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New Hire Packet Automation

New Hire Packet Automation. Factors for Decision Making. Introduction. All new hires currently complete 17 transactions in hard copy form and submit to HR before they can be hired.

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New Hire Packet Automation

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  1. New Hire Packet Automation Factors for Decision Making

  2. Introduction • All new hires currently complete 17 transactions in hard copy form and submit to HR before they can be hired. • In 2007, 3700 hiring packets were processed through HR. The university departments and HR spend a significant amount of time tracking the status of new hire packets and ensuring they get to HR in time to put the individual on payroll. • HR is exploring whether implementing an automated solution would be beneficial.

  3. Executive Committment • The new hire packet process affects all of the University’s hires • The potential for savings, efficiency and impact of this change will affect every department on campus and the staff in those departments who are closest to the hiring process • Central funding is required

  4. Legal Requirements • Compliance issues are associated with new hire packets • E-verify • I-9 • Personal data security • Paying new hires timely • TALX (the vendor being considered)can match our data security integrity requirements

  5. Customer Service • Easy to use for new hire • Administrative access allows HR and departmental users to track status of new hire info on-line • Eliminate the hard copy packet search; no paper forms to collect; protects sensitive data; eliminates mail/fax • Standardized “welcome” format

  6. Interdepartmental Impact • Major stakeholders in this change: • HR • Departmental staff • Hired employees • Several campus demos of vendor solution were held with department staff that facilitate hires - positive feedback • Department staff who facilitate hiring staff will be involved in the changes and will receive training on new process

  7. Project and Outcome Benefits • Estimate labor hours savings of 2600 across campus annually • Estimate over $6000 is annual savings in paper and printing costs. • Expect a more welcoming approach to onboarding new hires with web access to provide their data at their convenience.

  8. Strategic Benefit • HR can focus on more consultative services vs. transactional tasks • Department staff time can be redeployed to other tasks • Storage of hire packets info will be on-line • With recent budget reductions in all departments, more efficient administrative processes are needed

  9. Risks • Creating an in-house system presents the risk that the system might fall short of expectations • Underestimating in-house resources (especially if we build it ourselves) is a considerable risk • Vendor solution is tried and tested with known information about resource requirements.

  10. Resource availability • ITS and HR resources are available current for the vendor solution if decisions are made by September 2009 for implementation in January 2010 • $92,000 of initial project funding is needed. This will cover implementation costs and two years of vendor fees • Future funding will be requested for years three and beyond after implementation and when results can be evaluated

  11. Return on Investment (ROI) • The ROI is one factor to consider – this analysis indicates that the return on investment is negative for at least the first five years. • Other factors are being considered

  12. Opportunity Cost • If we don’t automate now, the next opportunity between peak HR cycles and other ITS development projects would be January 2010 • An in-house built solution was considered. Internal resources can be used more effectively by using the vendor solution, reducing the risk that we have underestimated the complexity of building ourselves.

  13. Security Considerations • TALX reviewed security aspects of their product with HR and ITS Security Director – meets NAU’s requirements • Better personal data security is afforded by the automated solution than data floating around on hard copy forms

  14. Solution Lifespan • Use of TALX vendor product could continue indefinitely – annual costs would apply • In the upgrade to the next version of Peoplesoft, similar functionality may be available. Much is unknown about timing of upgrade - and we need a more immediate solution • The approval of this project requires funding for at least two years in order to make the investment worthwhile. Three to four years of funding would be optimal. • Sufficient system flexibility is available to manage law changes and tax updates

  15. Records Management Implications • No paper records are created. New hire packet information is stored directly in PeopleSoft and in the vendor system for future access. • Saves storage and processing • Security of sensitive data is enhanced

  16. Conclusion and Recommendation • Analysis of all decision-making factors demonstrates this project would have a positive benefit on the new hire packet process. • Provides a more efficient, compliant and welcoming solution for departmental staff, human resources, and new hires. • Recommend funding be made available for a minimum of two years, with project to begin November 2009 or sooner.

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