AASPA Annual Conference

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AASPA Annual Conference

• Cutting Edge Technology How to Prepare for the
  Transformation
• October 5, 2005

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Is this your world?
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Or this?
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Goals for Todays Session

• Review technology which increases effectiveness
  and efficiency in operational and support areas
  of HRS
• Applications Software
• Records Management
• Workflow Processing
• Benefits Management
• Survey Software

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Goals for Todays Session

• Discuss basic requirements to consider when
  selecting, designing and implementing systems
  within a department
• Provide critical questions that may be useful in
  conducting a self assessment of your operation

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Goals for Todays Session

• Provide a forum to discuss steps in
  transformation

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Goals for Todays Session

• Foster vision, dreams, ideas, and plans

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Goals for Todays Session

• Provide access to documents to help in planning
  and implementation

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Accessible from website

• Workflow documents
• RFPs (applicant tracking, imaging, Professional
  Development, time and attendance)
• Technology Plan
• (www.richlandone.org)

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Must Reads for Personnel Administrators

• The Challenge of Attracting Good Teachers to
  Struggling Schools (www.aasa.org)
• Missed Opportunities How We Keep High Quality
  Teachers Out of Urban Classrooms (www.tntp.org)
• Teacher Quality and Student Achievement A
• Review of State Policy Evidence (www.ctp.org)
• Implications for Professional Development in High
  Priority Schools (www.teachingquality.org)
• Power Hiring Hire with Your Head (Lou Adler)

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Perceptions of HR

• Dysfunctional Human Resources Practices
  contribute to the Hiring Delays, but are not the
  Sole Cause (TNTP, Missed Opportunities)
• Lack of clear hiring goals and accountability
• Lack of a clearly defined applicant process flow
• Insufficient systems to track applicants and
  vacancies
• Poor customer service and insufficient
  communication

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Ways to counteract negative perceptions

• Provide customers personal attention
• Provide 24/7 access to information
• Minimize impact of budget cuts/personnel Cuts
• Replace old technologies and systems
• Utilize data to make decisions
• Find competitive niche
• Address State and Federal Mandates
• NCLB

• Balance high touch high tech
• Focus on student achievement
• Integrate technology processes

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HRS needed transformation!
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Transform Not Reform

• Reform denotes the act of becoming better
• Transform denotes the act of becoming something
  else

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Why Transform?

• To hire top people
• Consistently--- like clockwork
• For every position
• Over a sustained period of time
• Provide individual or customized attention
• With high quality standards
• FYI The future of your district, your school,
  or your department depends on the success of your
  HRS office being transformed.

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Focusing on Academics

• Metrics for High Quality Staff
• Not just turnover, but turnover of teachers whose
  students achieved
• Employee Satisfaction
• Surveys of lost hires
• Exit Surveys, especially former employees hired
  by competitors
• Teacher profiles based on student achievement
• Not just time from application, but time to
  contact
• Not just numbers of recruitment, but quality of
  hire from college and university programs
• Principal Satisfaction Surveys

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Technology Systems That Build Capacity
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Transforming Technology in HR

• In order to transform HR you have to get the HR
  technology right.
• Al Walker, Senior Fellow at New York based Tower
  Perrin

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Perhaps the only person who likes change is a
wet baby. Anonymous
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How Do You Feel When You Are Told To Change
Quickly But Do Not Know Why?
Change Imposed is Change Opposed
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Are You Comfortable Where You Are?
CHANGE WHERE YOU ARE SITTING. NOW!
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Transformation 101When designing a
process or system you must consider 3 primary
factors

• Usability
• Simplicity
• End user Input

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Usability

• Learnability the process or system should be
  easy to learn so that the user can rapidly start
  doing work. This applies to all users current
  ones and those who have never seen the system
• Efficiency the process or system should be
  efficient to use so that once it is learned the
  user can achieve a high level of productivity.
• Memorability - the process or system should be
  easy to remember so that the casual user is able
  to return to the system after time and not have
  to learn it all over again.
• Errors The process or system should have a low
  error rate, so that users make few errors and can
  easily recover from them . Errors can be either
  process or system errors or user errors.
• Satisfaction The processor system should be
  pleasant to use, so that users are subjectively
  satisfied when using it they like it!

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USABILITY

• The extent to which a system can be used by a
  select group of users to achieve specific goals
  with effectiveness, efficiency and satisfaction

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Simplicity isthe key to SUCCESS

• Follow the K.I.S.S. principle
• Create a clean and simple design that is free
  from usability issues

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End user Input

• Set the direction for a design based on the
  users needs and departmental objectives
• Generate ideas that come from the insights of the
  user

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User performance testing

• Never just hand end users a system without the
  benefit of testing
• Use realistic conditions to identify usability
  issues that include success rate, task time, user
  satisfaction
• Select the most important tasks
• Select users who representative of each user
  group
• Invite developers of the process or system
• Observe and do not make comments
• (time tasks, assess and obtain feedback)

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Steps to Transformation

• 1. Review systems
• 2. Map Processes
• 3. Have a vision
• 4. Conduct Self- Assessment

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Step 1 Review Systems

• There is no substitute for thorough research
• Identify specific goals and objectives for
  services rendered
• Obtain a clear understanding of what is actually
  happening in the current process before you try
  to automate
• Identify shortfalls and brainstorm possible
  solutions
• Are problem areas related to the system or
  procedures?

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Step 1 Review Systems

• Find out from users why things are important.
• Determine capability and acceptance of users
• Try to achieve desired results within a minimum
  number of steps.
• Strong planning, implementation and follow up
• Develop a best practices/best features checklist
  to use as a guide when researching possible
  systems

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Step 1 Review Systems Best practices for
employment siteswww.erexchange by Dr. John
Sullivan

• Example
• Easy access to job link from home page
• Easy to understand and easy access to job
  postings
• Job posting should speak to the candidate
• No login or registration required
• Privacy concerns are addressed
• Email to a Friend feature
• Is it interactive?
• Can applicant submit resumes and documents?
• Feedback from employer
• Use of the word career instead of jobs

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Step 2 Map Out Processes

• Establish baseline data.
• Develop a step-by-step schematic of your current
  system, workflow and integration to gain a clear
  understanding of what is happening
• The most common component is user time especially
  in a high volume environment
• Always investigate the interaction that is
  required of the user and their workstation.

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Fast Facts

• Established in 1881
• 48 schools
• 24,589 students
• 5000 employees
• 212,677,135 General Fund Budget
• 10,000 computers

richly diverse and united to prepare students to
excel
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Richland One Stats

• Usage for Fiscal Year 2004
• 53,000,000 sheets
• 530,000 pounds of paper
• A stack about 4 miles tall
• Over 9000 miles if laid end-to-end (would circle
  the Earth 1.1 times)

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Breakdown of Paper By Area Use
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OnBase Current District-Wide Implementation

• Human Resources PTFs (2002-2005)
• Student Nutritional Services (2003)
• Budget (2004)
• Payroll (2004)
• Student Records (archived) (2005)
• Grants (2005)
• Information Technology (2005)

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Step 3 Have a Vision

• Think out of the box
• Remember there is no single best way
• Transforming systems must go well beyond just
  automating a flawed process
• Compromise
• Choices should be tailored to usage
• Look closely at tradeoffs
• Goal is to lighten users load and process work
  efficiently and accurately

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Technology Programs
MUNIS
Position Control
SubFinder
Imaging
Staffing
Interview Systems
Certification Portal
Applicant Tracking
Student Information
HRS Tracking Databases
State Application
Testing Data
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The Transformation of HRS in Richland One
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Beyond HRS
Student Teacher Mgt. Employment Verification
Process Automated Interview Scheduling
Transportation
Facilities
Adult Ed.
Special Ed.
Purchasing
Instruction
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Step 4 Self AssessmentCritical Questions

• What does my district or my department need to
  do?
• Purchase all in one system
• Build your own system
• Integrate what you have
• Combination

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Critical Questions

• Does my district or department have a shared
  vision?
• What are the strategic goals that we aspire to?
  What are our targets?

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Critical Questions

• What is an acceptable timeframe?
• Have we documented our current processes?
• Do we have a vision of the ideal?
• To accomplish the ideal, would we need to
  realign processes or people?
• Will integration be necessary?

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Critical Questions

• How much Money-Money-Money?
• Planning and Development
• Staff Time
• Purchase and Licensing Costs
• Maintenance and Support
• Integration
• Training (Internal to Dept, Internal to District,
  External)
• Materials, Travel

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Miscellaneous Questions

• Which product or provider can accommodate change
  and support future directions?
• Is the provider financially viable?
• How much disruption will this cause?
• What is on-going support from vendor?

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Lessons

• 1. Dont under-estimate ramifications of the
  journey.
• It might have multiple twists and turns.
• It can be a longer journey than envisioned.
• It will require two systems for a time.
• Communicate with all,
• especially customers.
• Change happens.
• Personnel
• Enhancements
• New Releases or systems

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• 2. Dont over-estimate peoples ability to
  change! There will be issues!

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3. It is worth the journey!

• Success depends on
• Customer-focused vendors
• Robust, flexibility of systems
• Strong direction from customers who push their
  viewpoint and their needs

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Talent Dependent

• You can dream, create, design, and build the most
  wonderful place in the world, but it requires
  people to make the dream a reality.
• Walt Disney

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The future aint what it used to be.
Yogi Berra
It can be so much brighter!
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Contact Information

• Sanita Savage, Ph.D.
• Richland County School District One
• Senior Associate for Human Resource Services
• sfrazier_at_richlandone.org
• Deborah T. Sullivan
• Richland County School District One
• Coordinator Recruitment
• dtsullivan_at_richlandone.org