R2R Program Update
Faculty of Arts
June 20th 2017
▪ R2R in sum
▪ Vision and expected benefits
▪ Processes in scope
▪ Guiding principles
▪ R2R timeline
▪ Service Delivery Model timeline & context
▪ High-level impacts
▪ New Service Delivery Model
▪ Some process-specific guiding principles
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Agenda
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Currently, McGill HR relies on multiple
processes (some manual, some automated)
owned by different departments.
These processes are supported by several tools
and IT systems (some central, some local).
By launching the R2R Program, McGill’s goal is
to create and strengthen standard common
practices across Faculties and Units in order to
promote a common and consistent way to work,
i.e.: One way to support our academic and
administrative staff.
R2R will consolidate and streamline HR processes, and reshape the way
information is inputted and accessed across the University.
This means that the support needs are going to be different from what they are now.
R2R in sum
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▪ Vision
o Improve accessibility to employee information and reporting
o Rationalize, standardize, streamline and automate personnel processes
o Mitigate HR-related risks to the University
▪ Expected Benefits
o One single system of truth for all personnel information. Currently, multiple
databases coexist (e.g. central systems and applications developed locally by the Faculties
and Units)
o Better and more user friendly workflows
• Reducing manual, error prone activities – e.g. hiring, benefits and payroll coding, etc.)
• Eliminating effort duplication
• Making it possible to consolidate documents directly within the workflows
• Making the distribution of tasks in the workflows between units and central more
guided – current lack of guidance leads to errors
o Mobile and user-friendly access for all employees
Vision and expected benefits
• Organizational Master Data &
Position Management
• HR Master Data & Life Events
(EE Records, leaves, hiring and off-boarding)
• Compensation Management
• On-Boarding
• Payroll Management
• Benefits Management
• Time & Attendance Management
• Self-service, Workflows & Notifications
• Recruitment and Staffing
• Academic Tenure, Review & Promotion
• Performance Management
• Reporting, Analytics & Compliance
• Career & Succession Planning
• Workforce Planning
R2R
BUILDING THE FOUNDATION
+
TALENT 101
Future
Implementation (to be planned)
FULL TALENT SUITE
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Processes in scope
▪ Keep it simple
▪ Think institutionally, McGill, rather than only locally
▪ Focus on efficiency and effectiveness first
▪ Proactively manage change via communication and training
Guiding principles
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R2R timeline
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10/29 - Go-live
2017 2018
Feb March April May June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mars April May June July Aug Sept. Oct. Nov.
Project Phase PLAN/ADVISORY SERVICES ARCHITECT CONFIGURE & PROTOTYPE TESTPAYROLL PARALLEL
TESTDEPLOY
POST
PROD.
WD environment P1 P2 P3 P4 GOLD
Data Management:
ConversionP1 Data Prep P2 Data Prep P3 Data Prep P4 Data Prep GOLD Data Prep
HRMS Design/Build/Review configuration
Central IT systems
External systems
integration
Data Management: ODS
McGill
Architecture
Dis-
coveryDesign
Integrations Build &
Unit Tests
Integrations
Testing
HRMS: TestingTest strategy
Test plansTest scenario preparation End-to-End Testing Payroll Parallel Testing
Change ManagementChange
Strategy
Mobilization
(Core Team &
Change Enablers)
Impact Analysis (Role,
processes and tools)
Informative Sessions
Training Needs Definition
Training
Development
Training
Delivery
Service Delivery Model timeline & context
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10/29 - Go-live
2017 2018
Feb Mar April May June July Aug Sept Oct Nov Dec Jan Feb Mar April May June July Aug Sept Oct Nov
Project PhasePLAN/ADVISORY
SERVICESARCHITECT
CONFIGURE &
PROTOTYPETEST
PAYROLL
PARALLEL TESTDEPLOY
POST
PROD.
WD environment Prototype 1 (P1) P2 P3 P4 GOLD
HRMS: TestingTest strategy
Test plans
Test scenario
preparation
End-to-End
Testing
Payroll Parallel
Testing
Impacts: Informative
Sessions
Service Delivery ModelStructures, roles, directives and controls
Document as-is SDM Formalize to-be SDMImplement to-be
SDM
▪ As the design of the new solution (system + associated processes) becomes more
mature, the impacts on current operations become clearer
▪ Information sessions are planned with the stakeholders most impacted by the change
– this will include all Faculties and Units, SSU, APO, unions and associations. They
are based on the following four level of impacts:
o Preliminary – high-level
o Intermediate – some stakeholder-specific impacts become known
o Detailed – all stakeholder-specific impacts are known
o Confirmatory – once all tests are completed
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High-level impacts (not exhaustive)
Expected Impacts What it means
Decommissioning Banner
HRIS and POPs
▪ Roles focusing on supporting these two application will
change
More online functionalities
▪ As many functionalities will include automated validation
checks, some processes will be automated and no longer
require manual validation
Expanded use of self-service
functionalities
▪ Employees and managers will have greater access to
information (e.g. employment records, workflows,
dashboards)
Hiring managers may be
asked to perform tasks online (requisitions, move candidates in the
selection process)
▪ HR will need to coach the hiring managers on the new
tools/processes – this support role does not exist today
End user’s learning curve
▪ Support will be needed to facilitate the end-user’s transition
to the new software. This will involve HR Shared Services,
APO and IT
Electronic time tracking▪ The employees who currently fill paper timesheets will now
do it electronically. This will require support
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New Service Delivery Model – early stages
Service Delivery Model refers to the structures, roles, directives and controls that
will support the operation of the new HR Processes across the University
What we know now:
▪ Employees will still need help with policies, processes and systems
▪ The structures, roles, directives and controls currently in place with the HR Shared Services,
APO and the IT Service Desk will change
▪ The transition to the future Service Delivery Model will be managed as part of the R2R project
o Specialized training and assistance will be provided
How will we design the future SDM:
1. Document detailed as-is Service Delivery Model including HR Shared Services, APO, IT
Service Desk and relevant groups within the Units and Faculties
2. Establish the support needs based on new process design and corresponding impacts
3. Define the new model to address those needs
4. Implement the to-be Service Delivery Model, i.e. assign roles, define structure and controls,
and train staff
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Some process-specific guiding principles
Blueprint process Guiding Principle / Objectives
Organizational Master Data & Position Management
o Analysis Planning and Budget (APB) will remain the owner of the McGill organizational structure (i.e. Org. Table)
HR Master Data & Life Event Management (Employee Record Management)
o Employee data will be entered as close as possible to the source using Employee Self-Service / Manager Self-Service / HR Advisors & Administrators
o Hire and termination process variations might be allowed based on employee groups but not on individual units
Compensationo HR Advisors and Academic administrators will have better
access to compensation analytics to facilitate decision making
Leaves
o Leave requests may be initiated by employees themselves using ESS
o Leave codes and policies will be consistent across the University per employee group
List not exhaustive
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Some process-specific guiding principles (cont’d)
Blueprint process Guiding Principle / Objectives
Payroll Management
o Both current bi-weekly pay cycles will remain the same as current
o Current POPs payments will be performed through Workday including casual and ad-hoc off-cycle payments
Recruitment & Staffing / Onboarding o Focus will be on optimizing candidate and new-hire experience
Performance Management
o Will be mandatory in Workday for all M employees
o For ranked academics: mandatory in medicine. For other faculties, functionality will be activated at the request of the Dean
Academic Tenure & Promotiono The main objectives are to automate the process, and to
simplify and streamline the Committee membership selection process across faculties
List not exhaustive
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What can Workday do?
When you access
the Workday, you
will see several
worklets that
represent different
categories.
Based on your role,
you will have easy
access to a set of
Reports and
Dashboards.
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Workday basics – Your inbox
Your Inbox
1. Contains items that need your action
2. Includes notifications related to events that impact you
3. You can view tasks that you have initiated
4. Check the current status of your requests or tasks
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Workday basics – Manage recruitment
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Workday basics – View Benefits
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Workday basics – View Benefits
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