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?