1. HRTX Board Tuesday 24 October
Joe Cooper, Head of Service Transformation

2. Agenda

3. Terms of Reference

4. Background: Vision 2020

6. Project Phases Phase 1: Discovery Phase 2: Opportunity Analysis
Phase 3: Implementation
Phase 4: Deployment

7. Phase 1: Discovery – what we’ve done
Process
System
Operating model
Drafted the HR Service Catalogue
Drafted Level 0,1,2 processes
Engaged RoC as our partner to facilitate the process mapping sessions
Reviewed the HR technical architecture
Identified potential risks, issues and opportunities
Aligned the HRTX project as a Wave One area for the Support Services Operating Model

8. Who uses the HR Services?
How do our users access the services?
Employees Academic
Employees Academic Manager
Employees Non-Academic
Employees Non-Academic Manager
Employees Directors
Employees HR Staff
Employees Honorary
Workers Contingent
Workers Casual
External Organisations
Prospective employees
Past employees
We want to put the customer at the heart of our transformation, optimising their journey by delivering an excellent experience.
We need to understand how our customers would best like to access the HR Services will help determine how we shape our processes, configure our systems, organise and skill our people. 1
Online Portal 2
Service Hub 3
Centre of Expertise 4
Specialist Support

9. Draft Service Catalogue

10. Draft Service catalogue cont.

11. Service Categorisation - Example

12. Draft Process Levels Level 0 Level 1 Level 2 Level 3
Manage Staff Community
Provide a great place to work
Develop People Strategy 
Develop staff engagement strategy
Develop workforce planning strategy
Monitor and update strategies and plans
Provide People policies and procedures
Develop and update people policies 
Develop and update people procedures 
Provide salary, reward and working environment 
Manage reward frameworks
Manage staff benefits
Manage working environment factors 
Manage employee engagement and feedback
Provide Learning and Development frameworks 
Resource the organisation 
Address resource needs 
Support operational change
Support succession planning
Support growth planning
Agree resourcing solution
Manage short term resources
Manage Apprenticeships and Training Schemes
Manage contingent workers
Manage temporary and casual staff
Recruit talent
Source and recruit candidates
Manage selection process
Manage offers, contracts and immigration requirements
Manage staff journey 
Manage onboarding, induction and the creation of the staff record 
Onboard successful applicants
Manage staff induction
Manage probation
Manage reward
Administer payroll
Manage staff recognition
Manage promotion and career progression
Manage pension arrangements
Manage performance, Employee Relations and Development
Manage staff development
Manage employee relations and consultations
Provide staff training 
Manage performance
Manage staff record
Manage employee data
Manage staff absence
Manage departures
Manage resignation and retirement
Off board staff 

13. HR Technical Architecture13

14. Technical Architecture - Summary
The Oracle R12 (HR), Oracle Learning Management (OLM), Payroll, and Labour Distribution (LD) modules are heavily tailored to Imperial College’s specific requirements
HR module is heavily customised and integral to the operation of a number of systems both within Oracle EBS (GL reporting and Purchase to Pay (P2P) procurement and expenses approvals) and external College Systems (SACS) and reporting entities (HMRS / HESA)
OLM, Payroll and LD modules are customised to some extent
Core module for which many sub systems rely upon as a single source of truth
Sub systems such as SoV (identity management) use a combination of data from HR and other college systems to check the integrity of data that we hold and to control aspects of the college’s BAU activities
All college employees have access to one or more HR responsibilities
Small number of administrative users but very large user base (external applicants)
1029 custom components incorporating customisations of functions, forms, programs
24 interfaces to non Oracle EBS systems (21 internal and 3 external)
GDPR issue (May 2018) – we are holding 17 years of historical personal data
Support of Oracle EBS R is due to end in 2021 (extended support available post 2021 but limited in terms of patch releases as no longer supported by Oracle so doing nothing really isn’t an option)
If we upgrade to version 12.2.x support from Oracle to end in 2023 so this can only be viewed as a medium term solution

15. Current Context Planning round – challenge to TIB
Improve service delivery
Release time for academic activity
Financial savings
Request (requirement?) to deliver benefits in this financial year
Support Services Operating Model
Project initiated and high-level design underway
How do we map our processes on to the new approach?
How does this affect our plan and the sequencing?

16. Stream B Phase Two Approach Stream A
HR Service catalogue is categorised with target operating model for each type of customer, validated through Voice of Customer.
Services are categorised and prioritised based on a range of (TBC) criteria such as desirability, cost, complexity, do-ability and anticipated benefits through engagement with current delivery staff, customers and stakeholders.
For the services and process identified as part of Stream A, the to-be processes, operating model, system requirements and implementation plan will be developed through a series of workshops. The target service delivery mode is used as the starting point.
Detailed process discovery workshops for all HR processes involving HR staff, customers and stakeholders.
Processes are mapped in the context of service categorisation work
System requirements and service improvement opportunities identified.
Options appraisal for systems replacement or redeployment completed
Liaise with Support Services operating model group
Second Phase business case for TIB Completed

17. Phase 2: Opportunity Analysis timeline
Name of presentation
11 September, 2018
Phase 2: Opportunity Analysis timeline
Business case approved by TIB
Validate HR Service Catalogue
Business case submission to TIB for Phase 3: Preparation and Deployment
Inform future system
proposal
Process map
workshops
‘current’ and ‘future’
April’ October
November Easter ‘18
Phase 1: Discovery
Prioritise Services for process mapping
Communicate, Engage, Support

18. Committed to: Communicate, engage and support
Phase 2 Deliverables
By next Board Meeting
By January
By Easter
Completion of Service Categorisation process (including voice of the customer)
Proposal for scope of Stream A
Achieved senior and customer buy-in for Stream A
Understand resource availability in consultation with SSOM and planned for Stream B accordingly
Appointment of project manager (6 months)
Received initial options appraisal for Oracle review?
Received feedback from HR Staff and stakeholders on Stream A and amended proposal accordingly
Completed to-be process mapping for Stream A
Initial draft of business case for Stream A
Completed Stream B process mapping
Completed system requirements mapping exercise
Submitted second phase report/business plan to TIB
Committed to: Communicate, engage and support

19. Your Feedback Feedback on approach Overall approach
Customer categorisation
Service categorisation
Involvement with Service Catalogue Categorisation Validation
Recommendations for other staff who could be involved
What more information would you like
What is the role of the board going forward?