Policy 200-45
Development and Review of Administrative Computing Systems
Human Resources: PeopleAdmin
Business Need
The Division of Human Resources processes approximately 1,100 staff vacancies annually.
Career and limited appointments are submitted through Job Machine II (JMII); contracts and
waivers are submitted via paper; and temporary employment requests are initiated via phone call
and keyed into eTeP. JMII is written in Java and eTeP is written in FoxPro. Both applications
are maintained by Human Resources. Electronic status notification is provided for JMII actions.
Human Resources also process approximately 43,000 staff employment applications annually.
Applicant processing consists of downloading email applications and supplemental material, and
keying applicant data, including social security numbers into a tracking program, written in
FoxPro and maintained by Human Resources. Status reporting is limited to postcard notification
per applicant request. The process also includes screening, assembling applicant packets to be
mailed or picked up by hiring departments, data entry of hiring information, and storage of paper
applications. HR spends an average of 8,400 hours annually processing paper applications.
In addition, Human Resources review approximately 4,100 classification and compensation
actions annually. These actions are submitted electronically via email or paper copy. They are
manually entered into a FoxPro tracking program maintained by HR. Classification and
compensation processing includes searching, comparing and filing paper position descriptions;
documenting reviews; union notification; as well as notices and written decisions to the
originating departments.
The Division of Human Resources must address its manual, intensive paper processes and data
entry that consume limited resources. PeopleAdmin provides an on-line solution tailored for
higher education in the areas of recruitment, applicant tracking and position description
management. As an application service provider, PeopleAdmin requires minimal infrastructure
investment or dedicated technical resources. This solution will provide the campus with:
- On-line application submittal, tracking, and electronic screening;
- On-line submittal, tracking and processing of staff vacancy and
classification/compensation actions;
- On-line status notification for applicants and HR actions;
- Management reporting (including EEO reports and SQL historical database);
- On-line Repository of all staff applications, position descriptions, recruitments and
classification/ compensation actions;
- Kerberos Authentication
Stakeholder Value
The Division of Human Resources, Information and Education Technology and campus
stakeholders aligned early in the formative stages of the project to ensure linkages with existing
and planned campus systems. Collaboration included representatives from ADMAN, HRC,
SAADAC, Office of the Chancellor/Provost, large and small academic and administrative
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departments, Payroll and internal HR. The project included an Oversight Committee (HR and
IET); Advisory Committee (Oversight Committee and campus stakeholders) and Implementation
Team (department and HR subject matter experts).
Value to Campus Departments
 Provides an on-line Position Management and Applicant Tracking Solution.
 Enables departments to quickly generate a Replacement Vacancy or Position Update from an
approved position in the on-line Position Library.
 Provides departments with the ability to submit all PSS and MSP vacancy requests (for
recruitment or direct hire) using a single form, workflow and approval process. Likewise, it
provides departments with the ability to submit all reclassification or compensation reviews
on-line using a single, similar, form, workflow and approval process.
 Enables departments to use on-line screening questions to hone in on the most qualified
applicants.
 Enables departments to view, monitor and manage all in-progress, pending and historical
vacancy, classification, and compensation actions for their department from a single screen.
 Enables departments to view active, pending and historical recruitments, including
applicants, and hiring proposals.
 Provides Position Management information to trend and forecast turnover and resource
needs.
 Eliminates the manual logging and tracking of MSP applications at the departmental level.
 Eliminates departmental collection of MSP Applicant Confidential Applicant Surveys.
 Eliminates departmental pick-up or receipt of inter-office PSS recruitment packets.
 Eliminates departmental photo copying of applications for Screening Committee review.
 Enables departments to submit an on-line Hiring Proposal for departmental approval.
 Enables departments to quickly dispense applicants from an on-line menu of disqualification
reasons expediting recruitment closeout.
 Eliminates the physical storage of MSP Recruitment/Applicants files at the department.
 Eliminates departmental cost to develop and maintain duplicative HR shadow systems.
Value to Job Applicants
 Enables applicants to apply to several positions with one application.
 Enables applicants to receive real-time status of their applications.
 Provides application history including applications submitted and attachments (i.e. Cover
Letter, Resume, etc).
 Provides a unified application experience for PSS and MSP applicants.
Value to Central Human Resources
 Provides a single source for receiving and processing 1,100 Vacancies, 2,900
Reclassification and 1,200 Compensation Reviews.
 Enables Human Resources to view and manage all position activity for Campus from a single
screen.
 Eliminates manual logging and tracking of approximately 4,291 CART actions (Direct Hire
Vacancies and all Classification and Compensation Reviews).
Business Impact
The complexity of Central HR Employment/Outreach and Compensation Services processes and
the absence of a Position Management and Applicant Tracking solution create a significant
burden on Campus departments. Campus departmental representatives on the PeopleAdmin
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Project Teams unanimously endorsed the implementation of PeopleAdmin as well as the
business process changes this new system supports.
Impacts to Campus Departments
o Training time to learn and practice the technical mechanics of PeopleAdmin. The
collaborative nature of this project will be carried forward in decisions regarding training
and rollout. HR is highly sensitive to departmental workload demands.
o Business model change supporting standardization versus customization and exception
processing.
o Business model change to a position management model from a vacancy-centric model.
o Business process change that shifts departmental effort to the initiation of the process
versus the end of the process.
o Business process change to on-line screening and electronic disbursement of applications.
o Business process change that predicts larger applicant pools.
o Business process change that puts position management information into the hands of
management and allows trending and forecasting of turnover and resource requirements.
Impacts to Applicants
o Business process change requiring that all employment applications and supporting
materials be accepted through PeopleAdmin only – no paper processing. Central HR
will provide applicants with access to two workstations to submit applications and
supporting materials through PeopleAdmin.
o Business process change that limits applicants from applying to the same vacancy more
than once.
o Business process changes that result in status information available only through
PeopleAdmin.
Impacts to Central Human Resources
o New business model that supports standardization versus exception processing.
o New business model that supports transparency and openness.
o New business processes that shift the nature of work from manual and transactional to
analytical.
o New business processes that reduce complexity and eliminate redundancy.
o New business processes that support departmental and applicant self-service.
Business process changes were addressed during the configuration of PeopleAdmin (i.e.
reducing 9 ways to submit a vacancy to one, and utilizing one standard form for both PSS and
MSP vacancies). Effort was made to reduce process complexity and leverage industry standard
technology. In addition, focus included improvement in the efficiency of Human Resource
organizational structure, workflow, applicant screening, selection and closeout. During
configuration departmental representatives unanimously endorsed the process changes. HR is
committed to further process review in concert with stakeholders input and assessment of impact.
Strong internal executive sponsorship enables HR to divest from past practices and make the
cultural changes necessary to standardize, streamline and leverage industry standard technology.
A significant amount of work has been completed identifying process streamlining that will be
supported through PeopleAdmin. The change management effort is ongoing, iterative,
collaborative and evolutionary; however, those processes directly and/or indirectly impacted by
PeopleAdmin have been identified and mapped.
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Infrastructure Integration
PeopleAdmin is an application service provider, located in Austin, Texas. They developed and
host a web-based system to address the unique recruitment and classification processes in higher
education. HR has entered into a service level agreement with this vendor. Under this
agreement PeopleAdmin has been contracted to provide position management services for UC
Davis. These services, Applicant Tracking and Position Description have been established and
maintained as automated, Internet based systems. PeopleAdmin provides and maintains the
systems established to provide this service including maintenance of all computer hardware and
software. PeopleAdmin provides email and toll-free telephone technical support for up to 10
individuals specified by UC Davis. Normal technical support hours will be 8:30 am – 5:00 pm
central time, Monday-Friday. Additionally, a 24-hour, 7-day a week toll-free telephone number
is available for reporting emergencies. HR pays an annual $250 fee to hold the software source
code and complete technical documentation in an escrow account.
Prior to contract renewal, HR will forward Cyber-Safety compliance requirements to
PeopleAdmin for review, response and, if applicable, implementation. PeopleAdmin has
successfully integrated Kerberos authentication in other systems and IET Middleware was
consulted regarding integrating campus Kerberos. Prior to contract renewal, HR will facilitate
work with IET Middleware to integrate CAS into PeopleAdmin.
Administrative Integration
PeopleAdmin can integrate with the MyUCDavis portal. PeopleAdmin provides nightly data
exports, produced in a variety of formats, dictated by customers. All features required to enable
automatic import of new-hire data into PPS in batch mode are available and have been
implemented in similar situations for other higher education clients.
Timeline/Budget
System implementation timeline
 We are projecting an 8 month timeline for implementation of the system on the campus.
This timeline includes the following:
o Establishment of governance structure for key policy decisions and monitoring
o Business process reconciliation
o Final System Configuration
o Completion of Quality Assurance Testing
o Development of detailed Communication and Change Management Plans
o Development of detailed Training Plans
o Execution of training and communication plans
o Rollout to Campus
Budget
Costs are to be funded by Human Resources and include the following:
 Initial costs - payment was issued 7/20/04 in the amount of $77,042.
 Current costs - the next product payment is due by 12/31/07 in the amount of $74,500.
 Implementation costs – we anticipate the implementation costs to be approximately
$150,000 and expect implementation of the system within eight months.
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
Ongoing costs - Re-negotiation of the agreement is scheduled for November 2009 and the
term-to-term price increases have averaged 4-5%. HR anticipates annual costs to be
$78,225+/- going forward.
Risks/Mitigations
 HR has ensured that risks associated with configuration and business process reengineering
efforts were mitigated by hiring an expert Project Manager and Business Analyst and by
involving campus stakeholders in the project from initiation. These steps uncovered several
critical processes that needed to be modified; identified scope issues and revealed change
management issues and timeline impacts. Many of these issued have been resolved through
the addition of strong internal executive sponsorship. Remaining business process
reconciliation will be addressed during the final system configuration.
 PeopleAdmin has assigned a team resource to configure and manage the UC PeopleAdmin
implementations. This team will be available to UC Davis through final configuration and
implementation. This mitigates an early concern regarding consistency, familiarity and
stability of vendor supplied customer service for UC.
 Should the PeopleAdmin vendor cease to exist, UC Davis pays an annual fee to house the
source code for the UC Davis implementation in an escrow account in San Diego.
 This project will eliminate the current exposure HR has in requesting and utilizing social
security numbers as a unique identifier for applicants. It will also mitigate the risk associated
with unclear applicant disqualification rationale.
 The vendor and other higher education institutions all report that automating the recruitment
application process doubles and sometimes triples the volume of employment applications.
Today, HR processes approximately 43,000 applications annually. The impact of this
anticipated surge in applications can be mitigated through the full utilization of the online
screening functionality available in the PeopleAdmin application.
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