HR/Payroll Modernization Design Review School of Medicine October 30, 2014

HR/Payroll ModernizationDesign Review

School of Medicine

October 30, 2014

2Design Review - School of Medicine

Agenda

Topic Presenter Time

Welcome & Meeting Format Jean Boraca 8:30 – 8:40

#3 - Practice Plan and Other Contracts 8:40 – 9:00

#1 – Compensation Sources 9:00 – 9:20

#2 – Contingent Worker Status 9:20 – 9:40

#4 – Position Management for Residents & Fellows 9:40 – 10:00

#5 – PDR Faculty 10:00 – 10:20

#6 – Impacted Systems / Transitions & Interfaces 10:20 – 10:35

#7 – EDW and IAM 10:35 – 10:50

#8 -- Reporting 10:50 – 11:05

#9 – Research Considerations 11:05 – 11:15

#10 – Roles & Responsibilities 11:15 – 11:30

Questions & Answers Jerry Heinz 11:30 – 12:00


Meeting Format• Panel format as varying project team members will

respond• Time blocked for each Issue (1 – 10)• For each issue

– Show the issue– Review key points to provide clarity– Show the issue again

• Use your cards to capture additional questions and impacts

• 30 minutes at end for additional questions


3 - Practice Plan and Other Contracts

Terminology Changes

5

Current

Employee

Job Class

Appointment

Distribution

Budget

Workday

Worker

Job Profile

Position

Cost Allocation

Cost Center

Full glossary is online: https://f2.washington.edu/teams/hrp/design/functional

Design Review - School of Medicine

https://f2.washington.edu/teams/hrp/design/functional

https://f2.washington.edu/teams/hrp/design/functional


Academic Appointments• Academic appointments will track the appointee’s time at UW

• Design underway to capture mandatory review dates, service period, tenure value

• Academic affiliates, courtesy clinical and affiliate faculty

• Paid and unpaid, paid position and academic appointment only, joint/adjunct

• Academic track type, categories, group

• Identifiers: Primary, joint, dual, administrative

• Employment and courtesy relationships

• Hire date, appointment date


Key UW Design • One common pay master with UWP. The project is

working on the integration to continue the transfer of payroll data to UWP/ADP

• Practice plan amounts are not being loaded into Workday• UW is moving to biweekly – not aware of any impact on

UWP and CUMG. Policy decision does not control external relationships

• Workday compensation components are limited to current state. The process will change but the elements will not

• Contract tracking for academic personnel will not be included in Workday

• UW Benefits are based on UW FTE


3 - Practice Plan and Other Contracts


1 - Compensation Sources

10

Compensation Components for FacultySoM Current in HEPPS Future (Workday)

X Yes-Regular Earnings (REG)

Salary Plan: • Academic Year Salary Plan, or• General Salary Plan

Y No No

Z No No

WOS (Without Salary)

Yes-No dollar amount entered

No, will be academic appointmentsEx., adjunct, unpaid joint appointments

ADS (Administrative Supplement)

Yes-Dollar amount entered Allowance Plan:Administrative Supplement

TPS (Temporary Supplement)

Yes-Dollar amount entered Period Activity Pays:Examples:• Emergency Instructional Coverage• Clinical Coverage Overload• UW Educational Outreach

SAAC, MAAC, etc.

No No

PDR (Paid Direct) Yes-No dollar amount entered

To be determined



1 - Compensation Sources


2 - Contingent Worker Status


Non-Employee Relationships

• Academic AffiliatesSomeone who works at an educational institution, but isn't in an employment relationship with the institution. At UW these will include visiting scholars, courtesy clinical and affiliate faculty.

• Contingent Worker A contingent worker is not paid through Workday Payroll, could receive 1099 wages or may not be paid by UW at all, and is not eligible for university benefits. Examples are independent contractors, consultants, AGO attorneys or visiting agency

nurses.


Affiliates: Current State vs. Future State

Academic PersonnelNo Employment Relationship

AffiliateAttorney GeneralBoard of Regents

HHMIAgency

HEPPS Workday

• On Supervisory Org• On Academic Hierarchy• Has Position• Is Paid via Workday

• On Supervisory Org• Has Position• Is not paid via Workday• Is not Academic

Contingent Worker

Academic Affiliates• On Academic Hierarchy• Not on Supervisory Org• Doesn’t Have Position• Not paid via Workday• No Employment

Relationship

• Consultant/ Contractor/ Vendor/

• AG• Board of

Regents• Non-Academic

Affiliates

• Courtesy Faculty

• Courtesy Clinical & Affiliate

• Visiting Scholar

Academic Personnel

All Non-Academic Personnel

Employee

Academic Employee


Academic Personnel in Workday

Academic Hierarchy

Supervisory Organization

Academic AppointmentPosition

PaidWill sit on both Supervisory Org

and Academic Hierarchy

UnpaidWill Have an Academic Appointment and Sit on

Academic Hierarchy Only

If Paid:Will sit on both Supervisory Organization and Academic

Hierarchy


2 - Contingent Worker Status


4 – Position Management for Residents and Fellows


PM for Residents and Fellows• All positions paid by UW, regardless of duration or

appointment term will be made using position management. Positions can be created in advance or at time of hire/need

• Multiple positions can be created to accommodate fluid relationships between various appointment types


4 – Position Management for Residents and Fellows


5 – PDR Faculty


PDR• PDR faculty will be viewed and treated as academic

appointments

• Using FTE and costing allocations the same way as other faculty

• Design in progress – proposed solution that captures the attributes of a faculty member


5 – PDR Faculty


6 – Impacted Systems / Transitions and Interfaces

24

Guiding Principles• Direct system-to-system integration with Workday will facilitate core

HR/Payroll business processes• Other downstream systems will obtain data via centrally-managed Data Services

(e.g., Enterprise Data Warehouse/Operational Data Store/Web Services)

• Workday data in centrally-managed Data Services• The EDW/ODS/Web Services data model will reflect the new Workday data model,

not the current data model• The Workday data provided to centrally-managed Data Services will reflect the

type of data and timing currently provided in order to support necessary analytic and operational capabilities

• Current security and access methods for centrally-managed Data Services will be retained; data custodians will manage roles and access

• Workday is the system of record of HR/Payroll data• Workday data should not be altered (i.e., cleansed/edited/fixed) by

downstream/shadow systems

• Workday will not include historical HR/Payroll data• Historical data required for analytic and operational needs will be retained in

centrally-managed Data Services

• There needs to be a concerted effort to eliminate downstream/shadow systems



Data Relationships

25

WorkdayHEPPSEmployee

Appointment

Distribution

Distribution

Distribution

Appointment

WOS

Appointment

Distribution

Distribution

Position

Earnings

Job

Worker

Cost Allocatio

n


EDW/ODS Impact

26

Person

Appointment

Job Classification

Actual Distribution

Bargaining Unit

Earn Type

Contact


Future Data Model

27

SupervisoryOrg

Position

Worker

Cost Allocation

Job Profile

Payroll Result


6 – Impacted Systems / Transitions and Interfaces


7 – EDW and IAM Needs


8 - Reporting


9 – Research Considerations


Research Engagement

• All central offices engaged in research activities including eFECS, SAGE, ORIS, etc., have been participating in design conversations


9 – Research Considerations


10 – Roles and Responsibilities

35

Members

Managers

Manager

Finance Reporting

Accounting

Supervisory Organizations & Roles


Katrina Lindgren, Director Susan Steinberg, VP

Susan Steinberg, VP

Scott Wilson, Director

Dylan Johnson Laurie Jenkins Daljit Singh

Supervisory Organizations “report” to one another to form the Supervisory Organization Hierarchy

When linked with Supervisory Organizations, the following is true of Role-Based Security:

Is assigned to a Position that a Worker fills within a Organization

Determines what a user can see and do within the application

Provides access to appropriate data within the assigned Organizational structure

Determines functional responsibilities and routing of actions within a Business Process

HR Support

Jennifer SmithHR Support

Bob JonesHR Support

Lisa ScottHR Support


10 – Roles and Responsibilities

QUESTIONS & ANSWERS


THANK YOU!

Questions?

http://f2.washington.edu/teams/hrp

Documents

HR/Payroll Modernization Design Review School of Medicine October 30, 2014