Labor and Employee Relations
1. Define the following:
Number of bargaining units.
Number of unions.
Length of contracts and contract end dates
2. Describe how the Client tracks disciplinary offenses in the current HR system.
3. Define any and all disciplinary offenses.
4. Define the steps taken during the disciplinary action process.
5. Define any and all workforce grievances that are part of the current process.
6. Where are employee grievances maintained?
7. Define the standard course of action / steps to follow for each grievance. Training and Licensing
1. Where are the client’s training courses, programs and licensing currently maintained?
2. Are training classes offered by the Client?
• How many courses are currently being offered?
• Please provide a listing of codes.
3. Are instructors also employees?
4. Is the Client using vendors for training?
5. Please define all the programs currently offered.
6. How is the training program budgeted?
7. How are training costs tracked?
8. How are the training programs offered to employees?
9. Define the criteria needed for an employee to attend training. Workforce Development
1. Where are employees’ competencies and accomplishments tracked?
2. Define the employee review process.
3. Define the competencies that are currently maintained.
4. Define the accomplishments that are currently maintained.
5. Define the guidelines for evaluating competencies and accomplishments.
6. Does the Client use any type of alpha or numeric codes in ranking an employee’s competency? (If so, please define any and all codes) Reports/Inquiries
Please define in detail the reports produced for the following:
• HR
• Position Management
• Compensation
• Labor and Employee Relations
• Training and Licensing process
• Workforce Development
• Please define any reports that may be generated that were not addressed above.
Interfaces
Please define the interfaces used for the following:
• HR
• Position Management
• Compensation
• Labor and Employee Relations
• Training and Licensing process
• Workforce Development
• Please define any reports that may be generated that were not addressed above. Elimination / Changes
1. What would you like to eliminate and/or change within the current HR process?
2. What would you like to eliminate and/or change within the current Position Management process?
3. What would you like to eliminate and/or change within the current Compensation process?
4. What would you like to eliminate and/or change within the current Labor and Employee Relations process?
5. What would you like to eliminate and/or change within the current Recruitment and Applicant Tracking process?
6. What would you like to eliminate and/or change within the current Training and Licensing process?
7. What would you like to eliminate and/or change within the current Workforce Development process?
Policies and Procedures
Please provide any policies and procedure manuals and desk references currently being used by the HR department.
Question and Answers Workforce Administration
1. Describe the organizational structure for the organization for which you are working. The fundamental organizational structure will help determine the Business Units, SetID’s, Depatments, and other configuration fundamentals.
2. How are departments defined? Are they currently identified in a system with codes? If so, can the client provide a list of codes and descriptions. Is this something that could be configured in a new way to optimize the system foundation?
3. How many Employer Identification Numbers are used throughout the Organization? Are they Automatically generated?
4. Define your current HRMS system (s): How Many? Based on what Operating System? Relational or Legacy?
5. Describe a work location as defined by the organization.
• Provide the number of work locations throughout the organization.
• Provide a list of all the work locations throughout the Organization.
6. Define the following employee types and the number of employees in each type:
• Full-time employees.
• Part-time employees.
• Seasonal employees.
• Temporary employees.
• Non-employees.
• Contractors.
• Define any other employee types that were not previously referenced.
7. Describe the current process used throughout the organization to hire an employee. (Attach any manuals or reference procedures if applicable).
• If this process is administered differently for certain employees; (Please detail the process and the employee group / type as defined in the above question).
8. Describe how employees are identified within your current HR system. (By social security number, assigned employee id).
• If by employee id, is this number system generated?
• Is this standard practice throughout the organization??
9. Describe the current process used throughout the Organization to terminate an employment?
• Is this standard practice throughout the organization?
10. Describe how employee changes are processed; e.g., pay rate changes, promotions, suspensions.
• Is this standard practice throughout the organization?
11. Describe how leaves of absences and returns are processed.
12. Describe in detail how other leaves are processed.
13. List and describe personnel actions available in the current system.
14. Describe the approval process for personnel actions.
Position Control
1. Describe how the organization identifies positions within the current HR system. (Numeric, alpha-numeric). Is the process centralized or decentralized?
2. Define the different statuses for a position. (Frozen, proposed and approved).
3. Are positions numbers re-used when the employee leaves or is a new position re-created?
4. Describe how positions are funded. (Is funding done at the department or position level).
5. Does the organization use commitment accounting?
6. Describe in detail as to how the organization currently organizes jobs?
7. Are Job Codes used throughout the organization?
8. Please attach or provide a list of all the Job Codes currently used.
9. Are all employees assigned a position?
10. Do you have multiple head count in a single job?
11. How does the organization currently use FTE’s?
12. Does the organization have multiple headcount in a given job/position?
13. Is job sharing currently practiced or allowed?
14. Do you have employees with multiple jobs?
15. Does the organization currently allow job sharing?
Compensation
1. Define your current salary plan structure.
2. Define the number of salary plans
3. Describe how salary plans are maintained.
4. Describe the process to create a new salary plan.
5. Define the different Salary Grades and Steps.
6. Describe how employees are moved to the next step within a salary plan.
7. Define the components that make up an employee’s salary.
8. Define the following employee types:
a. Number of hourly employees:
b. Number of salaried employee:
9. Define the percentage for each group.
10. Describe the criteria used for grouping employees.
11. Does the organization have contract pay?
12. Describe how contracts are defined?
13. Describe the varying frequencies and payment terms in detail.
14. Describe the process for any mass salary increase.
What are the questions you might ask when starting a 9.1 implementation for Core HR? Everyone has a questionaire stuffed away somewhere that was used in a former project. Some of us have several. In the next few posts, I will provide some of the initial questions I use when trying to get some high level information from my clients. Please feel free to comment and add your ideas as that is what makes this site valuable. Contributions that are longer than comments may be submitted for consideration. Though these questions are pertinent to a PeopleSoft Implementation, many could be used for other applications as well.
What might be some of the over arching questions that must be asked at the beginning of an implementation and what are some of the things you want your project team thinking about as they start on their adventure into implementation? Certainly a knowledge of the organizational structure is critical to understanding how the system might support the organization. Also, this is a time for looking hard at the organizational structure to envision where changes might make it more effective or integrated.
In terms of process your team members must have the ability to conceptualize and verbalize what they envision as the future state. Who will be doing what in the new process, what are the roles going to look like as the organization moves into the future? Where are the boundaries in the process? Is there a boundary between recruitment and workforce administration? Are they different systems which would require an interface? Where do processes begin and end?
What are the pre and post conditions? For example, after a termination there are actions that must be taken such as Cobra communication. This would be a post condition of the termination process.
Finally what are the business rules that must be followed in the process and are there any government regulations that will impact the way the process is implemented?
Wow, that seems like a lot of information and yet it is only a small part of the information that you must gather during project initiation.
What might be some Points of Discussion that you want your team to consider?
Investigate their pain points in the current process and how they might want to change that going forward? On every project there are pain points in the process such as dual data entry, manual processes, hand delivery rather than electronic. I am sure you can add to this list.
Are there points in the process that could be eliminated? Would automated workflow improve the efficiency of the process? If so, how and where would workflow be critical?
Are there manual processes that you would like to have supported by the system? Again, analyzing the process often uncovers areas that are still being especially where there are hand offs in the process or boundaries to cross.
Finally, what changes are most frightening in the organization? Uncover the areas of fear and trepidation and communicate the value of the new system. Enlist change agents to carry the positive message forward to the entire organization. Where are the pockets of resistance most apparent?
These are just a few of the overarching questions and concerns at the beginning of an implementation. In future blogs, discussion will center on the questions you might use in your initial questionaires.
The requirements are in place but often not well understood. The project is ready to go and it is necessary to gather information for the blueprint. Who has a template for a Blueprint? Seems they are all quite different and each application has many versions. There are Blueprint’s that are completed in Excel and those that become incredibly long, profuse documents. Personally, the excel works for me because it seems to be more efficient.
Gathering information for the Blueprint requires reviewing all the requirements. Just as you draw up blueprints for building a house, it is necessary to draw up blueprints for an implementation. Who will manage the project, who will design, build, and ensure requirements are being met? Much as you look at building construction with its myriad sub-contractors, you can translate that approach to building an implementation.
Questionnaires help to gather information to help understand what will be built, the timing and how the process will work at a high level. The implementation that is the 9.1 PeopleSoft implementation is using questionnaires for Core HR, Benefits/Ben Admin, Payroll, Time and Labor to establish some fundamental information that will be used not only in the blueprint, but also in the process as it is drilled down, the design, the build, the testing, the training and in the quality assurance to ensure the requirements are met.
Finding the questionnaires and adding information is much more difficult than a visit to google search. Questionnaires become specific to an organization where you are working. Is the project in a commercial, public sector, or education sector? Currently I am seeking a questionnaire template for Pension so any help that anyone can provide would be greatly appreciated. If you are in need of questionnaires, leave a comment and we can exchange some information.
Some information that has been gathered includes some facts:
It is the third release since the acquisition
It has 1350 new features approximately
It has 28,000 or more page enhancements
It has Web 2.0 Capabilities
Approximately 300 new web services
And a large number of industry specific enhancements
Like many new releases, there is a new look and feel to the product. You still have the My Favorites area and in addition there is a recently used area on the menu. In addition the navigation menu is only visible when pulled down.
9.1 also includes mouse over functionality on the menus. In going through some of the changes and talking with clients one of the features they seem very happy with is the ability to use zoom grids for more working space with drag and drop, grid scrolling and column locking capability. The grids are also sortable.
Some of the other items include an updated style sheet, a rich text editor, mouse-over pop ups as mentioned previously and an instant message capability with Yahoo and Beehive.
Some other features include out of the box role-based dashboards and reports. The fact that it uses PeopleSoft security is not a change.
There are some nice HR analytics dashboards including: workforce profile, Recruitment, Leave and Absence, Learning Management (a favorite mine), HR Performance, Compensation, Retention and Workforce Development. Some of these are new and some enhanced.
So why would you want to upgrade? Well, if you are on 8.8 you are going to have to get extended support which certainly is a financial reason to upgrade. Others are increasing the effectiveness of your workforce by ensuring compensation rewards top performers and you have pay for performance capabilities. Making sure that you have a strong pipeline for key talent is critical to any organization and maintaining this internally is a cost saving for recruitment. Nine one will provide executives with the ability to make better informed decisions with metrics available. Eliminating interfaces could reduce IT expenses and eliminating customizations during the upgrade usually results in cost savings and additional efficiency.
Some links that will provide additional information include:
If you are interested in some great decision trees, read this article from Gartner, it is packed with good information and would be helpful in deciding if you want to go to 9.1.
When customers are planning a new installation of PeopleSoft, Gartner suggest to implement version 9.0. “Gartner believes that v.9.1 will be released during 2H09, but most customers will not want to be the first to take on a new release. If you need the newest functionality right away (such as compensation management or succession management in HCM), then implement v.9.1 as soon as is practical for your organization. If you don’t need the new functionality, then implement v.9.0 until v.9.1 has more market traction and proof points, which Gartner expects within 12 to 18 months of release.”
This year Oracle released new versions of PeopleSoft (8.50) and Applications (9.1). Will customers start upgrading to 9.1 in 2010? If customers follow Gartner they will wait. My opinion is that the evolution steps between the PeopleSoft versions aren’t that big. Loads of fixes, patches, bundles and maintenance packs from previous versions have been included in this new release. Big functional changes haven’t been made in 9.1. The risk between upgrading to 9.0 or upgrading to 9.1 isn’t that big. If your customers are multi language users, you might want to consider the upgrade to 9.1 as it is unclear when the language pack will become available.
Do you have the Deltas? Have you started implementing 9.1? Add Comments or follow RSS.
Going through many books during a recent move, the cluetrain manifesto surfaced. Having read it before it seemed apparent it had been saved for a reason. Reading back through the 95 theses in the beginning provides 95 reasons for a re-read. The theses apply at different times but some of my favorites include things like the org chart today is hyperlinked not the old pyramid. There are those who would like to maintain that heirarchy as it provides them with “secrets” and “power”, but it will be short lived in a hyperlinked organization.
Command and control are outdated and just enhance bereaucracy and power as well as a culture of paranoia. Don’t talk to the CEO as it will only result in TMI for them. Don’t skip levels in the heirarchy or power will be lost to your superior. Hah, and Dah, these no longer apply. Most communication failures can be traced to command and control.
Correct me if I’m wrong, but employees want access to corporate information and not just in a brochure or an annual report. Employees want to know what the strategy is, where the corporation is going, the mission and results. How do they fit in the corporate culture and how many ways are they contributing to the results.
Cluetrain points out a new kind of organizational conversation between and among workers. The conversation is making them smarter and more productive. Isn’t it time for your organization to join the conversation?
W. Clement Stone said “Have the courage to say no. Have the courage to face the truth. Do the right thing because it is right. These are the magic keys to living your life with integrity.” Courage, truth, the right thing and living your life with integrity. Are we doing this in our business and professional lives as we struggle with a difficult market. Are you still as responsive to your clients? Are you still meeting obligations to employees or applicants with integrity?
Many consultants express frustration with sending resumes that seem to go into a black hole and they never get a response. It is important that recruiters understand that even with many, many applicants, it is important to respond to them whether the response is positive or negative.
Employers may have made promises they find impossible to keep when finances aren’t available to meet bonus or salary increases. Integrity is either meeting those obligations or communicating with the employees to ensure they remain confident in the integrity of the company executives. Often this is not the case and the employee is left wondering and waiting for promises to be kept. The longer they wait the less confidence they have in the company or executives and begin to look for other opportunities. Given the market conditions, it is still very costly to replace good employees who contribute to the success of a corporation.
Integrity involves honesty and trust. You must work together as a team and reward team members for their work. Do not reward manipulative behaviors or those individuals who are political in assuming credit. Finally, respect each other and always be honest with yourself. Do you meet obligations? Achieve results? Give credit to others? Meet commitments? Respond and communicate? You will find answers to Integrity in a down market in the answers to those questions. A friend on facebook wrote: “always check (and review) your motives and expectations. If they’re from love and caring, then it’s all good. If they’re from self-interest, it’ll blow up in your face…every time.” Be sure your motives are based on Integrity.
“Because you did such a great job with that last mess,
I’ve got another one I need you to handle!”
Sound familiar? Perhaps you’ve heard similar words from your boss in the past. Maybe you’ve said them to someone who works for you. Either way, they are symptomatic of a leadership problem that’s all too commonplace: unintentionally punishing good performance … giving the people we trust and rely on more work and more difficult or unpleasant tasks because they perform so well.
Common sense tells us two things about this subject. First, good performance should be rewarding, not punishing. Leaders need to do right by those who do right. Second, if team members experience negative consequences for doing good work, eventually they’ll stop doing it (or they’ll do less of it). That’s human nature … that’s obvious … that’s how leaders often shoot themselves in the feet!
So what’s the solution? That’s equally obvious! Don’t take your best people for granted. Keep things balanced. Avoid the trap of having one or two “go to” people who get all the tough and time-sensitive assignments – while their less productive teammates get to focus on routine, business-as-usual tasks.
Divide the work evenly. “Spread the wealth.”
Will there be times when you can’t do that … when your back is against the wall and only your best people can save the day? Probably so! But those instances should be rare. And when they do occur, make sure the rewards you provide far outweigh any downsides these truly special people may perceive.
Projects need to have a governance model and the project team needs to understand the model and agree to work within it’s construct.
How this activity works:
By reviewing the standards of the methodology you are using. Will it be Compass, Rational, or some similar project methodology. Many groups are looking to Agile to implement or upgrade faster. This might be a good methodology if your technical team is also solid in understanding the functionality associated with the application.
Reporting relationships will be identified and how status reporting will take place is important to the success of your project. Do you have a status report template so all reporitng is consistent.
Determine status reporting responsibilities
How often will you require status reports? Daily? Weekly by team rolled up once a month by Project Manager? Discussed at weekly meetings?
What is the format or template that will be used for your status report? How can you determine at a quick glance the status of the project.
Who should receive the status reports? How will they be distributed, posted?
• Define project filing system/repository or project diary to maintain all information in a central location.
• Determine meeting schedules and format
• Determine issue resolution procedures
• Determine change request procedures
• Determine configuration management procedures
• Determine quality review procedures
how often
who will perform
what will they review
Management Procedures
Objective
To determine the tools for tracking the project and how we will measure progress and budget
Overview
How this activity works:
This discussion is about the collection of input, processing and reporting of project information and what tools will be used for these activities. Examples such as Excel, Project, Word, Powerpoint for progress presentations (standard project template, logos etc..
It begins with the your methodology standard as a “straw man”.
Additional Materials
Distribute methodology standards
At the conclusion of this activity the team will develop the five to ten performance measures that they will recommend to management as the criteria by which this project will be measured. These measurements should support the project’s objectives and provide high level direction to all project activities and tasks.
How this activity works:
This activity is done as a single group. The group will discuss which factors are critical to the success of the project. Using the 10 to 15 factors that were developed in the discussion, have the team evaluate the pros and cons of each of the proposed measurements.
The team needs to explore the possibility that for any existing project measure its value may be different now than it was when it was first used due to changing business conditions.
Once the initial performance measures have been compiled in a list, the activity leader will give each person a copy of the compiled list.
Each team member will rank the performance measures as to its importance to the company. Once everyone has completed the activity, the totals and averages should be calculated for each measurement. The top five become the team’s performance measurements. Then ask the team how they feel about the top five as it relates to their own function and provide opportunities for small group and large group discussion. Each team member should be prepared to rank the team’s priorities and to establish how that fits with their priorities for the project or the priorities of their department. Ask each team member to discuss how the measurements will relate to their function on the team, and in the organization.
What will a deliverable look like?
Project Measurements Questionnaire
Importance to YOU
Measurable Factors
Importance to Bus. Unit
None>>>>>Great
None>>>>>Major
1
2
3
4
5
Deliver project completion faster than competition
1
2
3
4
5
1
2
3
4
5
Increase sales productivity by 15%
1
2
3
4
5
1
2
3
4
5
Reduce cost of inventory stored in warehouse by Date
1
2
3
4
5
1
2
3
4
5
Decrease accounts receivable days to 48 by a certain date
1
2
3
4
5
1
2
3
4
5
Deliver self-service access for all HCM activities by a certain date
1
2
3
4
5
1
2
3
4
5
Increase on-time deliveries to 93% by Date
1
2
3
4
5
I am sure you can think of many more items for this list and your teams will surprise you with their contributions.
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