Presented by: Michael Hansen

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HR Services Integration
Presented by Michael Hansen Executive Director
of People Culture January 2007
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• Agenda of Meeting
• Introduction
• HR Service Delivery Model Overview
• Services Integration Projects
• Question Time

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In 2006 People Culture reviewed its Service
Delivery Model and HR processes as part of the
Portfolio Services Integration Project
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• Agenda of Meeting
• Introduction
• HR Service Delivery Model Overview
• Services Integration Projects
• Question Time

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The HR Service Delivery Model was developed to
create a framework for continuous improvement in
HR services to the university.
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The HR Service Delivery Model includes

• Expert Teams
• Provide strategic, design and consultative
  services to HR Consultancy
• Assist the HR Service Centre in resolving complex
  issues
• HR Consultancy
• Provide business unit specific strategic and
  consultative services to executives and line
  managers
• Broker technical and administrative services from
  the Expert Teams and HR Service Centre
• HR Service Centre
• Operational unit that responds to employee
  inquiries, processes HR transactions and performs
  basic HR administrative tasks
• Employee Self Service and Managers Desktop
• Employees process basic HR transactions (e.g.
  applying for leave)
• Managers process basic HR transactions (e.g.
  approving leave)

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• The HR Service Delivery Model provides
• The most efficient and effective delivery of
  service
• Greatest scope for measuring and tracking HR
  service delivery
• Targeted customer-focused services
• Greatest support for providing streamlined and
  standardised processes

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• Agenda of Meeting
• Introduction
• HR Service Delivery Model Overview
• Services Integration Projects
• Question Time

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• Services Integration Projects
• Casual Pay Employment Administration
• Recruitment Unit
• Leave Administration
• Academic Staff Promotion Scheme

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• Description of Project
• Casual Pay Administration will be performed
  centrally.
• Activities of the central unit will include
• Creating and maintaining casual staff files
• Entering timesheets
• Managing casual staff records
• Responding to casual pay queries
• Paying casuals
• Project Leader Grant ORourke, Manager Payroll
  and HR Systems

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• Impact of Project
• Selection and appointment of casual employees
  will continue to be undertaken at the portfolio
  and school level
• The central Casual Pay Administration Unit will
  be created in People Culture.
• Five positions will initially staff the unit
  (filled in accordance with the General Staff
  Transition Guidelines)
• Portfolios and schools will stop performing
  casual pay administration
• Budget for the administration of casual pay will
  be removed from portfolios and schools upon the
  establishment of the Casual Pay and Employment
  Administration Unit

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Phase 1 Process
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Phase 2 Process
Shift from paper to electronic form in Phase 2
Delegated Authority approves engagement of casual
through workflow in Phase 2
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Phase 1 Process
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Phase 2 Process
Shift from paper to electronic timesheet in Phase
2
Delegated Authority approves electronic form
through workflow in Phase 2
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• Benefits of Project
• Reduced administrative burden on portfolios and
  schools
• Less paper work for portfolios and schools
• Casual pay queries shift to People Culture
• Streamlined and standardised casual pay processes
• Simpler processes for casual staff, portfolios
  and schools to follow
• Increased efficiency in processing through
  greater use of technology
• Freeing People Culture to increase value-added
  services to portfolios and schools
• Greater accuracy in SAP
• Improved management reporting tool for portfolios
  and schools
• Opportunities to measure and track service
  delivery for continuous improvement
• Promoting better service to portfolios and schools

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Positions in Central Unit There will be five
positions in the central Casual Pay
Administration Unit

• Employee Services Assistant x 2
• Employee Services Advisor x 2
• Casual Pay Project Implementation Coordinator x 1

Positions will be filled in accordance with the
universitys General Staff Transition Guidelines
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• Services Integration Projects
• Casual Pay Employment Administration
• Recruitment Unit
• Leave Administration
• Academic Staff Promotion Scheme

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• Description of Project
• An internal recruitment agency will be
  established in People Culture to coordinate
  recruitment.
• Activities of the central unit will include
• advertising positions
• processing applications
• providing specialist advice to portfolios,
  schools and managers
• Project Leader Mario Marii, Recruitment Manager

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• Impact of Project
• The central Recruitment Unit will be created in
  People Culture
• The Recruitment Unit will be staffed by seven
  employees (positions filled in accordance with
  the General Staff Transition Guidelines)
• Portfolios and schools will receive greater
  assistance in recruiting continuing and
  fixed-term positions
• Recruitment decisions will continue to be
  undertaken by managers at the portfolio/school
  level

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• Benefits of Project
• Better recruitment outcomes in a more competitive
  marketplace
• Recruitment strategy for each assignment
• Reduced administration and workload via
  e-recruitment
• Reduced costs
• Greater support for hiring managers

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Positions in Central Unit There will be seven
positions in the central Recruitment Unit

• Recruitment Unit Manager x 1
• New position has been filled by Mario Marii
• Recruitment Consultant x 3
• Recruitment Support Officer x 3

Positions will be filled in accordance with the
universitys General Staff Transition Guidelines
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• Services Integration Projects
• Casual Pay Employment Administration
• Recruitment Unit
• Leave Administration
• Academic Staff Promotion Scheme

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• Description of Project
• The ongoing Leave Administration Project aims to
• increase automation and use of Employee Self
  Service in leave administration
• reduce the universitys leave liability (managed
  appropriately in relation to EBAs) and
• standardise and simplify leave administration
  processes
• Project Leader Grant ORourke, Manager Payroll
  and HR Systems

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• Impact of Project
• Eliminate use of paper leave application forms
• People Culture will no longer accept paper
  forms unless exceptional circumstances exist
• Introduce automatic approval process for ESS
  leave applications
• Automatic approval of leave in SAP if the Leave
  Approver fails to take action
• Introduce automated email notification of excess
  leave balances to staff and their managers
• To assist staff and managers in managing excess
  leave balances

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• Benefits of Project
• Reduction in leave liability
• Achieved through a reduction in employees excess
  leave balances
• Greater accuracy in SAP
• Real-time leave data increases accuracy of SAP
  Management Reports
• Reduced administrative burden on schools
• Achieved through introduction of automatic leave
  approval processes
• Efficiency gains from increased use of technology
• Automated monitoring of excess leave frees People
  Culture to deliver value-added services to
  portfolios and schools

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• Services Integration Projects
• Casual Pay Employment Administration
• Recruitment Unit
• Leave Administration
• Academic Staff Promotion Scheme

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Description of Project A review of the current
Academic Promotion Scheme processes. The review
aims to deliver improved efficiencies and
outcomes through centralisation and
simplification (where appropriate). Project
Leader Joanne Gill, Principal Advisor
Remuneration
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Next Steps of Project 2006 applicants and
stakeholders surveyed January 2007 Feedback
collated and analysed February
2007 Processes reviewed March
2007 Processes redesigned March 2007
onwards where appropriate
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Thank you for your attendance Questions
Welcome For more information please
visit www.rmit.edu.au/pc/hrsd and refer to RMIT
Updates