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8/7/2019 RoadMaptoSuccess - Jerry Lohfink
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Road Map to Success
Jerry Lohfink
Director, National Finance Center
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2007 Customer Forum
Welcome
Agenda
NFC Strategic Direction
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2007 Customer Forum
Welcome
Agenda
NFC Strategic Direction
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Agenda
Tuesday Morning
NFC Strategic Plan
Introduction to the Retirement System Modernizationeffort
Human Resources Line of Business
Payroll/Personnel System
Customer Relationship Management
Data Center Update
Value Proposition
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Agenda
Tuesday Afternoon
Customer Service Initiatives
Preparing for the Retirement Systems Modernization
Security Entry Tracking
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Agenda
Wednesday
EmpowHR
Human Resources Services
Employee Personal Page/Employee Self-Service
Time and Attendance (STAR and webTA)
Reporting Center
EPIC Web
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Agenda
Thursday
EmpowHR
Security Officers (Lincoln Room)
Human Resources Services
Employee Personal Page/Employee Self-Service
Time and Attendance (STAR and webTA)
Reporting Center
EPIC Web
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2007 Customer Forum
Welcome
Agenda
NFC Strategic Direction
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Strategic Imperatives - 2002
Payroll
Successfully compete to become an ePayroll Provider
Grow payroll count from 435,000 to 550,000
Limit payroll unit cost growth to 50% of inflation
Move all customer applications to Web-deploy (Geaux
Web)
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Strategic Imperatives - 2002
Payroll
Examine alternatives for FOCUS and TARE
Complete implementation and expand employeeself-service
Complete roll-out of Reporting Center
Implement and operate CLER
Explore alternative funding sources for PayEngine
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Strategic Imperative - 2002
Data Center
Reduce risk of data center being in prime hurricane area
Develop a total cost of ownership model and become
competitive with top 15% Federal and top 30%commercial
Restructure to bring greater focus on Cyber Securityissues
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Strategic Imperatives - 2002
Others
Expand PKI and reassess market viability within 3 years
Assess business case for COTS HR
Assess long-term viability of continuing services forFRTIB
Examine alternatives for Travel System
Improve Disaster Recovery capability and meet allcontinuity requirements as demonstrated through testing
Assess alternatives for COOP sites
Rollout Ethics reporting capability for USDA
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Commercial Break
Denver Data Center Pre-Cutover Testing
Testing is scheduled for August 4-5 and 18-19
TESTING IS CRITICAL!
Philly
Customer Site
Production
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Commercial Break
Denver Data Center Pre-Cutover Testing
Testing is scheduled for August 4-5 and 18-19
TESTING IS CRITICAL!
Denver Philly
Customer Site
ProductionTesting
August 4 - 5 and 18 - 19
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Commercial Break
Denver Data Center Pre-Cutover Testing
Testing is scheduled for August 4-5 and 18-19
TESTING IS CRITICAL!
Denver Philly
Customer Site
Production Testing
MAKE SURE YOU KNOW TO WHERE YOU ARE CONNECTING
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Commercial Break
Denver Data Center Pre-Cutover Testing
Testing is scheduled for August 4-5 and 18-19
TESTING IS CRITICAL!
C.W. Huff or Ruth Smythe at 504-426-2651/2606
DenverPhilly
Customer Site
ProductionTesting
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Strategic Imperatives for
2008 and Beyond
Expand value of human resources line of businessservices to customer agencies
Expand system functionality
Expand service capability
Achieve greater economies and efficiencies
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Current State
1. HR Strategy
3. Staff
Acquisition
4. Performance
Management
5. Compensation
Management
2. Organization &
Position
Management
HRIS supports documentation and use of structures for
processing and reporting
HRIS supports documentation of standards and records
performance of record.
Operations performs candidate sourcing and on-boarding.
HRIS supports HR, T&A, and Pay transactions processing,
reporting, and recordkeeping. Operational services serve as
customer extension to process transactions, perform
back-office functions, etc.
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Current State
6. Benefits
Administration
8. Employee
Relations
9. Labor
Relations
10. Separation
Management
7. Human
Resources
Development
HRIS provides reporting in support of program operation
and evaluation.
HRIS processes benefit transactions.
Operations processes benefit actions.
11. EEO
Complaint
Processing
Manages employee complaints through agency decision.
HRIS processes retirement package to OPM.
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Future State
1. HR Strategy
3. Staff
Acquisition
4. PerformanceManagement
5. Compensation
Management
2. Organization &
Position
Management
HRIS supports development, documentation and use of structures.
Consulting support will assist from strategic & tactical perspectives.
HRIS supports collaborative development of standards, performance,and records performance of record. Operations supports performance
management strategy, program development, and evaluation.
HRIS supports HR, T&A, and Pay transactions processing,
reporting, and recordkeeping. Operations support administration and
operation of bonus and award programs and services serve as
customer extension to process transactions, perform back-office
functions, etc.
Strategic business partners will provide environmental analyses,
strategy development, policy review and development, conduct
workforce analysis and planning, perform succession planning and
provide HR consultation.
HRIS supports staffing plan, sourcing candidates, candidate
evaluation, on-boarding, security clearance processing, and HSPD-12.
Operations support acquisition strategy, candidate sourcing,
evaluation, on-boarding, and security clearance processing.
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Future State
6. Benefits
Administration
8. Employee
Relations
9. Labor
Relations
10. Separation
Management
7. Human
Resources
Development
HRIS records development activities, workforce assessments,
IDP development, and provides reporting in support of program
operation and evaluation. Operations supports development strategy,
workforce assessments, and program evaluation.
HRIS processes benefit transactions.
Operations supports development and operation of benefit programs
and processes benefit actions.
11. EEO
Complaint
Processing
Case management system to support management of employee
complaints through agency decision.
HRIS processes retirement package to RSM.
HRIS offers case management capability.
HRIS offers case management capability.
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Expand Value of Human
Resource Line of Business
HRIS
External integration (staffing & classification)
PeopleSoft 9.0, including staffing modules PeopleSoft 9.x, including performance
Integration with development suppliers
Case Management
Payroll module replacement
Other functionality as needed by customers
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Future State
Achieve next generation of Pay Engine
More responsive to change and flexibility
Business rule-based Tighter integration with HR systems
Achieve new economies and opportunities for efficiency
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Achieve Next Generation of
Pay Engine
Key Milestones
Develop funding strategy
Detailed project plan and establish customer teams Acquisition
Implementation
Testing & Migrations
Sunset PPS
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Strategic Imperatives for
2008 and Beyond
Provide reliable, rigorous, and robust data center
services
Managed services, hosting, and DR/COOP
Continue Total Cost of Ownership with more aggressive
targets
Achieve new economies and opportunities for efficiency
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Strategic Imperatives for
2008 and Beyond
Explore Software as a Service model with industry
and customers
Assess market interest in concept
Broker customer interest and establish contract vehicles
Reassess results and modify approach
Periodically reexamine alternatives
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Strategic Imperatives for
2008 and Beyond
Achieve greater customer satisfaction with services
Improve metrics capabilities
Enrich employee development program and supplementskills
Continually work on cultural alignment
Enhance relationship management capabilities
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Achieve Greater Customer
Satisfaction
Key Milestones
Expand customer survey instruments
Improve customer satisfaction capture and reporting tools
Baseline employee knowledge and skill sets
Develop targeted training and development opportunities
Continually reassess employee capabilities
Expand Reporting Center functionality
Continue to expand SPPS functionality
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Achieve Greater Customer
Satisfaction
Key Milestones
Develop inventory of existing system limitations anddevelop approach to address each
Revisit customer group structures and improve Reestablish automation in call centers
Continue overhaul of billing algorithm to increase rateresponsiveness
Explore alternatives to supplement staff performingmodifications for customers
Update Knowledge Base
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Strategic Imperatives for
2008 and Beyond
Achieve a risk level greater than 4 in risk
management maturity
Goal: Complete assessment and action plan by mid-2008
Goal: Achieve level 3 by mid-2010
Goal: Achieve level 4 by end of 2012
Ad-Hoc Initial Repeatable Managed Optimized
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2007 Customer Forum
Q & A Before Lunch!
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2007 Customer Forum
THANKS!