Grady Health System (Grady) is one of the largest public health systems in the United States. Grady improves the health of the community by providing quality, comprehensive healthcare in a compassionate, culturally competent, ethical and fiscally responsible manner. In order to support Grady’s mission and operational efficiency, Grady’s Human Resources (HR) organization is aiming to improve data quality to provide accurate data to its stakeholders, as well as, prepare for an upgrade to PeopleSoft HCM 9.2.
A combination of system, process, and people challenges have resulted in data integrity issues, impacting HR’s ability to provide credible, reliable, and timely data to departments for decision making purposes.
Navigator Management Partners has addressed Grady’s issues in three phases.
- Conduct current state assessment of the PeopleSoft HCM core modules, self-service components, and their integration points with other non-PeopleSoft systems.
- Develop recommendations for the HR Department to prioritize and plan their current and future project initiatives and develop a roadmap to implement recommendations and prepare for the PeopleSoft HCM 9.2 upgrade.
The focus of Phase 2 is to provide project and process management and functional and technical leadership that will result in process and system quality improvements. Scope includes:
- Clean HR data and develop a plan to maintain high data quality.
- Conduct detailed current state analysis on key HR processes and design and implement future state processes. Analysis is focused in identifying process inefficiencies, opportunities to streamline processes, understanding downstream impacts of actions, and standardizing the way transactions are executed.
- Develop and implement audit queries and reports for HR to monitor data quality metrics and measurements on ongoing basis.
- Implement changes in PeopleSoft to automate processes to improve consistency and reduce data quality issues.
- Design, develop, and implement HR organizational hierarchy in PeopleSoft to enable improved reporting on key human capital metrics.
- Develop and deploy reports to leaders to increase level of insight regarding key human capital metrics (employee retention, vacancies, etc.).
- Develop standard operating procedures and job aids for process stakeholders.
- Deploy monthly HR scorecards for all divisions to support continuous improvement.
- Establish cross-functional governance committee to measure and improve data and process quality.
- Developed 80+ recommendations focused on improving HR data quality and process
- Inactivated 3,000+ active positions that were not aligned to an active employee or to an active job requisitions, enabling the possibility for more accurate vacancy reporting.
- Developed tools that allow Managers to view both active and inactive positions, as well as, their reporting relationships.
- Documented 48 business rules and developed query to automate process to determine employee merit pay and bonus eligibility. This process was done manually in 2015.
- Corrected 800+ organizational reporting relationships in PeopleSoft, which enabled the ability to develop organizational charts in Visio and served as the foundation for developing the HR organizational hierarchy in PeopleSoft.
- HR data is accurate and human capital reports are delivered to departments in a timely manner to facilitate decision making
- The overall hiring process is streamlined and the time to hire new and/or backfill existing positions is reduced
- Critical HR processes are defined, documented, and are sustainable
- The HR organizational hierarchy is established and maintained in PeopleSoft. Organizational charts are able to viewed in PeopleSoft.
- Performing data quality audits is a routine process and issues are proactively identified and resolved.
- Governance exists between HR, Finance and IT stakeholders to identify and remediate data and process challenges impacting customer service and accuracy of transactions.