1. Review of Process Human Resources Projects
21st Century Maricopa
Review of Process Human Resources Projects
Steering Team Meeting
May 12, 2010

2. 21st Century Maricopa
Consultant Study Organized Recommendations into Several Categories
Shared Governance & HR Delivery Model Redesign
Policies & Procedures Review
Compensation & Performance Management Redesign
HR IT

3. 21st Century Maricopa Adjusted Categories
Recommendations were realigned:
Compensation (F 09):
Develop a District-wide compensation philosophy
Mandate the regular completion of a standardized employee performance management review process, utilizing tools standardized across MCCCD.
Some of the recommendations were modified to better reflect Maricopa.
Compensation – had stated “Develop revised compensation philosophy, structure District-wide.” This was changed to Develop a District-wide compensation philosophy as we currently did not have an organizational philosophy statement in place.
Consultant’s recommendation had stated “Standardize performance management process and tools (i.e. common approach, template, rating scale with interface to HRIS, online performance management, and self service performance appraisal management application.)
It was determined that the initial only addresses one part of a larger strategy, which includes:  -standardized tools,  -process/HRIS interface,  -training, and  -culture shift The new Recommendation incorporates these additional requirements and is more closely aligned with the Consultant's recommendation found on p 61 of the Appendices to the Consultant's Report.  It also allows development of a comprehensive plan to transition Maricopa and all employee groups from present state to that envisioned in the new Recommendation.

4. 21st Century Maricopa
Develop a Governance Model between District Office and the Colleges to determining policies and how decisions are made. (F 06, 07, 08)
Broad and Expansive
Benchmarking
Developing a Shared Understanding of “What Is”
Direction Drives Focus of Other Recommendations
Decision Making Authority, Policies and Procedures, Organizational Structure, Staffing, Relationship With Employee Policy Groups, Metrics and Measurements

5. 21st Century Maricopa Task Sequencing
Develop ‘Shared Governance’ model
Design the new HR “Service Delivery model”
Document and update policies and processes
Provide for electronic access
Communicate new policies and processes
Review and redesign HR Job descriptions, roles, etc.
Design, test and implement training
Reallocate staff
Shift decisions making based on model

6. 21st Century Maricopa Team considerations, challenges and experiences
Size
Context of HR Relationships
Perspectives and levels of understanding
Knowledge development
Legal implications
Automation opportunities
Responsibilities
Current status

7. Develop a District-wide compensation philosophy (F09, R1)
21st Century Maricopa
Develop a District-wide compensation philosophy (F09, R1)
Work Team:
Researched compensation philosophies
Salary adjustment may be needed
Benchmarked comparable institutions
Philosophy drafted, finalized and recommended to sponsors
1-Compensation philosophies were researched with League of Innovation institutions and a literature review within general industry; 2-Compensation best practices were benchmarked with public institutions and then compared to Maricopa Community College practices; 3-A draft of the Compensation philosophy was crafted and reviewed by each member of the committee; 4-Once finalized, the committee decided this philosophy should be a Board policy located within the common pages of all benefit eligible policy manuals published on the HR website; 5-The compensation philosophy should be a road map for HR to follow in recruiting, retaining, and motivating employees. A periodic review/benchmarking  of the salary structures should be performed every few years. 6-If market data indicates, salary structures should be adjusted to remain competitive in the marketplace.  This could be a future cost but difficult to predict at this point in time.

8. 21st Century Maricopa Major components Philosophy Statement Salary
Benefits
Professional Development

9. 21st Century Maricopa MCCCD Compensation Philosophy
The Governing Board of the Maricopa County Community College District (MCCCD) is committed to an externally competitive, internally equitable, and fiscally responsible comprehensive compensation philosophy which guides the District to recruit, retain, and motivate highly qualified faculty and staff. To that end, the Board supports policies and programs that promote fairness, recognition of achievement, and accountability for all employees through salary, benefits, and professional development opportunities which will contribute to the overall success of MCCCD students.

10. 21st Century Maricopa Salary
The District will support competitive salary placement levels which will remain within the top quartile as periodically benchmarked at national and local levels against peer educational institutions. In addition to salary placement, the District will provide salary incentives including professional development, longevity, and performance incentives for its employees.

11. 21st Century Maricopa Benefits
The District offers a complete benefits program for benefit-eligible employees. A representative employee-based benefits advisory committee makes recommendations to the District on benefits related policies and programs.
MCCCD’s benefits programs and policies will be responsive to the changing needs of MCCCD’s employees and provide a wide range of benefit choices in the following areas:  health care, insurances, personal time off, retirement, and any additional allowances or resources needed for employees to perform their job duties. 

12. 21st Century Maricopa Professional Development
The District is dedicated to offer support for superior internal and external development opportunities to its employees to encourage both professional and personal growth. 
The internal programs include faculty and staff workshops, educational in-services, mentoring, a wellness program, MCCCD tuition waivers, and career development opportunities through job sharing, cross training, and volunteerism projects. The external programs include tuition reimbursement, educational leaves, educational stipends for professional training and certifications, and sabbaticals.

13. 21st Century Maricopa Next Steps: Future Approval of steering team
Funding to conduct salary survey study
Salary adjustment may be needed based on survey results
Serves as a tool for recruiting, retaining and motivating employees

14. 21st Century Maricopa HR Information System (F 10)
Implement online Benefits Open Enrollment
Went live in April
Implementation successful
Determining Cost Savings –reduction in staff time needed to update benefits selections
Invest in further automation of HR forms and processes
Self-Service options expanded
W4 update, tenure status, sabbatical eligibility
Working on: Personnel Action Request and Address Changes
Team is researching other possible items for self service
"Self-Service in PeopleSoft has been enhanced to provide faculty with information regarding their current tenure status.  A field has been added to PeopleSoft Self-Serve that reports on the current year of probationary status or appointive status for faculty tenure.  This information is updated at the beginning of each fiscal year and is now readily accessible to the faculty. The W-4s will also soon be available through Self Service.  This will provide employees with access to update their W-4 information. These are examples of the continuous process improvement work that occurs due to collaboration with HR and ITS.  There will be a 21st Century team that will assess Self Service per one of the report recommendations.  However this demonstrates that the work of enhancing Self Service has been occurring prior to the recommendation and will continue after the team meets and concludes their activities.  HR continues to live out our value of accountability to our employees."

15. 21st Century Maricopa
Enhancement to the Human Resource System provides:
Higher quality customer service
Frees up resources to address changing demands
Time to move from transactional services to strategic partnership
Cost savings
Enhancement to the Human Resource System provides
*Better Customer Service – employees can handle the easy things and the HR personnel are available for the complicated situations
*Resources to address changing demands – freeing up staff time so it can be reallocated to health care changes coming our way
*Time to move from transactional services to strategic partnership – instead of addressing daily transactions, time is available to address issues that more the organization forward
* Cost Savings ( proceed to next slide)

16. 21st Century Maricopa E Benefit Open Enrollment Savings - $9,200
Previously
5 staff members / 80 hrs. inputting changes
Saved 400 hrs. at average salary of $23
Saved printing of 4,000 forms
Self-Service on inputting W-4’s
Made available on April 15th
Over 200 employees changed W-4 on that date
PARS for yearly roll over - $16,100
45 minute process now 3 minutes
700 hrs. saved at average of $23
E Benefit Open Enrollment savings - 5 staff members spent 80 hrs inputting changes from Open Enrollment into the HR system Avg hr salary $23.00hr savings of 400 input hours 7 sets of forms didn't need to be printed (savings of 4000 forms; no cost on that one) Self Service on inputting W-4's On April 15 (tax day), the W-4 self service was turned on; over 200 employees changed their W-4's that first day.
PARS for yearly roll over - $16,100
45 minute process now 3 minutes
700 hrs. saved at average of $23