Proposal for Implementing Paperless HR Processes
This proposal aims to replace paper-based HR processes with electronic systems to enhance efficiency, productivity, and employee experience. It highlights the current challenges, opportunities for improvement, findings related to manual paperwork issues, and recommendations such as changing time and attendance system, expanding PeopleSoft modules, and implementing Taleo Talent Management System.
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Paperless HR Proposal Chairs Lorre Cahill - Co-Chair, HR Coordinator - Campus Op & Maintenance Sarah Campbell - Co-Chair, Supervisor, HRS State Appointments Functional Lead, TMS Onboarding; Functional Lead, DocuSign GSAP Initiative Type: Key enabler to replace paper based HR processes with electronic forms and systems to increase efficiency, improve productivity and employee experience. Problem Statement: Burdensome and time consuming processes exists in time keeping, leave administration, employee change requests, benefits administration, and performance management. Opportunity: Replace paper-based processes with electronic forms and systems. 2
Current State The current Time and Attendance processes include SOLAR Time Reporting, paper timesheets, and Kronos Workforce Timekeeper. For 2020 the estimated annual effort spent on paper timesheets, employee change requests, and performance management: 114,000 hours/58 FTE Total Effort 1 Pay Period ~875 hours/12 FTE for 4,379 employees Leave Management is time intensive, and some leaves are unique and require personalized service: 2020 ~26,000 hours/13.3 FTE Manual paper based processes including onboarding/offboarding, employee personal information updates, benefit enrollment/changes, employee job data changes (ex. FTE, Salary, Leave, Separation): 36,000 hours/18 FTE Performance Management is equally time intensive: (State) 2020 ~ 31,000 Hours/16 FTE 3
What We Learned Manual paperwork creates problems with data integrity, morale, and efficiency Late Submission of Paperwork 2020 State Overpayments (2020) ~$720,000 Research Foundation 47% of paperwork received late Variation in onboarding depends on whether client is faculty, research, or graduate employee Data entry duplication, manually entered by more than one unit The Cost Containment Group found that since there was no formal off-boarding or tracking system they found a saving of By turning off Cell Service for terminated employees: $858,000 By cancelling Software Licensing for terminated employees: $1,521,081 4
Recommendations 1. Change Time and Attendance System: Option 1: Implement Kronos for All Employees (Recommended) Option 2: Identify a New System for All Employees 2. Expand PeopleSoft Modules for Employee Change Requests Implement the Payroll Administration Module (currently own) for all Research Foundation and State Payrolls Purchase & implement the Benefits Administration Module (additional to 9.2 upgrade) and Self Service Modules (additional to 9.2 upgrade) for Research Foundation and State 3. Purchase and implement Taleo Talent Management System for Performance Management Transforms performance reviews from an administrative task to a strategic activity 5
Recommendations (cont.) Investment: Kronos Workforce TimeKeeper & Absence Manager One-time cost is less than $500,000 Recurring cost is less than $500,000 Benefits Administration & Self Service Modules One-time cost is estimated at more than 1 million Recurring cost is estimated at less than $50,000 Taleo Talent Management System Oracle Performance Management Module One-time cost is estimated at more than $500,000 Recurring cost is estimated at less than $100,0000 Results: Refocus efforts to improve customer experience 50% reduction from today's efforts by automating, roughly $1 million annually Time & Attendance and Leave Management annual reduction in effort from ~46,800/24 FTE to ~23,400/12 FTE Employee Change Request annual reduction in effort from ~36,000 hours/19 FTE to ~18,000 hours/9 FTE Performance Management annual reduction in effort from~31,000 Hours/16 FTE to ~ 15,500/8 FTE 6
Costs/Benefits Analysis Benefits: Eliminate manual entry and duplication of effort Reduce effort by streamlining and creating consistent processes Improve workforce productivity; improved Customer experience and perception Reduce late and over/under payments Reduce spending on office supplies and effort Streamline training Ability to forecast and align staffing needs Data Integrity; capabilities and compliance Aligns University, Hospital and LISVH systems Reduce Department effort of the manual tracking of equipment and software Employee portal to track goals and achievements Tools to assist managers with performance deficiency and development Risks: Need to establish agreement and practice with Police unions, Graduate Student Employees Union and Research Foundation Internal Culture may have other preferences Initial capital outlay required 7
