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Fixing the Foundation Stabilizing Core Transactional Human Resource Services Presentation to the Comptrollers Conference November 24, 2010. Mandate of DHR.

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Fixing the Foundation

Stabilizing Core Transactional Human Resource Services

Presentation to the Comptrollers Conference

November 24, 2010


Mandate of DHR

The mandate of the Minister and the Department is to provide leadership and direction to the Government of the Northwest Territories, its boards and agencies, in all areas of human resource management.


Fixing the Foundation”

  • Stems from 20/20 A Brilliant North – NWT Public Service Strategic Plan

  • Focus on stabilizing the core, transactional human resource service delivery and processes

  • Priority on life cycle of employees: staffing, ‘on-boarding’, pay, benefits, ‘off-boarding’

  • Affirming and maintaining relationship between DHR and our clients (Departments and agencies)

  • DHR is a shared service model


Context

  • 20/20 A Brilliant North - ‘Fixing the Foundation’ is one of five goals contained – target is to make significant progress by March 2011

  • A solid foundation is needed for the other components of the strategic plan to be structured upon – HR plans, learning and development, succession planning, etc.

  • Concurrent departmental pressures (e.g., client service agreements, collective bargaining, metrics, Peoplesoft upgrade, 20/20 action plan/implementation) – need to keep the big picture

  • Concurrent GNWT pressures/factors (e.g., financial shared services establishment, overall fiscal pressures, devolution, etc.)


High Level Overview - Fixing the Foundation

Three pronged focus:

  • Address the current backlog

  • Process Improvement

    • Process review/re-design

    • Enhance service to, and dialogue with, clients

  • Strategic considerations


Address the Current Backlog

  • Clearances form the bulk of this work – leave audits are major delay here

  • Focus on pre 2009 to eliminate ASAP – one staff person dedicated to these – making significant progress

  • Clearance numbers fluctuate and, for some groups of employees, can be cyclical (e.g., teachers, summer students)


Life Cycle of Employees

Recruitment Staffing On-boarding Pay/Benefits Off-boarding

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Strategies Pre-planning Entry into system Leave entries Promotion

Marketing the GNWT Advertising Create HR file Leave approvals Resignation

Targeted segments Screening Notify Dept finance annual status of leave Transfer

Interviewing Notify IS/IT in Dept credits Retirement

References Notify TSC benefits access Notify appropriately

Appeals Peoplesoft access correct timely pay Entitlements Audit Final leave

Clearances, final pay


Process Review/Redesign – On boarding

  • On-boarding (from time of verbal offer through until first pay; also include documentation and orientation to GNWT as a soft step)

  • Changes required to streamline the overall process, ensure clarity around who does what (between DHR, program manager, new employee) and refine DHR processes

  • Some internal work done to identify and rectify some of the steps in the process where there was confusion, lack of clarity, inadequate information

  • Proceed to implement revised approach effective November 15, monitor until January 31, evaluate and gauge if there are any pain points that need to be revisited

  • IMPACTS FOR FINANCE STAFF:

  • supporting managers in welcoming new employees and providing them with the financial/administrative tools to do their job – SAM access, credit cards, etc.


Process Review/Redesign – Staffing

  • Staffing(from time when position is advertised through until verbal offer is made)

  • Working to refine approach/consult in remainder of 2010 and begin to implement in January 2011

  • Goals of revised process will be: timeliness, service to clients, flexibility, role clarity between hiring program managers and DHR, innovation, DHR capacity building/staff excellence

  • Intent is to increase efficiency and build in flexibility for greater client involvement, where desired

  • Process will highlight ‘wild card’ issues that are beyond the control of players in the process – e.g., ads in northern newspapers; criminal records checks; appeals – we will provide options on short term mitigation and consider process for longer term options to address

  • IMPACTS FOR FINANCE STAFF:

    • Support managers in fiscal/variance planning for staffing positions


Process Review/Redesign – Off boarding

  • Off-boarding (the process of employee transfers and separations – including both voluntary and involuntary)

  • In the short term (before Xmas), implement some tools that are intended to clarify and streamline the process

  • In the medium term (starting in Jan 2011), clean up process for leave audits

  • In the longer term (February 2011 onward),business process review and redesign

  • IMPACTS FOR FINANCE STAFF:

    • Working with DHR and client managers to ensure fiscal and administrative components of off-boarding are addressed (e.g., retrieval of assets from departing employee, review systems access – SAM, Peoplesoft, etc - and ensure appropriate levels are in place)


Process Review/Redesign – Transactional

  • Transactional processes, functions and operational guidelines need to be reviewed and revamped – key focus of business process review and redesign

    • Pay

    • Benefits

    • Data Management

  • Look at 2011 start

  • In the interim, support DHR staff with tools, training

  • IMPACTS FOR FINANCE STAFF:

    • opportunities for checks and balances in reviewing and confirming information – e.g., Payable Time Reports, etc


Transactional Roles & Responsibilities

  • Need to clarify respective roles and responsibilities

  • Shared authority/responsibility – e.g., DHR administers payroll for clients and process issues impact Departmental budgets

  • The challenge now is how to empower clients to provide greater control over processes that impact you/ your staff while DHR continues to do its job and add value as a corporate shared service model – N.B. ‘empower’, not ‘offload’

  • Finance & Admin staff are clear allies/partners with DHR on this


Examples of DHR/Client Partnership

  • Some proposed examples:

    • Payable Time Status verification – help DHR ensure time entered/approved is correct so that pay is correct

    • Leave and attendance verification (reconcile PS with attendance registers)

    • Partner with DHR to get Oath of Office signed by new employees (confidentiality provisions, etc). Potentially also with Criminal Records Checks...

    • Off-boarding – confirming responsibility of Depts for issues that are within Manager control:

      • Obtain credit cards, keys, assets (phone/blackberry/etc)

      • Note levels of access for corporate systems (SAM, Peoplesoft) and advise if changes to levels of access are required

  • Other possible options for consideration:

    • Medical Travel Assistance – currently administered and processed by DHR. This could be amended so that coding is set up in SAM and employees are delegated authority to complete, much like any other travel authorization. DHR staff could verify.

    • Peoplesoft access to coding for salaries – provide to DFAs

    • Removals – currently DHR undertakes these, pays and then JVs Depts. This could be amended so that DHR administers and Depts process payment directly.


Consultation/Client Involvement

  • Client input/advice/partnership is essential and will be sought along the way as we determine go-forward items –

  • Establishing different means to include different perspectives from departments/agencies

  • Consult now on business process redesign proposals

  • Consult/sustain relationships in the long term to ensure client input into proposed initiatives and strategies

  • Develop Service Level Agreements


Timelines

  • Short term (now til March 2011) – focus on the backlog, look at key process areas (on-boarding, staffing, pay procedures, off boarding)

  • Longer term (April 2011 onward) – look at implementation of process revisions, information/metrics, transactional work, process improvement

  • Throughout – focus on client/customer service -

    • Build common understanding of respective roles and responsibilities

    • provide ongoing tools, information sharing and training for clients

    • Engage clients and seek input into how DHR can support them and add value


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