1 / 15

Time, Leave and Attendance Project

Time, Leave and Attendance Project. Organizational Change Management (OCM) Overview. Time, Leave & Attendance (TLA). What: Automated time, leave and attendance solution that can be used by all agencies (enterprise)

luce
Télécharger la présentation

Time, Leave and Attendance Project

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Time, Leave and Attendance Project Organizational Change Management (OCM) Overview

  2. Time, Leave & Attendance (TLA) • What: Automated time, leave and attendance solution that can be used by all agencies (enterprise) • Departments of Ecology and Transportation are initial agencies to implement TLA. • A cross-section of state government agencies, including Ecology and Transportation, participated in gathering requirements for the new system. • Establish baselines and common implementation processes for other agencies during future implementations.

  3. Time, Leave & Attendance (TLA) • Current activities: • Functional design: in progress. • Technical design and configuration: in progress. • Testing activities: July – Sept 2014. • Training activities: Oct – Nov 2014. • Go Live: Ecology (all) and DOT (Headquarters): Nov 1, 2014.

  4. Time, Leave & Attendance (TLA) • Why (Key Objectives): Standardize, streamline and improve processes. • Reduce duplication of effort with time and leave processes. • Improve ability to make data-driven business decisions (improves analysis and reporting tools). • Use rule-based workflow for routing timesheets and approvals. • Improve compliance with state and federal requirements.

  5. Software Implementation Partner • Office of Financial Management (OFM) and Enterprise Services (DES) contracted with Workforce Software in October 2013 to implement TLA. Locations • Livonia, Michigan, USA • Irvine, California, USA • London, United Kingdom • Pune, India • Sydney, Australia Core Products to be implemented with TLA • Time & Attendance • Staff Scheduling • Absence & Leave • http://www.workforcesoftware.com/ • Trusted enterprise partner • Serving 200+ clients in 80+ countries • Specializes in complex, strategic, workforce management concerns • Rapidly growing • 2013 marked record-setting pace • Leading SaaS WFM provider • Dedication to client satisfaction • 97% client retention rate • Technology that adheres to clients’ business processes… not vice-versa

  6. Change Management • What: Change management addresses the people side of change. • Communications • Engagement • Training & Coaching • Reinforcement • Why: Results & outcomes of workplace changes are tied to each employee doing their job differently. Change management enables employees to adopt change so that business objectives are realized.

  7. Change Management (cont.) • Change initiatives succeed when the foundational elements of leadership, project management, and change management work together.

  8. Change Management (cont.) Successful change management activities are supported by a goal-oriented change management model (Prosci’s ADKAR®). It is used to focus activities on specific business results. A = Awareness of the need to change.D = Desire to participate and support the change.K = Knowledge on how to change.A = Ability to implement required skills and behaviors.R= Reinforcement to sustain the change.

  9. Change Management (cont.) • This 3-phase process gives structure to the steps project teams should take.

  10. Your actions before the change… • Actions that typically have a negative outcome: • Talk badly about the proposed change with your peers or subordinates. • Have secret meetings with your subordinates where the change is minimized or not taken seriously. • Actions that typically have a positive outcome: • Ask how you can help. • Find out how you can prepare for the change. • Encourage constructive conversations with fellow employees.

  11. Your actions during the change… • Actions that typically have a negative outcome: • Block progress or sabotage the change process. • Ignore the change – pretend it is not happening. • Prevent others from participating in the design of the solution or implementation of the change. • Actions that typically have a positive outcome: • Ask questions about the future. • Provide input to the solution. • Find out what new skills and abilities you will need to perform effectively after the change is in place.

  12. Your actions after the change… • Actions that typically have a negative outcome: • Avoid using the new processes or tools whenever possible. • Talk negatively about the organization with customers. • Revert to the old way of doing things when problems or issues arise with the change. • Actions that typically have a positive outcome: • Help the business achieve the objectives of the change (be results-oriented). • Help solve problems that arise with new work processes and tools.

  13. Change Management

  14. For more information This brochure provides answers to the what and why of TLA. It is a good starting point to understanding this change. The brochure is available on the TLA web site. http://www.des.wa.gov/about/pi/TLA

  15. For more information • Use our website to stay on top of TLA news and events http://www.des.wa.gov/about/pi/TLA New features

More Related