Time leave and attendance project
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Time, Leave and Attendance Project. Organizational Change Management (OCM) Overview. Time, Leave & Attendance (TLA). What: Automated time, leave and attendance solution that can be used by all agencies (enterprise)

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Time, Leave and Attendance Project

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Time, Leave and Attendance Project

Organizational Change Management (OCM) Overview


Time, Leave & Attendance (TLA)

  • What: Automated time, leave and attendance solution that can be used by all agencies (enterprise)

    • Departments of Ecology and Transportation are initial agencies to implement TLA.

    • A cross-section of state government agencies, including Ecology and Transportation, participated in gathering requirements for the new system.

    • Establish baselines and common implementation processes for other agencies during future implementations.


Time, Leave & Attendance (TLA)

  • Current activities:

    • Functional design: in progress.

    • Technical design and configuration: in progress.

    • Testing activities: July – Sept 2014.

    • Training activities: Oct – Nov 2014.

    • Go Live: Ecology (all) and DOT (Headquarters): Nov 1, 2014.


Time, Leave & Attendance (TLA)

  • Why (Key Objectives): Standardize, streamline and improve processes.

    • Reduce duplication of effort with time and leave processes.

    • Improve ability to make data-driven business decisions (improves analysis and reporting tools).

    • Use rule-based workflow for routing timesheets and approvals.

    • Improve compliance with state and federal requirements.


Software Implementation Partner

  • Office of Financial Management (OFM) and Enterprise Services (DES) contracted with Workforce Software in October 2013 to implement TLA.

Locations

  • Livonia, Michigan, USA

  • Irvine, California, USA

  • London, United Kingdom

  • Pune, India

  • Sydney, Australia

    Core Products to be implemented with TLA

  • Time & Attendance

  • Staff Scheduling

  • Absence & Leave

  • http://www.workforcesoftware.com/

  • Trusted enterprise partner

    • Serving 200+ clients in 80+ countries

    • Specializes in complex, strategic, workforce management concerns

  • Rapidly growing

    • 2013 marked record-setting pace

    • Leading SaaS WFM provider

  • Dedication to client satisfaction

    • 97% client retention rate

    • Technology that adheres to clients’ business processes… not vice-versa


Change Management

  • What: Change management addresses the people side of change.

    • Communications

    • Engagement

    • Training & Coaching

    • Reinforcement

  • Why: Results & outcomes of workplace changes are tied to each employee doing their job differently. Change management enables employees to adopt change so that business objectives are realized.


Change Management (cont.)

  • Change initiatives succeed when the foundational elements of leadership, project management, and change management work together.


Change Management (cont.)

Successful change management activities are supported by a goal-oriented change management model (Prosci’s ADKAR®). It is used to focus activities on specific business results.

A = Awareness of the need to change.D = Desire to participate and support the change.K = Knowledge on how to change.A = Ability to implement required skills and behaviors.R= Reinforcement to sustain the change.


Change Management (cont.)

  • This 3-phase process gives structure to the steps project teams should take.


Your actions before the change…

  • Actions that typically have a negative outcome:

    • Talk badly about the proposed change with your peers or subordinates.

    • Have secret meetings with your subordinates where the change is minimized or not taken seriously.

  • Actions that typically have a positive outcome:

    • Ask how you can help.

    • Find out how you can prepare for the change.

    • Encourage constructive conversations with fellow employees.


Your actions during the change…

  • Actions that typically have a negative outcome:

    • Block progress or sabotage the change process.

    • Ignore the change – pretend it is not happening.

    • Prevent others from participating in the design of the solution or implementation of the change.

  • Actions that typically have a positive outcome:

    • Ask questions about the future.

    • Provide input to the solution.

    • Find out what new skills and abilities you will need to perform effectively after the change is in place.


Your actions after the change…

  • Actions that typically have a negative outcome:

    • Avoid using the new processes or tools whenever possible.

    • Talk negatively about the organization with customers.

    • Revert to the old way of doing things when problems or issues arise with the change.

  • Actions that typically have a positive outcome:

    • Help the business achieve the objectives of the change (be results-oriented).

    • Help solve problems that arise with new work processes and tools.


Change Management


For more information

This brochure provides answers to the what and why of TLA. It is a good starting point to understanding this change.

The brochure is available on the TLA web site.

http://www.des.wa.gov/about/pi/TLA


For more information

  • Use our website to stay on top of TLA news and events http://www.des.wa.gov/about/pi/TLA

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