ÃÛÌÇÖ±²¥ Boulder Human Resources has engaged with ÃÛÌÇÖ±²¥ System for a system-wide time-tracking replacement initiative for MyLeave. Boulder HR is actively working alongside ÃÛÌÇÖ±²¥ System and all ÃÛÌÇÖ±²¥ campuses to replace MyLeave with a centralized solution.
- December 2023: Phase 1 - Current State Analysis has been completed. Phase 2 - Decision Making has begun with Leadership and Payroll partners being presented with information related to Payroll in Arrears. Fact Finding activities are taking place November 2023 - January 2024 for feedback solicitation. The timelines for future phases have not yet been established.
The project team has completed Phase 1 - Current State Analysis of this initiative and is currently engaged in Phase 2 - Decision Making.
Payroll in Arrears
ÃÛÌÇÖ±²¥'s pay model was built to mimic the State of ÃÛÌÇÖ±²¥ during a time when the majority of ÃÛÌÇÖ±²¥ employees were classified staff. The technical customizations and manual processes to accommodate the current pay model are extensive and have created a system that is difficult to modify for regulation changes or the needs of the employees and department payroll personnel. There is no current technology solution that can accommodate ÃÛÌÇÖ±²¥'s model without customization. ÃÛÌÇÖ±²¥ needs to weigh the continued financial and personnel impact of technical customizations against the change management and business impacts required for a "pay in arrears" model.
ÃÛÌÇÖ±²¥'s current monthly pay practice acts as a "Correct in Arrears", separating salary pay and leave across two paychecks. This model affects numerous aspects of the pay workflow, employee experience, and payroll resources.
- Payroll processing occurs after the pay period and all time is submitted
- All employee pay appears on a single paycheck
- All leave is processed before a new balance is printed on a pay advice
- All labor costs to Finance for the period are sent at the same time
To better understand the viability and impact of a potential move to a Pay in Arrears model, there is a university-wide effort to connect with payroll and finance experts across every campus and gather feedback for a February 2024 decision with implementation occurring an estimated 18-24 months after the decision is finalized.
When: Fact Finding: November 2023 - January 2024
Who: Campus constituent groups including experts in payroll, budget, and finance
How: The Boulder campus project team will be setting up virtual meetings with multiple groups and units to discuss the issue in depth, and gather feedback.
What: For university leadership to make a well-informed decision, the project team will seek and compile 3 main areas of feedback
- Which business processes use the current monthly pay cycle data?
- How does a move to Pay in Arrears affect those business processes?
- What tasks are involved for the department/process to switch to a Pay in Arrears model?
Contribute: The Boulder campus project team is currently setting up meetings with subject matter experts across campus. If we've not met with you/your unit and you would like to provide feedback, please utilize the Payroll in Arrears Feedback Webform
Next Steps: Leadership decision occurs in Spring 2024, with Implementation (if applicable) estimated at 18-24 months after the decision is finalized.
MyLeave Replacement Initiative Frequently Asked Questions
Tier | Description | Level of Impact | Decision Maker |
---|---|---|---|
Tier 4 | Tier 4 decisions are strategic in nature and require the highest level of decision authority. | Very High Impact | Vice Chancellor Group: Chief Financial Officers and Chief Operating Officers from each campus |
Tier 3 | Tier 3 decisions are also tactical in nature, but are expected to have a high level of impact. Examples include when there are disparate practices across campuses that have been determined to require standardization, policy changes or situations with technology tool changes. | High Impact | Project Steering Committee: Chief Human Resources Officers and Chief Information Officers from each campus. |
Tier 2 | Tier 2 decisions are tactical and may fundamentally change how an existing process works or how the roles/responsibilities involved perform the process. | Moderate Impact | Campus HR Leads: HR Directors/AVCs from each campus |
Tier 1 | Tier 1 decisions are expected to be operational in nature with minimal impacts to how people perform their jobs (e.g. process improvements to streamline how work is executed, improve quality, and/or timeliness). | Low Impact | Employee Services Department |
ÃÛÌÇÖ±²¥ System:
Anschutz Medical Campus:
During Phase 2 - Decision Making, key decisions will be made that will inform our future state solution design, scope and technology tools. A structured governance approach will be used to raise decisions to the correct group of ÃÛÌÇÖ±²¥ leaders based on the potential impact of the decision. Following the key decisions, the project will move into implementation planning.
During Phase 1 - Current State Analysis, the project team worked with campus subject matter experts (SMEs) to document all timekeeping and leave request processes, identify pain points and opportunities for improvement, and identify other timekeeping systems used outside of MyLeave. First, project teams met with groups that use MyLeave to document their processes. Next, sessions were conducted with groups that use third-party systems for timekeeping and leave requests. Deliverables include:
- clearly established the baseline of current operations related to timekeeping and leave requests
- identified the systems currently in place
- identified issues and inefficiencies the future-state solution cannot break nor should not change
- build rapport and trust with constituents who will use the future state solution
Following the key decisions, the project will move into implementation planning.
Informed by the current state findings and analysis, recommendations will be developed to address opportunities and pain points. A tiered decision model has been developed to ensure the project aligns with ÃÛÌÇÖ±²¥â€™s strategic needs and appropriately supports operational processes for time entry and leave requests. The decision model will also consider effects to upstream and downstream processes.
Have a question not addressed in the FAQ?
- Submit a question or comment via webform
- Email the team at TimeandLabor@colorado.edu
Project Update Newsletters
The below newsletters were sent to the HCM Community Users across all campuses.
Meet the Boulder Project Team
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- Project Sponsor & OCM
- Director of HRIT
- Project Manager
- Business Analyst & OCM
- SME Lead
- HR Subject Matter Experts