Professional Documents
Culture Documents
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.
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
Section
Pages
Executive Summary
Project Overview
18
Appendix
21
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, PreHire & 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).
An HR (SSO) will improve process efficiency, controls and quality of services, and enable the CSUs to
focus on the universitys core mission.
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:*
Learning
Benefits
Recognition
Timekeeping
Leaves
HR Analytics
Relocations
Exits (Separations)
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.
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 universitys 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.
April-Sep. 2013
Business
Productivity
Committee
Sept.-Dec. 2013
Shared Services
Planning
Shared Services
Plan Campus
Dialogue
1-4 years
On-Going
Shared
Services
Operations
Shared Services
Implementation
We are here
FY2012-13
April
May
June
FY2013-14
July
August
September
October
November
December
January
PMO
CBO Assessment
Service Delivery Model
Update Transforming
UT website
Draft
Shared
Services
Plan
Discuss with
stakeholder groups
Present to existing
forums (e.g., Town
Hall, FYI Session)
Incorporate
feedback
and update
Shared
Services
Plan
Roll-out
update
Shared
Services
Plan to
Campus
Roadshows to
colleges, schools and
units
7
Prepare Draft
Process Flows
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)
Conduct HR
Interviews
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
Conduct
Workshops
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
Revise
Processes
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)
Develop Final
Output
(HR L2 Package)
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
CSU
(Colleges / Schools / Units)
HR Shared Services
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)
Central HR
Perform QA
(e.g. recognition programs)
Audit
(e.g., I-9 status, benefits
eligibility changes)
Learning
Administration
Employee Data
Changes
(Electronic) Employee
Record Maintenance
Course Administration
Enrollment Support
Learning Delivery
Support
Pre-Hire &
Onboarding
Leave
Administration
Pre-Hire / Onboarding
Requirements
Orientation (includes
I-9 Verifications)
State Service Balance
Calculations
Leave Information
Distribution
Leave Balance
Calculations
Exit Management
Separations Procedures
Checklist Facilitation
Separation Package
Creation and Distribution
.
Benefits Enrollment
Administration
Eligibility Verification
Information Distribution
Eligibility Change Audits
Time Administration
Timekeeping System
Administration
Time Sheet Approval
Monitoring & Tracking
Relocation
Administration
Relocation Initiation
Vendor Contact
Recognition
Program
Administration
Planning &
Administrative
Support for the
Presidents Staff
Awards Event
Recognition Portal
Page Maintenance
HR Analytics
Administration
Dashboard Development
and Generation
10
General Assumptions
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.
.
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Recommendations
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.
Recruitment and Assignment
Employee Administration
Learning Administration
Time Administration
Employee Services
Leave Administration
Relocation Administration
Exit Management
HR Analytics Administration
12
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 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.
.
13
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).
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.
14
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 Austins 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 Presidents 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.
.
15
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 Presidents 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.
16
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
17
Next Steps (1 of 3)
After the HR Level 2 deliverable is finalized, deep analysis, design, and planning will continue.
Near Term Next Steps
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 Austins 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 Austins IT Data Governance Initiative on future state HR data and reporting
protocols and processes (including data governance, access rights, and HR SSO responsibilities).
18
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.
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).
19
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).
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).
20
Candidate Pre-Hire
& Onboarding
Recommendation
Comments
21
Employee Data
Changes Mass &
Individual
Recommendation
Comments
22
Learning
Administration
Recommendation
Comments
23
Benefits Enrollment
Administration
Recommendation
Comments
*Total Rewards refers to the full set of benefits available to UT Austin employees.
.
24
Recommendation
Comments
Recognition Program
Administration
Time
Administration
25
Leave
Administration
Non-Medical
Leave
Administration
Medical
Recommendation
Comments
Relocation
Administration
Exit Management
Voluntary Separation
Recommendation
Comments
27
Recommendation
Comments
Exit Management
Reduction in Force
Exit Management
Death in Service
28
HR Analytics
Management
Recommendation
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
Comments
HR SSO analytics support will depend on
the outcomes of UT Austins 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 SSOs Service Level Agreements
(SLAs) or evaluation of HR SSO
performance
29
.*ERP is an acronym for Enterprise Resource Planning and is the proposed replacement for DEFINE (the current administrative system in place at UT Austin).
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