Improving Human Resource Management Capability in a
Higher Education Institution through Implementation of a
Computerised HRMS.- Lessons from the UWI Presentation
to ACHEA Conference
Raymond Eytle
Brigitte Collins
Background
Efficient and effective Human Resource
Management in Higher Education is
critical to ensuring sustained Quality and
Competitiveness of any institution.
Effective Implementation of an appropriate
Computerised Human Resource
Management System is critical to
enhancing the organisation’s Human
Resource management capability and
service delivery
Background
Effective implementation of such a major
“Enterprise Administrative System” is a very
complex undertaking, and the Higher
Education environment has some added
complexities.
The tradition has been for the focus to be on
technical implementation issues.
Background
The functional user, usually administrative or
Management personnel, now plays a key role
in implementing contemporary systems.
There are many lessons to be learnt from the
perspective of functional Human Resources
Personnel in the implementation process
The Human Resource Management System at UWI
The Acquisition and Implementation of
a Computerised HRMS was not like
buying Microsoft Office at the Computer
Store and installing it.-
It started with a vision.
Vision of Human Resource Function -1
HR focus shift from Administrative to
Strategic, Facilitative, Consultative and
Developmental
Improved HR Operational efficiency and
effectiveness in HR, in support of University
Mission and Objectives.
Vision of Human Resource Function - 2
HR as a central source of timely and
accurate data to support processes, such as
Workforce Planning and Analysis,
Position Management,
Recruitment,
Staff Training and Development,
Compensation Management,
Skills/Competencies
Career Management,
Industrial Relations,
Vision of Human Resource Function - 3
HR Processes which
put information at the line management
level
make data accessible to individual
customers for the specified purpose of
inquiry or change
are automated
allow for re-engineering areas of
functionality
Our HR Direction. -1
A highly efficient HR Service to the
University/ Campus by
developing a and implementing improved
and efficient processes and procedures
based on functions and customer needs
and not on hierarchy
facilitating informed and timely decision-
making
Our HR Direction.-2
Auditing processes and
practices for continuous
improvement
Developing plans and programs
HR development using sound
data analysis techniques
Our HR Direction.-3
Regarding process improvement as ongoing,
taking account of changing needs and new
technology, as it emerges
Using appropriate technology - electronic
mail, intranet, internet, document
management - in order to improve
communication and data access across
campus.
Our Focus - Process Improvement
Structured approach
Positive impact on quality of services
Meet or exceed customer’s expectations
Add value -- Staff, Students,Campus/
University, Public
Our Challenges - External
Financial constraints
Rapidly changing technology
Increasing competition
Customers (Students and Regional Governments
) being more demanding and requiring higher
levels of accountability and performance.
Challenges- Internal
Customer dissatisfaction with unavailable, incorrect
and inconsistent information
Redundancy of activities-lengthy processes
Structure and decision-making on organizational
hierarchy rather than on process and function
Decision-making authority either too centralized or
too bureaucratic
Challenges- Internal
“Common & consistent
practices” are not part of the
culture
Highly autonomous
organizational units
Old systems should
accommodate all differences
STANDARDS
No incentives for consolidation of
systems & practices
Challenges- Internal
Strong Culture of Tradition and Custom and
practice.
Hierarchy of Approvals
Redundancy of information
Organizational units reluctant to change
Challenges Identified-UWI -1
No Executive Commitment to Radical
Change
Inadequacy of Resources
The process to change Ordinances,
Regulations and Collective Agreements
Laws, Custom and Practice.
Challenges -UWI -2
Multiple locations and cultures
Multiple health plans
Multiple vacation plans
Multiple unions
Wide variety of job groups & pay practices
Challenges -UWI-3
Resistance to Change
Inertia
High comfort Lack of
level objectivity
Success Genuine
History concern
Value Political
Concern reasons
Scorn
How Did We Get There?
Piece-meal and Hierarchical
/Departmental approach to
development of processes and
procedures. This resulted in:
Separate Personnel Administration Systems
evolving based on national and Campus situations
Various sub-systems were developed to support
specific functions, based on group/ organizational
differentiation within the Organization
How Did We Get There
Original assumptions that are no longer valid
Options Considered
Radical Re-engineering of work processes
based on functionality and current available
technology
phased process change
Opportunities for Change
University Governance and Strategic Plans
and Operating plans have all identified
current process weaknesses and the need
for change.
availability of successful HRMS technology
which is process-oriented
Re-Engineering - Definition
“...the fundamental rethinking and radical redesign
of business processes to achieve dramatic
improvements in critical, contemporary
measures of performance, such as cost,
quality, service, and speed.”
Hammer & Champy
PeopleSoft at UWI
Peoplesoft HRMS at UWI
Before system was purchased a review and
analysis was done to determine the Human
Resource information and process
requirements.
Peoplesoft HRMS was acquired by UWI in
1995 and implementation has been on-going in
phases since.
Peoplesoft HRMS at UWI
A RFP was prepared and responses from
vendors were judged by a multi-disciplinary
team on the following
The general fit of the system -un-customised to fill
the defined needs
Security of Data
User-friendliness-query and report writing
Cost and Maintenance
Customer Support and Training
Peoplesoft HRMS at UWI
Highlights of the System
Comprehensive functionality
Process-oriented
User driven
Client-Server moving towards n-tier architecture
Security at several levels
GUI - Windows at client end
Easy interface with Microsoft Office
User-friendly Query and Reporting Capability - Crystal
Peoplesoft HRMS at UWI
Implementation Team both Technical and
Functional.
Users play a major role in implementation
process
Increasing capabilities of new Versions -
Resource issues
Peoplesoft Functionality
Payroll Career Planning
HR Audit
Base Benefits Succession
Administration Planning Position/
Fund Acctg
Salary Competency Health and
Safety Reporting
Administration Management
Recruitment
Industrial
Administer Training Query
Position Relations
Personnel Administration
Management
Process Objectives
Release of personnel from routine-non value
added tasks to Developmental areas such as
planning, training and staff development, on-
going process review
Better monitoring of performance through
review of reports
Framework in place for the future
Process Objectives
Decision-making-:
De-centralised : At the Department level
Limit required approvals
Electronic signatures and Authority
Quicker decision-making
Timely, consistent, accurate and “just-enough” information.
Improved efficiency:-
elimination of manual processes
removal of redundant processes and process steps,
Process Difficulties
Multiple forms with redundant
data
Dual data entry, inconsistent
information
Poor communications
Much activity and no value-
added
Expensive
Error Prone
Peoplesoft HRMS at UWI
Before system was purchased a
comprehensive review and analysis was done
to determine the Human Resource information
and process needs.
Peoplesoft HRMS at UWI
A RFP was prepared and responses from
vendors were judged by a multi-disciplinary
team on the following
The general fit of the system -un-customised to fill
the defined needs
User-friendliness-query and report writing
Security of Data
Cost and Maintenance
Customer Support and Training
Peoplesoft HRMS at UWI
Main Highlights of the System
Comprehensive covering most strategic and
operational requirements current and future
User Friendly
– GUI - Windows at client end
– Easy interface with Microsoft office
Simple Query and Reporting Capability – Crystal
Security
Peoplesoft HRMS at UWI
Implementation Team both Technical and
Functional.
Users play a major role in implementation
process
Increasing capabilities of new Versions -
Resource issues
Process Review and Implementation
Strategies -1
Increase emphasis on process -- clearly identify
Centre/Campus - reengineer, standardize where
possible. Design processes that can perform well
across organizational boundaries.
Replace obsolete systems .
Re-engineer systems that will not be replaced.
Process Review and Implementation
Strategies -2
Single point of entry for employee data.
Ad hoc query, report and analysis capabilities.
Employee data immediately available to
supervisors.
Promote uniformity.
Reduce paperwork.
Process improvement as ongoing, taking
account of changing needs and advantages
of new technology, as it emerges.
Process Review and Implementation
Strategies -3
Minimum Customisation
Common standards within each campus and
across campuses for data, reports, policies and
processes.
User focus
Team approach (Functional/Technical)
Provide information for Data based decision
making at all levels.
Process Review and Implementation
Strategies
-4 for an action should reside
Responsibility
closest to the place most affected.
emphasis on effective post-action audits
build controls into the System where
possible.
Integrate the use of E-mail into
processes, both for messages and to
convey documents.
Process Review and Implementation
Strategies -6 standards within each campus and
Focus on common
across campuses for data, reports, policies and processes.
Shorten the cycle time for processing transactions by at
least 60%. Achieve this by reducing: the number of steps,
manual effort, the number of handoffs, the number of
authorizations and by eliminating wasteful and non-value-
adding activities.
Issues - reasons for implementation delays
Lack of senior management commitment
Lack of adequate implementation budget
Lack of dedicated full-time project team
project management
technical team
functional user involvement
Lack of adequate technical infrastructure
Success Factors
Executive Sponsor
University Registrar’s relentless efforts, direct
involvement
Implementation Budget
Dedicated project management
Presented realistic implementation budget
Success Factors
Establishment of University team (across the
campuses)
Functional Analysts
Systems Analysts
Project Coordinators
Database Administrators
Adequate technical environment
Proper database servers on each campus
Replace/acquire client machines
Address network infrastructure issues
Implementation Overview
Mona implementation
focus for initial implementation
addressed technical, human resources issues
standardize processes across HR departments -
business process review
public relations drive
newsletters
presentations (deans, department heads, unions)
Implementation Overview
Cave Hill
lack of HR functional user involvement/
ownership
leveraged from lessons learnt at Mona
results of BPR exercise
user procedures
St Augustine
total lack of interest until payroll and Y2K
became an issue
Lessons - Opportunities
Project management and Planning
Training and Development
Business Process Review and Re-
engineering
Functional Considerations
Involved functional users at ALL stages -
one reason for success
Obtained functional user buy-in early
Ensured that dedicated functional users
were part of core team
identify and obtain best talent
full-time dedicated users to the project is very
important but almost never attainable.
Functional Considerations
Payroll
Decision to use PeopleSoft - workshop at Cave
Hill involving Payroll & Benefits representatives
from all campuses in June 1998
prior to PS, each campus operated independently
Pro - Integrated HR/Payroll system
Con - Required customization - Taxes, payment
methods
On-site Functional Training
Introduction to HR
Introduction to Benefits
Payroll I and II
Functional Considerations
Urgent customizations
National Id Number
Net pay distribution methods
Calculation of taxes
Tax reporting
General Ledger Interface
Annual Step Increase
Functional Considerations
Implementation
Vanilla testing
Standardize across campuses
Salary plan, earning codes – Initial “M” for Mona , “C”
for Cave Hill and “S” for St. Augustine
Attempt to standardize pay cheques & payslips
What to standardize and what not to?
– Decision not to standardize Paygroups, Earnings
Programs & Benefit Programs.
Testing of customizations
End user training
Parallel run
Lessons Learnt
Underestimated and Undercommited
Resources
Human
Physical
Financial
Unrealistic Expectations
Unclear decision making framework
Suspicion and skepticism
Lessons Learnt
University approach
Communication
Don’t Compromise
If we had to do it over again?
First phase should include core HR and Payroll
What is Required?
Pro-active and process driven approach to
Implementation
Well defined strategy and plan for change
and change management
Synergistic team with accountability
ownership, and LEADERSHIP!
What else is Required
Networking, benchmarking and external
advice
Careful attention to security control
Early focus on Data conversion
Phased approach
Address integration issues early e.g with
Finance and Student Administration
Systems
Plan for retaining highly trained project
staff
What else is Required?
Ongoing Communication to all
players
Management and User
Commitment and support at all
levels
Dedicated resources to the
Process -Human, Financial,
Physical and Organizational
Follow Through
The Reality
It is an uphill effort
It is an art form to balance:
National and Campus cultures
Logistics due organization
size and geographic spread
Customer Expectation
The Reality
It requires a thorough business process review,
and Fit/Gap Analysis.
The project never gets finished
YOU NEVER HAVE ALL THAT’S
REQUIRED,BUT NEED TO GET THE JOB
DONE!
WELCOME TO THE REAL WORLD!!!
