PostalReporter.com

Home| Postal News | Your Rights | PostalMall | Commentary |  Resources |  Links |  About  |  What's New |  Q & A Forum | Calendar |  Sitemap | Search| Letters to Editor

Related links: Postal Service plans on reengineering and automating processes within HR-8/8/03 PostalNews.com

USPS AUTOMATION/ TECHNOLOGY

Postal Automation Discussion

USPS Introduces New Human Resources Initiative "PostalPEOPLE" PostalPEOPLE, which will allow employees to perform routine HR transactions 24-7 in a self-service environment by giving them access to their personnel files and other HR-related information. An HR Shared Services Center will provide employees with individual attention using interactive voice response, an HR knowledge base and agent assistance. According to PR Reader: "PostalPEOPLE will be launched beginning in January 2006, and continuing through early 2007." (5/24/04)

 
NAPS member via PostalNews.com 11/22/03
Here's the article:

USPS plans to shut district Personnel Services offices

NAPS recently received an update on the Postal Service’s plans regarding Human Resources Shared Services and the Human Capital Enterprise Initiative. The latter was designed to develop and deploy an enterprise system as a replacement for the outdated systems that currently support Human Resources processes, the agency noted. “The backbone of this project is the implementation of a commercial, off-the-shelf HR/Payroll package that will incorporate HR functionality for all postal employees into a single integrated system,” according to a spokesperson for Labor Relations.

The system supports the implementation of shared services by providing the technology to automate, re-engineer and streamline processes in order to shift routine and repetitive HR transactions to self-service and a centralized shared services center. Approximately 75 systems and subsystems will be greatly modified or eliminated as a result of this initiative. “All district Personnel Services offices will be closed as a result of the Human Resources Shared Services and the Human Capital Enterprise initiatives,” the Postal Service said. “There currently are approximately 1,340 jobs in Personnel Services offices that will be eliminated. About 90 of these assignments are bargaining unit and 1,250 are nonbargaining unit. “Additionally, there are a number of limited-duty employees working in these offices who also will be impacted.

Excessing of bargaining-unit employees will be conducted in accordance with the appropriate provisions of the National Agreement( s). “Employees still will be provided access to activities provided through Personnel Services offices, but in a different and more efficient manner than today.” The current general timeframe and major milestones, which are tentative and subject to change, for this initiative are:


• May 2004—Alpha site implementation begins, with a phase-in of various processes.
• January 2005—Changeover to new system and replacement of Complement Management System at alpha sites.
• The process of closing Personnel Services offices at alpha sites will begin sometime after January 2005.
• April 2005—Begin rollout by performance cluster.
• October 2005—Begin closing remaining Personnel Services offices.
• May 2006—Rollout complete. 

United States Postal Service HUMAN CAPITAL ENTERPRISE

HR TRANSITIONS SEPTEMBER 2002

PowerPoint file converted to web format by Postal Reporter

8/8/03
USPS  Human Capital Enterprise Agenda

US Postal Service Background

Current Payroll

Efforts to Date

Structure

Next Steps

Conclusion

click picture for larger view

USPS Background

Evolving to a Corporate ERP

--Selection Process

--Best Value

--Large Category of Business

--Data Warehousing

--Financials

--Accounting

--HR/Payroll

 

USPS Current HR/Payroll

--70 Separate Applications

--20+ Processes in HR & Payroll

--Legacy Systems Limit Flexibility

--Systems Do Not Support Effective Decision Support

--Many of the Systems Are At the End of Their Useful Life

Efforts Underway to Address Issues

--Shared Services

--Implementation of Enterprise Resource Planning System For HR/Payroll

--A Number of Individual Projects

Opportunities for Integration

 

 

Efforts to Date

Organizational Structure Staffing and Management System (OSSM)

Lessons Learned

--DAR (Decision Analysis Report) to Replace OMMS

--Process Changes not Addressed

--Customizing Built to Solution

--Impacts on Functional Performance

Governance Process

Lack of Blueprint

--Multiples Studies

--Multiple Suppliers

Subject Matter Experts (SMEs) Availability

Structure: Guiding Principles

One View of the Employee

Eliminate Manual Processes

Keep SAP COTS (Commercial-Off-The-Shelf)

Leverage Technology Across USPS

Eliminate Shadow Systems

HCE is about Business Transformation

Next Steps

Blueprint

Funding

Benchmark

Stakes in the Ground

 

Conclusions

"IT IS BIG, MESSY & COMPLEX

Fundamentally Change How We Do Business

--Simplify & Standardize Processes

Create One View of the Employee