HR/Payroll Modernization
Design Review
Central Office Staff
October 28, 2014
Design Review Objectives
Provide a broad focus on key decisions and concepts that are
changing
Walk through a critical business process that crosses functional
areas
Highlight some of the technical components: data conversion
and integrations
Inform you of some key changes and impacts
Solicit your feedback and help
Inform you of what’s coming next
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Agenda
Topic
Presenter
Foundational Decisions
Jerry Heinz
8:40 - 8:50
Process: Hire, Onboard
Functional Leads
8:50 – 9:10
Time Entry & Leave
Marisa Graudins
9:10 – 9:30
Payroll & Accounting
Ginny Montgomery
9:30 – 9:50
Data Conversions
Jean Boraca
9:50 – 10:00
Integrations
Gwen Trentham
10:00 – 10:10
Recap – Breakout Activity
Jerry Heinz
10:10 – 10:35
Change Plan
Tammy Munson
10:35 – 10:50
What’s Next
Jean Boraca
10:50 – 11:00
Questions & Answers
Functional Leads
11:00 – 11:30
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Time
4
Design Phase Progress
Overall / Change Management
 Completed Design phase on time and under budget
 Engaged all business units through communications and design
sessions
 Identified major change impacts
 Launched UW@Work, the project newsletter
Replace UW’s existing payroll system with a modern,
integrated HR and payroll system
 Made key design decisions
 Completed design sessions with 200+ SMEs
 Completed Design Guides and Workbooks
 80% of data ready for loading into P1
 Designs for 75% of required integrations are complete
Implement standardized HR and payroll processes and
practices across the entire University
 Documented 95% of to-be Workday business processes
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FOUNDATION DECISIONS
Pay Cycle / Work Week / ATR
Decision: Move to a biweekly payroll cycle.
• Paychecks received 26 times per year, versus 24 today.
Decision: Establish a single FLSA workweek across UW that aligns with
the bi-weekly pay period.
• Sunday through Saturday.
Decision: Move to Actual Time Reporting (ATR).
• FLSA overtime covered employees are paid each pay period for the
actual hours worked or charged to paid leave in that pay period.
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Leave Accruals
Decision: Align leave accrual components with the biweekly pay
schedule based on hours in pay status (non-overtime work hours and
paid time off).
• Sick and vacation accruals will be calculated and balances updated on a
biweekly schedule (versus monthly today).
• Accruals will start immediately.
Decision: Length of service will be calculated and accrued by pay period
(versus monthly today), based on working 54% of scheduled hours.
Decision: Vacation leave accrual will be based on the number of eligible
hours in pay status in a pay period (maximum 80) multiplied by the pereligible-hour accrual rate.
Decision: Sick Leave accrual will be based on the number of eligible
hours in a pay period (maximum of 80) multiplied by the per-eligible-hour
accrual rate.
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Other Noteworthy Decisions
Align the increment dates with the biweekly pay
period. Instead of 12 increment dates in a year,
there will be 26 increment dates.
Implement position management as the default
staffing model.
Change to a rolling backward FMLA calculation year.
Create and maintain the eligibility records
electronically in Workday and allow online
enrollment through Workday.
Not migrate unused job classifications.
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PROCESSES – HIRE & ONBOARD
New Key Concept
• Organizational Structure
• WD Configurable Security
Roles
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Supervisory Organizations & Roles
 Supervisory Organizations
“report” to one another to
form the Supervisory
Organization Hierarchy
 When linked with
Supervisory Organizations,
the following is true of
Role-Based Security:
HR Support
Accounting
Manager
Bob Jones
HR Support
Susan Steinberg, VP
Finance
Reporting
Katrina Lindgren, Director
Susan
Scott Wilson,
Steinberg,
Director
VP
Lisa Scott
HR Support
Managers
Jennifer Smith
HR Support
Members
Dylan Johnson
Laurie Jenkins
Daljit Singh

Is assigned to a Position that a Worker fills within a Organization

Determines what a user can see and do within the application

Provides access to appropriate data within the assigned Organizational structure

Determines functional responsibilities and routing of actions within a Business
Process
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Terminology Changes
Current
Workday
Employee
Worker
Job Class
Job Profile
Appointment
Position
Distribution
Cost Allocation
Budget
Cost Center
Full glossary is online: https://f2.washington.edu/teams/hrp/design/functional
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End-to-End Processes (Hire/Rehire/Change Job)
Create Position
Title
Job Profile
Qualifications
Location
Time Type
Earliest Hire Date
Create
Requisition
Position Info
Reason
Recruitment Start Date
Attachments
Target Hire Date
Confirm
Qualifications
Hire/Rehire
Manual
Recruitment
Background
Check
UW HIRES
Recruitment
Background
Check
Compensation
Attachments
Personal Info
Gov/Other IDs
Cost Allocations
Account
Provisioning
Change Job
Event/Reason
Compensation
Org Changes
On/Offboarding
Adjust Schedule
Change Benefits
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Onboarding
Personal Info
Contact Info
Benefit Elections
I-9
W-4
Emergency
Contacts
Checklists
14
Create Position
• Used for
• Academic Personnel (Add Academic Appointment)
• Staff
• Students
• Contingent Workers (Non Academic Affiliates)
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Create Position
• Following the Position Management Model
• Create a position – Searchable
o Job Profile = Job Code & Title
– Inherits many data elements i.e., salary grade
– Brings forward characteristics from Job Catalog
» Job Family Group, e.g., Faculty, Staff, etc
» Job Families, e.g., Academic Personnel, Bargaining
Unit, Student Employees
» Job Categories, Employment Program (ECS Codes),
Absence Management Eligibility codes
o Auto Populated Summary & General Description
and Minimum Qualifications
• Can be used for budget planning
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Create Position
Posting
Title
Full time
or Part
Time
Faculty
Staff
Student
Contingent Worker
Job Profile (Job
Class name and
code), Bargaining
Unit, etc.
Location
Grade and Grade
Profile
Qualifications
Earliest
Hire Date
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Approved
17
Create Requisition
• New & existing positions may be filled through a
requisition.
• Requires review and approval process to fill.
• Used for
– Academic Personnel – as defined by university policy
– Staff – Required to use UWHires
– Students – as needed or specified by contract
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Create Requisition
New
Position
Reason
UW Hires (Staff)
Add
Attachments
Replacement
Recruitment
Start Date
Target Hire
Date
Inherits from
Position
Information
Manual
Confirm
Qualifications
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Recruit
UW Hires
Manual
Background
Check
Applicant Tracking is out-of-scope. Will continue to use UW Hires.
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Close Req
Hire
Rate
Pay Rate
Type
Propose
Compensation
UW Hires
Kick-off
Onboarding
Assign
Schedule
Default
Cost
Center
(Budget)
Existing UW
Employee = Job
Change (We are one
employer)
Assign Costing
Allocations
(Budget
Distributions)
Edit Service
Dates, Edit
Probation
Period or Trial
Service Period
Other
Attachments
WD Account
Hire Date
Edit
Government
ID (SSN),
Change
Personal
Information,
Edit Other ID
(Student ID)
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Inherit
Information
Position &
Requisition
Provisioning
EID
Net ID
21
Onboarding
Message from
Manager
I-9
Enter
Personal
Information
Contact
Information
Benefits
Elections
Message from
UW
Message to
Department
Emergency
Contacts
W-4
Onboarding
Checklist
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Benefits
• Notification to the Worker
– Email – Advises of eligibility
– WD – Action item to enroll online
• Supporting workers with
limited computer
–
access
– Scanning documents for dependent verification
for on-line enrollment
• Benefits Orientation will continue and
attendance is strongly encouraged
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TIME ENTRY / LEAVE ADMINISTRATION
Absence Management vs. Time Tracking
• Absence Management
– Request time off for vacation, sick,
bereavement, etc.
– Request an extended leave of absence for
FMLA, parental leave, etc.
• Time Tracking
– Enter hours worked (completing a timesheet)
o Includes hours worked, OT calculations, shift
differential calculations, premium calculations, etc.
Time off may be entered in both modules. Some accrual calculations
occur in Time Tracking (e.g., compensatory time).
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Time Tracking Scope
• In Scope
– Temporary hourly employees
– Current “overtime eligible” employees (classified and
professional staff)
– Student hourlies
– OT exempt employees in Applied Physics Laboratory
– Excepted staff: Lieutenants, Hall Health nurses
– Other
• Out of Scope
– Medical Centers employees (use Kronos)
– OT exempt and excepted staff (other than exceptions)
– Academic Personnel (Faculty, Librarians, Medical Residents,
Educators)
– Salaried graduate student appointees
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Time Tracking Roles
• Time Coordinator
−
−
Enters and corrects time for worker
Validates that all time has been submitted and
approved for payroll processing
• Time Tracking Administrator
−
−
−
Creates and maintains time tracking module setup
and configuration
Authority for time tracking business processes
This is a Central Office role
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Demo
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Employee Self Service
Employees can see and
enter time for multiple
weeks.
Create Time Events
by Checking In and
Checking Out
If the Request Time Off BP is
enabled for ESS, EEs can
request time off and view
prior time off requests and
time balances from the Time
or Time Off worklets.
Design Review - Central Office Staff
View and Maintain
Clock Events
30
Entering and Managing Time: Time Entry Calendar
Display default
costing
Labels for totals
can be translated
Print time
entry
Configurable
submit message
Configurable
validation
messages
Multiple ways to
quickly enter time
Force calculations
to run on demand
Easy to read
date display
format
Ability to hide or
display calendar
indicators
Daily totals support
time blocks crossing
midnight
Time block history
includes denied, sent
back, awaiting action
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Entering Time
Every worker has a
‘default’ time type based on
their Time Entry Template
that will auto populate.
Time Entry Codes
can be for In/Out
time or Hours
Only (elapsed
time).
Add attachments if
configured to do
so on the Time
Entry Code.
An override rate can
be entered.
Attributes
(Workday
worktags) can
be enabled for
association
with time entry.
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Absence Overview
This chart shows the general difference between Leaves and Time Offs.
Leaves of Absence
Time Offs
Longer in nature, often track entitlements
(e.g., FMLA)
Generally a day to a week
Triggers a return to work business process
The expected return date is typically known.
Ex: Employee goes on vacation for a week
Entitlement amount to be taken is based on
a 12 month period
Balance is typically added to (accrued) on a
pay period basis
Does not use the calculation engine
Uses the calculation engine to build
complex rules
Request is based on a range of dates
including first day of leave and expected
return date
Request is based on each day employee is
expected to be off work
Indicator can be configured to state if an
employee is “On Leave” next to their name
No indicators, much lighter processing
around Time Offs
Typical Examples: Family and Medical
Leave, Disability Leave, Military Leave,
Sabbatical
Typical Examples: Sick Time, Vacation
Time, Personal Holiday
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Absence Roles
• Absence Partner
−
−
Enters and corrects time off for worker
Requests and returns employee from leave of
absence
• Absence Administrator
−
−
−
Creates and maintains absence management module
setup and configuration
Authority for absence management business
processes
This role is a Central Office role
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Demo
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Request Time Off
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Request Time Off Calendar
Project Future
Balances by changing
‘Balance as of:’ Date
Click or Click and
Drag to select Dates
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Request Time Off
Request Time Off.
Eligibility and
Validations are
Invoked.
Total hours requested
is displayed.
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Request Leave of Absence
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Request Leave of Absence
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PAYROLL AND ACCOUNTING
Payroll Dates & Timing
May 2014
Sun
25
Mon
26
Tue
Wed
27
28
Thu
29
Fri
30
Sat
31
Open Time Entry for
period 6/8-6/21
June 2014
Sun
Mon
Tue
Wed
Thu
Fri
Sat
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Best Practice:
Departments submit
and approve
time/absence/payroll/
compensation
changes
Period Start Date
– 6/8-6/21
15
22
16
23
17
18
24
Departments ensure all Lock Time Entry for
time/absence/payroll/c Period 6/8-6/21
ompensation/job
changes are complete
and correct.
29
19
25
26
Payroll Office and
Departments run
reports and view
results to ensure
accuracy
Unlock for
Adjustments: Period
6/8-6/21 (Sixty day
period ends 8/24)
20
21
Best Practice:
Period End
Departments submit
– 6/8-6/21
and approve
time/absence/payroll/
compensation
changes
27
28
Payroll Payment Date
for Period
6/8-6/21
Date
30
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Payroll Processing Calendar
• Open
−
−
Date on which time can begin to be entered for a time period. This includes the current pay
period and one pay period in advance (4 weeks total).
There is no due date or limits for absence requests.
• Lock
−
−
−
−
−
−
−
Dates on which changes that have a payroll effect for the time period is locked so that payroll
can be processed.
Any costing allocations need to be completed before this time.
Blocks employees from entering time for a short window to allow payroll to process worked
time and calculate earnings.
This will happen on Tuesday at 10:00 a.m. or 12:00 p.m. if Monday is a holiday.
Payroll completes Tuesday evening and validates Wednesday
Unlock for Adjustments
Reopens a period that was previously locked so that employees can make adjustments to a
prior period. This occurs Thursday at 12:01 a.m.
• Close
−
−
Close date for changes to timesheets will be 90 days from Period End Date.
There is currently no limit to changes for absence reporting, compensation, or HR related
actions.
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Payroll Roles
• Costing Allocations Coordinator
− Enters costing allocation for employees
− View set up information assigned cost centers
− Create and Run reports for assigned cost centers
• Cost Center Manager
− Primary manager for assigned cost center(s)
− Access to spend analytics for cost center(s)
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Payroll Roles (cont’d.)
• Payroll Administrator
− Creates and maintains payroll setup data regardless of
organization
− Authority for payroll business processes
− This role is a central Payroll Office role
• Payroll Office Partner
− Performs payroll functions and data entry (payroll
worker data and payroll input) for assigned
organizations
− Authority for payroll business processes
− This is a central Payroll Office role
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Costing Allocations
Kronos Integration for Medical Centers
Payroll Input at the Payroll Office
Cell Phone Allowance for an employee
One-time payment for an employee
Vacation payout at termination (XLP)
Work Study earnings (used w/default)
Distributions using budget numbers (Cost
Centers) as Costing Allocations
This is the default Cost Center assigned to
an employee when hired into a position
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Costing Allocations
Position #1 – Program Coordinator (leave
eligible)
Position #2 – Fiscal Tech 3 (non-leave
bearing)
Compensation: $20/hour
Scheduled Hours: 20/week
Default Cost Center for earnings: 23-4567
Compensation: $25,000/year
Default Cost Center for earnings:
01-2345
Is sometimes overridden to a split between
23-4567 and 34-5678
Default Position Setup
Input for Worker Level
Cell Phone Allowance: $50/month,
12-3456 (set at the department level)
Earning Level
Worker Earning Level
If employee separates from leave bearing position, all annual
leave will be paid from 12-2500, this will always happen at
the earning level
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Costing Allocations
Project Cost Accounting:
• Three custom organizations in Workday
– Project
– Task
– Option
• Will be used for cost allocations (ongoing
cost distribution by percent)
• Available for one time cost overrides in
Time Tracking and Payroll input.
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Costing Allocations
• Costing Allocations are always equal to
100% of the worker’s FTE (FTE =
scheduled weekly hours/default weekly
hours)
• For salaried employees the position FTE
will drive the compensation for the
employee, the costing allocations will
determine how we distribute the cost over
that FTE for payroll.
49
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Costing Allocation Example
Employee works 75% and earns a monthly salary of $4,000.
Current State OPUS Distributions
#
Start Date
End Date
Budget
Earn Type
Dist % FTE
Position/Sub Dist Amount
Object
Task Option Project
1
01-01-2012 04-09-2014
74-1235
REG
75.00
0008
3000
0161
2
04-10-2014 12-09-2014
74-1235
REG
50.00
0008
2000
0161
3
04-10-2014 12-09-2014
74-3334
REG
25.00
0008
1000
0161
XX
4563
HRP
4
12-10-2014 12-31-2015
74-3334
REG
75.00
0008
3000
0161
XX
4563
HRP
5
01-01-2016 99-99-9999
74-1235
REG
75.00
0008
3000
0161
Workday Costing Allocation
Allocation Detail
Costing
Override
Worker
Start Date
End Date
Worker
Sue Smith
12-10-2014 12-31-2015
Worker
Sue Smith
04-10-2014 12-09-2014
04-10-2014 12-09-2014
Use Costing
Worktag
Defaults
Costing
Worktag
Distribution
Percent
74-3334
Task: XX
Option: 4563
Project: HRP
100.00%
Yes
Max
Allocation
Order
Default Cost
Center
74-3334
66.67%
74-3334
Task: XX
Option: 4563
Project: HRP
Design Review - Central Office Staff
33%
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DATA CONVERSIONS / LOADING
Data Conversion Landscape
Person
Registry
Data Sources
EDW
Lawson
HEPPS
DAPP
EEO/AA
HCA
OWLS
KRONOS
PRIME
SIMS
Budget
Index
Functional
Team
Data Conversion
Team
Manual Data
Collection
(Functional
Additions)
Integration
Team
iLoads
Configuration
Setup
Workday Data
Configuration
Setup
Workday
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Data Conversion Approach
• An iterative conversion process, each iteration (prototype)
is more complete and accurate
• Minimum of four (4) prototypes before we are live
Prototype
Delivery Date
Purpose
P0
May 2014
Design Sessions
P1
Jan 15, 2015
Functional Configuration,
Integration & Report development
P2
May 15, 2015
Testing: End-to-End Testing, User Acceptance Testing,
Usability & Accessibility Testing
P3
July 24, 2015
Payroll Testing
Gold
(Production)
Dec 20, 2015
Go-live
• Objectives
– Supports the project to configure and test with real UW data
– Enables us to ensure that the data is accurate
– Allows us to time the data conversion process in preparation for go-live
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Data Conversion Scope
• All employees with active appointments
•
•
•
HR data
Academic data
Benefits data (Health Care, Life, LTD,
VIP, HSA, FSA, Dependents, ….)
•
•
•
Compensation data
Leave Balances
Payroll data (W-4, FICA, Withholdings,
State Taxes, Costing Allowances, Cost
Allocations, ….)
• People who have a non-employment relationship with the
UW (Contingent Workers, Academic Affiliates)
• Compensation and Job Profiles, Pay Grades / Profiles /
Steps
• Locations
• Cost Centers
Note: Employee history will not be loaded into Workday. Data history will
be available via other mediums, such as a data warehouse.
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Ongoing Data Help
• Need help with missing Data
– Supervisor Org data collection: Received 74% for P1; Need 100% for
P2, P3 and Gold
• Data clean-up
Employee
Service dates; work schedules (non-Med Centers); Primary
work location; Life insurance dependent data
OWLS
Leave plan discrepancies; abandoned records; splitting up
multiple appointment records; returning unused shared leave
Academic
Personnel
Transition academic personnel appointments into approved
academic appointing units; ensure end dates match
reappointment or non-renew under the Faculty Code; clean-up
academic appointments in OPUS/HEPPS; Ensure endowed
appointments reflect precise endowment name, accurate
appointing unit, and correct appointment term
Compensation &
Payroll
Missing increments; ensure all PCA codes are in FAS; identify
classified employees on off-step and how to convert
Payroll/OPUS
Appointment and distribution clean-up; removal of inactive
employees; position number corrections; stipends
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Testing Approach
Configure & Prototype
Phase
Testing Phase
9/12/15
3/14/15
WD 24
P1 & P2
WD 25
P2
P3
Regression
Test
Unit
Test
Point-toPoint
Integration
Test
Cycle 1
Open Role
Security Roles
Functional
Test
End to End Test
Cycle 2
Secure Role
Smoke
Test
Test
Level
1
2
Payroll Test
User Acceptance Test
Usability & Accessibility Testing
3
4
Note: “Unit Test” is performed by the Workday configurator or developer
(integrations and reports) to ensure that the item (unit) is functioning
correctly before handed off to the next level of testing.
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SYSTEMS INTEGRATIONS
Changes to Current Systems
• What systems will be going away and what
happens to their function/data?
– HEPPS
– Online Payroll Updating System (OPUS)
– UW Online Work/Leave System (OWLS)
– Employee Self Service (ESS)
– UW Timesheet
– Leave & Time Reporting (LTR)
– Lawson
– Prime
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Key Integrations
• What are some of the key integrations?
– Financial Accounting System (FAS)
– KRONOS (UW Medicine Time Tracking)
– UW-IT Enterprise Integration Platform
o EDW/ODS, HR/P Web Service, etc.
– UW Employee Identifier (EID)
– Single Sign-on (UW NetID)
– UW Hires (Applicant Tracking System)
– Benefits
o Department of Retirement (DRS)
o Health Care Authority (HCA)
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Enterprise Data Warehouse
(EDW) Impacts
• What impact does this have on the EDW?
– New tables created based on new Workday
concepts and relationships for example:
o Position
o Job / Job Family / Job Profile
o Cost Center
o Costing Allocations
o Supervisory Organization
– What about the old tables?
Retained with pre-Workday data for historical
reporting
– UW-IT will conduct outreach in early 2015 with
consumers of the EDW to share these changes
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Terminology Changes
Current
Workday
Employee
Worker
Job Class
Job Profile
Appointment
Position
Distribution
Cost Allocation
Budget
Cost Center
Full glossary is online: https://f2.washington.edu/teams/hrp/design/functional
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From Design to Configuration
• What has been done so far / what will be
done in next phase?
– Design/Architect Phase
o Assess change impact on approximately 170 Interfaces
o Engage vendors and application owners
o Hold design sessions for integrations considered in scope
o Initiate process for detailed design and data mapping
– Configuration/Build Phase
o Finalize outstanding data mapping and address design gaps
due to pending functional configuration or decisions
o Configure and build integrations
o Conduct point-to-point testing
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RECAP, NEXT SESSION ACTIVITIES
Recap
• Cross-Functional implications are throughout – very
little in system doesn’t affect other areas in some
way
• Business Processes will be more structured –
programmed rules provide more guidance
• Data conversion and integrations with other UW
systems is critical – and difficult
• Change throughout the UW community is
substantial
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Next Session Activities
• Next Session Activities
– Break, Mingle, Breakout
– Chat with your colleagues, discuss what you’ve heard
– Jot down on a card
o Your questions, concerns, risks, suggested actions, etc.
• When we return, we will
– Review Change Impacts and Plans to Address
– Review upcoming project activities
– Conduct Q&A, review your “cards”.
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CHANGE PLAN
Overview
• A Change Plan is a road map of activities to prepare groups of UW
stakeholders for successful adoption of the HR/P modernization effort.
• A Change Plan is designed to answer key questions about
organizational readiness:
– What is the change that our stakeholders will experience?
– What will our stakeholders need to manage this change?
– How will we know that our stakeholders are successfully making
the change?
• We took the following approach to build the Change Plan
Understand
the Change
Understand
the
Audience
Develop the
Plan
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Execute the
Plan
Measure the
Outcomes
67
Understand the Change
Change
Impact
Change
Impact
Change
Impact
• The OCM team captured more
than 150 change impacts by
functional area during design
phase activities
• The team validated and described
key change impacts by type and
magnitude
Central
Offices
Campus
Ops
Unit HR
Employees
Audience Groups
Academic
Personnel
Managers
• Identified impacted audience groups
• Aligned change impacts to audience groups
• Gained understanding of audience needs
Design Review - Central Office Staff
Medical
Centers
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Understand the Audience
The following are impacted audience groups who will experience change. Each
audience will make their own journey(s) through the change acceptance curve as
we conduct change activities targeted to meet each audience’s specific needs.
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Key Audience Needs
Employees
Managers
Unit HR
•
•
•
•
•
Learn how to access and update employee information in Workday
Access information about biweekly pay, leave accruals, length of service, etc.
Report time (only overtime eligible employees)
Request time off and leaves of absence in Workday
Complete benefits enrollment in Workday
• Access and view employee information in Workday
• Access information about key impacts to their employees, such as biweekly pay,
time and absence processes, and leave accruals
• Manage employees (time approvals, etc.) using Workday
• Complete employee actions in Workday
• Access resources for infrequent personnel actions, when needed
• Obtain proficiency and possess confidence in the new system, processes,
terminology, and policy changes
• Serve as the point of contact for managers and employee support
•
Campus Ops
Academic
Personnel
•
•
•
•
•
Obtain proficiency and possess confidence in the new system, new processes,
new terminology, and new policy changes.
Serve as the point of contact for Unit/Department HR.
Own the change and model the new way of working moving forward
Obtain proficiency and possess confidence in the new system, new processes,
new terminology, and any policy changes.
Serve as the point of contact for Unit/Department HR
Own the change and model the new way of working moving forward
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Key Audience Needs (cont.)
Payroll
• Obtain proficiency and possess confidence with Workday, new processes,
new terminology, and new policy changes
• Understand impacts of biweekly payroll, including deductions, field questions
and provide support to the units
• Understand the new timelines associated with biweekly payroll
Payroll
Coordinators
• Obtain proficiency with the Workday system and the updated processes
• Understand how to use calculation tags to notify UW Payroll of earn types to
be paid
Compensation
• Understand new compensation-related terminology in Workday such as
General Salary Plan and General Hourly Plan and Academic Salary Plan
• Understand that there is more data available to view now, including the
names of compensation plans
Benefits
• Obtain proficiency and possess confidence in using Workday, new
processes, new terminology, and new policy changes
• Account for benefits deductions on 26-week pay schedule, as opposed to 24
weeks
Medical
Centers
• Obtain proficiency and possess confidence in the new system, new processes,
new terminology, and new policy changes
• Demonstrate and support work done in Workday and what remains in Kronos
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Develop the Plan
• Each audience requires a unique Change Plan. Key
factors in developing a plan include:
–
–
–
–
Audience size
Magnitude of change
Criticality of mastering change to overall project success
Type of change need (awareness, knowledge, capability, etc.)
• The following pages outline our full menu of potential
change activities
• Subsequent pages outline Change Plans by audience
Change activities and considerations are dependent on the operating support model. Some
activities may evolve as the team identifies additional impacts and produces clarity on the scope
and timing of the support model.
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Change Plan Menu
Activity
Outcome
Timing
Measurement
Stakeholders can anticipate the
pace and severity of the
changes
Q4 2014
Q1 2015
Q2 2015
Attendance
Q4 2014
Q1 2015
Q4 2015
Response rate
Average scores
Gap identification
The right people get the right
message in the appropriate
format
All project
Google analytics
FAQ responses
Units ready to implement
Workday solution and
processes on schedule
Q3 2015
Q4 2015
Attendance
Employees and Managers feel
prepared to use the Workday
solution and processes
Q4 2015
Response rate
Average scores
Change Impact Workshops
Host workshops to socialize
change impacts with
stakeholder groups
Change Readiness Assessments
Gather feedback on readiness
of stakeholders to adopt the
new Workday solution
Actionable survey results that
aid identification of risk areas
and ability to address gaps
Communication Action Plans
Execute targeted comms to
build awareness of the project
and achieve lasting change
Day in the Life Scenarios
Demonstrate how Workday
functionality will change the
daily work of key groups
Employee/ Manager Toolkits
Provide employees and
managers with resources to
navigate the change
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Change Plan Menu
Activity
Outcome
Timing
Measurement
Units are ready and prepared to
implement Workday on
schedule
Q4 2014
Q1 2015
All project
Teams chartered
and established
Team Scorecard
Support of organizational
design and training plan
Q4 2014
Q1 2015
Q2 2015
Business owner
sign-off
Employees have the knowledge
to perform their jobs in the new
paradigm
Q3 2015*
Q4 2015
Attendance
Performance
Evaluations
Verification that Workday works
as designed
Q3 2015
Q4 2015
Participation rate
Feedback
Understanding of reactions to
Workday design
Q2 2015
Q3 2015
Q4 2015
Attendance
Evaluations
Q&A
Readiness Teams
Identify individuals who can
champion and support the
project within each unit
Role Mapping / Role to Position Support
Map processes and roles to
the end user to clarify who can
do what in Workday
Training
Train employees on the new
system and processes
(instructor-led or computer)
User Acceptance Testing
Recruit SMEs to test the
Workday solution with and
without scripts
Workday Roadshows
In partnership with functional
team, give demos of Workday
functionality and capabilities
*Pilot training for UAT
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Change Activities by Audience
Audience
Activities
Change
Comm Day-in-life Readiness Role
Workshops Surveys Plans Scenarios Teams Mapping Training
UAT
Workday
Roadshows Toolkits
Employees
Managers
Unit HR
Campus Ops
Academic
Personnel
Payroll
Coordinators
UW Comp,
Benefits, Payroll
Med Centers
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Execute the Plan
2014
Apr - June
July Sept
2015
Oct Dec
Jan Mar
Apr June
July Sept
2016
Oct Dec
Jan Mar
Change Impact Workshops
Readiness Assessments
Communication Action Plans
Day in the Life Scenarios
Toolkits
Role Mapping
Readiness Teams
Training
User Acceptance Testing
Workday Roadshows
Additional Change Activities Underlying and Ongoing Throughout Project
Stakeholder Assessment and Engagement, Communications Management, Organizational Design
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WHAT’S NEXT
HR/P Implementation Timeline
March – April
2014
Plan
April –
October
2014
Nov 2014
– May
2015
Design
Configure
(Architect)
&
Prototype
May –
October
2015
Test
Nov –
Dec 2015
Deploy
Go-Live
Jan-Feb
2016
PostProduction
support
Data Conversion and Migration
Integrations
Quality Management
Organizational Change Management, Communications,
Knowledge Transfer and End-User Training
Operational Readiness
We are Here
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Configuration Phase Preview
• Runs November 1 through May 15
• Focused on building the system that we
designed during the design phase
– Load P1 data (more comprehensive)
– Ensure functional processes work
– Build and test integrations
• Unit engagement will increase
– Conduct unit-specific impact assessment
– Develop readiness teams
– Increase communications
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Goal: Go-Live in December 2015
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QUESTIONS & ANSWERS
Questions & Answers
• We’ll discuss your card inputs, as long as
we have time…
`
• What other questions do you have for us?
• What comments, suggestions, concerns do
you have that we should consider as we
move into the next phase?
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Questions?
http://f2.washington.edu/teams/hrp