1. HRCC Meeting Ufirst
May 23, 2017

2. May Meeting Objectives
Review talent selection update and upcoming decision
Demonstrate Qualtrics application tool
Review Professional Development Event
Discuss upcoming engagement and what you should be doing now
Conduct Workday kick-off

3. Talent update

4. Information Fair Recap Thank you for attending!
275+
Registered for 1:1 Talent Transition Coaching Sessions (168 spots in total with 9 coaches)
Attendees
What motivates you as an HR Professional?
What excites you most about future-state HR?

5. Talent Selection Update Hiring Timelines
May
June through July
Sept through Oct
Non-Competitive
Internally Competitive (Wave 1)
Internally Competitive (Wave 2)
June 1 –June 7: Post jobs and candidates
submit applications
June 8 – 12: Schedule interviews
June 13 – June 30: Hold interviews
July 5 – 14: Review and decide offers
July 17 – 28: Socialize offers with key
stakeholders and make verbal offers
July 31: Send offer letters to candidates
By August 4: Candidates accept offer
By May 11: Communication to managers of candidates for non-competitive positions
May 12: Communication of non-competitive and internally competitive positions to HR Community
May 15 – May 26: Communications with candidates for non-competitive positions
By June 2: Candidates for non-competitive positions accept offer
Sept 11 – 15: Post jobs and candidates submit applications
Sept 18 – 22: Schedule interviews
Sept 25 – Oct 6: Hold interviews
Oct 9 – 13: Review and decide offers
Oct 16 – 27: Socialize offers with key stakeholders and make verbal offers
Oct 30: Send offer letters to candidates
By Nov 3: Candidates accept offer
Priority Postings
Target is to identify the individuals filling future-state HR roles by November 2017
May 10: Post additional priority postings

6. Employing organization
Upcoming Decision
Employing organization
Executive Sponsors have agreed (pending final approval) to the recommendation that all future-state HR employees are employees of the University, Agency 207.
Goal is to create and reinforce consistency in policies, systems and processes for the future-state HR employees and create a single team of HR professionals delivering excellent service.
All impacted employees who are not currently employees of the University, Agency 207, will receive a personalized benefits comparison and summary explaining personal impacts of the transition.
Opportunities will be available to meet, individually, with a benefits counselor and representatives from the retirement vendors.

7. Qualtrics application review

8. Qualtrics Application Review Overview
Begin to apply for future-state HR positions starting on June 1 for Wave 1 internally competitive positions through the Qualtrics application tool.
Link to Qualtrics will be provided on June 1st in an communication as well as provided on the Ufirst website
How can I access Qualtrics?
If you have completed your application worksheet, it will take approximately 15 to 20 minutes to complete
How long does it take to complete?
Contact Information
Selected Positions
Employment History, Education, and Professional Certifications (Application Worksheet)
What information is required?

9. Qualtrics Application Review Demo

10. Professional development event

11. Talent Selection Preparation HR Professional Development Event
Purpose:
Date/Time
Serves as an application and interview preparation session as well as an additional opportunity to ask questions on the talent selection process
Option 1: 11:00 am – 1:35 pm
Option 2:
12:30 – 3:15 pm
Topics: 30
May
Tips to prepare for an interview
Practice interviews
Application and Qualtrics tool review
Information about future-state HR services, organization structure, and position descriptions
Location
Agenda:
Newcomb Hall
Presentation and Working Session on Interviewing Basics
Practice Interviews – RSVPs required
Open House
Professional Development Table (Qualtrics tool, Application Review)
Talent Selection Process Information Table
Service, Impact and Talent COE / Career Planning Tables
FEAP
Audience
HR Impacted Employees (Wave 1 applicants)*
*May Professional Development Event is targeted for Wave 1 applicants. A separate event will be scheduled for Wave 2 applicants in the coming months.

12. Engagement look-ahead

13. Key Events and Communications Talent Selection Preparation
May 12
Positions by Category and Timeline
Talent Selection FAQs
Talent Selection Support Materials (Recording, Handout, Material)
Career Planning Toolkit
Application Worksheet
May 3
Announcing Market Ranges
May 10
Announce Priority Posting Positions
May 31
Reminder of upcoming Wave 1 posting date
Review talent selection process and details
June 1
Announce Wave 1 posting
June 5
Reminder of Wave 1 closing
May 2
New HR Hires and Search Update
May 5
Announce Priority Posting Positions
By May 26
Feedback Survey
May 2017
Jun 2017
Week of 5/1
Week of 5/8
Week of 5/15
Week of 5/22
Week of 5/29
Week of 6/5
FutureFirst Newsletter
Ufirst Website
Leadership Message

14. To prepare for the future of HR
What you can do...
To prepare for the future of HR
Stay Informed
Review the Ufirst website regularly ( ) – specifically the Talent Selection Process Resources and Career Planning Toolkit
Sign up for and read Ufirst Newsletter – Future First and take the upcoming HRCC survey
Ask Questions
Talk to your manager
Send your questions to the Ufirst inbox:
Prepare for Application Process
Read the talent selection preparation guide and print a helpful checklist 
Fill out the application worksheet so you are ready to apply when wave 1 positions are posted on June 1
Sign up for a Talent Transition Coaching Session
RSVP and attend the Ufirst Professional Development Fair on May 30

15. Ufirst HR Community : Workday Kickoff Event
May 23, 2017

16. Workday Kick-Off Agenda
Agenda Topics
Presenters
Duration
Project Overview
Sean Jackson
15 minutes
Workday Selection & Implementation Overview
Teresa Wimmer
30 minutes
What to Expect
Workday Overview Demonstration
Amanda Easton
Announce Workday
Give Aways
Kathleen Aliff
5 mins

17. Ufirst Strategy Objectives
The Ufirst Mission:
The University of Virginia is transforming the way we serve our mission by putting you first. The Academic Division and Health System are joining forces. We aim to create a consistent and exceptional work experience for every UVA colleague, one that is commensurate with our reputation of excellence. 
The Ufirst Strategic Objectives:
Exceptional employment experience
Recruiting, hiring, and onboarding experience consistent with the reputation of UVA
Improved satisfaction through seamless, consistent, high-quality HR services and experiences
Real-time reporting, analytics and people insights to inform decisions
Proactive support and engagement from HR business partners
User friendly systems and the ability to use your smart devices

18. Project Team Structure for Implementation
Talent Transition
Do the work to fill future-state roles with qualified candidates via a straightforward, easy-to-understand process that leaves those who experience it feeling respected.
Michael Latsko
Unit-Based Transition
Prepare schools/units for the stand up of HR services as designed in future-state. Assess current operations and determine gaps and how to address them.
Melissa Frederick
HR Quality & Analytics
Monitor and share information regarding operational effectiveness. Develop and implement projects targeted at improving performance.
Bryan Garey
Technology & Process
Provide technology capabilities and process structure to efficiently and effectively enable the HR function to provide quality service to its customers.
Teresa Wimmer

19. Project Team Structure for Implementation
Payroll
Guide the development, stand-up, and execution oversight of the future customer-focused and lean ONE Payroll Services Delivery team serving the needs of the Academic and Health System organizations.
Robert Gerbin
Training
Provide comprehensive and intuitive training resources customized to the needs of each unique user group. Deliver skills and knowledge that significantly increase participants’ on-the-job productivity, thereby enhancing their contributions to the goals of the organization.
Richard Covington
Change & Communications
Drive the organizational change of, and communications to, key stakeholder groups, HR professionals, and the UVA community. Generate a consistent message that results in a positive, action-oriented response from the community to all aspects of the project.
Julie Bird
TMO
Set day-to-day direction and provide financial oversight for overall program. Provide initial approval on key decisions and recommendations. Monitor overall milestones and key risks.
Marianne Daughtrey &
Chris Karls

20. Ufirst Partners for Success
“We aim to provide the highest quality HR services to advance the University’s mission of world-class teaching, research, patient care, and public service.”
Partners for Success:
Solution Partner
Implementation Partner
Transformation Partner

21. The Workday Implementation

22. Workday Key Terminology
As the University moves to the cloud, we will have to adapt to new terminology.
Workday
UVA subscribes to Workday
Configured for UVA
UVA accesses it via Internet
One version of software for all entities
“Tenant”
An instance of Workday
AMU Tenant
Alma Mater University (AMU)
Workday demo environment
Foundation Tenant (P0)
Sub-set of UVA data
Used as initial demo and in design session walk-throughs
Configuration Tenant (P1)
Our first comprehensive build
“The Initial Prototype”
Workday Updates
2x per year
Currently on Workday 28
Workday 29: Fall 2017
Business Process
A set of tasks that team members initiate, act upon and complete in order to accomplish a desired business objective
For additional Technology terminology, visit our Ufirst Project website:

23. Importance of Security
Securing Our Data is #1 Priority!
Security is everyone’s responsibility
Do not send s with sensitive information
Lock your computer/workstation/desk when you step away
Secure confidential information – never leave your desktop/laptop unattended
Use the sFTP for exchanging data
UVA faculty, staff and team members
will use a two step single sign-on
log-in with NetBadge credentials and
Duo or other two factor authentication

24. Why UVA Chose Workday
Unified technology across the University to access data, such as one employee record with multiple jobs
Consistent workflows across the University with flexibility to accommodate critical, unique, school / unit requirements
Real-time data, dashboards, and analytics enabled by a leading, cloud technology across modules with Higher Education inspired innovation
Segregated security by entity and position and robust reporting for improved auditability

25. Higher Education Leveraging Workday’s Value
Workday allows us to leverage a network of peer institutions
100+
Education & Government
Customers

26. Healthcare Leveraging Workday’s Value
Workday allows us to leverage a network of peer institutions
And many more…

27. UVA’s Human Resource Technology
Current State
Future State
UPG
Discoverer
Academic
Medical Center
GLOBAL AT THE CORE
TECHNOLOGY FOUNDATION
SINGLE CODE LINE
MOBILE
COLLABORATION
ACTIONABLE ANALYTICS
DESIGNED FOR THE WAY YOU WORK
IN-MEMORY OBJECTS
SECURITY
BUSINESS PROCESS FRAMEWORK
INTEGRATION CLOUD
REPORTING & ANALYTICS
CONSUMER UI
PLANNING
LEARNING
RECRUITING
ONBOARDING
BENEFITS
COMPENSATION
PERFORMANCE
TALENT
PAYROLL
SUCCESSION
ABSENCE
TIME TRACKING
INSIGHTS
BUILT FOR THE ENTERPRISE
DELIVERED IN THE CLOUD
*Workday will also replace certain CCAS custom applications and department spreadsheets
The University will transition from 70+ disparate systems to far fewer systems with Workday as the leading cloud technology at the center.

28. Ufirst HR Technology Guiding Principles
Standardize processes where ever possible
Design for the future, not for the present
Be efficient by eliminating waste & reduce administrative burden
(e.g. 7 levels of approval)
If the process can be done in Workday, it should
Adopt leading practices among higher education and healthcare institutions using Workday
Ask WHY to determine how we will provide HR services in the future
“Design the system for ONE university”

29. Operational Readiness
Workday Methodology
We will implement Workday using an agile methodology to continuously improve and immerse members of the community in the implementation process.
Plan
Architect
Config & Prototype
Test
Deploy
Project Start-up
Customer Training
Project Planning Initiated
Foundation Tenant Build
Architect Workshops
Architect Documents
Test Preparation (for Configure & Prototype)
Finalized Project Planning Documents
Configuration Tenant Build
Customer Preview & Feedback Sessions
Configuration Unit Test
Reports Build & Unit Test
Integrations Build & Unit Test
End User Training Plan
Test Preparation
End to End Tenant Build
End to End Testing
Parallel Testing Build
User Acceptance Testing
Payroll: Parallel Testing
Regression Testing
Performance Testing
Cutover Plan
End User Testing Materials
End User Training
Gold Pre-Production Tenant Build
Go-Live
Post Production Data Conversion
Production Support
Stage Sign-Off
Delivery Assurance
Project Management
Operational Readiness

30. Ufirst Workday Implementation Timeline
Architect
Testing
Plan
Config &
Prototype
Deploy
Receive continuous feedback from stakeholders
2017
2018
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Finalize Foundation
Tenant
Build
3/10/2017
Finalize
Configuration Tenant
Build
7/2017
Finalize
End to End
Tenant
Build
11/2017
Finalize
Parallel Tenant
Build
3/2018
Workday
Go-Live
7/1/2018
HR Community Workday Event
5/23/2017
Workday Preview & Feedback
Sessions
8/2017
Workday Preview & Feedback
Sessions
12/2017
Workday Preview & Feedback
Sessions
4/2018

31. Workday Implementation: What to Expect

32. What to Expect for the Workday Implementation
The following Ufirst workstreams* will coordinate to ensure successful deployment…
Process
The Process team will consult the proper SMRs to validate future state workflows and business processes, both inside and outside of Workday
Technology
The Technology team will work with SMRs across the University to ensure proper configuration of Workday
Change Management
Change Management will capture and communicate critical operational impacts to stakeholders during the University’s transition to the future state
Training
Technology, Process, and Change Management will inform the content and delivery of training, ensuring that all proper groups are educated on how to operate in the future state
…while simultaneously developing the strategy for:
HR Quality & Analytics
Unit-Based Transition
Talent Transition
TMO
*Payroll will be an input into the above workstreams

33. Future State HR Process Design Methodology
Detailed future state HR process documentations
(Detailed mapping of process steps, Workday enablement and integrations, and role clarity)
ITERATIVE DESIGN
Draft initial process maps, based on known inputs
Work with Value Stream Leads and Technology team to continue gather requirements and refine process design
Documenting decisions from design sessions
REVIEW WITH KEY STAKEHOLDERS
Engage Value Stream Leads and SMRs to review future state design
Engage with the Learning Lab to ensure processes meet functional requirements and align with leading practices
Engage the S3 members and VOC community to communicate future state process improvements
TRANSITION TO TRAINING AND CHANGE MANAGEMENT
Create Process Playbook to transition to the training team to ensure future state process owner readiness post deployment

34. Configuration Tenant Preview & Feedback Sessions:
Configuration Tenant Build: Workday Preview & Feedback Sessions Overview
The Workday Preview & Feedback Sessions are an opportunity to engage the UVA HR Community in order to validate the decisions* of the iterative configuration and business process design during the implementation process.
Upcoming Workday Preview & Feedback Sessions
Core HCM
Participants:
SMRs identified by the Functional Lead
Estimated Duration: 3 hours
Performance Management
Participants:
SMRs identified by the Functional Lead
Estimated Duration: 1 hour
*Note: The Configuration Tenant decisions will be based on the requirements gathered from the HR Community during the design/process sessions over the last few months.
Recruiting
Participants:
SMRs identified by the Functional Lead
Estimated Duration: 1 hour
Compensation
Participants:
SMRs identified by the Functional Lead
Estimated Duration: 1 hour
Configuration Tenant
Preview & Feedback Sessions:
August & September 2017
We will gather feedback during the sessions via a survey tool.

35. Configuration Tenant Build: Workday Preview & Feedback Session Scope
In addition to the processes below, the Preview & Feedback sessions will review basic Workday
security roles associated with each of the processes
Core HCM
Validation of Job Families
Validation of Data Harmonization Decisions
Employee Self Service
Change benefit elections for open enrollment
Change benefits for life event
Complete federal withholding elections
Complete state withholding elections
Complete payment election enrollment event
Enter time
Request time off
Manager Self Service
Set up a delegate
Recruiting
Post job
Complete job application
Review candidate
Screen candidate
Assess candidate
Conduct reference check
Prepare for hire
Extend offer
Conduct background check
Performance Management
Complete a performance evaluation
Manage goals
Manage performance rating
Compensation
Request compensation change
Request one-time payment

36. Change Management Framework Overview
As UVA transforms the way it serves its mission by establishing a customer-centric HR function, a holistic and structured approach to organizational change management is critical to the success of this large-scale and complex initiative.
Align
Engage
Equip
Why is this important?
Increased adoption
Accelerated organizational results
Sustained benefits of the change
Discipline that guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success and outcomes (Prosci definition).
What is Change Management?

37. Ufirst Training High-level Approach
Role- and Function-based Curricula
Training will be tailored for each role (e.g., employee, manager, HR) and contextualized for each functional area (e.g., talent recruitment, HRBP)
Each role/function will receive in an integrated curriculum including self- study/web-based tools, informal “train the trainer” sessions, instructor-led classes, and reference materials
Web-based resources will provide foundational knowledge about Workday functionality and future-state service delivery and processes needed for higher- level training
End-users will be able to access intuitive, just-in-time resources to reinforce learning and ensure successful application of business processes
Self-paced Tools
Live, Instructor-led Training
Scenario-based live trainings will integrate functional area-specific processes, service delivery best practices and technical Workday knowledge
Live trainings will be offered to HR professionals and front-line managers
Executives training will primarily focus on analytics, dashboards and reporting
Open work sessions – bring your real-life questions and get support
“Train the Trainer” Program
“Train the Trainer” program will expand reach of in-person learning opportunities through informal sessions at the local level, potentially utilizing change champions

38. May Meeting Objectives
Conduct Workday kick-off
Review talent selection process and timeline
Demonstrate Qualtrics application tool
Review Professional Development Event
Discuss upcoming engagement and what you should be doing now