Ian Hodson, University of Lincoln, HRSS & Payroll

HR TRANSFORMATION JOURNEY- A CUSTOMER STORY

University of LincolnIan Hodson – Head of Reward and HR Transformation

Who we are……and a reality check.

Medium sized University From a public sector background Circa 2,500 payroll – weekly and

monthly Significant sector changes underpinned

by legislation in recent years Competitive markets / business

approach

Not quite ready for ambient intelligence?

Objectives and disclaimers

Provide an overview of our implementation of ResourceLink

Identify the areas of best practice to utilise system investment

Identify the challenges Benefits realisation

Disclaimers – Based on a true story, identities are protected, we are not perfect!

Our Story begins..2014

Our interim solution

Our long term goal

Project Overview

• Represented first HR System upgrade for 12 years

• Integration of standalone databases and applications

• Cost neutral over a five year period• HR and self serve live Sept 14, Payroll

and additional modules live Apr 15• Create a partnership working

relationship

Drivers for Change and Deliverables

1. Legislation Compliance – Auto enrolment, RTI, Immigration and right to work checks

2. Customer Service – Self serve, Accessibility, improved audit trail, image.

3. Alignment of databases – Single data entry, devolved data entry, electronic document storage, centralisation.

4. Improved Management Information – Manager reports, better data audit, less operational, more strategic.

Area of best practice 1 – Segregation of Users

Identify the different types of system user

Align the training plan accordingly Diversify knowledge Consider technical roles vs operational

roles Consider the project roles not just on

skills but on style and personality

Area of best practice 2 – Creating the project plan

Allow for business as normal activities based on the dedicated resource

Make sure the plan and milestones are understood

Allow for the seasonal activities Consider the control that you have over

the resources Transitioning in to business as normal

activities and roles

Area of best practice 3 – Transition to on line

Understand the workforce and the support needed

Ensure the benefits are identified for users

Create pockets of expertise to support users

Consider the resources needed to be accessible for the roll out

“Big bang” or phased Consider more agile workforce working

COMMUNICATING ONLINE• Employees are online

– They shop and bank online, respond to work emails on-the-go, and connect with friends from across the world on social media.

– The information you send needs to be accessible anytime, anywhere

ONS - Internet users in the UK: 2016

Generation Z

98.8%Generation Y

94.9%Generation X

88.3%Baby Boomers

74.1%

Area of best practice 4 – Process Mapping

New system lends itself to changing ways of working

Impact on contingency and disaster planning

Identification of continuous improvement activities

Support for training Commitment to keeping processes and

procedures up to date

Area of best practice 5 – Communications

Communications plan to engage and achieve user buy in

Take the wider audience on the project journey

Consider communication channels and planned activities

Create a brand – corporate, gamified Make the communications relevant to

the audience

Area of best practice 6 – Devolving Access

Creating a powerful repository through widening the user group

Worked examples - Campus Jobs, Nominal allocations, TAS, mobile phones etc.

Identifying where other data is kept that could be integrated

Partnership working Facilitation for the ideas of others

Area of best practice 7 – System Roles

Shifting the operating model Continually evolving tool Dedicated resource Identifying skill gaps Customer service Engagement with the workforce Life after projects Creating capacity

Area of best practice 8 – Cultural Shift

Champions and celebration Senior buy in Employee experience Controlled risk Continuous progression and growth Picking the right opportunities Link through to the strategic plan Working in collaboration Changing the perception of HR

Our Challenges

Pace of change in an organisational context

Design what we think users need but not what they want

System purpose – creating a relationship with employees

Having a long term vision when focus is on the short term

Avoiding the label of HR system

HR – BENEFITS REALISATIONEnabling the Business

1. Legislation Compliance

• Ad Hoc Developments - £45k• Automation of HESA Returns and Auto Enrolment Duties £4k• On Line P60 and P11D Documents £1k

• Mitigation of fines• Improved immigration compliance through scanned

documentation, bespoke screens builds, automated trigger prompts.

• Self serve functionality to capture changes to home addresses, bank details and emergency contacts in a secure and timely environment.

2. Customer Service

• On Line sickness absence recording £7k• On Line leave management recording £13k• Removal of paper annual leave form process £2k• Improved manager visibility to enact on sickness absence

£50k• Online Pay slips removing printing, postage and distribution

£30k• Reduction in pay query administration £8k• On line P60, P11D and Reward statements £9k• Improved reporting through self serve for managers £3k

• Operations match University image• Improved processes for student workers• Partnership working with provider

3. Alignment of multiple databases Removal of HR and Payroll double entry £11k Reduction in third party liaison for payroll £10k Use of application as operating platform for campus jobs

£20k Electronic document storage - £5k Devolved Data entry and ownership e.g. Finance project

codes and mobile phones

Integration of wider processes e.g. TRAC More powerful reporting tools Integration of standalone data storage – PRP, Programme

Leaders, grievances and Associate Lecturer contracts Flexibility around system developments

4. MI and Sector Competition

• Improved nominal interface efficiencies £2k• Storage of historic data £2k• Online document storage administration £2k• Inclusion of data recording for relocation, PRP, Flexible

working, UOL funded development. £3k

• More standardized data templates and reporting with automation

• Improved data audit reports• Standard letters• Recording of processes rather than just outcomes• All leave of absence requests through self serve• MI Reporting suite for managers

Summary – Areas of best practice

1. Segregation of users2. Creating the project plan3. Transition to online4. Process mapping5. Communications6. Devolving access7. System roles8. Cultural Shift

Ambient Intelligence Revisited

It could be worse…..have a long term plan and stick to it.

Thank you and questions