February 3, 2005
Building the Human Resources and Payroll Environment for the Next Generation of North Carolina State Government

Project Management Committee
 Julie Batchelor, OSC, Chair
 John Barfield, OSC
 Rod Davis, DENR
 Dan Domico, DOT
 Angela Faulk, DOT
 Bob Giannuzzi, ITS
 Carl Goodwin, OSP
 Wendy Griffin, DOT
 Kathy Gruer, DHHS
 Ginny Klarman, State Health Plan
 Tracy Little, DOC
 Jim Macaulay, OSC
 Jim Newman, DOT
 Kim Padfield, DOT
 Tom Runkle, ITS
 Gary Wiggins, OSP
 Margaret Wiggins, AOC
 Jonathan Womer, OSBM
 Pam Wortham, Treasurer’s Office
OSC Management
 Robert Powell, OSC
 Gwen Canady, OSC
Project Team
 Linda Hudson, OSC
 Shannon MacFarlane, OSC
 Lowell Magee, Deloitte
 Bradd Craver, Deloitte
 Dorie Kehoe, Deloitte
 James Stovall, Deloitte
 Katie Beacham, Deloitte
 Parham Gerami, Deloitte
 Ed Brodsky, Deloitte
1

 Welcome, Introductions and Agenda
 Committee Update
 HR/Payroll Project Status
 Change Management & Communications
 JAD Sessions Review
 Areas Requiring PMC Involvement
 Open Discussion
 Action Items Review
 Adjourn
2

HR/Payroll Project Management Committee (PMC)
 Represent the needs of a wide cross-section of stakeholder agencies
 Provide guidance and coordination across the HR/Payroll project
 Serve as liaison to the agencies and provide direction for managing cross agency issues and opportunities
 Overall responsibility for ensuring project deliverables have received appropriate agency input and review
 Identify and resolve issues
 Identify risks and provide suggestions for mitigation
 Review status updates and provide direction
 Serve as change agents to build consensus and facilitate implementation and user acceptance of new system in agencies
4

 NCTIME Meeting Outcome
 Legislative Update
 Scope Finalization
5

Activities Completed This Period
1/6/2005 – 2/2/2005
 Submitted draft of preliminary requirements for HR Group 1
 Conducted JAD Sessions on the following topics:
• Career and Succession Planning
• Manage Employee Separation
• Manage Recruiting, Hiring, and Integration
• Plan and Manage HR Programs and Plans
• Design and Maintain Organizational Structure
• Manage Compensation and Classification
 Onboarded Deloitte change management lead
 Developed project marketing document
 Drafted tentative topics for technical JAD sessions
 Informed CIOs of upcoming technical JADs
 Drafted a project communication from the PSC to update stakeholders on progress to date
 Provided insight and cost figures from other states
 Documented lessons learned during Plan and Vision phases
7

Plans for Next Period
2/4/2005 – 3/3/2005
 Conduct HR JAD sessions on the following topics:
• Maintain Benefits and Enrollment
• Administer Benefits
 Prepare and submit draft of preliminary requirements for HR Group 2
 Conduct Payroll JAD sessions on the following topics:
• Collect Time and Attendance
• Manage Payroll Pre-Processing
• Manage Payroll Processing
 Confirm technical approach
 Prepare for Technical JAD sessions
 Begin development of change management strategy options
 Share project news and preliminary requirements with agency HR directors to begin to engage them in the project
 Conduct general statute research
 Prepare and submit ITS monthly report for January
 Hire intern
 Conduct legacy shadow system analysis
8

Plan Vision Execute Close
Project Week
Month
Date
Project Management
Change Management
Human Resources
Group I
Group II
Payroll
Technical
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Nov Dec Jan Feb March Apr
25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4
11 18 25
• • • • • • • • • • • • • • • • • • • • • • •
• – Project Status Report
– Final Deliverables
– Offsite Working/Holiday
HR – Group I
• Personnel
Administration
• Recruitment
• Applicant Tracking
• Disciplinary Action and
Complaint Management
• Incident and Accident
Tracking
• Exit Interviews
• Competency Based HR
Management
• Performance
Management
• Training Administration
HR – Group II
• Compensation
Management
• Job and Salary
Surveys
• Position Evaluation
Analysis
• Benefit
Administration
• Workforce Analytics
• Organizational
Management
• Employee Self
Service
• Leave Tracking
Payroll
• Payroll
Administration
• Payroll Processing
• Labor Cost
Distribution
• Time Collection &
Management
• Budget Support
Technical
• High level technical requirements
• Security
• Infrastructure
• Integration
9

 Developing HR/Payroll Project handout for legislature and state leadership
– Identifies project goals
– Defines the current state problems, risks, and urgency
– Defines future state benefits
– Identifies key project deliverables
 Developing of high-level Change Management Strategies to be used as a roadmap for implementation activities
– Leadership alignment
– Organizational transition
– Communications
– Capability transfer
– Project team effectiveness
– End-user training
 Met with Jeff Roerden (DOT) to discus change management and organizational opportunities
11

 Career and Succession Planning
 Process Owner: Pam Frazier
 Number of Participants: 17
 Manage Employee Separation
 Process Owner: Betty Smith
 Number of Participants: 10
 Manage Recruiting, Hiring & Integration
 Process Owner: Helen Dickens
 Number of Participants: 19
 Plan and Manage HR Plans & Programs
 Process Owner: Gerry Fisher
 Number of Participants: 19
 Design and Maintain Organization Structure
 Process Owner: Joe Stroup
 Number of Participants: 15 13

 Process Redesign Opportunities
– A single, online application for applicants to use when applying for any job within the State
– Treating employees who move between agencies as transferred employees rather than terminating them and rehiring them
– Electronic, rather than paper Organization Charts
– More streamlined approval processes in many areas
 Possible Areas for Standardization/Consolidation
– A standardized list of skills and competencies to be used for Career
Development, Job Descriptions, and Performance Review
– A consolidated database of applicants with standardized, automated screening processes
– Simplified, standard job descriptions
15

 Performance Review process and form is hampered due to legal restrictions around performance appraisal content
 Succession Planning is limited due to restrictions around hiring practices
 There are an abundance of independent benefit plans available to different agencies because they are legally required to let the insurance providers present these options
16

 March 3, 2005 – Next PMC Meeting
19