

• T: How to enter total hours

worked and exceptions

• New terms and concepts that will need to

be learned (e.g., salary, hourly, exception

hourly, etc.)

L/H ~/+

All impacted

stakeholders

(~) / HRSC

(+), FHS

• C: Different employee types

and their meaning

• T: Pay process for each

employee type

• Will be able to make adjustments to time

entered in the period the entry should

have happened

• Change requests sent to HR Advisor will

no longer be necessary

M + EE, HRSC,

FHS • T: How to adjust time in PS




22



Time

Mgmt

(con’t)

Self Service

Time

Reporting

• Able to use mass time upload to

automatically generate schedules for

employees

M + Depts

• T: How to do mass time and

automatically generate

schedules

• Will be easier to make changes to time

that is already submitted or approved

within the time submission deadline

• Time can be entered through ESS or MSS

• Exception reporting paper based forms will

be eliminated

H +

Employees,

Depts with

time entry

responsibility

HRSC, FHS

• C: Time entry process

• T: How to enter and change

time already submitted

Terminations • PS will automatically pay out vacation;

manual adjustments may be required M + HRSC, FHS

• C: Changes to vacation

payout

• T: How to manually adjust, if

necessary

Vacation

Calendars

• Vacation calendars will be available in real

time H +

HRSC /

Managers,

Admins

• T: Where to find vacation

entitlement; vacation on pay

and remittance advice

Validate and

Approve

Reported

Time

• Holidays have been built into the system;

time administration process will run nightly H + HRSC • T: How to input holiday time

• Timesheets can be locked down after

each pay period

• May need to enforce timelines (HRSC)

M

All

stakeholders,

HRSC, FHS

• C: Time entry cut-off

• Time approval process has been

streamlined to one step in the system L +

Time

approvers • T: How to approve time




23



Time

Mgmt

(con’t)

Validate and

Approve

Reported

Time

• Able to delegate time approval duties in

the system H +

Faculty,

Admins

• C: Process changes, and

what information a delegate

can see in the system

• T: How to access the Portal

and ‘work list’

• Grad studies will be moving to a bi-weekly

pay schedule; grad scholarships will be

paid through Campus Solutions not Payroll

H +

Grad

students,

SGS, HRSC

• C: Targeted message to grad

students and grad admins re:

bi-weekly pay schedule

• Two pay dates will need to be maintained

– one for Faculty, the other for Students L / H +

Grad

admins,

Students

• C: Communicate no change

for maintaining pay dates

Training

Admin

Enrolment &

Tracking

• Possible workload increase to manage the

enrolment and tracking of employees in

Health & Safety courses

H - EOHSS

• C: Training enrolment

process changes

• T: How to manage, enroll and

track employees in H&S

courses

Tracking

• Perception of negative impact on tracking

course completions by Faculty who

currently maintain their own employee and

student records

H - Faculty

• C: Process to track course

completions

• T: How to access reports in

PS to see who has / not

completed training



Process to manage mitigation strategies and

outstanding items

24

In order to ensure that mitigating actions, questions, takeaways and decisions move forward,

the OCM team will:

Include mitigation action in appropriate change, communications and training activities

Connect with the appropriate owner(s) of outstanding decisions or take aways to ensure

resolution

19 – Outstanding decisions

38 – Take aways

• Mosaic project teams (e.g., HR, Finance,

Student, Tech, Security)

• HRSC, Labour Relations

• HR Community

• Other (e.g., Mail Services, UTS) 81 – Questions

Owners

To view the complete list of outstanding decisions, questions and / or take aways, please refer

to the impacts tracker available on Confluence:

https://collaborate.mcmaster.ca/download/attachments/13992120/McMaster%20Change%20

%20Impacts%20Tracker_HR.xlsx?api=v2

https://collaborate.mcmaster.ca/download/attachments/13992120/McMaster Change Impacts Tracker_HR.xlsx?api=v2




Next steps

For Managers and Leaders, review and share content pertinent to your HR area

For the OCM Team, post and share content with the broader community

For owners of mitigation strategies, continue working on areas that require attention

25


Appendix

26


Primary change impact categories

27

Category Description

People

People

(Change Mgmt Issues)

• Anticipated culture changes and changes to entrenched behavior that will be required

in the new environment, changes in the way people manage their work/routines,

preferences

• Anticipated changes in responsibility or perceived prestige of the role

Job change or new role

• Role changes - anticipated changes to existing roles or the addition of new roles

• Anticipated changes in accountability or reporting relationships, the number of people

required, the location where work is performed

New Skills and Knowledge Required • Anticipated that new skills and/or knowledge will be required of end-users based on

role changes, new technology, new process, etc.

Non-Mosaic users impacted by

process change

• Although not directly affected by PeopleSoft, non-Mosaic users may need to

understand the process changes

Process

Process • Anticipated process changes, including following new or revised processes in addition

to or in place of existing processes.

Work Volume Change • Anticipated changes to the volume of work (i.e., an increase/ decrease in work loads)

Automation • Processes that were once manual are now automated

Technology

Technology Change • Anticipated change to the current technology applications / programs (i.e., current

system will be decommissioned for PeopleSoft)

New or changed forms / tools (e.g.,

Excel spreadsheets)

• Anticipated changes to tools, such as new or changed forms, that will be required to

carry out the new processes


Degrees of change used for each impact

28

Category Description Criteria High Medium Low

People Are there new skills required to perform

the activity? Are there tasks eliminated

for a position? Is there a change in

behavior or culture? Is significant

training required?

• Requires new skill(s) to perform the

activity

• Tasks added or eliminated for a

position

• Requires significant training to learn

how to perform the activity

Requires

significant

amount of

training and

support

Requires

considerable

training;

tasks are

added or

deleted

1 out of 3

criteria apply

Process Does the work get competed

differently? Does the length of time

(cycle time) differ? Does the required

frequency differ? Does communication

or interaction differ?

• Change in the way the work gets done

• Change in the frequency required to

perform an activity

• Change in the length of time required

to perform an activity

• Change in data sources or inputs

• Change in reports or inputs

• Change in communication / interaction

required to complete an activity

4 out of 6

criteria apply

3 out of 6

criteria apply

2 out of 6

criteria apply

Technology Will the new systems contain accurate

and relevant information to support

future work? Can project results be

achieved with new technology? What

skills are required for successful

technology implementation?

• Change in tools Requires

significant

infrastructure

changes

Required

moderate

infrastructure

changes

Requires

basic

infrastructure

changes

Governance

and

Structure

Does the accountability or reporting

relationship change? Is there a change

in the number of people required to do

the work? Does the location where the

work is performed change?

• Change in accountability (e.g., level

and / or position)

• Change in location where work is

performed

Significant

accountability

change (level

and position)

Moderate

accountability

change

Change in

location


The change impacts were documented using the ‘Mosaic change impacts tracker’

This template tracks:

Project work stream

General description of process

Degree of change (high, medium, low)

Perception of change (positive, negative, neutral)

Primary and secondary stakeholders affected

Description of change (e.g., people, process, technology)

Mitigation strategies (e.g., training, communication, change management)

Documentation approach

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OCM Role and Resourcing - McMaster University · Detailed summary of changes in each HR area...

Documents

Transcript of OCM Role and Resourcing - McMaster University · Detailed summary of changes in each HR area...