1. Business Procedures Workshop Human Resources/Personnel and Payroll Update Susan Alt 24 th October 2007 Susan Alt 24 th October 2007

2. HR/Personnel and Payroll Org Chart (10/2008) The Human Resources/Personnel & Payroll (HR/PP) Office projects pride and enthusiasm in support of the Universitys mission and strategic plan by providing leadership, guidance and administration of classification, recruitment, payroll, benefits and employee/labor relations in a professional and dedicated manner. HR/PP Director Susan Alt Front Office Manager and Assistant to Director Kasia Maison-Franklin Admin Assoc II Katie Gilbert Admin Assoc II Lorraine Bogison Admin Assoc II DeAnna Crow Admin Assoc I Records Mgmt Linda Cubberley HR Manager Laura Underkofler HR Officer Janell Barber Business Process Manager Kelly Raymond Payroll Manager Max Thompson Acctg Assoc IV Rosemary Walker Acctg Assoc III Foreign Tax Spec Darcy Tickner MSU Teams Payroll/Benefits Officer "M" Kerri Marx Personnel Tech vacant Benefits Tech vacant Payroll Tech Fiona Harper Payroll/Benefits Officer "S" Lisa Crow Personnel Tech Darcy Halpin Benefits Tech Roxanne Lowney Payroll Tech Amber Philips-Muir Payroll/Benefits Officer "U" Lisa Buss Personnel Tech Kallie Mathers Benefits Tech Sherry Kimball-Garner Payroll Tech Amber Moffet Associate Director Banner HR Systems Dawn Watkins HR Functional Analyst Eric Wold HR Report Writer Liza Heer

3. Org Chart Addition of a temporary Business Process Manager to analyze, improve, and measure internal HR/PP processes and associated concerns Addition of 1.0 FTE to support HR functions – Laura and Janell sharing Employee/Labor Relations, (contract negotiation administration, progressive discipline, classification and compensation, flex pay options, classified recruitment, personnel policy development and revisions, etc). Addition of a temporary Business Process Manager to analyze, improve, and measure internal HR/PP processes and associated concerns Addition of 1.0 FTE to support HR functions – Laura and Janell sharing Employee/Labor Relations, (contract negotiation administration, progressive discipline, classification and compensation, flex pay options, classified recruitment, personnel policy development and revisions, etc).

4. Org Chart Client Service teams: Team M – Kerri Marx Team S – Lisa Crow Team U – Lisa Buss Team members and the departments assigned to each team - update will be provided by November 15 th HR Banner Systems group – development of HR Banner within the four campus environment HR/PP website – www.montana.edu/ppswww.montana.edu/pps Client Service teams: Team M – Kerri Marx Team S – Lisa Crow Team U – Lisa Buss Team members and the departments assigned to each team - update will be provided by November 15 th HR Banner Systems group – development of HR Banner within the four campus environment HR/PP website – www.montana.edu/ppswww.montana.edu/pps

5. Business Process Review Completed BPR initiatives (requiring fine tuning) include – elimination of the summer session/extra payroll, automation of the reappointment process through Salary Planner, and on-line Choices enrollment, Outlook voting button for classification and flex pay options EPAFs pilot project – complete (students and temporary hourly employees); now assessing feedback and lessons learned Completed BPR initiatives (requiring fine tuning) include – elimination of the summer session/extra payroll, automation of the reappointment process through Salary Planner, and on-line Choices enrollment, Outlook voting button for classification and flex pay options EPAFs pilot project – complete (students and temporary hourly employees); now assessing feedback and lessons learned

6. Business Process Review Continued migration toward automation of key processes through the BPR effort o Direct deposit o EPAFs o Web and departmental time entry o Twice a month payroll Performance metrics - have been collecting data on the numbers of adjustment checks (usually to mitigate some kind of error) for approximately a year now. Data show some definite trends. (HR/PP error rate vs. other reasons such as departmental error, conflicting deadlines, number of required approvals and paper flow, new Banner functionality needs further fine tuning, etc.) Continued migration toward automation of key processes through the BPR effort o Direct deposit o EPAFs o Web and departmental time entry o Twice a month payroll Performance metrics - have been collecting data on the numbers of adjustment checks (usually to mitigate some kind of error) for approximately a year now. Data show some definite trends. (HR/PP error rate vs. other reasons such as departmental error, conflicting deadlines, number of required approvals and paper flow, new Banner functionality needs further fine tuning, etc.)

7. Business Process Review Payroll errors are a shared problem (HR/PP and campus) Producing accurate and timely payroll is one of our highest priorities Very complex process If you know of errors help us analyze the situation and address the problem If you need help, let us know, we want to help Payroll errors are a shared problem (HR/PP and campus) Producing accurate and timely payroll is one of our highest priorities Very complex process If you know of errors help us analyze the situation and address the problem If you need help, let us know, we want to help

8. Customer Service Communication – currently, Payroll Tech response time to calls and voice mails on the days surrounding time entry and Payday is limited to 3:30 – 4:30pm. It is always possible to reach somebody, call your Personnel Tech, if you have an urgent payroll need. In order for us to provide high quality service, it is imperative that Payroll staff can focus with minimal interruptions during payroll. This helps us reduce error rate and provide better service to employees and departments. Communication – currently, Payroll Tech response time to calls and voice mails on the days surrounding time entry and Payday is limited to 3:30 – 4:30pm. It is always possible to reach somebody, call your Personnel Tech, if you have an urgent payroll need. In order for us to provide high quality service, it is imperative that Payroll staff can focus with minimal interruptions during payroll. This helps us reduce error rate and provide better service to employees and departments.

9. Customer Service Deadlines are important Main (11 th of each month ) – deadline is 20 th ea. mo. Adjustment Checks (day of Main Payroll and three days thereafter; check picked up after 4pm) – contact your Payroll Tech – inquires must be received by noon to be considered for payment the same day Supplemental (if Direct Deposit is active, paycheck will be direct deposited; 26 th of ea. mo.) – deadline is 20 th ea. mo. (in order for payment it must be requested) Open over the noon hour on Payday and the day after. If you would like an appointment during the noon hour, call our Front Desk x 3651 to arrange an appointment. Let us know your questions ahead of time so we can ensure we have the right person available to answer the specific question. Deadlines are important Main (11 th of each month ) – deadline is 20 th ea. mo. Adjustment Checks (day of Main Payroll and three days thereafter; check picked up after 4pm) – contact your Payroll Tech – inquires must be received by noon to be considered for payment the same day Supplemental (if Direct Deposit is active, paycheck will be direct deposited; 26 th of ea. mo.) – deadline is 20 th ea. mo. (in order for payment it must be requested) Open over the noon hour on Payday and the day after. If you would like an appointment during the noon hour, call our Front Desk x 3651 to arrange an appointment. Let us know your questions ahead of time so we can ensure we have the right person available to answer the specific question.

10. Thank you for attention Susan Alt Human Resources/Personnel & Payroll 19 Montana Hall PO Box 172520 Bozeman, MT 59717-2520 Phone: 406-994-3651 Fax: 406-994-5974 www.montana.edu/pps Human Resources/Personnel & Payroll 19 Montana Hall PO Box 172520 Bozeman, MT 59717-2520 Phone: 406-994-3651 Fax: 406-994-5974 www.montana.edu/pps