From Paper to Web: Leveraging Technology to Streamline Reclassification Process

1. Fast C l a s s From Paper to Web: Leveraging Technology to Streamline Reclassification Process Ramona Agrela Assistant. Director Human Resources University of California, Irvine

2. Outline • UCI Demographics • Background • Political Hurdlers • Stakeholder Support • The Right Technology • Lessons Learned • Next Steps

3. UCI • Part of larger UC system • 9th out of 10 campuses • 5 medical centers • 3 laboratories • Designated as a growth campus • 19,000 students in 1999 • 24,000 students in 2004 • Projected to reach 30,000 by 2010

4. UCI as an Employer • Second Largest Employer in Orange County, California • Surpassed only by Disneyland • Larger than Boeing • Staff Population the Size of a Small City • All Manner and Nature of Jobs

5. Employee Make-up • Number of Employees • Campus Total – 12,865 • Hospital Total – 3,389 • Total Academics – 5,169 • Total Regular Staff – 6,906 • Total Part-time / Temporary Staff – 4,179

6. Employee Make-up • Average Annual Salary • $46,000 (excluding academics) • Average Years of Service • 9 years (excluding academics) • Faculty – Staff Ratio • 3.8 Staff to every Faculty • No. of Annual Reclass Requests • 400 total (excluding academics and hospital employees)

7. Background • Mid-1990’s California Budget Crisis • Systemwide decentralization of compensation decisions • UCI further decentralizes authority for classification • Not all units choose decentralization

8. Background • Impact of Decentralization • No accountability systems • Limited training • No way to ensure consistency • No way to track activities

9. Background • Classification process was • Opaque • Identified as one of top 3 major dissatisfies • Impacted labor relations • Was seen as “broken”

10. Background • California economy takes another downturn • UCI feels impact • No salary increases

11. Pressure on Classification System • No money for salary and equity • New hires brought in at higher salaries • Lack of structure for reasonable movement through ranges • Reclasses are centrally funded

12. Our Challenge . . . • Meet increased demand • Within highly complex organization • With cynical constituency • Make process transparent • Manage organizational risk • Add value And do it QUICKLY

13. Our Solution . . . FastClass

14. What is Fast Class • Web-Based reclassification submittal process • Utilizes technology to • Simplify • Standardize

15. What is Fast Class • Designed for • Employees • Supervisors • Departmental HR officers • Incorporates central as well as decentralized departments

16. Political Hurdlers • Campus Perspective • Reclassification process was criticized • Cumbersome and complicated • Inefficient • Paper intensive • Not standardized • Employees felt excluded • Supervisors were handicapped • Reviewers frustrated with lack of information

17. Political Hurdlers • Human Resources’ Perspective • Running two processes • Not standardized • No ability to track • Lack of oversight • Information received was incomplete • HR held accountable for missing or lost documentation

18. Stakeholder Support • Conducted process review • Web-based survey and focus groups • Id client needs and satisfaction level • Measured current process performance • Investigated best practices

19. Stakeholder Support • Brainstormed solutions with campus stakeholder • Formed workgroup • Involved IT early on • Mapped out workflow • Streamlined process • Tested functionality

20. Stakeholder Support • Aggressive publicity • Increased awareness • Provided comfort with technology • Kept in touch with client needs • Modifications continue

21. The Right Technology • Identified how technology can help • Involved programmer early • Programmer part of work group • Provided programmer crash course in reclassifications

22. Results • Improved effectiveness • Streamlined and standardized submittals • Integrated on-line tools • Imbedded on-line instruction • Reduced duplication of effort • Reduced man-hours

23. Results • Improved credibility • Ability to track requests • Automatic e-mail notification of progress • Automatic letter generation • To the union • To the employee • To the supervisor • To payroll processor

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33. How Does FastClass Work

34. Fast C l a s s Screen Shots

35. In order to use Fast Class, user must log-in. User will only see their information.

37. Employee/supervisor submit a reclass request

41. Employee/supervisor can download request or print request before they submit it to their department gatekeeper for review.

43. Department gatekeeper reviews request to ensure it is appropriate, reasonable and accurate.

45. Gatekeeper can return the request to the supervisor for corrections, etc.

46. Or, gatekeeper can forward request to next level of review.

48. Request is forwarded HR for analysis

49. HR Reviewer is informed of union requirements, if applicable.

50. HR Reviewer inputs decision directly on-line.