RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES New York University Scope Scope Findings & Recommendations Findings & Recommendations Savings Savings Timeline

RE2: ACADEMIC APPOINTMENTSRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES & HUMAN RESOURCES

New York UniversityNew York University

• ScopeScope• Findings & RecommendationsFindings & Recommendations• SavingsSavings• TimelineTimeline• AppendicesAppendices

RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES

ScopeScope

Consolidate Office of Academic Consolidate Office of Academic Appointments (OAA) and Human Appointments (OAA) and Human ResourcesResources

Reduce costs byReduce costs by– Re-engineering administrative processesRe-engineering administrative processes– Pooling resources as in a Service center Pooling resources as in a Service center approachapproach

– Eliminating positions where applicableEliminating positions where applicable

Maintain or increase current service Maintain or increase current service levels in terms of quality, accuracy & levels in terms of quality, accuracy & efficiencyefficiency


#1: Manual Reviews#1: Manual Reviews Finding #1: OAA performs manual Finding #1: OAA performs manual

reviews/approvals of large volume of reviews/approvals of large volume of transactionstransactions– Large percentage of academic appointments & Large percentage of academic appointments &

related processes are reviewed/approved manually related processes are reviewed/approved manually and often by too many staff membersand often by too many staff members

– Automated applications have not been developed Automated applications have not been developed for some transactionsfor some transactions

– Existing applications have not been leveraged to Existing applications have not been leveraged to their fullest capabilitiestheir fullest capabilities

Recommendation:Recommendation:– Enhance PASS and add more OAA business rules to Enhance PASS and add more OAA business rules to

minimize the need for review / approval stopsminimize the need for review / approval stops– Leverage ePASS to create online sabbatical Leverage ePASS to create online sabbatical

workflow requestsworkflow requests– Create workflow application for Visiting Scholar Create workflow application for Visiting Scholar

requestsrequests


PASS Total TransactionsPASS Total TransactionsUnit TypeUnit Type HRHR OAAOAA WassermanWasserman TotalTotal

SchoolsSchools 3,9743,974 23,34223,342 8,2398,239 35,55535,555

VP UnitsVP Units 4,1494,149 348348 5,5675,567 10,06410,064

TOTALTOTAL 8,1238,123 23,69023,690 13,80613,806 45,61945,619

Three Central Offices approve HR transactions:

• HR for Administrative/Staff employees

• OAA for Academic employees

• Wasserman for Student employees

Data shows 12-month period from June 2008 – May 2009.


OAA Reviewed TransactionsOAA Reviewed TransactionsActionsActions VolumeVolume Recomen-Recomen-

dationdationCurrentCurrent Phase 1 - Phase 1 -

ProjectedProjectedPhase 2 - Phase 2 - ProjectedProjected

Remain Remain RFARFA

CompensationCompensation New Additional CompNew Additional Comp Cancel/End Additional Cancel/End Additional CompComp

Salary ChangeSalary Change Spot BonusSpot Bonus

3,4583,458

3535

419419

33

Retain Retain processinprocessing/ review g/ review in OAAin OAA

3,9153,915

30%30%3,0243,024 622622 192192

Employee InfoEmployee Info 757757

Move Move procesingprocesing/ review / review to HRto HR

9,2639,263

70%70%

00 00 757757

Leave of AbsenceLeave of Absence 306306 00 00 306306

AppointmentAppointment Account ChangeAccount Change Adjunct PPC Adjunct PPC MaintenanceMaintenance

New AppointmentNew Appointment Cancel/End Cancel/End AppointmentAppointment

Reappointment/Reappointment/ExtensionExtension

Title ChangeTitle Change

577577

306306

1,1241,124

106106

1,3141,314

187187

577577

00

00

3535

00

00

00

00

763763

00

1,0131,013

00

00

306306

355355

7171

301301

406406

New HireNew Hire 1,9441,944 00 00 1,9441,944

SeparationSeparation 400400 00 00 400400

Exceptions (xPASS)Exceptions (xPASS) 2,2422,242 00 00 2,2422,242

TOTALTOTAL 13,17813,178 3,6363,636

27.6%27.6%2,4752,475

18.8%18.8%7,0677,067

53.6%53.6%


Finding # 2: OAA has paper-based departmental Finding # 2: OAA has paper-based departmental processesprocesses– Examples include Faculty appointment letters, Examples include Faculty appointment letters,

Promotion / Tenure / Sabbatical requests, Retirement Promotion / Tenure / Sabbatical requests, Retirement agreements, Visiting scholar applicationsagreements, Visiting scholar applications

– Processes require staff & OTP resources to track, Processes require staff & OTP resources to track, distribute & maintain paper filesdistribute & maintain paper files

Recommendation:Recommendation:– Implement Worksite Implement Worksite (online document management system)(online document management system) for for

Faculty recordsFaculty records– Significantly reduce volume of faculty appointment Significantly reduce volume of faculty appointment

letters letters – Stop paper printing of PASS transactions / review Stop paper printing of PASS transactions / review

onlineonline

HR has implemented Worksite for HR has implemented Worksite for Administrative/Staff records. Recommendation will Administrative/Staff records. Recommendation will align record keeping processes between HR and OAA align record keeping processes between HR and OAA and create one employee records repository.and create one employee records repository.

#2: Paper-based Processes#2: Paper-based Processes


Finding #3: Shadow systems are used by HR and Finding #3: Shadow systems are used by HR and OAA for retaining history and reportingOAA for retaining history and reporting– No single system of record for employee historyNo single system of record for employee history– Supporting applications created & maintained in Supporting applications created & maintained in

both HR & OAA to store and maintain employee both HR & OAA to store and maintain employee history due to limitations of HRIS systemhistory due to limitations of HRIS system

Recommendation:Recommendation:– Eliminate shadow systems by developing one system Eliminate shadow systems by developing one system

of record for all employee history. Options are:of record for all employee history. Options are:1.1. Enhance Academic Database (ADB) to incorporate data Enhance Academic Database (ADB) to incorporate data from the Employee Database (EDB)from the Employee Database (EDB)

2.2. Implement PeopleSoft HR module only and convert all Implement PeopleSoft HR module only and convert all data from ADB and EDBdata from ADB and EDB

– Use PeopleSoft HR as the system of record for employee Use PeopleSoft HR as the system of record for employee historyhistory

– Will need to convert EDB and ADB dataWill need to convert EDB and ADB data– Can be part of PeopleSoft HR implementation for NYU Abu Can be part of PeopleSoft HR implementation for NYU Abu

Dhabi to reduce costsDhabi to reduce costs3.3. Continue with current dual systems until Continue with current dual systems until implementation of PeopleSoft HRMSimplementation of PeopleSoft HRMS

#3 : Shadow Systems#3 : Shadow Systems


Options – Pros & ConsOptions – Pros & ConsRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES

OptionsOptions ProsPros ConsCons

1. Enhance ADB 1. Enhance ADB to incorporate to incorporate EDBEDB

Lower implementation cost Lower implementation cost compared to Option 2 compared to Option 2 (cost TBD)(cost TBD)

Temporary fixTemporary fix Data needs to be converted Data needs to be converted again once PeopleSoft is again once PeopleSoft is implemented for WSQ in the implemented for WSQ in the futurefuture

2. Implement 2. Implement PeopleSoft HRPeopleSoft HR

Recommended Recommended Solution – Solution – Develop as part Develop as part of HR/Payroll of HR/Payroll solutionsolution

Timeframe: 2012Timeframe: 2012

Resulting system is part Resulting system is part of NYU’s final state, not of NYU’s final state, not a throw-awaya throw-away

Higher implementation cost Higher implementation cost compared to Option 1compared to Option 1

Consulting Cost High-Level Consulting Cost High-Level Estimate: $1.2M based on 6-Estimate: $1.2M based on 6-month timeframe of PeopleSoft month timeframe of PeopleSoft HR module only (Part of HR module only (Part of PeopleSoft budget)PeopleSoft budget)

Hardware and Backfill costs TBDHardware and Backfill costs TBD

3. Continue with 3. Continue with current dual current dual systemssystems

No development costsNo development costs NYU continues to have no single NYU continues to have no single system of record for employee system of record for employee historyhistory

Risks exists that data used for Risks exists that data used for compliance reporting is not compliance reporting is not accurateaccurate


Finding #4: There are similar functions within HR & Finding #4: There are similar functions within HR & OAAOAA– Ad-hoc and scheduled reportingAd-hoc and scheduled reporting– Application functional support and Data ManagementApplication functional support and Data Management– Transaction processing -- majority handled by OAA do Transaction processing -- majority handled by OAA do

not require provost reviewnot require provost review– I-9 processingI-9 processing

Recommendation: Recommendation: – Transfer 2 FTE from OAA to HR and build a HR service Transfer 2 FTE from OAA to HR and build a HR service

center that will provide services to HR, OAA and the center that will provide services to HR, OAA and the HRO/HR Staff at schools/units.HRO/HR Staff at schools/units.

Provides the following benefits:Provides the following benefits:– Greater coverage and backup arrangements for similar Greater coverage and backup arrangements for similar

functions especially during peak periods at the functions especially during peak periods at the beginning of each termbeginning of each term

– Eliminates silos of institutional knowledge within Eliminates silos of institutional knowledge within different areasdifferent areas

– Enhanced capacity to handle peak processing periodsEnhanced capacity to handle peak processing periods


#4: Similar functions - HR & #4: Similar functions - HR & OAAOAA


Org Charts: HR & OAA - Org Charts: HR & OAA - CurrentCurrent

Central Human Resources Division

Compensation Talent, Learningand OD

Employee Relations Benefits

Vice President for Human Resources

Applications & Projects

Vice Provost for Faculty Affairs

Office of AcademicAppointments

Vice Provost for Academic Affairs

Director

Departments in scope

Project Manager (PT)

Data Manager

Report Analyst

Records Supervisor

HR Assistant

HR Assistant

HR Assistant

Associate Director

Mgr, AcademicReview

Mgr, FacultyRecords

Staff Associate

Info/SystemsAnalyst

Admin Aide/Secretary




Director

• HR Applications Support

• Report development

• Training

• Audits & Controls

• HR Systems Administration

• Transactions Processing

• Records Management


Org Charts: HR & OAA - Org Charts: HR & OAA - ProposedProposed

Central Human Resources Division

Compensation Talent, Learningand OD

Employee Relations Benefits

Vice President for Human Resources

Applications & Projects

Vice Provost for Faculty Affairs

Office of AcademicAppointments

Vice Provost for Academic Affairs

Director

Departments in scope

Project Manager (PT)

Data Manager

Report Analyst

Records Supervisor

HR Assistant

HR Assistant

HR Assistant

Associate Director

Mgr, AcademicReview

Mgr, FacultyRecords

Staff Associate

Info/SystemsAnalyst





Director

• HR Applications Support

• Report development

• Training

• Audits & Controls

• HR Systems Admin

• Transactions Processing

• Records Management

Eliminated Positions (refer to timeline for timing)

Mgr, AcademicReview

Associate Director Position

s transferred to HR


Finding #5: There are provost-specific Finding #5: There are provost-specific functions within OAAfunctions within OAA– SabbaticalsSabbaticals– Tenure / PromotionsTenure / Promotions– Faculty and Research Staff policiesFaculty and Research Staff policies– Visiting scholarsVisiting scholars– Staffing approvalsStaffing approvals– OthersOthers

RecommendationRecommendation– Retain 3 FTEs in OAA to continue the Retain 3 FTEs in OAA to continue the administration and provost oversight of administration and provost oversight of academic appointmentsacademic appointments


#5: Provost-specific #5: Provost-specific functionsfunctions


OAA Functions (Proposed)OAA Functions (Proposed)

FunctionsFunctions DirectoDirectorr

Staff Staff AssociatAssociatee

Clerical Clerical StaffStaff

CommentsComments

Provost – SpecificProvost – Specific Promotion & TenurePromotion & Tenure SabbaticalSabbatical Tenure TimetableTenure Timetable Faculty Appointment PoliciesFaculty Appointment Policies Retirement AgreementsRetirement Agreements Visiting ScholarsVisiting Scholars GrievancesGrievances Staffing ApprovalsStaffing Approvals Research & Staff PoliciesResearch & Staff Policies OthersOthers

65%65% 82%82% 35%35%

Reporting / Application Reporting / Application SupportSupport

Final Review of Provost Final Review of Provost ReportsReports

15%15% 5%5% 10%10% Report development and support Report development and support moved to HRmoved to HR

Transaction ProcessingTransaction Processing Review / Approve PASS ActionsReview / Approve PASS Actions Webami Annual ProcessWebami Annual Process

15%15% 8%8% 5%5% Majority of work moved to HR. Majority of work moved to HR. Transactions going to OAA for Transactions going to OAA for review/approval will be review/approval will be exceptions only.exceptions only.

General AdministrationGeneral Administration Department BudgetDepartment Budget Supervise staffSupervise staff Maintain employee recordsMaintain employee records Scanning, Copying, Calls, Scanning, Copying, Calls, etc.etc.

5%5% 5%5% 50%50%

Staffing and Responsibility Matrix at full Staffing and Responsibility Matrix at full implementationimplementation


Finding #6 : Schools/Units rely on OAA to Finding #6 : Schools/Units rely on OAA to catch details outside of policycatch details outside of policy– Over 600 rejections, cancellations and Over 600 rejections, cancellations and modifications in 12-month periodmodifications in 12-month period

Recommendation:Recommendation:– Change behavior at school/unit level and make Change behavior at school/unit level and make HRO and HR staff be responsible for HRO and HR staff be responsible for transaction accuracy and data integritytransaction accuracy and data integrity

– Coordinate with Payroll Committee Coordinate with Payroll Committee recommendationsrecommendations

– Develop additional training and conduct Develop additional training and conduct regular sessionsregular sessions

– Raise awareness with HR Community on impact of Raise awareness with HR Community on impact of late and inaccurate transactionslate and inaccurate transactions


#6 – User Reliance on OAA#6 – User Reliance on OAA


Approximately $380K (salary plus Approximately $380K (salary plus fringe) in total savings within fringe) in total savings within OAA budget resulting from OAA budget resulting from elimination of 5 positionselimination of 5 positions– 3 Clerical staff positions3 Clerical staff positions– 1 Systems Analyst position1 Systems Analyst position– 1 Manager, Faculty Records1 Manager, Faculty Records


SavingsSavings

RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCESRE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES

TimelineTimeline

6/1/2009 12/31/2009

7/1 8/1 9/1 10/1 11/1 12/1

1/1/2010 8/31/2010

2/1 3/1 4/1 5/1 6/1 7/1 8/1

9/1/2010 8/31/2011

10/1 1/1 4/1 7/1

Current Projects

Phase 1 – FY2010

Phase 2 – FY2011

·Stop keeping paper records for 101,112,130,131,111

·Switch from RFA to FYI·Start backfile scanning of

102,103,113 ·Eliminate Central Appt

Letters for most·Modify HR’s Worksite (if

needed)·Start data conversion

analysis·Complete

102,103,113 backscanning

·Complete transition of 2 OAA staff to HR

·Complete employee history conversion

·Roll-out automation of highest volume transactions

·Complete second wave of resource actions

·Complete automation of all remaining OAA transactions

·Start transition of 2 OAA staff to HR

·Start design/development of OAA business rules into PASS

·I-9 processing moved to HR·Start OAA report development

in UDW

·Complete first wave of resource actions

Approval granted

Positions Eliminated:1 Systems Analyst2 Clerical Staff

Positions Eliminated:1 Manager,Faculty Records1 Clerical Staff

Positions Moved to HR:1 Associate Dir, Academic Appts1 Manager, Academic Review Proc

·Assess progress todate


Summary / ConclusionsSummary / Conclusions Significant annual savingsSignificant annual savings

– Total reduction of 5 FTEs equivalent to $380K in Total reduction of 5 FTEs equivalent to $380K in annual savings annual savings

Opportunities for greater efficienciesOpportunities for greater efficiencies– Enhanced capacity to handle peak processing periodsEnhanced capacity to handle peak processing periods– Automation of current paper transactions Automation of current paper transactions – Pooling of resources within HR and OAA to handle Pooling of resources within HR and OAA to handle

reporting, transaction processing, and application reporting, transaction processing, and application supportsupport

Improve accuracy of transactionsImprove accuracy of transactions– Enhancement of PASS actions to include OAA business Enhancement of PASS actions to include OAA business

rules for majority of current volume rules for majority of current volume Validations ensure that transactions are submitted Validations ensure that transactions are submitted with accurate information, reducing the need for with accurate information, reducing the need for manual reviewmanual review

Review and approvals needed only for exceptionsReview and approvals needed only for exceptions– Give HROs and HR staff greater responsibility for Give HROs and HR staff greater responsibility for

ensuring data accuracy and integrity of their ensuring data accuracy and integrity of their transactionstransactions

Documents

RE2: ACADEMIC APPOINTMENTS & HUMAN RESOURCES New York University Scope Scope Findings & Recommendations Findings & Recommendations Savings Savings Timeline