HRCC Meeting
Ufirst
May 23, 2017
May Meeting Objectives
 Review talent selection update and upcoming decision
 Demonstrate Qualtrics application tool
 Review Professional Development Event
 Discuss upcoming engagement and what you should be
doing now
 Conduct Workday kick-off
2
TALENT UPDATE
3
Information Fair Recap
Thank you for attending!
275+
Attendees
Registered for 1:1 Talent
Transition Coaching
Sessions (168 spots in
total with 9 coaches)
What motivates you as an HR Professional?
What excites you most about future-state HR?
4
Talent Selection Update
Hiring Timelines
May
June through July
Sept through Oct
Non-Competitive
Internally Competitive (Wave 1)
Internally Competitive (Wave 2)
By May 11: Communication to
managers of candidates for noncompetitive positions
June 1 –June 7: Post jobs and candidates
submit applications
Sept 11 – 15: Post jobs and
candidates submit applications
June 8 – 12: Schedule interviews
Sept 18 – 22: Schedule interviews
June 13 – June 30: Hold interviews
Sept 25 – Oct 6: Hold interviews
July 5 – 14: Review and decide offers
Oct 9 – 13: Review and decide offers
July 17 – 28: Socialize offers with key
stakeholders and make verbal offers
Oct 16 – 27: Socialize offers with key
stakeholders and make verbal offers
July 31: Send offer letters to candidates
Oct 30: Send offer letters to candidates
By August 4: Candidates accept offer
By Nov 3: Candidates accept offer
May 12: Communication of noncompetitive and internally
competitive positions to HR
Community
May 15 – May 26: Communications
with candidates for non-competitive
positions
By June 2: Candidates for noncompetitive positions accept offer
Priority Postings
May 10: Post additional priority
postings
5
Target is to identify the individuals filling
future-state HR roles by November 2017
Upcoming Decision
Employing organization
Executive Sponsors have agreed (pending final approval) to the
recommendation that all future-state HR employees are employees of the
University, Agency 207.
Goal is to create and reinforce consistency in policies, systems and processes
for the future-state HR employees and create a single team of HR professionals
delivering excellent service.
All impacted employees who are not currently employees of the University,
Agency 207, will receive a personalized benefits comparison and summary
explaining personal impacts of the transition.
Opportunities will be available to meet, individually, with a benefits counselor
and representatives from the retirement vendors.
6
QUALTRICS APPLICATION REVIEW
7
Qualtrics Application Review
Overview
Begin to apply for future-state HR positions starting on June 1 for Wave 1
internally competitive positions through the Qualtrics application tool.
How can I access
Qualtrics?
•
Link to Qualtrics will be provided on June 1st in an email
communication as well as provided on the Ufirst website
How long does it
take to complete?
•
If you have completed your application worksheet, it will take
approximately 15 to 20 minutes to complete
•
•
•
Contact Information
Selected Positions
Employment History, Education, and Professional Certifications
(Application Worksheet)
What information is
required?
8
Qualtrics Application Review
Demo
9
PROFESSIONAL DEVELOPMENT EVENT
10
Talent Selection Preparation
HR Professional Development Event
Purpose:
Serves as an application and interview preparation session as well as an
additional opportunity to ask questions on the talent selection process
Topics:
Date/Time
May
 Tips to prepare for an interview
 Practice interviews
 Application and Qualtrics tool review
 Information about future-state HR services, organization structure, and
position descriptions
Agenda:
Presentation and Working Session on Interviewing Basics
30
Option 1:
11:00 am
– 1:35 pm
Option 2:
12:30 –
3:15 pm
Location
Newcomb Hall
Practice Interviews – RSVPs required
Open House
• Professional Development Table (Qualtrics tool, Application Review)
• Talent Selection Process Information Table
• Service, Impact and Talent COE / Career Planning Tables
• FEAP
11
*May Professional Development Event is targeted for Wave 1 applicants. A separate event
will be scheduled for Wave 2 applicants in the coming months.
Audience
HR Impacted
Employees (Wave
1 applicants)*
ENGAGEMENT LOOK-AHEAD
12
Key Events and Communications
Talent Selection Preparation
May 12
 Positions by
Category and
May 3
May 10
Timeline
 Announcing

Announce
 Talent Selection
Market
Priority
FAQs
Ranges
Posting
 Talent Selection
Positions
Support Materials
(Recording,
May 2
May 5
Handout, Material)
 New HR  Announce
 Career Planning
Hires and
Priority
Toolkit
Search
Posting
 Application
Update
Positions
Worksheet
May 31
By May 26
 Feedback
Survey
 Reminder of
upcoming
Wave 1
posting date
June 1
 Review talent  Announce
selection
Wave 1
process and
posting
details
May 2017
Week of 5/1
FutureFirst
Newsletter
Ufirst Website
Leadership
Message
13
Week of 5/8
Week of 5/15
June 5
 Reminder
of Wave 1
closing
Jun 2017
Week of 5/22
Week of 5/29
Week of 6/5
What you can do...
To prepare for the future of HR
Stay Informed
 Review the Ufirst website regularly (http://ufirst.virginia.edu/ ) – specifically the Talent
Selection Process Resources and Career Planning Toolkit
 Sign up for and read Ufirst Newsletter – Future First and take the upcoming HRCC survey
Ask Questions
 Talk to your manager
 Send your questions to the Ufirst inbox: [email protected]
Prepare for Application Process
 Read the talent selection preparation guide and print a helpful checklist
 Fill out the application worksheet so you are ready to apply when wave 1 positions are
posted on June 1
 Sign up for a Talent Transition Coaching Session
 RSVP and attend the Ufirst Professional Development Fair on May 30
14
Ufirst HR Community :
Workday Kickoff Event
May 23, 2017
Workday Kick-Off Agenda
Agenda Topics
Project Overview
Sean Jackson
Workday Selection &
Implementation Overview
Teresa Wimmer
What to Expect
16
Presenters
Teresa Wimmer
Workday Overview
Demonstration
Amanda Easton
Announce Workday
Give Aways
Kathleen Aliff
Duration
15 minutes
30 minutes
15 minutes
15 minutes
5 mins
Ufirst Strategy Objectives
The Ufirst Mission:
The University of Virginia is transforming the way we serve our mission by putting you first.
The Academic Division and Health System are joining forces. We aim to create a consistent
and exceptional work experience for every UVA colleague, one that is commensurate with our
reputation of excellence.
The Ufirst Strategic Objectives:
Exceptional
employment
experience
17
Recruiting,
hiring, and
onboarding
experience
consistent with
the reputation
of UVA
Improved
satisfaction
through
seamless,
consistent,
high-quality HR
services and
experiences
Real-time
reporting,
analytics and
people insights
to inform
decisions
Proactive
support and
engagement
from HR
business
partners
User friendly
systems and
the ability to
use your smart
devices
Project Team Structure for Implementation
Talent Transition
Michael Latsko
Unit-Based Transition
Melissa Frederick
HR Quality & Analytics
Bryan Garey
Technology & Process
Teresa Wimmer
18
Do the work to fill future-state roles with qualified
candidates via a straightforward, easy-to-understand
process that leaves those who experience it feeling
respected.
Prepare schools/units for the stand up of HR
services as designed in future-state. Assess current
operations and determine gaps and how to address
them.
Monitor and share information regarding
operational effectiveness. Develop and
implement projects targeted at improving
performance.
Provide technology capabilities and process
structure to efficiently and effectively enable the HR
function to provide quality service to its customers.
Project Team Structure for Implementation
Payroll
Guide the development, stand-up, and execution oversight of
the future customer-focused and lean ONE Payroll Services
Delivery team serving the needs of the Academic and Health
System organizations.
Robert Gerbin
Training
Richard Covington
Provide comprehensive and intuitive training resources customized to
the needs of each unique user group. Deliver skills and knowledge
that significantly increase participants’ on-the-job productivity, thereby
enhancing their contributions to the goals of the organization.
Change & Communications
Julie Bird
TMO
Marianne Daughtrey &
Chris Karls
19
Drive the organizational change of, and communications
to, key stakeholder groups, HR professionals, and the
UVA community. Generate a consistent message that
results in a positive, action-oriented response from the
community to all aspects of the project.
Set day-to-day direction and provide financial oversight for
overall program. Provide initial approval on key decisions and
recommendations. Monitor overall milestones and key risks.
Ufirst Partners for Success
“We aim to provide the highest quality HR services to advance the University’s
mission of world-class teaching, research, patient care, and public service.”
Partners for Success:
Solution Partner
20
Transformation Partner
Implementation Partner
THE WORKDAY IMPLEMENTATION
21
Workday Key Terminology
As the University moves to the cloud, we will have to adapt to new terminology.
 Workday
-
UVA subscribes to Workday
Configured for UVA
UVA accesses it via Internet
One version of software for all
entities
 “Tenant”
- An instance of Workday
 AMU Tenant
- Alma Mater University (AMU)
- Workday demo environment
 Foundation Tenant (P0)
 Configuration Tenant (P1)
- Our first comprehensive build
- “The Initial Prototype”
 Workday Updates
- 2x per year
- Currently on Workday 28
- Workday 29: Fall 2017
 Business Process
- A set of tasks that team members
initiate, act upon and complete in
order to accomplish a desired
business objective
- Sub-set of UVA data
- Used as initial demo and in design
session walk-throughs
22
For additional Technology terminology, visit our Ufirst Project website: http://ufirst.virginia.edu/reference-guide
Importance of Security
Securing Our Data is #1 Priority!
 Security is everyone’s responsibility
- Do not send emails with sensitive information
- Lock your computer/workstation/desk when you step
-
away
Secure confidential information – never leave your
desktop/laptop unattended
Use the sFTP for exchanging data
UVA faculty, staff and team members
will use a two step single sign-on
log-in with NetBadge credentials and
Duo or other two factor authentication
23
Why UVA Chose Workday
Unified technology across the University to access data, such as one
employee record with multiple jobs
Consistent workflows across the University with flexibility to
accommodate critical, unique, school / unit requirements
Real-time data, dashboards, and analytics enabled by a leading, cloud
technology across modules with Higher Education inspired innovation
Segregated security by entity and position and robust reporting for
improved auditability
24
Higher Education Leveraging Workday’s Value
Workday allows us to leverage a network of peer institutions
100+
25
Healthcare Leveraging Workday’s Value
Workday allows us to leverage a network of peer institutions
26
And many more…
UVA’s Human Resource Technology
Future State
UPG
Current State
TALENT
Academic
PERFORMANCE
LEARNING
SUCCESSION
COMPENSATION
BENEFITS
Discoverer
ABSENCE
ONBOARDING
TIME TRACKING
MOBILE
COLLABORATION
Medical Center
RECRUITING
PAYROLL
CONSUMER UI
PLANNING
GLOBAL AT
THE CORE
ACTIONABLE
ANALYTICS
INSIGHTS
TECHNOLOGY FOUNDATION
SINGLE CODE LINE
BUSINESS
PROCESS
FRAMEWORK
IN-MEMORY
OBJECTS
INTEGRATION
CLOUD
REPORTING
& ANALYTICS
SECURITY
*Workday will also replace certain CCAS custom
applications and department spreadsheets
The University will transition from 70+ disparate systems to far fewer systems with Workday
27
as the leading cloud technology at the center.
Ufirst HR Technology Guiding Principles
HR TECHNOLOGY GUIDING PRINCIPLES
Standardize processes
where ever possible
Design for the future,
not for the present
Be efficient by
eliminating waste &
reduce administrative
burden
If the process can be
done in Workday, it
should
(e.g. 7 levels of approval)
Adopt leading practices
among higher
education and
healthcare institutions
using Workday
28
Ask WHY to determine
how we will provide HR
services in the future
“Design the system for ONE university”
Workday Methodology
We will implement Workday using an agile methodology to continuously improve
and immerse members of the community in the implementation process.
Plan
• Project Start-up
• Customer
Training
• Project
Planning
Initiated
• Foundation
Tenant Build
Stage Sign-Off
Architect
• Architect
Workshops
• Architect
Documents
• Test Preparation
(for Configure &
Prototype)
• Finalized Project
Planning
Documents
• Configuration
Tenant Build
Stage Sign-Off
Config & Prototype
• Customer Preview &
Feedback Sessions
• Configuration Unit Test
• Reports Build & Unit Test
• Integrations Build & Unit Test
• End User Training Plan
• Test Preparation
• End to End Tenant Build
Stage Sign-Off
Delivery Assurance
Project Management
29
Operational Readiness
Test
Deploy
• End to End Testing
• Parallel Testing
Build
• User Acceptance
Testing
• Payroll: Parallel
Testing
• Regression Testing
• Performance
Testing
• Cutover Plan
• End User Testing
Materials
• End User Training
• Gold PreProduction
Tenant Build
• Go-Live
• Post Production
Data Conversion
• Production
Support
Stage Sign-Off
Stage Sign-Off
Ufirst Workday Implementation Timeline
Architect
Testing
Config &
Prototype
Plan
Deploy
Receive continuous feedback from stakeholders
2017
2018
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
30
Finalize
Foundation
Tenant
Build
Finalize
Configuration
Tenant
Build
Finalize
End to End
Tenant
Build
Finalize
Parallel
Tenant
Build
3/10/2017
7/2017
11/2017
3/2018
HR
Community
Workday
Event
Workday
Preview &
Feedback
Sessions
Workday
Preview &
Feedback
Sessions
Workday
Preview &
Feedback
Sessions
5/23/2017
8/2017
12/2017
4/2018
Workday
Go-Live
7/1/2018
WORKDAY IMPLEMENTATION: WHAT TO EXPECT
31
What to Expect for the Workday Implementation
The following Ufirst workstreams* will coordinate to ensure successful deployment…
Process
Technology
The Process team will consult the proper SMRs to validate
future state workflows and business processes, both inside
and outside of Workday
The Technology team will work with SMRs across the University
to ensure proper configuration of Workday
Change Management
Training
Change Management will capture and communicate critical
operational impacts to stakeholders during the University’s
transition to the future state
Technology, Process, and Change Management will inform the
content and delivery of training, ensuring that all proper groups
are educated on how to operate in the future state
…while simultaneously developing the strategy for:
Unit-Based Transition
32
HR Quality & Analytics
*Payroll will be an input into the above workstreams
Talent Transition
TMO
Future State HR Process Design Methodology
ITERATIVE DESIGN
Detailed future
state HR process
documentations
(Detailed mapping of
process steps, Workday
enablement and
integrations, and role
clarity)
 Draft initial process maps, based on known inputs
 Work with Value Stream Leads and Technology team to continue gather requirements and refine
process design
 Documenting decisions from design sessions
REVIEW WITH KEY STAKEHOLDERS
 Engage Value Stream Leads and SMRs to review future state design
 Engage with the Learning Lab to ensure processes meet functional requirements and align with
leading practices
 Engage the S3 members and VOC community to communicate future state process improvements
TRANSITION TO TRAINING AND CHANGE MANAGEMENT
 Create Process Playbook to transition to the training team to ensure future state process owner
readiness post deployment
33
Configuration Tenant Build:
Workday Preview & Feedback Sessions Overview
The Workday Preview & Feedback
Sessions are an opportunity to
engage the UVA HR Community in
order to validate the decisions*
of the iterative configuration and
business process design during
the implementation process.
*Note: The Configuration Tenant decisions will be based on the
requirements gathered from the HR Community during the design/process
sessions over the last few months.
Configuration Tenant
Preview & Feedback Sessions:
August & September 2017
We will gather feedback during
the sessions via a survey tool.
34
Upcoming Workday Preview & Feedback Sessions
Core HCM
Performance
Management
Participants:
SMRs identified by the
Functional Lead
Participants:
SMRs identified by the
Functional Lead
Estimated Duration: 3 hours
Estimated Duration: 1 hour
Recruiting
Compensation
Participants:
SMRs identified by the
Functional Lead
Participants:
SMRs identified by the
Functional Lead
Estimated Duration: 1 hour
Estimated Duration: 1 hour
Configuration Tenant Build:
Workday Preview & Feedback Session Scope
In addition to the processes below, the Preview & Feedback sessions will review basic Workday
security roles associated with each of the processes
Core HCM
 Validation of Job Families
 Validation of Data Harmonization
Decisions
 Employee Self Service

Change benefit elections for open
enrollment

Change benefits for life event

Complete federal withholding elections

Complete state withholding elections

Complete payment election enrollment
event

Enter time

Request time off
 Manager Self Service

35
Set up a delegate
Recruiting









Post job
Complete job application
Review candidate
Screen candidate
Assess candidate
Conduct reference check
Prepare for hire
Extend offer
Conduct background check
Performance Management
 Complete a performance evaluation
 Manage goals
 Manage performance rating
Compensation
 Request compensation change
 Request one-time payment
Change Management Framework
Overview
As UVA transforms the way it serves its mission by establishing a customer-centric HR function, a
holistic and structured approach to organizational change management is critical to the success
of this large-scale and complex initiative.
What is Change
Management?
Discipline that guides
how we prepare,
equip and support
individuals to
successfully adopt
change in order to
drive organizational
success and
outcomes (Prosci
definition).
36
Why is this
important?
Engage
•
•
Equip
•
Align
Increased
adoption
Accelerated
organizational
results
Sustained
benefits of the
change
Ufirst Training High-level Approach
37
Role- and
Function-based
Curricula
 Training will be tailored for each role (e.g., employee, manager, HR) and
contextualized for each functional area (e.g., talent recruitment, HRBP)
 Each role/function will receive in an integrated curriculum including selfstudy/web-based tools, informal “train the trainer” sessions, instructor-led
classes, and reference materials
Self-paced Tools
 Web-based resources will provide foundational knowledge about Workday
functionality and future-state service delivery and processes needed for higherlevel training
 End-users will be able to access intuitive, just-in-time resources to reinforce
learning and ensure successful application of business processes
Live, Instructorled Training
 Scenario-based live trainings will integrate functional area-specific processes,
service delivery best practices and technical Workday knowledge
 Live trainings will be offered to HR professionals and front-line managers
 Executives training will primarily focus on analytics, dashboards and reporting
 Open work sessions – bring your real-life questions and get support
“Train the
Trainer”
Program
 “Train the Trainer” program will expand reach of in-person learning opportunities
through informal sessions at the local level, potentially utilizing change
champions
May Meeting Objectives
 Conduct Workday kick-off
 Review talent selection process and timeline
 Demonstrate Qualtrics application tool
 Review Professional Development Event
 Discuss upcoming engagement and what you should be
doing now
38