1. PMIS Phase 1 Haiti Site Visit – All Hands Meeting  PMIS Change Management Team  28 Aug 2014

2. 2 Objectives of visit  Understand critical needs of Haiti in context of PMIS  Solicit input on how PMIS will help Haiti and other COs  Support Haiti’s PWR in the role of PMIS sponsor  Support Haiti’s Administrator and Program Officer in the role of CO Focal Point  Engage with the Technical and Administrative staff to provide education, gain insights, and understand concerns regarding PMIS

3. 3 Process of Change Present State (No PMIS) Desired State (PMIS Implemented) Transition State Adapted from concepts developed by Kurt Lewin and Richard Beckhard

4. 4 Roles in change Sponsor Authorize and lead change Agent Target Champion Inspire and motivate targets Change behaviors, emotions, knowledge Plan and implement change

5. 5 Why PMIS?  Simplify and streamline business processes  Reduce manual data entry and manipulation  Improve quality and timeliness of information  Interconnect administrative systems –Human Resources, Payroll, Finance, Procurement, Budget  Strengthen disaster recovery/business continuity

6. 6 Guiding Principles  Configurable, not customizable –Updates twice a year means continuous change management  Same rules, new tools –Procedures and forms will change –Policies are not changing  Same system for regional office and country offices/centers –Business processes do not vary between Departments or Country Offices

7. 7 Linking Work-streams (HR & Payroll) Engage PAHO Stakeholders Mobilize Entity Change Teams Determine Change Impacts Go Live! Jan Mar MayJulySeptNovJan 2015 Plan Architect Configure and Prototype TestTrainDeploy Systems Implementation PAHO-wide Change Management Country Office and Department Change Management Staff engagement, including communications Implement Entity Change Plans Reinforce Changes Communicate Vision and Timeline Publish Role & Process Changes Showcase Executive Support Provide Info on Training and Support Share Success Stories Q & A

8. 8 Scope – systems that will be replaced Phase I (Jan 2015) Workday Phase II (Jan 2016) Workday + Tidemark Out of Scope PAS (HRM system)AMPES/OMISE-Recruitment HR ExpressFAMISTaxes HR Tracking SystemSOSPension Flexi-timeAMS/FMS (Budget)Staff Health Insurance Leave Tracking SystemADPICSAETNA/Pharmacare e-PPESTravel-On PayrollSharePoint/Document Management CTACs (correspondence) GBOTs and translation tracking systems

9. 9 Change impact for Workday Significant ChangesChange Implications All business process steps clearly visible Status of requests/ approval are tracked Bottlenecks easily identified and resolved All business processes are auditable Business processes simplified (max. 3 signatures) Improved efficiency through simplification People accountable for decisions Easy access to information in one place Improved mission support - communication, collaboration, and crisis response Greater personal effectiveness Standard (Workday) roles by business process (approx. 300 delivered BPs) Consistency in tasks assignment Clarity around jobs and processes Individual closest to data enters data Improved accountability Increased accuracy

10. 10 Software + Effective Management => Value Workday will:Workday will enable management to: Provide process transparency to identify bottlenecks Resolve bottlenecks Provide management analytics on process efficiencies Make decisions based on a rich set of actual data Empower COs and other entities to perform their routine transactions Speed up processes Improve consistency and efficiency of HRM’s involvement in processes Free up HRM resources to spend a greater portion of time on higher value added work Provide better tools to manage / track talent and put the right people in the right roles Make better staffing decisions

11. 11 “Personnel”  Staff Positions (PRFP, GSP, NOP, Detail)  Staff Temporary Positions (PRFN, GSN, NON)  CLT (NATP, NATN)  Non-Staff Ministry and Agency at country level (MINP, MING, AGNF)  Insurance Only (IPOP, IPOG) “Contingent Worker”  Non-Staff Agency at Headquarters (AGNH, OSP)  Non-Staff Consultants (NPC, IPC) and TAV  Non-Staff Interns (INT)  Non-Staff Volunteers (UNV and Non UNV)  Language Services (Translators, Revisers, Interpreters) “Personnel” and “Contingent Workers” People are categorized in Workday as either “Personnel” or “Contingent Workers”

12. 12 Roles in Workday: Job Titles versus Roles  Every individual plays one or more roles in Workday –All PAHO personnel and contingent workers will be assigned at least one role – either “Personnel” or “Contingent Worker”. –Additional roles will be assigned depending on the individual’s job function  Workday interacts with personnel and contingent workers based on roles, not titles  Roles do not determine pay grade, as titles do  Workday roles allow personnel and contingent workers to, depending on the role: –Access to specific areas of functionality within the system –Participate in business process execution –Access processes or reports –Edit / update specific types of data

13. 13 Key Roles in Workday Compensation Finance Partner Absence Partner Benefits Partner Contingent Workers Compensation Administrator PBU Comp. Finance Partner Personnel HR Administrator HR Partner Manager Recruiter Succession Partner Talent Manager HRM Partner-HR HRM Comp. Partner Cost Center Manager (“allottee”) HRM By Country Office/Center By Country Office/Center General Population PBU

14. 14  A comprehensive training strategy and plan has been elaborated that includes training for the various target audiences and end users  A variety of methodologies will be used to deliver the training, including online reference materials, classroom and virtual training  Training materials such as videos, job aids, and Power Point presentations will be available via the PMIS Learning Portal  On-going support and briefings will be offered Training Overview

15. 15 Training Overview 8-10 hours 4-6 hours 12-20 hours 32 hours HR Partner PMIS Trainer Personnel / Contingent Workers Manager  Training will vary according to the roles and may be spread over different days, taking on average:  The total amount of training that you will need is based on the role(s) that you hold

16. 16 Discussion / Questions

17. 17 Directory ‘Swirl’

18. 18 Profile

19. 19 Available Actions

20. 20 Benefits Actions

21. 21 Personal Data Actions

22. 22 Talent Actions

23. 23 Worker History Actions

24. 24 Staff  Staff Positions (PRFP, GSP, NOP, Detail)  Staff Temporary Positions (PRFN, GSN, NON)  CLT (NATP, NATN) Services  Language (Translators, Revisers, Interpreters) Non-Staff  Non-Staff Ministry and Agency (MINP, MING, AGNH, AGNF, OSP)  Non-Staff Consultants (NPC, IPC) and TAV  Non-Staff Interns (INT)  Non-Staff Volunteers (UNV and Non UNV)  Insurance Only (IPOP, IPOG) PAHO Contract Types