The Absence Management - University of Akron · The University of Akron Oracle/PeopleSoft Time & Labor and Absence Management Fit/Gap Analysis Prepared by: CIBER, Inc. July 2011

The University of Akron

Oracle/PeopleSoft

Time & Labor and Absence Management

Fit/Gap Analysis

Prepared by:

CIBER, Inc.

July 2011

University of Akron– Time and Labor and Absence Management�

8/5/2011 Submitted by CIBER, Inc. Page 2 of 30

Revision History

Date By Action

07/19/2011 Cheri Kitchens Initial DRAFT

07/21/2011 Cheri Kitchens, based on feedback from Diane Shovestull

Changed terminology for Comp Time Refused and Paid. Added CWA Union where All Staff and Police were indicated in the Groups column, cosmetic changes.

7/25/2011 Joann Johns, per e‐mail from C. Kitchens

Added “Fit” to Fit‐Gap column of the Detailed Analysis matrix for requirement #38 and #43.



Revision History ........................................................................................................................................ 2

Introduction .................................................................................................................................................. 4

Participants ............................................................................................................................................... 4

Fit/Gap Analysis ............................................................................................................................................ 4

Time and Labor ......................................................................................................................................... 6

Time and Labor Conversions ............................................................................................................... 14

Absence Management ............................................................................................................................ 15

Absence Management – Reports and Interfaces ................................................................................ 21

Absence Management – Conversions ................................................................................................. 22

Gap Alternatives and Recommendations ................................................................................................... 23

Business Process Review ............................................................................................................................. 26

Time Reporting and Administration – As Is ........................................................................................ 26

Time Reporting and Administration – To Be ....................................................................................... 26

Absence Reporting and Administration – As is ................................................................................... 27

Absence Reporting and Administration – To Be ................................................................................. 28

Specific Business Processes ................................................................................................................. 29

CWA Sick Leave ............................................................................................................................... 29

Comp Time Business Process .......................................................................................................... 29



Introduction During the period of June 28th through July 11th, 2011, Fit/Gap meetings were conducted at University of Akron to compare the university’s current business processes to the delivered functionality of the PeopleSoft Time and Labor and Absence Management modules. Goals of the Fit/Gap sessions included the following:

• Ascertain University of Akron’s business requirements; • Review of University of Akron’s current business processes; • Identification of required functionality in PeopleSoft; and • Identification of Gaps.

Participants Name Title Role Joann Johns IT Tech Lead – HR Project Manager Diane Shovestull Manager, Payroll Functional Lead – Time and Labor,

Absence Management and Subject Matter Expert

Ryan Taylor Senior Accountant Functional Team/Subject Matter Expert Sarah Kelly Director, Benefits Administration Subject Matter Expert Grace Shiao Programmer Analyst Technical Lead– Absence Management Scott Bass Programmer Analyst Technical Lead – Time and Labor Cheri Kitchens CIBER Functional Consultant Functional Consultant

Fit/Gap Analysis The results of the Fit/Gap sessions are presented in the detailed analysis sections of this document, which describe the findings for each module. They are presented using the following table structure:

• Req # ‐ Each requirement has been assigned a unique number to enable cross‐reference to Gap Analysis and recommendation section, and ultimately the project plans and subsequent project documents.

• Business Requirement – A short descriptive summary of the University of Akron business requirement.

• Groups – Identifies the Group(s) of employees to which the business requirement applies. • Fit/Gap ‐ Identifies the Fit or Gap of the delivered PeopleSoft solution with the existing business

practices. If Gaps are identified, options and recommended solutions are presented in the Gaps Alternatives and Recommendations section of this document.

• Special Configuration Requirement – This section notes configuration considerations that may contribute to the effort required to fulfill the requirement. For example, where Time and Labor rules are required, this column identifies those that are likely candidates for the template‐built rules and those that will require Custom Rule development. Generally template‐built rules can be configured online by functional resources, while the custom rules require technical resources, hence the custom rules are more complex that template‐built.



Absence Management will require many supporting elements, and no attempt was made to identify all of them in this document. Special configuration is noted where non‐system elements are required for data retrieval. Similar to custom rules in Time and Labor, the non‐system elements require more technical expertise, and are not likely to be accomplished by functional resources. Additionally non‐standard approval configuration has been noted where a second level (Benefits) must be configured to approve certain Absences Takes. Some of these non‐standard elements and approvals can be reused for different Absence Takes and Entitlements, which will potentially lower the subsequent effort where they are reused as opposed to newly developed.

• Notes ‐ Provides additional information to clarify the requirement and/or nature of the Fit/Gap. This section also includes specific UTD considerations to denote areas that need further evaluation.

• Level of Complexity – Categorizes the Effort necessary to address the action needed and/or gaps, i.e. level of complexity: low = up to 40 hours, medium = 41 to 79 hours, high = 80 hours and beyond.



Time and Labor Req # Business Requirement Group(s) Fit‐

Gap Special Configuration Requirement

Notes Level of Effort

Shift Differential

1. Resident Hall Student Assistant’s receive $1.00 per hour for Night Shift, which is currently handled with a separate Job data record. They would like to handle this in Time and Labor. The shifts are hours worked: Sunday‐Thursday – 12am‐8am Friday‐Saturday – 8pm‐8am

Student Fit • Custom Rule

There is a template that generates shift differential based on hours worked between certain hours. However, it does not allow differentiating days of the week. Hence a custom rule will be required. Alternatively, the employees could continue the practice of clocking out and back in at the start of the applicable shift time (using different TRCs.)

Moderate

2. .20/hour Shift Differential for Regular Time .30 Overtime Shift Differential

CWA Union Fit • Template Built Rule for .20 regular Shift

• Template Built Rule for .30 Shift overtime

Hours worked between 2 p.m. and 4 a.m. Low

Police Fit • Template Built Rule for .20 regular Shift

• Template Built Rule for .30 Shift overtime

Shift differential is paid for 2nd and 3rd Shifts. 2nd shift = 3 p.m. – 11 p.m. 3rd shift = 11 p.m. – 7 a.m.

Low



Req # Business Requirement Group(s) Fit‐Gap

Special Configuration Requirement


Overtime/Comp Time Earned

3. The Hours worked in excess of 40 hours/ week are to be paid as overtime.

Students Fit • Template Built Rule

Students are only eligible for overtime pay, and not comp time in lieu of overtime pay.

Low

4. All hours (except those noted) exceeding 40 hours / week are to be paid as overtime. Employees may elect to earn 1‐1/2 hours Comp Time for each excess hour. Within a time period, an employee can decide how many of the excess hours will be paid as overtime and how many excess hours will be credited as Comp Time earned.

All Hours Except Time Off Without Pay: CWA Union All Hours Except Sick and Time Off Without Pay:Staff Police

Fit • Custom Rule

The timesheet must be configured to accommodate the employee’s election of Comp Time versus Overtime. The employee can only provide reported time, while the time administration process generates the payable time. Since Overtime is a result of the rules being processed in Time Administration, it is not possible for an employee to directly change that Time Reporting Code or the hours associated with it on the timesheet. An employee cannot be forced to receive Comp Time. The rule will “default” hours in excess of 40 to Overtime, unless Comp Time is indicated on the Timesheet.

High

5. For each day the employee works as Officer in Charge, .25 hours overtime is to paid for the day

FOP Fit • Template‐built rule

Low

Comp Time Plans Comp Time plans are maintained with 180 day expiration periods and maximum positive hours limits. Comp Time Taken will be requested through Absence Management.

6. Maximum Positive Hours: 240 Negative Hours: 0

Full Time and Part Time Staff

Fit Low






7. Maximum Positive Hours: 480 Negative Hours: 0

Police Fit Low

8. If an employee requests Comp Time and a balance is available, but the manager denies the request, the employee receives Comp Refused and Paid (straight time) plus actual hours worked.

All Staff CWA Police

Fit See Comp Time Request business process flow under the Business Process Review section

Low

9. Employees can request a payout of some or all of their Comp Time Balance.

Staff CWA Police

GAP • Comp Time Payout TRC

A TRC can be made available on the timesheet, and the employee can input the number of hours they want to be paid. However the University does not want to encourage the use of this aspect of the Comp Time Plans, so a TRC may be too visible. Payroll must have a means of reducing the Comp Time Balance in Time and Labor and generate the Comp Time Payout.

Low (assuming Recommended Option is accepted)

Holidays

10. Employees are paid for each University observed holiday. An employee must be in active pay status on the regularly schedule work days before and after the holiday.

Full Time: 8 hours/Holiday

Fit • Template‐built rule

The template‐built rule is dependent on a Holiday schedule in PeopleSoft. Full time employees receive the University‐observed Holiday regardless of their schedule.

Low






Part Time: Normally scheduled hours (Students and Part Time IATSE are not included.)

Fit • Custom Rule

In order for a rule to generate the holiday, in addition to the Holiday schedule mentioned above, the part time employee must be assigned a schedule in PeopleSoft. Alternatively the Holiday TRC may be made available to the employee for entry on the timesheet.

Moderate

11. If an employee works on a University observed Holiday the employee is paid at the overtime rate for time worked. Alternatively the employee can choose comp time in lieu of overtime pay.

All employee except Student and Part time IATSE

Fit • Custom Rule

Custom rule will replace Regular TRC with Holiday Worked TRC for any hours that fall on the same day a Holiday TRC is reported. The rule should ignore the Holiday Comp Time TRC. Holiday Comp Time will credit the Comp Time balance.

Moderate

12. The University has traditionally granted additional paid days off between Christmas and New Years.

Full Time: 8 hours for each regularly scheduled day Part Time: Number of hours scheduled for each day. (Students and Part Time IATSE are not included)

Fit • Custom Rule

A rule can be used to generate the Additional Holiday TRC if:

a) The employees are assigned a schedule in PeopleSoft

b) The Additional days are indicated on the Holiday calendar, using the Holiday Type to differentiate these days from the University observed Holidays.

If the employees are not assigned schedules, the TRC must be entered on the employee’s timesheet.

High






13. Hours worked during any of the additional days off between Christmas and New Years do not get paid. Instead, the hours are “banked” to be taken later.

Full and Part Time employees, except Students and Part Time IATSE

Fit • “Banked Time” earned TRC

• “Banked Time” used TRC

The Banked Time earned TRC will not map to Payroll earnings, it is merely to record hours worked. The Banked Time used will map to regular earnings in Payroll. Queries can be developed to review and compare Banked Time earned and Banked Time used over a certain period of time. At this time, the policies around this time have not been formalized. There are not a large number of employees who are required to work during this time.

Low

Unscheduled Closing

14. Employees are paid during University emergency or unscheduled closing

Full Time and Part Time are paid their regularly schedule hours. (Students and Part Time IATSE are not included.)

Fit Mass Time Reporting can be used to generate the Unscheduled Close hours for any employees who are assigned a Schedule. The TRC must be available for entry on the Timesheet for those employees who are not assigned a Schedule.

Low

15. Employees are paid at the overtime rate for all hours worked during an unscheduled Closing

Full Time and Part Time, excluding Students and Part Time IATSE

Fit This TRC cannot be generated by a rule because the unscheduled closing may be a partial day (starting, for example, at 2 p.m.) T&L prohibits duplicate punches during the same time.

Low






Guaranteed Minimum Hours

16. For each “Call In” there is a minimum guarantee of 4 hours straight time up to and including 2.5 hours worked. If the “Call In” instance is greater than 2.5 hours, the hours are paid at 1‐1/2

CWA Union Fit • 2 Template‐built rules

Template‐built rule 1: if an employee reports > 2.5 hours “Call in”, replace “Call In” TRC with Call In Overtime TRC. Template‐built rule 2: if an employee reports <= 2.5 hours “Call In”, change # of hours to 4. Rule 1 should execute before rule 2.

Low

17. For each “Call In” the employee will be paid a minimum of 4 hours.

IATSE (Full and Part Time)

Fit • Template‐built rule

It was noted that 1 production meeting per month is not subject to the call‐in rule. No special rule will be required for this as the employee will simply clock in as regular time for the production meeting.

Low

18. For each “Call In” the employee will be paid a minimum of 4 hours at overtime rate.

FOP Union Fit • Template‐built rule

Low

19. Court Time (on University Business) the employee will be paid a minimum of 2.75 hours at overtime rate.

FOP Union Fit • Template‐built rule

This differs from the Court Absence as this is actually time the employee is on university business. Hence these hours will be reported via Time and Labor, not Absence Management.

Low






Exception Rules

20. Employee is not to clock in more than a specified number of minutes prior to the start of the shift

CWA Union Fit • Custom Rule We can’t configure time and labor to prohibit employees from clocking in at certain time. This rule would create an exception if an employee clocks in more than the specified number of minutes early. Application of this rule will require employees to be assigned Schedules.

Moderate

Attendance Programs

21. Employees are subject to specific consequences for late and early clock out.

CWA Union Fit • Attendance Program

In order to apply attendance programs, employees must be assigned Schedules.

Low

Time Collection Devices

22. Certain departments or groups across the university currently use and/or will begin using Time Collection devices.

TBD Fit • TCD Configuration

PeopleSoft will accept both flat files as well as XML integration from the Time Collection device.

Low






Task Reporting

23. Some employees must report the hours worked to a particular Combo Code. The Combo Codes available to an employee should only be those indicated on the employee’s Job Earnings Distribution.

Dining Services Residence Halls Others (to be determined)

GAP See options for solutions to this gap in the following section.

As delivered, the combo code can be made a required field on the Task Template, which can then be required on the Time Reporting template. However, using this method, all Combo codes in the database would be available for selection instead of just those available on the employee’s JED.

Moderate (assuming Recommended Option is accepted)

Enroll and Maintain Time Reporters

24. An automated process to Create and Maintain Time Reporters, assigning the appropriate Workgroup and other Time Reporter attributes based on certain Job data fields

All Time Reporters

GAP Not applicable See Gap analysis section for potential solutions.

High

25. An automated process to enroll time reporters in Comp Time plans.

All except Students

GAP Not applicable See Gap analysis section for potential solutions. This won’t be a gap if it is determined Time Reporters’ Comp Time plan can always default from the Workgroup.

Low






Employee and Manager Self Service

26. Employees and managers will report, view, and approve time and comp time balances via self service pages.

All GAP Time reporting templates

During the fit/gap sessions there were no specific modifications that were identified. However, it is CIBER’s experience that customers find some minor modifications to the self service pages once team members get hands‐on access to the application. This reality should be accounted for in the project planning.

Moderate

Time and Labor Conversions

A conversion is the process by which data from current University of Akron systems is transferred to applicable tables in PeopleSoft.

The following high‐level conversion tasks will apply to the Time and Labor implementation.

Req # Conversion Comments

27. Time Reporter Data The implementation team can potentially use the same custom program that has been identified to Create Time Reporter data as an automated process (Fit/gap requirement #22.)

Alternatively, there is a delivered PeopleSoft Component Interface (TL_EMPL_DATA1) that can be used with the delivered EXCELTOCI tool to load initial enrollments.

28. Comp Time Enrollment This may not be a required conversion if the Comp Time Plan can be defaulted from the Workgroup.

Alternatively, PeopleSoft delivers a Component Interface (TL_EMPL_COMP) that can be used with the delivered EXCELTOCI tool to load initial enrollments

29. Comp Time Balances A source for Comp Time Balances as well as expiration dates will be needed for the initial load.



Absence Management Req # Business Requirement Group(s) Fit‐

Gap Special Configuration Requirement


FMLA Leave FMLA is an Absence Based Entitlement that accumulates on a rolling 12 month basis. Takes associated with FMLA Entitlement will include: FMLA Family maps to Sick Leave Family. User Defined field will be required on the Take to supply the family member relationship (this is delivered configuration) FMLA Sick – maps to the Sick Leave Take Element FMLA Vacation maps to Vacation Take Element FMLA Maternity/Paternity maps to Maternity/Paternity Take Element FMLA No Pay maps to Time Off without Pay Take Element Employees must be employed 1 year and worked 1250 hours in order to take FMLA Leave.

30. Entitlement: 480 hours Full time employees

Fit • Non‐system elements (New)

• Non‐standard approval (New)

Benefits approval required on all Takes

High

31. Entitlement: Average Monthly Hours * 12 Part Time Fit • Non‐system elements (New)

• Non‐standard approval (Reused)


High

Maternity/Paternity Leave Maternity/Paternity is an Absence based Entitlement.

32. Entitlement: 160 hours per occurrence. Absence period must be uninterrupted.

Full Time Fit • Non‐standard approval (Reused)

• Linking absence takes


High (configuring linking absences to ensure uninterrupted absence duration.)






Court Leave Court Leave is an Absence based Entitlement Take Reasons (required):

• Jury

• Subpoena

33. Entitlement hours will be the Take hours, resulting in zero Balance.

Full Time Part Time

Fit Low

Bereavement Bereavement is an Absence based entitlement.

34. Entitlement: 5 days per occurrence Full Time Part Time

Fit Count days for full and part time. No need to convert days to hours for the entitlement calculation.

Low

Veterans Day Replacement Veteran’s Day is an Absence based entitlement. It is used only for employees who are required to work on the University‐observed Holiday. Veteran’s Day is November 11th. If the 11th on a Saturday, the University observes the holiday on Friday, and on Monday if the 11th falls on Sunday.

35. Entitlement: 1 day per year. Full Time Exempt Part Time Exempt

Fit One occurrence allowed per year. Need to create accumulator period that encompasses November 11th, November 10th if 11/11 on Sat and 12th if 11/11 is on Sunday.

Low

Professional Leave Professional Leave is an Absence based Entitlement


Full Time Part Time

Fit Low






Comp Time Comp Time will be set up in Absence Management as an Absence Based leave


All Staff CWA Police

Fit Balances are maintained in Time and Labor. Comp Time Earned and Comp Time Taken Time Reporting Codes will be configured in Time and Labor to add to or decrement the Comp Time Balance.

Low

Military Military Leave will be configured as an Absence based Entitlement

38. 176 hours per Calendar Year. All Employees Fit Non‐standard Approval (Reused)

Benefits approval required on all Takes. A Payee override for the Military Pay to be sent to Payroll will be required.

Moderate

Time Off Without Pay Time off without Pay is an Absence Based Entitlement Take Reasons (required)

• Disability

• Personal

• Court (not Jury or Subpoena)

• Disciplinary Action


All employees Fit For exempt employees, the Earnings should be sent to Payroll to an Earnings Code that reduces regular pay.

Low






Time Off With Pay Time off without Pay is an Absence Based Entitlement Take Reasons (required)

• Disability

• Personal

• Disciplinary Action


All employees Fit Low

Vacation Vacation is a Frequency Based Entitlement, accumulating on a Fiscal Year basis. Employees are eligible to take vacation 1 year after Hire. Since some employees have prior service from another State department, a Service Date override must be available within Absence Management in lieu of altering the Service Date on the Job Data component.

41. Employees earn 14.67 hours/month, to a maximum of 528 hours. At the end of the Fiscal Year, employees may carry over up to 352 hours to the next Fiscal Year. The Vacation Balance can go negative up to the current accrual rate times the number of months remaining in the fiscal year.

Exempt Full Time

Fit Moderate

42. Employees earn 7.335 hours/month, to a maximum of 528 hours. At the end of the Fiscal Year, employees may carry over up to 352 hours to the next Fiscal Year. The Vacation Balance can go negative up to the current accrual rate times the number of months remaining in the fiscal year.

Exempt Part Time

Fit Low (Reuse many of Full Time absence and supporting elements.)






43. Employees earn hours/hours worked based on the number of years of service. The maximum accrual is a calculation of the current FY accrual rate * 3. The Vacation Balance can go negative up to the current accrual rate times the standard hours. Employee is allowed 5 occurrences of up to 8 hours per occurrence Personal Emergency Vacation per year.

CWA Union Fit • Non‐system elements (New)

• Counter for Personal Vacation occurrences (New)

High

44. Employees earn hours/hours worked based on the number of years of service. The maximum accrual is a calculation of the current FY accrual rate * 3. The Vacation Balance can go negative up to the current accrual rate times the standard hours.

Nonexempt Full Time and Part Time Classified

Fit • Non‐system elements (Reuse array retrieving hours worked)

Moderate

Sick Leave Sick Leave is a Frequency Based Entitlement which accumulates on a Fiscal Year basis, with no maximum balance. There will be two Takes linked to the Sick Leave entitlement:

• Sick Leave, Self

• Sick Leave, Family – A User‐defined field will be configured as a required field to supply the family member relationship.

45. Employees earn 10 hours per month. The Sick Leave balance can go negative up to the current accrual rate times the # of months remaining in the Fiscal Year.

Full Time Exempt

Fit Low

46. Employees earn 5 hours per month. The Sick Leave balance can go negative up to the current accrual rate times the # of months remaining in the Fiscal Year.

Part Time Exempt

Fit Low






47. Employees earn .0575 hours/hour worked. The Sick Leave balance can go negative up to the current accrual rate times the Standard Hours.

Nonexempt Staff

Fit • Non‐system elements (Reuse array retrieving hours worked)

Moderate

48. Employees earn .0575 hours/hour worked. The Sick Leave balance can go negative up to the current accrual rate times the Standard Hours. Employees are allowed 40 hours Undocumented sick leave per year. No more than 2 consecutive days can be taken as Undocumented Sick Leave

CWA Union Fit • Accumulators for Undocumented Sick Leave

Takes mapped to Sick Leave Entitlement: Sick Leave – Documented Sick Leave – Undocumented Sick Leave, Family – Documented Sick Leave, Family – Undocumented (See Business Process Review section for proposed CWA Sick Leave business process flow.)

High

49. Benefits must be alerted in order to solicit documentation if an employee reports illness more than 39 hours over consecutive days.

All GAP See Gap analysis section for potential solutions.

Moderate (assuming Recommended option is accepted)






Employee and Manager Self Service

50. Employees and managers will report, view, and approve absence events, absence history and absence balances via self service pages.

All GAP During the fit/gap sessions there were no specific modifications that were identified. However, it is CIBER’s experience that customers find some minor modifications to the self service pages once team members get hands‐on access to the application (for example, hide the “Save for Later” button. This reality should be accounted for in the project planning.

Moderate

Leave Balances on Paychecks

51. Currently the Base Benefits leave balances are displayed on employee’s paycheck and direct deposit earnings statements. Either the statements must be customized to display balances from Absence Management, or the balances must be removed from the statements.

All GAP The lesser customization would be removing balances. However, there is concern about some employees who do not have access and/or skills to view balances online.

Moderate (assuming Recommended option is accepted)

Absence Management – Reports and Interfaces

Req # Description Comments

52. By Department – Absences taken and balances for a defined period of time

53. Vacation Liability End of Fiscal year report or interface to Financials.



Absence Management – Conversions

A conversion is the process by which data from current University of Akron systems is transferred to applicable tables in PeopleSoft.

The following high‐level conversion tasks will apply to the Absence Management implementation.

Req # Conversion Comments

54. Enroll Absence Management payees

Mass update could potentially be used to insert the necessary Job Data rows. Currently University of Akron does not use Mass Update utility in HCM because of future‐dated rows. Mass update should be explored more carefully before a custom process is developed because the same future‐dated rows need to be cared for, regardless of the tool or utility used for this conversion.

55. Absence Balances The leave balances can be taken from the Base Benefits tables. We discussed archiving the data currently in the table, however since Time and Labor is not currently in use, this should not be necessary.



Gap Alternatives and Recommendations This section summarizes recommendations for areas where PeopleSoft needs to be modified and/or customized to accommodate University of Akron’s business processes and/or requirements.

Module Req # Detailed Gap Analysis

Time And Labor 9 Comp Time Payout

Employees can request a payout of some or all of their Comp Time Balance.

Options:

1. Designated a TRC for Administrator use only and instruct employee not to use the TRC. Use audit queries to monitor. (Low complexity)

2. Customize to limit TRC’s available on the Timesheet based on the user’s Role (e.g. Employee vs. Administrator.) (Moderate complexity)

3. Custom page to allow Administrators to enter TRCs and quantity directly to Reported Time table. (High Complexity) Recommended Option: 1 – TRC designated as Administrator only, with instructions to employees not to use it.

Justification:

Option #1 would satisfy the requirement with no modifications to the system.

Time And Labor 23 Combo Code Task Reporting

Some employees must report the hours worked to a particular Combo Code. The Combo Codes available to an employee should only be those indicated on the employee’s Job Earnings Distribution.

Options:

1. Use Task Profile reporting in lieu of making the Combo Code available on the Timesheet. Employees would then select a Task Profile when entering Time. As an example, Task Profiles could be established for each Dining entity and each Residence Hall, with the Combo Code assigned to the Profile. Then the employee would simply select the Residence Hall where they worked. This option would not require customization, but may be a significant manual effort to maintain Task Profiles.

2. Use Task Template reporting to allow and/or require the employee to select a Combo Code on the Timesheet, using a custom view from the Job Earnings Distribution.

Recommended Option: 1 – Task Profile reporting would eliminate the need for a customization to the system as well as maintenance of the Combo Codes on Job Earnings Distribution..

Justification:



Module Req # Detailed Gap Analysis Option #1 would satisfy the requirement with no modifications to the system.

Time And Labor 24 Automate Create/Maintain Time Reporter Data

An automated process to Create and Maintain Time Reporters, assigning the appropriate Workgroup and other Time Reporter attributes based on certain Job data fields.

Options:

1. Batch process, such as an application engine that calls the delivered Component Interface, TL_EMPL_DATA1

2. People Code on Job data that will trigger creation and/or change the existing Time Reporter data.

Recommended Option: 1 – Batch process to be run on a scheduled nightly basis.

Justification:

Option #1 ‐ A batch process would likely offer more control to eliminate mid‐period Workgroup changes and generate exception reports.

Time and Labor 25 Automate Comp Time Enrollment

An automated process to enroll time reporters in Comp Time Plans

Options:

1. Configure Workgroups so that Comp Plan enrollment can be defaulted from the Workgroup.

2. Batch process to generate Comp Time Enrollments.

3. People Code on Job Data that will trigger Comp Time Enrollments.

Recommended Option: 1 – Default Comp Time Plans from Workgroup

Justification:

Option #1 ‐ This option will satisfy the requirement without modifications to the system.

Time and Labor and Absence Management

26

50

Employee and Manager Self Service pages

Recommendation:

Customizations of the self service pages should be kept to a minimum and limited to:

• Hide certain links and buttons that create confusion or navigation challenges for employees.

• Add or remove instructional text to the pages to enhance usability and compliance with time and absence reporting



Module Req # Detailed Gap Analysis requirements.

Absence Management

49 Sick Leave > 39 hours over consecutive days

Benefits must be alerted in order to solicit documentation if an employee reports illness more than 39 hours over consecutive days.

Options:

1. Custom report to be run each time Absence Management Calendar Group is finalized. Benefits will follow‐up.

2. Custom process that generates email notifications to Benefits and the employee.

Recommended Option: 1 – Custom report for Benefits to use for follow‐up with the employee and/or manager

Justification:

Option #1 ‐ This option will satisfy the requirement with the least development effort.

Absence Management

51 Leave Balances on Paycheck and Direct Deposit Advice

Currently the Base Benefits leave balances are displayed on employee’s paycheck and direct deposit earnings statements.

Options:

1. Customize statements to remove leave balances and direct employees to view online balances.

2. Customize statements to pull balances from Absence Management tables instead of the Base Benefits tables.

Recommended Option: 1 – Remove leave balances from the paycheck and advice.

Justification:

Option #1 – This option will require the least development effort.



Business Process Review

Time Reporting and Administration – As Is Currently at the University of Akron collecting and sending hours to Payroll for payment is a highly manual process. The payroll department prints and distributes time sheets. Employees log the time they work, either by punching a time clock and/or completing a paper timesheet. Hours for each employee are compiled on a paper form, which is then scanned and converted to PeopleSoft payroll.

There are risks and concerns surrounding the current business process, including:

• It is prone to error. • Requires significant auditing effort by the Payroll staff. • Pay and compensation practices are not consistently applied across the University. • Scanning system is unsupported, and there is no backup in place in the event it fails. • Unclear and undocumented reporting relationships that determine who is authorized to

approve an employee’s reported time.

Time Reporting and Administration – To Be Employees, Managers, or pre‐determined departmental Time Administrators can complete report time directly into PeopleSoft either via an online Timesheet and/or Web Clock. Alternatively, 3rd party Time Collection devices can be used to collect time, which is then sent to PeopleSoft Time and Labor for rules processing in Time Administration, which then seamlessly integrates to PeopleSoft Payroll.



This diagram provides a high‐level overview of the PeopleSoft Time Reporting and Administration process.

While PeopleSoft Time and Labor will be a more streamlined process, the University should be aware that there are some areas that may cause the system to be perceived negatively by the University employees, including:

• Pay and compensation practices and policies will be enforced consistently, which may be perceived as a take‐away by employees whose departments or supervisors have more generous interpretation of rules than others.

• It will be necessary to clearly identify and maintain in PeopleSoft the personnel who are able to access and approve each employee’s time sheet. This new effort will be an ongoing one, requiring coordination between Payroll, Human Resources, and Security Administration.

Absence Reporting and Administration – As is At the University of Akron, there are various record keeping systems across the University to track absences. PeopleSoft’s Base Benefits Leave Administration has been customized in an attempt to accommodate the University’s unique rules. Concerns and risks include:

• Even with customization PeopleSoft Base Benefit Leave Administration is not equipped to handle the some of the more complex logic and situations required.

• Over the life of the PeopleSoft HCM application, customizations become very cumbersome, time consuming, and expensive to maintain.

• University policies and practices are applied inconsistently.



• Employees and managers depend on paper reports and balances displayed on payroll earnings statements for balances, which are out of date due to the timing of manual and paper processes.

Absence Reporting and Administration – To Be Employees, Managers, and departmental Absence Administrators can request/record employee Absences online. The Absence Management module is designed to house and administer complex rules, minimizing, and often eliminating customizations.

Here is a diagram of the PeopleSoft Absence Management business process, including integration with PeopleSoft Time and Labor and Payroll:

EE submits online Absence Request

Manager approves

OR HR Enters Absence Event

Calculate and Finalize Absence Calendar

Group

Convert Absence Calendar Group to

PyNA

Creates TL Payable

TIme

EE submits Hours through T&L

Manager approves

Creates or Updates TL Reported

TIme

Run Time Administration

Pay Calc

Prelim or Final

Payable Time Loads

to Paysheets

Preliminary

Confirm

Final

ABSENCE MANAGEMENT TIME AND LABOR

PAYROLL

Create Paysheets

Time Reporter?

Yes

No

Populates PSHUP_TXN

Load Paysheet

Transactions

This process should be run only if you want non-Time

reporters’ Absence Earnings in Payroll.



Specific Business Processes

CWA Sick Leave The CWA Union contract specifies that an employee must provide documentation for any Sick Leave with duration greater than two consecutive days. Additionally, all undocumented Sick Leave for this group cannot exceed 40 hours per year.

Here is the proposed CWA Sick Leave business process:

Comp Time Business Process Comp Time balances are tracked and maintained in Time and Labor. University of Akron employees will submit Comp Time Take requests through Absence Management.



If an employee requests Comp Time and a balance is available, but the manager denies the request, the employee receives Comp Time Refused and Paid (straight time) plus actual hours worked.

Here is the proposed Comp Time requested process flow:

Documents

The Absence Management - University of Akron · The University of Akron Oracle/PeopleSoft Time & Labor and Absence Management Fit/Gap Analysis Prepared by: CIBER, Inc. July 2011