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Oracle Time and Labor

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AXIA Consulting Inc.
AXIA Consulting Inc.

An Oracle enterprise success with Oracle Time and Labor for an electric utility company serving 23 counties with over 1,500 employees.

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Proprietary and confidential. | 2016 AXIA Consulting™ | All rights reserved. Oracle Time and Labor An Enterprise Success Story
AXIA Consulting About AXIA Consulting At AXIA Consulting, we understand the importance of choosing a trustworthy partner who takes the time to understand your business and we have the proven ability to deliver meaningful results. With a team of industry experts who average 20 years of experience in the field, AXIA’s accessible business and technology leaders hardness their expertise to solve our clients’ most complex problems. Founded in 2005, AXIA is 100% employee-owned and employs approximately 100 Senior Consultants. We are a global company, delivering results for clients in more than 54 countries over six continents. www.axiaconsulting.net Committed To Excellence AXIA is driven by values and our commitment to excellence, resulting in trusted partnerships and lasting client relationships
Introduction • Electric utility operating in Miami Valley for 100 years (550,000 metered customers) • Serves 23 counties in west-central Ohio • Various facilities and types of work • ~1,500 employees (5 types) • 2 bi-weekly payrolls • Complex labor charging (project/tasks)
Legacy Processing – Time Recording • Paper and Excel timesheets used to record time • Union – handwritten • Management – Excel template/e-mail • Calculations and rule-logic performed manually • Time recorded before end of pay period (estimating) • Employees unable to look up entitlement balances • No validation of exception-codes and project/tasks
Legacy Processing – Approvals • Timesheet approvals done with minimal information (no start/stop times) • Management approvals done via e-mail or by handwritten signatures and fax • Accurate pay only if employees and supervisors understood and interpreted complex rules consistently • Accurate project-task allocation depended on employee/supervisor attention to detail
Legacy Processing – Processing • Data processors keyed handwritten/Excel timesheet information into application to send to payroll • Handling expense of faxing, sorting, and filing paper documents • Time information kept at summary level • Prior timekeeping application outdated, resulted in manual workarounds (i.e. entitlements, union incentives) • Payroll queried reports and distributed by email (two week lag). Supervisors had no visibility into real-time, labor information (especially for storms)
Enterprise Time and Attendance (ETA) Time Recording Benefits • Automate and standardize time reporting and calculations • Eliminate paper timesheets • Reduce time entry errors / templates simplify entry • No more forecasting; time entered after end of pay period • Improve control during approval process (workflow/hierarchy) • Direct supervisor approval / up-the-chain approval • Peer approvers • Alternate approvers • Vacation rules • Multiple approval options (i.e. Storm Workers) • Entitlement balances display on timecard
Enterprise Time and Attendance (ETA) Back-Office Benefits • Reduce manual labor in time-entry process • Time reporting done at the detail level with online visibility into labor details (supervisor to CEO) • Real-time, self-service reporting (i.e. storm cost predictions, entitlement balances, labor spend) • Access databases removed from payroll processing • Improve application support by onsite IT team • Eliminate storage requirements for paper documents
Processes Automated with ETA • Job upgrades • Shift differential pay • Timecard approval • Significant portion of timecards entered by employee; yet flexible for batch processing when needed • Access databases replaced with Oracle concurrent programs (union incentives & management auto pay timecards • Self-service reporting
Employee Types and Characteristics • Executives • Auto paid strictly from default – no timecards required • Some approve/others delegate authority to admin • Management • Exception reporting; otherwise auto paid • Charge multiple project-task combinations • Eligibility for storm pay (in excess of 40 hours/week) • Part-time/Intern/Co-op • Record hours worked
Employee Types and Characteristics • Union • Job schedules (~100 unique) • Shift differential • Job upgrades (~50 unique) • Meal tickets • Overtime and double-time • Charge multiple project-task combinations • Multiple tax allocations • Subset of employees do not use a computer • Multiple pay schedules: Sun-Sat and DuPont 12- Hour
Behind Scenes Setups • Management - Default Costing • Schedules, Rotation Plans, Shift Differential • Local Tax Jurisdiction Setup • Job Upgrade Setup • Approval Options • Alternate Approvers • Peer Approvers • Storm Worker Setup • Timecard Hours Types
Online Timecard Validation • Project-Task • Hours Type Entry (i.e. Mgmt cannot enter double time) • Entitlement balance validation • Job-upgrade (limited to eligible employees) • Proper start and stop times • Min-Max hours
ETA Project Schedule • Project took 11 months • Two (2) parallel payroll runs • 10 Week System Test • 6 weeks of hands-on training • Six Months of Post-Production support
ETA Lessons Learned • Significant business process design • It’s Payroll – no room for error • Involved all areas of the business, including the union • Requirements need to be nearly 100% agreed upon before moving to System Test • System Test – more time than planned • Significant detail involved in testing • Kiosk concept - change management under estimated; more time needed for users who are not computer literate • Two payroll parallel-test not as valuable as planned • Importance of having an OTL experienced resource in order to leverage more out-of-box functionality • Work effort to produce all needed reports greater than anticipated • Importance of identifying Real-time vs. Historical reporting during requirements gathering
Contacts For more information, visit http://www.axiaconsulting.net/ or give us a call at 866.937.5550 AXIA Consulting is a global provider of business and technology solutions focused on maximizing investments and delivering results. With experience across multiple industries and more than 54 countries, AXIA’s senior team helps organizations tackle tough challenges, from large-scale ERP implementations and post-merger integrations, to organizational change and more.

More Related Content

Oracle Time and Labor

  • 1. Proprietary and confidential. | 2016 AXIA Consulting™ | All rights reserved. Oracle Time and Labor An Enterprise Success Story
  • 2. AXIA Consulting About AXIA Consulting At AXIA Consulting, we understand the importance of choosing a trustworthy partner who takes the time to understand your business and we have the proven ability to deliver meaningful results. With a team of industry experts who average 20 years of experience in the field, AXIA’s accessible business and technology leaders hardness their expertise to solve our clients’ most complex problems. Founded in 2005, AXIA is 100% employee-owned and employs approximately 100 Senior Consultants. We are a global company, delivering results for clients in more than 54 countries over six continents. www.axiaconsulting.net Committed To Excellence AXIA is driven by values and our commitment to excellence, resulting in trusted partnerships and lasting client relationships
  • 3. Introduction • Electric utility operating in Miami Valley for 100 years (550,000 metered customers) • Serves 23 counties in west-central Ohio • Various facilities and types of work • ~1,500 employees (5 types) • 2 bi-weekly payrolls • Complex labor charging (project/tasks)
  • 4. Legacy Processing – Time Recording • Paper and Excel timesheets used to record time • Union – handwritten • Management – Excel template/e-mail • Calculations and rule-logic performed manually • Time recorded before end of pay period (estimating) • Employees unable to look up entitlement balances • No validation of exception-codes and project/tasks
  • 5. Legacy Processing – Approvals • Timesheet approvals done with minimal information (no start/stop times) • Management approvals done via e-mail or by handwritten signatures and fax • Accurate pay only if employees and supervisors understood and interpreted complex rules consistently • Accurate project-task allocation depended on employee/supervisor attention to detail
  • 6. Legacy Processing – Processing • Data processors keyed handwritten/Excel timesheet information into application to send to payroll • Handling expense of faxing, sorting, and filing paper documents • Time information kept at summary level • Prior timekeeping application outdated, resulted in manual workarounds (i.e. entitlements, union incentives) • Payroll queried reports and distributed by email (two week lag). Supervisors had no visibility into real-time, labor information (especially for storms)
  • 7. Enterprise Time and Attendance (ETA) Time Recording Benefits • Automate and standardize time reporting and calculations • Eliminate paper timesheets • Reduce time entry errors / templates simplify entry • No more forecasting; time entered after end of pay period • Improve control during approval process (workflow/hierarchy) • Direct supervisor approval / up-the-chain approval • Peer approvers • Alternate approvers • Vacation rules • Multiple approval options (i.e. Storm Workers) • Entitlement balances display on timecard
  • 8. Enterprise Time and Attendance (ETA) Back-Office Benefits • Reduce manual labor in time-entry process • Time reporting done at the detail level with online visibility into labor details (supervisor to CEO) • Real-time, self-service reporting (i.e. storm cost predictions, entitlement balances, labor spend) • Access databases removed from payroll processing • Improve application support by onsite IT team • Eliminate storage requirements for paper documents
  • 9. Processes Automated with ETA • Job upgrades • Shift differential pay • Timecard approval • Significant portion of timecards entered by employee; yet flexible for batch processing when needed • Access databases replaced with Oracle concurrent programs (union incentives & management auto pay timecards • Self-service reporting
  • 10. Employee Types and Characteristics • Executives • Auto paid strictly from default – no timecards required • Some approve/others delegate authority to admin • Management • Exception reporting; otherwise auto paid • Charge multiple project-task combinations • Eligibility for storm pay (in excess of 40 hours/week) • Part-time/Intern/Co-op • Record hours worked
  • 11. Employee Types and Characteristics • Union • Job schedules (~100 unique) • Shift differential • Job upgrades (~50 unique) • Meal tickets • Overtime and double-time • Charge multiple project-task combinations • Multiple tax allocations • Subset of employees do not use a computer • Multiple pay schedules: Sun-Sat and DuPont 12- Hour
  • 12. Behind Scenes Setups • Management - Default Costing • Schedules, Rotation Plans, Shift Differential • Local Tax Jurisdiction Setup • Job Upgrade Setup • Approval Options • Alternate Approvers • Peer Approvers • Storm Worker Setup • Timecard Hours Types
  • 13. Online Timecard Validation • Project-Task • Hours Type Entry (i.e. Mgmt cannot enter double time) • Entitlement balance validation • Job-upgrade (limited to eligible employees) • Proper start and stop times • Min-Max hours
  • 14. ETA Project Schedule • Project took 11 months • Two (2) parallel payroll runs • 10 Week System Test • 6 weeks of hands-on training • Six Months of Post-Production support
  • 15. ETA Lessons Learned • Significant business process design • It’s Payroll – no room for error • Involved all areas of the business, including the union • Requirements need to be nearly 100% agreed upon before moving to System Test • System Test – more time than planned • Significant detail involved in testing • Kiosk concept - change management under estimated; more time needed for users who are not computer literate • Two payroll parallel-test not as valuable as planned • Importance of having an OTL experienced resource in order to leverage more out-of-box functionality • Work effort to produce all needed reports greater than anticipated • Importance of identifying Real-time vs. Historical reporting during requirements gathering
  • 16. Contacts For more information, visit http://www.axiaconsulting.net/ or give us a call at 866.937.5550 AXIA Consulting is a global provider of business and technology solutions focused on maximizing investments and delivering results. With experience across multiple industries and more than 54 countries, AXIA’s senior team helps organizations tackle tough challenges, from large-scale ERP implementations and post-merger integrations, to organizational change and more.