Digitising HR and Payroll services to
improve staff capability.
Julie Coleman,Executive Director, People & Culture
FAST FACTS: OUR COLLEGE
MONASHCOLLEGE IS
BY MONASH UNIVERSITY
WHOLLY OWNED
OF INTERNATIONAL MONASH STUDENTS START AT MONASH COLLEGE50% GLOBAL PARTNER
NETWORK
MONASH COLLEGE PROGRAMS IN AUSTRALIA, INDONESIA, MALAYSIA & SRI LANKA
9,000+ studentsin 2018
1000+ employees
90+ countries
OUR CONTEXT IS CHANGING EXTERNALLY AND INTERNALLY
DRIVERS FOR CHANGE – key issues driving our need for HR change
SIGNIFICANT GROWTH
Growth in size and complexity over the past 5 years.
LACK OF INTEGRATION
Lack of integration between performance, development and learning for career and succession planning.
ONBOARDING SPEED
Fluctuations in student numbers and short lead times to hire and onboard teaching staff.
MANAGER CAPABILITY
Increased organisational layers and spans of control requiring enhanced manager capability.
INEFFICIENT PRACTICES
High touch, just-in-time, manual and admin heavy processes. Limited manager and employee self-serve.
OUR APPROACH – ‘All in’
OUR HR MATURITY JOURNEY
Transforming from a ‘just-in-time’ to strategic high value services model
• Organisation wide career paths
• Relevant and targeted development opportunities
• Employees are valued and recognised
• Increased efficiencies
• HR delivering real value to employees
• Greater levels of engagement
• eLearning on the go• Contemporary way
of working• Improved
employee experience
• Tasks performed online
• No guesswork about the process
• Paper-based • Users accessing
multiple, non-integrated systems
HR Service Delivery Maturity / Time
Org
anis
atio
nal V
alue
/ R
OI
MANUAL PROCESSES
PROCESS AUTOMATION
PROCESS ADOPTION
VALUE ADDED SERVICES
HR AS STRATEGIC BUSINESS PARTNER
Manual, reactive and inconsistent delivery
Mobile-enabled systems allow anywhere, anytime
access to all things HR
Reduction in transactional activities means more
proactive services
Employees are empowered to own and
manage their development and
career path
One place for ‘everything HR’ allows users to interact with HR in a seamless way
1
2
3
4
5
“This is so easy. Everything I need is now in one place”
“I can now access all things HR from my mobile”
“HR are so much more responsive now and can help me with more complex matters”
“I now have visibility of the opportunities across the organisation to help me improve my career options and development - it's great”
TeachingCapability
ManagerCapability
OrganisationalCapability
FOCUS TODAY ON THE TRANSFORMATION IN 3 CAPABILITY AREAS
HR Maturity / Time
Valu
e /
ROI
WHERE WE WERE• Teacher competencies not defined• Paper based Performance processes• Resource intensive bulk recruitment campaigns• Lack of data to track student progress • Traditional delivery models
TEACHING CAPABILITY – Issues and challenges
TEACHING CAPABILITY – What we did to change
Teaching Excellence Framework (TEF)
Aligned Performance Reviews, Development Plans &
Learning Activities
Automated Teacher recruitment
Introduced Learning Analytics
Embedded Technology Enhanced Learning
Talent pools to improve benchstrength
Improve candidate quality and time to fill
Improve transparency and visibility in the classroom Change teaching delivery
HR Maturity / Time
Valu
e /
ROI
TEACHING CAPABILITY – Benefits now and beyond
WHERE WE ARE• 51% accessed of learning resources• 41% reduction in Time To Fill• 65% using learning analytics dashboards• eLearning embedded across the college
WHERE NEXT?• Self Assessment tool• Careers boards and employer branding• Innovative Selection tools
WHERE WE WERE
HR Maturity / Time
Valu
e /
ROI
WHERE WE WERE• Leadership capability gaps • Workforce planning gaps given massive growth • Performance calibration cumbersome • Complex industrial environment • Over reliance on HR
MANAGER CAPABILITY – Issues and challenges
Performance, Development and
Learning aligned to Leadership Capability
Framework
Established talent pools to feed succession and
workforce planning
Performance rating calibration integrated
with compensation
Systemized complex award and EBA rules
Consistent methodology and improved utilisation Improved succession Improved remuneration
outcomes
Improved teaching utilization and EBA
interpretation
Manager Self-service to improve decision making
Information at fingertips
Leadership Capability Framework
MANAGER CAPABILITY – What we did to change
HR Maturity / Time
Valu
e /
ROI
MANAGER CAPABILITY – Benefits now and beyond
WHERE WE ARE• Manager self service 58% YTD• Proactive management of
performance and grievances at 85%.
WHERE NEXT?• Adaptive Leadership • Teacher manager uplift• Strategic workforce planning
WHERE WE WERE
HR Maturity / Time
Valu
e /
ROI
WHERE WE WERE• No time for strategic HR • Outgrown Payroll system• No integration with Recruitment & Payroll• Paper based talent processes• Manual Contract management
ORGANISATIONAL CAPABILITY – Issues and challenges
New HR Operating Model
Strategic HR and specialist services underpinned by Integrated HRIS
Payroll processes automated
Seamless recruitment and
onboarding
One system and single source of
truth
Reduced headcount with improved
automation
Candidate self service feeds direct into
Payroll
Digital collection of data
Integrated view of workforce
Real time insights through manager
tiles
ORGANISATIONAL CAPABILITY – What we did to change
HR Maturity / Time
Valu
e /
ROI
MANAGER CAPABILITY – Benefits now and beyond
WHERE WE ARE• Digital collection of data at 90%• Employee Self Service at 82% YTD
WHERE NEXT?• Strategic HRIS roadmap• Mobile app usage • People analytics insights • Employee experience
WHERE WE WERE
ORGANISATIONAL CAPABILITY – What we did to change
LESSONS LEARNT FROM THE ‘ALL-IN’ APPROACH
The 3 ‘C’s critical to project success:
LESSONS LEARNT FROM THE ‘ALL-IN’ APPROACH
1. Comprehensive business case and implementation plan
2. Clarity on resourcing requirements
3. Commitment to change management
QUESTIONS?
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