In previous posts, we’ve talked about our process improvement project for some of our Human Resource Department forms, specifically their Employee Update and Personnel Requisition forms. The forms ensure that new employees can be hired; current employees can retire, and any other employment status changes can be processed in an accurate and timely manner.
In this post we will share what changes were made to these forms and their processes, the impact our work has had on the processes themselves, reflect on things that we did well in this project as well as the lessons we’ve taken away from this project.
Changes we Implemented
The changes that we implemented in this project can be broken into 3 main categories. Process improvements, form design, and form digitization.
Process Improvements
In a project like this, we aim to streamline the overall process both for those responsible for facilitating the process as well as for those who use it.
Reduced the number of approvers: We eliminated unneeded approvers or signatures on these forms where possible. In the case of retirements, resignations, or terminations we determined that only the Human Resources department needed to sign. We were able to remove 3 other signatures from the form and process.
Switched the order of department review: We determined that the workflow for these forms would start in our Budget Office as their review and approval are critically tied to the approved budget for each department. Previously these forms were starting out in Human Resources.
Standardized and delegated responsibility: In the instance that an employee moves from one department to another, we delegated the responsibility of initiating the request to the receiving department. Previously two different forms would flow through the entire workflow for the same request, in some cases initiated by the department losing the individual and in some cases by the department gaining the individual.
Established that two sets of eyes are better than one: Before sending the forms along in the workflow, two individuals from Human Resources now review the information included on the form and approve it before it's sent along to the next person in the workflow.
Ensured the completeness of the information: We learned that many completed forms sent for approval contained missing information, so to address this we enabled and collaboration function within the system that allows an individual in the workflow to make edits to data fields filled out by a previous person in the workflow. This has enabled our reviewing departments to make corrections to the form without having to start the workflow over again. We also reestablished a prior practice that Payroll would receive a completed status form from the Human Resources department when applicable. This was helpful in ensuring that critical information for our Payroll department was being provided for their processing needs.
Form Design
As we were moving these paper forms to a digital space we thought it best to really think about what information we were collecting and what information was needed. As we worked with our project team we were able to identify some needs that could be addressed by adding a space to the existing form that would collect information that was necessary to the processing.
Added new data fields: This included adding boxes for a number of vacant positions, departments, SURA vs. City employee, and other administrative fields. Additionally, we added a data field that asks if an Employee Update form was submitted with the Personnel Requisition form. This was especially helpful as these two forms move through the workflow independently for the same request and the need for personnel processing these requests to be aware of this was critical.
Form Digitization
After our configuration and implementation of DocuSign, a number of changes to the workflow were needed in order to accommodate the migration from paper to digital.
Moved multiple forms needed for the same request in tandem: We enabled the ability for an Employee Update form to be submitted and then a Personnel Requisition form to be attached to the related Employee Update when needed. This was not something that we were able to accomplish when these forms were being processed on paper. We are also able to attach past incumbent information when needed for a Personnel Requisition.
Allowed for real-time edits on the forms: We enabled the collaboration feature within DocuSign to allow edits to be made to forms while moving through approvals. When we implemented the platform this function was not utilized, but after some time using the platform we were able to identify that there was a need to edit information entered by the requesting department.
Adjusted the workflow order: We also changed the signing order for some of our approvers and made our Department Heads last to view and approve these forms. We needed our Department Heads to be the last stop for these forms so they can review all the information to ensure accuracy.
Our Impact
When we began this project we set out to unearth baseline data that we could use to measure our success in the processing time for these forms as their time to completion had a large variance. In our initial interview with stakeholders, it became clear that there was frustration around the functions these forms service, and many of our departments expressed the need for more consistency and faster times to process their requests.
The Data Told Us
Although these forms were paper-based and there was very little data on how many forms were being processed and what the time to completion for the forms were. Although we did get our hands on a spreadsheet that was used for a year or so to track the location of these forms, the spreadsheet included data collected for the 20-21 fiscal year. The data set was roughly 40% incomplete, but we were able to pull some rough numbers.
Baseline data: We were able to discern that our Human Resources department was processing approximately 750 of our Personnel Requisition and Employee Update forms annually. Our Personnel Requisition forms were taking an average of 32 days to process while our Employee Update forms were taking an average of 12 days to process.
DocuSign data: After we implemented DocuSign and were able to successfully use the platform for several months we pulled reports that enabled us to measure our time to completion for these forms. Collecting and using data on these processes was a huge win for our Human Resources department, with their new ability to measure and monitor their performance. After crunching the numbers we found that 50% of these forms were being processed in an average of 7 days, reducing the time to completion for these forms by roughly 70%!
Tracking the forms: Another huge impact the implementation of DocuSign provided is the ability to track these forms. With DocuSign, we are able to see where in the process the form is, who is holding the form from continuing through the workflow, and how long the form sits with each person in the workflow. This insight as to where these forms were previously was non-existent and would often trigger the need for many emails and phone calls between departments to determine who had touched the form already and who was left to approve and why the forms were being held up. This lack of visibility often created an entire workstream for departments to just keep track of where their forms were.
Things we did well & Lessons Learned
During our review of this project, we identified some areas for improvement as well as some things we did really right.
Collaborative approach: The first was our collaborative approach to the work and really striving to break down barriers between departments. We used a macro perspective, focusing on the “big picture” by working across departments to identify and address interdependencies. The success here is highlighted in the quote below taken from one of our exit interviews we conducted with project team members.
“ These processes are very complicated and there was a real need to pull back and see the larger picture with a desire to refine the process”
Process documentation: Initially, there was a huge void in process documentation. As we began our work we realized the importance. It would become a critical tool to build communication and transfer knowledge among departments and staff. We provided our Human Resource department with 17 tools and knowledge transfer documents such as standard operating procedures, communication best practices, and recommendations for further process improvements. We also left our Human Resources department with a number of reference documents that included a point of contact sheet for each department, and a matrix that identifies signing groups within DocuSign. We also provided a number of training aides for DocuSign users and guides for our “user departments” with detailed information about what they need for each form.
Cultivate cross-departmental collaboration: There was a need to strengthen collaboration and communication between departments that facilitate these processes and reduce bottlenecks. We made progress in mitigating this challenge but we acknowledge that there is still work to be done and further efforts can be made to continue to build a positive and collaborative relationship between departments.
Ownership and accountability: We also learned that there remained a need to empower Personnel Specialists to uphold the process as was intended and to hold departments accountable for their actions or lack thereof.
Clearly defined scope and expectations: Lastly, we learned that its important to define a set scope, roles, and expectations for the project group, early on. Through our review work, we learned that expectations for the project were not clear to our project team members and that the initial scope of work was perhaps too broad to execute successfully. As we look back, we could have been more intentional in breaking down the scope, and confirming the expectations and responsibilities for our project team.