1. PeopleSoft HCM Upgrade Leaders Deck
Date, 2016

2. Agenda
Project Overview
Scope Highlights
Organizational Change Management
Key Project Milestones
Project Contacts

3. Overview Business Objectives Core Principles
Re-examine foundational principles
Position PS HCM for the future
Simplify and streamline processes
Provide better access to information
Reduce customizations and associated costs
Reduce manual effort; shift to strategic activities
Core Principles
Supports Institution-wide programs & services
Consistent business processes
Replace customizations where possible
Supports the implementation of SE2 business improvements
Provides continued application support and maintainability

4. Overview Project Recap This is not your regular upgrade!
“Base to base” upgrade to 9.2
Improve and automate business processes by leveraging available functionality
Implement new features
Improve Smart Forms and implement additional forms
Replace customizations with delivered functionality
Enable the capability to host other institutions
Update the user security model
This is not your regular upgrade!
Significant changes beyond upgrading the core software
New and changing business processes
New features and functions
Directly impacts almost all staff groups
Requires a close working relationship among Human Resource Services, Departments/Faculties and IST to be successful
Optional

5. Scope Highlights – Human Resources
HR Taxonomy changes - Regular/Temporary, Full/Part time, employee class, union code
Job codes - simplified
Define reporting relationships - Reports to position / Supervisor ID
HR eApplications (Bear Tracks) - look and feel
Manager Dashboard - NEW

6. Scope Highlights – eForms
Redesign existing forms
Reflect changes to HR taxonomy
Broaden form use to include additional transactions affecting Academic staff
Improve user experience
No significant changes to business processes

7. Scope Highlights – Benefits
Benefits Administration
Automated application of benefit eligibility rules
eBenefits
Online benefit coverage selection – hire, rehire, life events

8. Scope Highlights – Payroll
Minimal impact outside of HR Services
Rapid Entry Paysheets
Pay in Lieu
WCB Assessment Reporting
Optional

9. Scope Highlights – Integration
Common Configuration
Use of SpeedCodes and full chartfield strings within HCM is changing
Commitment Accounting
Suspense process
Account mapping review; fewer payroll accounts
Detailed transaction lines in HCM; GL receives aggregate

10. Scope Highlights – Integration
Third Party Payments
No significant impacts to Departments and Faculties
Impact is primarily within HR Services
Non-Employee Payments, Withholdings, Tax Slips
Responsibility for processing payments and generating tax slips is being transferred to SMS
Forms requesting non-employee payments (e.g., Visiting Speaker) will no longer go to HRS Payroll
New online form will route requests directly to SMS

11. Scope Highlights – Time and Labour
Employee time entry (self-service)
Support staff
Hourly (positive time) and monthly (exception time)
Same timesheet format for both
Tied to leave accruals/balances
Existing processes will be available, if required

12. Scope Highlights – Time and Labour
Time approvals
System approvals required for time entered online by employees
Delegation functionality available
Time Manager role (new)
Reporting, alerts, notifications
Time Keeper role
Available, if required

13. Scope Highlights – Time and Labour
All roles responsible for reviewing and addressing exception errors
Operating vs Trust
Overarching goal is to develop consistent business processes wherever possible
Working with Research Service Office and Financial Services to define

14. Scope Highlights – Security/Access
Permission list and user role redesign
Distributed Access will be replaced by direct access to the source pages within PeopleSoft
Users will have access to both Academic and Non- Academic staff records

15. Organizational Change Management
Change management addresses the people side of change.
A structured Change Management approach accelerates successful implementation and helps sustain desired performance through:
Aligning leadership support to provide direction, manage expectations and resolve issues
Ensuring stakeholders are able to adapt to change
Identifying and mitigating people risks that may prevent adoption
Facilitating clarification of team roles, responsibilities and accountabilities to drive team effectiveness
Preparing leaders and team members to thrive in the new environment
Aligning organizational structures and processes to sustain the change

16. Success Factors and Obstacles to Change
Effective sponsorship
Buy-in from front-line managers & employees
Exceptional team
Continuous and targeted communication
Well planned and organized approach
Obstacles
Employee and staff resistance
Middle-management resistance
Poor executive sponsorship
Limited time, budget and resources
Corporate inertia and politics

17. Role of Leadership in Change
Overwhelmingly the greatest contributors to success - effective change sponsorship.
Effective sponsors:
show active and visible support, both privately and professionally
ensure that the change remains a priority
demonstrate their commitment as a role model of change
provide compelling justification for why the change is happening
communicate a clear understanding of the goals and objectives of the change
provide sufficient resources for the team and project to be successful

18. HCM Upgrade Advisory Committee Regular meetings
Engagement
HCM Upgrade Advisory Committee
Regular meetings
Topic-specific workshops/meetings
Regular updates to various University committees
Admin Strategic Council, Finance Management Committee
IT Steering Committee – Administration
Meetings with specific Faculties/Admin Units
User Acceptance Testing
Training
User Acceptance Testing
Schedule
April 18 – May 23, 2016
Training
University Terrace
Week of April 4 - 1/2 day sessions
Registration by session will be available
Approach
Test calendar/processing schedule will define what needs to be tested when
Develop and follow test scripts that describe business scenarios
Log and track issues
Who
Human Resource Services staff
Faculty/Administrative Unit representatives (part-time)
HR contact
Finance contact
General Staff
Timekeepers?

19. Communications Objectives Approach Create awareness Promote readiness
Support training
Approach
Broad-based communication to reach the largest audiences
Website –
Regular updates via HR newsletter and blog
Updates via Advisory Committee members

20. Training Objectives Approach
Ensure the appropriate audiences understand the impacts of the changes being implemented and are ready for those changes
Provide a suitable delivery method for the training subject areas based on audience and impact of change
Provide materials that can be referenced beyond the training period
Approach
Initial focus on the basics to ensure staff can perform their jobs upon implementation
Will continue to develop materials/support after implementation

21. Change Management Plan
Dec
1 - 15
Dec 16-31
Jan
Jan 16-31
Feb
Feb 16-29
Mar
Mar 16-31
Apr
Apr 16-30
May
May 16-31
June
Jun
16-30
Project Timing
Prepare for Change
Stakeholder Engagement and Management
Communications
Training
Transition to Operations and Sustainment
System Testing
UAT
Transition
Assessment
Planning
Assessment
Department Alignment
Manager Engagement
User Engagement
Planning
Development
Awareness
Launch
Speak to:
Department Alignment and their role (Asso. Dean level)
Role of HR Reps in department
Manager Engagement
Training
Planning
Content Development
UAT Training
Revisions
User Training
Operations Engagement and Transition

22. Key Project Milestones
Date
User Acceptance Testing Training
April 4 – 19, 2016
User Acceptance Testing
April 18 – May 27, 2016
Training for “Go-Live”
May 24 – June 3, 2016
Implementation
June 6, 2016
Post-implementation Follow-up
June 13 – 27, 2016

23. Project Contacts
Wayne Patterson – HR Business Sponsor/Lead
Terry Harris – Change Lead
Victoria Cabot – Change Management Specialist
Project information is available on the SE2 website -

24. Questions