University of Dayton Product Design Doc WFS v2.1

3 CORE BUSINESS PROCESS ANALYSIS 12 3.1 CURRENT SCHEDULING/STAFFING PROCESSES - MARYCREST 12 3.1.1 CURRENT SCHEDULING PROCESS – BARGAINING UNIT 123.1.2 CURRENT STAFFING PROCESS- BARGAINI

Product Design

Workforce Scheduler Version 6.2

University of Dayton

DOCUMENT CONTROL

Filename University of Dayton Product Design Doc WFS v2.0.doc

Original Author(s) Scott Zeller, Application Consultant IV, Remote Scheduling Team

Revision Author(s)

CHANGE RECORD

1.0 11/7/2011 Scott Zeller Initial draft

2.0 11/23/2011 Scott Zeller Second draft based upon needed changes discussed

during 11/22/2011 meeting 2.1 11/29/2011 Scott Zeller Minor change to Section 5.23.2 to note times when

full self service scheduling will be enabled.

APPROVALS DISTRIBUTION LIST

Copy

1 Margie Poeppelman Project Manager, Director Campus Card

Services

2 Mary Thompkins Scheduler, Catering

3 Mary Eilbeck Scheduler, Marycrest

Copyright, 2008 Kronos Incorporated.  All rights reserved.  Information within is subject to change without notice

University of Dayton Product Design Doc WFS Page 2 of 87

3 CORE BUSINESS PROCESS ANALYSIS 12

3.1 CURRENT SCHEDULING/STAFFING PROCESSES - MARYCREST 12

3.1.1 CURRENT SCHEDULING PROCESS – BARGAINING UNIT 123.1.2 CURRENT STAFFING PROCESS- BARGAINING UNIT 123.1.3 RECOMMENDED WFS FEATURES – BARGAINING UNIT 123.1.4 CURRENT SCHEDULING PROCESS – STUDENTS 13

3.2 CURRENT SCHEDULING/STAFFING PROCESSES - CATERING 14

3.3 RECOMMENDED SCHEDULING PROCESS WITH KRONOS 15

3.3.1 RECOMMENDED SCHEDULING PROCESS-MARYCREST 153.3.2 RECOMMENDED SCHEDULING PROCESS-CATERING 16

3.3.3 RECOMMENDED STAFFING PROCESS-MARYCREST 17

WORKFORCE SCHEDULER PROCESS OVERVIEW & FEATURE MAPPING

6.1 DISPLAY PROFILES 68

9 ACCEPTANCE – SIGN OFF 78

University of Dayton Product Design Doc WFS Page 6 of 87

1 INTRODUCTION

1.1 DOCUMENT PURPOSE

The Product Design Workshop was designed to enable Kronos to consult with yourorganization from the basis of your existing and desired business processes, referencing thekey Workforce product features and configurable elements, and leading to a design whichwill enable the optimization of your business in line with the project goals and successcriteria

This document is the output of this consultation, and draws together the businessrequirements for University of Dayton It will detail the information required to successfullyimplement Workforce Scheduler including all related business and product processes,stakeholders’ goals, key configuration components and data exchange requirements

The information contained in this document is based upon this Assessment which wascompleted on 11/1/2011 and all reviewed preparatory works (checklists and trainingoutcomes) provided by the University of Dayton project team

Any features or functionality not mentioned herein will not be included for WorkforceScheduler within the Kronos Solution Following the acceptance of the Kronos WFS ProductDesign, any requirements not detailed within this document will be subject to the projectstandard Change Control procedures

1.2 HOW TO REVIEW THIS DOCUMENT

As discussed above, this document allows Kronos to successfully implement WorkforceScheduler, based on your organizations goals and success criteria It allows Kronos totransition from the analysis of your organization’s existing and proposed automated oroptimized processes, to the configuration of the Product required to achieve these

In reviewing this document, you will note that for each process, attention is drawn to theapplicable product features, configuration elements and suggested optimizationopportunities It is recommended that the detail of these items be reviewed as you revieweach process, to ensure that:

 The impact of each feature and configuration “building block” on this process hasbeen sufficiently defined by Kronos,

 Kronos has accurately gathered information on your policies and procedures related

to this process, and

in order to develop testing and educational strategies and to measure projectsuccess at the end of the implementation.

 Foundational Elements of your organization, relating to Workforce Scheduler.

This section defines the key elements already existing within your organization’smakeup which form the basic foundation to which your organization’s policies andprocedures refer, and by which the Kronos Workforce solution will operate

 Current and future core business process analysis, including any opportunities for

further process optimization

You will note here that reference is made to the product features and theconfiguration building blocks which combine to deliver the solution to meet yourbusiness needs This enables you to review these components in conjunction with theprocess to ensure that Kronos has captured all the relevant information to finalize thesolution design

 Product design and configuration requirements based upon the mapping of

your organization’s policies and procedures to the Workforce product functionality.Each feature within the Workforce Scheduler system utilizes a combination ofconfiguration requirements which are determined through an analysis of yourorganization’s structure, policies, and procedures During the Product DesignWorkshop, your Kronos representative consulted with your Project Team and subjectmatter experts to determine the best practice approach to mapping yourrequirements to the Product functionality to achieve the optimized solution Theresults of this consultation are documented in this section, and are to be reviewed inconjunction with the processes documented above

 Requirements for Data Exchange within the Kronos Solution and between Kronos

and any third party systems

The automation and optimization solutions achieved by the Kronos Workforce suite ofproducts rely on the exchange of workforce data between key systems in yourorganization This data may be historical records existing prior to the WorkforceScheduler implementation, data exchanged with Kronos products, or data whichneeds to enter and leave Workforce Scheduler The key systems of record for thisdata, and the processes and responsibilities for the data exchange are detailed withinthis section of the Product Design Processes defined here should be referenced toyour organization’s core business processes to fully understand the lifecycle of datawithin your Kronos solution

University of Dayton Product Design Doc WFS Page 8

of 87

2 EXECUTIVE SUMMARY

2.1 PROJECT BACKGROUND

Kronos and University of Dayton have just begun the process of assessment for WorkforceScheduler Workforce Timekeeper v6.2 has been live since about mid-August 2011 and thecompany now has the desire to roll out Workforce Scheduler to further optimize itsscheduling of labor

Please refer to the Workforce Scheduler product documentation for further terminologydefinitions if necessary

2.2 PILOT UNITS

The following Pilot Units are the first units to setup their department, to be trained on WFS,and to test WFS by being the initial units going live with WFS The Schedulers and Managersfrom the following Pilot Units participated in the Core Business Process Analysis at theProduct Design Workshop:

Marycrest Mary Eilbeck, Scheduler

Sue Falter, Scheduler Mike Heath, Scheduler Ted Sotphin, Scheduler

Catering Mary Thompkins, Scheduler

2.3 CUSTOMER GOALS FOR WORKFORCE SCHEDULER

The following are the customer goals that were captured during the Plan and Assess stages

2.3.1 OVERALL GOALS

Employee Scheduling Self Service Currently, the ability for employees to take care

of their own schedule changes by trading or covering shifts is key to successful automation.

Employees month Also, overtime is to be offered by

seniority Workforce Scheduler/Timekeeper has tools to help with both instances.

Technical Item: To automatically return open

shifts to the original holder of the shift if they are

not filled 12 or fewer hours before start of shift.

This will require a Workforce Integration Manager link to do this, as it’s not a native function of Scheduler This is not technically in scope but will

be handled as a part of this roll out and documented via a Change Order.

Some reports may require customization such as

the Location Schedule Weekly. Will need to be discussed, either UD or Kronos cantake this on Further testing may reveal

additional needed reports This is not technically

in scope but will be handled as a part of this roll out and documented via a Change Order.

2.3.2 SUCCESS CRITERIA FOR WORKFORCE SCHEDULER

Below are the project’s success criteria as determined by the project team:

Employees must be able to utilize self-scheduling

to perform shift trades and shift swaps. This is done today, so it is key to maintain similar functionality through Workforce Scheduler Schedulers must be able to print the schedule at

least a week in advance and make it available to

employees.

This is easily done by running a report such as the

“Location Schedule Weekly” or “Location Schedule Monthly” for the appropriate timeframe The scheduling process needs to be kept as

simple and clear-cut as possible. The design of Workforce Scheduler should be such that the scheduling/staffing process is kept

as easy as possible within the WFS application.

2.3.3 GOALS OUTSIDE OF CURRENT PROJECT SCOPE

Below are the goals outside of the project scope:

Creation of Staffing Matrices and a Workload

Generator Import for Catering. As part of a second phase, UD would like to createstaffing matrices that dictate needed staffing

levels in Catering Likewise, they would like to import covers and breaks from EMS to drive the Workload Generator This can all be done, but is not in scope.

Import of availability from student class

schedules. UD will be taking this on, but if assistance from Kronos is required this is out of scope.

2.3.4 GOALS OUTSIDE OF CURRENT PROJECT SCOPE THAT

WOULD REQUIRE AN RFE

Below is an overview of the major goals discussed during the Design Workshop that arenot in the current project scope Unless noted otherwise, all goals listed below are not inupcoming functionality, thus, they will need to be submitted to Kronos as a request forenhancement:

University of Dayton Product Design Doc WFS Page

10 of 87

Goals Description

None identified at this time.

2.4 PROJECT CONSIDERATIONS

During the Product Design Workshop, issues were presented that should be considered early

in the project to ease the organizational rollout and clarify the direction of the project

Consideration

None identified at this time

3 CORE BUSINESS PROCESS ANALYSIS

The scheduling process is the process of creating the initial schedule for a Pilot Unit Thestaffing process is the process of making daily changes to a schedule The following are thecurrent Scheduling and Staffing process findings for each of the Pilot Units

3.1 CURRENT SCHEDULING/STAFFING PROCESSES -

MARYCREST

3.1.1 CURRENT SCHEDULING PROCESS – BARGAINING UNIT

When employees are hired into a certain position, this person accepts a set work schedulefor the year At the beginning of each year, the scheduler will also accept vacation time forholidays such as Thanksgiving or Christmas, but this would be all

1 The scheduler will input any approved requests for time off into the upcomingschedule

2 If employees need to perform a one-time switch on the upcoming schedule, they areasked to work this out among themselves Unless there would be a severe impact tothe operation, this is normally approved, even if coverage is a bit low because of this.Changes are made on the master schedule before being printed out

3 Every 4-6 weeks, the scheduler will print out the schedule and post this for theemployees to see, mostly to enable them to see the schedule with any other changeswhich might have occurred

3.1.2 CURRENT STAFFING PROCESS- BARGAINING UNIT

1 If an employee cannot report for his/her shift, a call is made to a dedicated numberand the employee either talks to a supervisor or leaves a message on voice mail

2 The scheduler checks coverage If coverage will be slightly low, it will not benecessary to call in a new employee and no schedule changes are made

3 If minimum coverage cannot be maintained, then scheduler calls qualified employees

to find a replacement, in the following order:

a First, the scheduler will focus on employees coming in for the next shift; if thevacancy is for a bargaining shift, this can be filled with bargaining or student;

if a student shift, this is filled with a student

b If a bargaining unit employee is selected, they must be chosen in in seniorityorder (most senior are offered the shift first)

4 The schedule is typically not reprinted after such a change

3.1.3 RECOMMENDED WFS FEATURES – BARGAINING UNIT

Based upon the current scheduling/staffing processes for the University of Dayton, thefollowing WFS features are recommended:

- Employee Self-Service: Provides the ability to sign up for open shifts, perform shift

swaps, cover other employees’ shifts, and request time off Employees can also viewthe “Location Schedule” that shows other employees in the department who are

University of Dayton Product Design Doc WFS Page

12 of 87

working jobs the employee is also trained to work Note: Approvals by the scheduler

will always be required when such requests are made

- Schedule Patterns: Bargaining unit employees are assigned the same shifts from

period to period Because of this, it’s recommended that patterns be employed sothat employees only have to make changes to their schedules vs signing up for allthe shifts they want to work

- Schedule Rule Sets: In order to help build the best schedule and avoid overtime,

schedule rules will be employed These will be used to help check for weekends offfor bargaining unit employees and to check total weekly hours

- Coverage Viewing: To evaluate coverage more quickly and easily, the daily

coverage graph will be used to ensure coverage is met The scheduler can decide ifcoverage is critically low and thus needs to call employees

- Generation of Open Shifts: The Schedule Generator will be used to create open

shifts when coverage is down and needs to be supplied

- Schedule Assistant/Call List: These are both tools to help the staffing coordinator

to find qualified employees to fill an open shift and can be used to find the qualified replacement

best Reporting: The Location Schedule Weekly and Monthly will most likely be prime

reports for the bargaining unit

3.1.4 CURRENT SCHEDULING PROCESS – STUDENTS

Students currently utilize an application called “WhenToWork” for their scheduling andstaffing needs Unlike the bargaining unit, student schedules will flex from semester to

semester, but will typically be fixed otherwise

1 The scheduler will review WhenToWork Monday/Tuesday the week before the nextMonday-Sunday scheduling week If any edits are necessary, these are made at thistime Student shifts typically range in length from 3-8 hours; best case is under sixhours

2 Schedule is printed mid-week for posting Employees will also get a notification whenthis occurs; they are able to look at this schedule if so desired

3.1.5 CURRENT STAFFING PROCESS — STUDENTS

1 If a student cannot cover for a shift, he/she is responsible for finding his/her ownreplacement through WhenToWork through shift swaps with other employees All ofthese changes require approval by the manager before they are committed to theschedule

3.1.6 RECOMMENDED WFS FEATURES – STUDENTS

Based upon the current scheduling/staffing processes for the University of Dayton, thefollowing WFS features are recommended:

- Employee Self-Service: Provides the ability to sign up for open shifts, perform shift

swaps, cover other employees’ shifts, and request time off Employees can also viewthe “Location Schedule” that shows other employees in the department who are

working jobs the employee is also trained to work Note: Approvals by the scheduler

will always be required when such requests are made

- Schedule Patterns: Bargaining unit employees are assigned the same shifts from

period to period Because of this, it’s recommended that patterns be employed sothat employees only have to make changes to their schedules vs signing up for allthe shifts they want to work Note that many of these will be end-dated for the end

of semester since patterns may change at that point

- Schedule Rule Sets: In order to help build the best schedule and avoid overtime,

schedule rules will be employed For students, these will be used to help check shiftssuch that they fall between the 3-8 hour length desired, and that the student is notscheduled more than twenty hours per week

- Coverage Viewing: To evaluate coverage more quickly and easily, the daily

coverage graph will be used to ensure coverage is met The scheduler can decide ifcoverage is critically low and thus needs to call employees

- Generation of Open Shifts: The Schedule Generator will be used to create open

shifts when coverage is down and needs to be supplied

- Messaging: The Kronos Inbox can be used to send a message to a group of

employees that will also send an e-mail Students may also respond back or justsend a self-service request for the shift(s) in question

- Schedule Assistant/Call List: These are both tools to help the staffing coordinator

to find qualified employees to fill an open shift and can be used to find the qualified replacement

best-3.2 CURRENT SCHEDULING/STAFFING PROCESSES -

CATERING

3.2.1 CURRENT SCHEDULING PROCESS

When employees are hired, they must provide availability, but unlike Marycrest, theschedule for the year is NOT a set schedule Due the variability of events, schedules arecompleted for a week at a time Following is the process used to create the weeklyschedule:

1 The Wednesday before a new schedule begins, the scheduler looks at events forthe upcoming week For each event, she determines how many and what type ofemployee are needed for each event for adequate coverage She will also inputany vacations or changes to availability to block out days/times that an employeewould normally work

University of Dayton Product Design Doc WFS Page

14 of 87

2 The scheduler then compares this to the availability for each employee Basedupon this, the schedule is created to match needed headcount and employeeavailability.

3 Finally, the scheduler prints out the schedule and places it in the employees’ workarea

3.2.2 CURRENT STAFFING PROCESS

5 If an employee cannot report for his/her shift, part-time employees will contact thesupervisor to make them aware of the issue

6 If coverage for the event would not be adequate, the supervisor must then contactother available employees and find a replacement

7 Student employees use WhenToWork to request a replacement If a replacementcan’t be found, the employee contacts the supervisor who then follows the sameprocess as with part-time employees

8 Note: When call-off’s occur, note that the schedule is not updated

9 When new events occur during the schedule period, the scheduler still looks at theevent to determine staffing levels, compares this to employee availability, then editsthe schedule for this event In this case, emails are sent out to notify employees that

an updated schedule is available

3.2.3 RECOMMENDED WFS FEATURES

Based upon the current scheduling/staffing processes for the University of Dayton, thefollowing WFS features are recommended:

- Employee Self-Service: Provides the ability to sign up for open shifts, perform shift

swaps, cover other employees’ shifts, and request time off Employees can also viewthe “Location Schedule” that shows other employees in the department who are

working jobs the employee is also trained to work Note: Approvals by the scheduler

will always be required when such requests are made

- Schedule Patterns: Bargaining unit employees are assigned the same shifts from

period to period Because of this, it’s recommended that patterns be employed sothat employees only have to make changes to their schedules vs signing up for allthe shifts they want to work

- Schedule Rule Sets: In order to help build the best schedule and avoid overtime,

schedule rules will be employed These will be used to help check for weekends offfor bargaining unit employees and to check total weekly hours

- Coverage Viewing: To evaluate coverage more quickly and easily, the daily

3.3 RECOMMENDED SCHEDULING PROCESS WITH KRONOS

The following are the scheduling process recommendations for each of the Pilot Units TheSolution Mapping and Foundational Element configuration recommendations are going to bebased on the Recommended Scheduling Processes in this section It is University of Dayton’sresponsibility to ensure that these processes are in place when Workforce Scheduler goeslive.  We are providing a recommended process to optimize the use of WFS, however, aswith any new process, it is expected that there will be a learning curve.  Our recommendedprocess is designed to increase efficiency; however, realizing these efficiencies may taketime

3.3.1 RECOMMENDED SCHEDULING PROCESS-MARYCREST

Yearly Process

1 At the beginning of each year, the scheduler will review schedule patterns for time and part-time regular employees If the pattern changes, a new pattern can beassigned to the employee for the year If availability on off days changes, theavailability pattern can be changed as well Finally, if a long-term request forvacation is made it may be entered into Scheduler

full-2 At the start of each semester, patterns for students can be changed due to changingclass schedules Likewise, availability for non-scheduled days can also be updatedand a new pattern assigned if necessary

3 Note: when new hires come in during any point in the process, a pattern will beassigned when they are hired Availability on off days can also be input into thesystem

Process Each Schedule Period

1 Employees will submit time off requests The schedulers will receive these requestsand when approved, they are automatically written out to the schedule

2 Employees may also change their availability If this is done, it can still be sent as ane-mail or verbal request to the schedulers to make a change

3 When time off is approved, it will automatically create open shifts in the schedule.The staffing coordinator can then use the Schedule Assistant and Call List to findqualified employees and assign them to these shifts if they are available to work

4 If any shifts are still remaining, the staffing coordinator can make these visible toemployees via self-service He/she would first post the schedule, and thenemployees could then request these shifts and such requests would be approved bythe staffing coordinator Once approved, the request is written to the schedule

5 The final schedule is now ready and will be printed for a 4-week period and posted foremployees

3.3.2 RECOMMENDED SCHEDULING PROCESS-CATERING

Process Each Schedule Period

1 New hires: The scheduler would set up the availability for employees during theweek This would be added as a pattern that will remain the same until changed

University of Dayton Product Design Doc WFS Page

16 of 87

2 The scheduler would approve any requests for vacation for full-time or part-timeregular employees (if applicable) These are written into the schedule and makethe employee unavailable for the day in question.

3 Employee requests for availability changes (via e-mail or verbal) would requirechanges to the employee’s availability for the next week if approved Thesechanges will be entered into Scheduler

4 Based upon upcoming events, the scheduler will use Workload Planner to enter inthe total need for employees in each location by day and by the half-hour Forexample, if there are three events occurring at Kennedy Union Hall during aparticular day, two occurring from 8a-11a and another two occurring from 2p-4p,the scheduler would look at the staffing needs for each event and enter the totalnumber for both events into that time period Staffing needs are entered bytimeslot and job

5 The scheduler would then run the Scheduler Generator to create the open shiftsneeded for all the events the next week

6 The scheduler would then use tools such as Schedule Assistant, Call List, and/orthe “Assign” button on the toolbar to assign shifts As shifts are assigned, thescheduler must change the shift label to show start/end time and notes for theevent

7 If any open shifts remain which don’t need to be filled, the scheduler can deletethese If these are critical shortfalls, they can be filled through self service Ineither event, the scheduler posts the schedule

8 Employees can then pick up shifts that are open to firm up the schedule

9 The schedule is printed and posted in the work areas Employees may also view

it online as well

RECOMMENDED STAFFING PROCESS WITH KRONOS

The following are the staffing process recommendations for both of the Pilot Units, as theprocess is fundamentally the same The Solution Mapping and Foundational Elementconfiguration recommendations are going to be based on the Recommended StaffingProcesses in this section It is the responsibility of University of Dayton to ensure that theseprocesses are in place when Workforce Scheduler goes live

3.3.3 RECOMMENDED STAFFING PROCESS-MARYCREST

1 On a daily basis, employees are responsible for submitting self-service requests forthe following items:

2 These requests will be modified to require approval, even ifthere are no warnings generated by the request.

b Submit a Request for Time Off to request time off When approved, this

both opens up the employee’s shift as a vacancy that can be filled and marksthis event for attendance reasons

shifts for this event, then employees can perform the Request Open Shifts function

to sign up for any vacancies that are created during the period

3 When employee’s call off, they will contact the scheduling manager as normal (atleast until employees get used to using the system.) The scheduling manager canthen perform a pay code edit to document the lost time, creating an open shift in theprocess The shift supervisor would then use the coverage graph of the SchedulePlanner to determine if minimum coverage is not met If not, one of the followingtools can be used when a vacancy needs to be filled:

a The Schedule Assistant

b The Call List

4 If enough changes have occurred, the scheduling manager can re-print and repostthe schedule

WORKFORCE SCHEDULER PROCESS OVERVIEW & FEATURE MAPPING

The following flow chart provides an overview of a sample scheduling process and maps thefeatures of WFS to each scheduling stage The Solution Mapping section of this ProductDesign document will describe when and how each of the Processes is used in thisscheduling process

University of Dayton Product Design Doc WFS Page

18 of 87

4 FOUNDATIONAL ELEMENTS

4.1 FOUNDATIONAL ELEMENTS

The Foundational Elements for Workforce Schedule are:

 Organizational Structure: The organizational structure is represented in Workforce

Scheduler by the Organizational Map and its relationship with WorkforceTimekeeper’s Labor Levels For the recommended setup of Organizational Maps,please refer to the Organizational Map section of this document

 Policy and Procedures: Scheduling Policies and Procedures are the rules in which

schedules are completed and to which each schedule is trying to abide to Theconfiguration of Workforce Scheduler should be setup using key policy andprocedures and should allow users to see when schedules violate any policy orprocedure

 Scheduling and Staffing Process: The manner in which a schedule is created and

maintained is important to the configuration of Workforce Scheduler Please refer tosection 3 of this document for each Pilot Unit’s current and recommended schedulingand staffing processes,

 Schedules: The manner in which a schedule is displayed to a user is just as

important as the scheduling process and the shifts being assigned to an employee If

a user cannot display a schedule in the manner they require then the schedulingprocess becomes increasingly more difficult

 Pay Codes: Pay codes are assigned to employees through the scheduling and

timecard process When and the manner in which these Pay Codes are assigned toemployees is a key piece in the scheduling process and Workforce Scheduler SolutionMapping

 Shift: Shifts are assigned to employees through the scheduling and staffing process.

When and the manner in which shifts are assigned to employees is a key piece in thescheduling process and Workforce Scheduler Mapping

 Naming Conventions: It is important to detail the naming conventions that will be

used for building blocks, schedule groups, and organization map Namingconventions are important because an organization may have some rules that will bedistinctively different from site to site It is important for each site to use the rulesthat have been configured for its use To easily distinguish one site’s rules andbuilding blocks from another, it is advisable to adopt a naming strategy

University of Dayton Product Design Doc WFS Page

20 of 87

5 SOLUTION MAPPING

5.1 WORKFORCE SCHEDULER BUILDING BLOCKS

The following are the Workforce Scheduler building blocks that will be discussed in the nexttwo sections These building blocks are in the order in which they will be built and are goingfrom left to right and top to bottom

Mapped Labor Level Name Exampl e

Entries

Example Descriptions

Attendant

During assessment, there was a discussed need to grant access separately to bargainingunit and student employees We’ll handle this at the job level; this will mean effectively thatwe’ll have three jobs for each position:

- A bargaining unit version of the job

- A student version of the job

- A generic version of the job that we’ll schedule to

This will be noted in the jobs table listing in Section 5.2.3.1

University of Dayton Product Design Doc WFS Page

22 of 87

5.2.2 ORGANIZATIONAL MAPPING TREE FOR PILOT UNITS

The following is the top-level organizational mapping tree for the Pilot Units

Below is the detail org map for Marycrest:

Note: the “Student” position will be assigned as a generic job via the person import;

employees will not be scheduled to this job

University of Dayton Product Design Doc WFS Page

24 of 87

Below is a part of the detail org map for Catering Shown is one location and jobs under that location Note that every location willhave the same jobs created under it.

 Reports to Manager (Workflow Manager)

 Standard Weekly and Pay Period Hours

 Worker Type

 Schedule Rule Sets

 Seniority Date

 Schedule Group is optional

5.2.3.1 Recommended Jobs for Pilot Units

Below are the recommended Jobs for the pilot units The jobs will be used in conjunction withthe skill requirements in each department The jobs listed below are needed for each of thepilot units based on information received during the Design Workshop

In order to establish the proper level of access, we will have three jobs for each position asmentioned at the beginning of the Organization Maps section Bargaining Unit employeejobs will be prefixed with “BU”, and Students with “ST” We will use the job without anyprefix for day-to-day scheduling, coverage evaluation, etc

*** This means that schedulers will NEED to perform transfers when scheduling these employees This is critical, as keeping someone in their home job will mean that the employee doesn’t count in coverage.

Marycrest Jobs

Job Name Description Display Name (up

to 5 char)

Sort Order

% Direc t

% Indirec t

Mapped Labor Level

Catering Jobs

Job Name Description Display Name (up

to 5 char)

Sort Order

% Direc t

% Indirec t

Mapped Labor Level

River Café Attendant River Café Attendant

Time Warner Bartender Time Warner Bartender

Time Warner server Time Warner server

University of Dayton Product Design Doc WFS Page

28 of 87

5.2.3.2 Recommended Job Groups for Organization

Job groups organize the jobs that require staffing into a limited number of categories, such

as managers and RNs This allows one to quickly locate and address variances in planned

versus scheduled staffing for each type of work Job groups are used in the All Zone

Report, Single Zone Report, and Metrics Tab.

Up to five job groups can be created Because the groups apply to the entire organization, it

is recommended that labels created and jobs selected are meaningful to the entireorganization Alternatively, the groups can be edited for different locations each time thereport is run

For accurate report results, include all jobs that contain data in the Workload Planner intojob groups If a job is not included in a job group, the planned totals that are displayed inthe reports will not include that job To avoid double counting, do not include a job in morethan one group

The Kronos recommendation is that the end users update the job groups before running needed reports There are a large number of jobs that are very different

in nature, so creating permanent job groups is not going to be possible.

Order Job Group (Max

5.2.4 MANAGER ACCESS SETUP

A Manager can be assigned to an organizational group on the Organizational Map, a LaborLevel setup, or have both the Labor Level setup and the Organizational Map setup

The Kronos team recommends the security for viewing employees be based upon the

Organizational Map’s Location The supervisors in Marycrest will have access to all employees assigned to jobs under the UD/FinAffairs/DineServ/Marycrest location on the

organizational map

5.2.4.1 Manager Setup

For Department Managers and Schedulers the following requirements should be setup:

 Transferred in Employees Checkbox should be checked in order for Managers to seeemployees floated into their departments

 Functional access should be given to both WFS and timecards of the employees in theirdepartments

 The Organizational Group should be set to the “Location” level of the department towhich the manager is assigned

o Note: Each combination will require its own Organizational Group.

o Some managers may further need to have access limited to BargainingUnit or Student jobs

 The Job Transfer Set should also be set to the Department to which the manager belongs Note: We are assuming that managers do not transfer employees

outside of the Department level to which they have access If this is not true, the transfer set will have to be edited to accommodate.

5.3 PAY CODES

5.3.1 CONCEPT DEFINITION

Pay codes contain the time and money that employees earn when their punches arecollected When using Workforce Scheduler, the Scheduled Hours Type determines how paycodes are treated relative to scheduled hours Pay codes can be tracked as productive time

or non-productive time Non-productive time does not appear as totaled hours in theSchedule Planner Productive time, however, can be included or not included in the totalscheduled hours, depending on the configuration of the Scheduled Hours Type

The hours included in the daily column totals of the Schedule Planner and Hours per Volumetab are those that have their Scheduled Hours Type configured to be included in Sum ofDaily Scheduled Hours

 Productive  Yes

 Non-Productive  No

 The table below lists all “Productive” and “Non-Productive” codes

University of Dayton Product Design Doc WFS Page

30 of 87

Pay Code Name Short Name Productive or non Productive

Affects Availabili

ty to be Schedule d

Vacation in Lieu Suspension VCL Non-Productive Yes

5.3.3 PROCESS MAPPING

Pay codes are used throughout the Scheduling and Staffing process However, most

employees’ pay code requests, such as vacation or sick time, are input onto a schedule during the following activities:

 Estimate & Draft Schedule

Week

s or Days

Location Description

Recommendatio

n is a change from current schedule period?

4-Week 10/10/2011 4 Marycrest 4-week scheduleperiod No

1-Week 10/10/2011 1 Catering 1-week scheduleperiod No

5.4.3 PROCESS MAPPING

Having the correct schedule period length is most important during the following portions ofthe scheduling process

 Estimate & Draft Schedule

 Modify & Update Schedule

University of Dayton Product Design Doc WFS Page

32 of 87

5.5 SHIFT TEMPLATES

5.5.1 CONCEPT DEFINITION

Shift Templates are the standard shifts used by each department that have a specific startand end time Each shift template contains all shift attributes except start date, end date,employee name, and description

5.5.2 CONFIGURATION DESIGN

The following is the list of Workforce Scheduler shifts by each Pilot Unit or Display

Note that the location is included at the end of the shift template name to insure noduplication at other sites

Shift Name Type Da y Start Time Da y End Time Description

S6a-230p Transfer 1 6:00 AM 1 2:30 PM Student 6a-230p Shift

S6a-130p Transfer 1 6:00 AM 1 1:30 PM Student 6a-130p Shift

S630a-3p Transfer 1 6:30 AM 1 3:00 PM Student 630a-3p Shift

S7a-330p Transfer 1 7:00 AM 1 3:30 PM Student 7a-330p Shift

S8a-430p Transfer 1 8:00 AM 1 4:30 PM Student 8a-430p Shift

S9a-530p Transfer 1 9:00 AM 1 5:30 PM Student 9a-530p Shift

S930a-5p Transfer 1 9:30 AM 1 5:00 PM Student 930a-5p Shift

S1030a-7p Transfer 1 10:30 AM 1 7:00 PM Student 1030a-7p Shift

S1030a-6p Transfer 1 10:30 AM 1 6:00 PM Student 1030a-6p Shift

B9a-530p Transfer 1 9:00 AM 1 5:30 PM Bargaining 9a-530p Shift

B930a-5p Transfer 1 9:30 AM 1 5:00 PM Bargaining 930a-5p Shift

B1030a-7p Transfer 1 10:30 AM 1 7:00 PM Bargaining 1030a-7p Shift B1030a-6p Transfer 1 10:30 AM 1 6:00 PM Bargaining 1030a-6p Shift

AM Bargaining 430p-12a Shift

Notes for Catering

- Shift templates will not be created for Catering due to the variability of their shifts

- When schedules are entered in for Catering, it will be important to use the “ShiftLabel” field in the application to show the room and role to which an employee isassigned The following screenshot shows data entry for this field for a single shift:

University of Dayton Product Design Doc WFS Page

34 of 87

Shift labels can be up to 30 characters in length To display these, the user must either set

his/her view to shift label view, or the default must be set to this When labels are keyed

in make certain to include the start/end time of the shift so that this can be seen without having to switch views.

Below is how this looks in Schedule Planner with Shift Labels turned on:

Below is how this looks in the Location Schedule under self service:

5.5.3 PROCESS MAPPING

Shifts are assigned to employees throughout the Scheduling and Staffing process

Employees will sometimes request to work certain shifts or to have vacation days when assigned to other shifts In some instances the shift templates can also indicate a specific shift assignment and not just a shift start and end time

However, the schedulers can still create patterns and assign these to employees

as needed.

5.6.3 PROCESS MAPPING

Patterns Templates are primarily used in the following portion of the Scheduling Process:

 Estimate & Draft Schedule

5.7 SCHEDULE TEMPLATES

5.7.1 CONCEPT DEFINITION

An alternative method for creating schedules using patterns is to use schedule templates Aschedule template is a reusable schedule that a scheduler can roll out into the SchedulePlanner every schedule period to satisfy the unit’s budget and coverage requirements TheScheduler can assign shifts to employees and jobs in the schedule template then roll thetemplate out to the Schedule Planner to create the schedule The rollout schedules theemployees to their regular pattern of shifts and opens shifts for jobs where coverage isneeded

It is the responsibility of each Pilot Unit to setup Schedule templates for employees in theirunit

 Estimate & Draft Schedule

 Evaluate & Post Schedule

 Modify & Update Schedule

University of Dayton Product Design Doc WFS Page

36 of 87

5.8 AVAILABILITY

5.8.1 CONCEPT DEFINITION

An availability template is a series of availability settings for a recurring time period Availability templates can be associated withlocations in the organization and directly with employees If a location has an associated availability template, all employees whoseprimary job is in the location will have that availability Employees may also have their own availabilities, which override the location.Availability templates are required for location availability Templates are optional for employee availability

5.8.2 CONFIGURATION DESIGN

During the Product Design Workshop, it was

The following are the recommended system settings for Availability:

Availability can be used throughout the scheduling and staffing process to determine if an employee is available to work a certain day

or shift Availability Templates are most often used during the following portions of the scheduling and staffing process:

5.9 SKILLS & CERTIFICATIONS

(up to 5 char)

Currently Tracking in

HR or other system?

(Yes – List System /No)

(up to 5 char)

Currently Tracking in

HR or other system?

(Yes – List System /No)

5.9.3 PROCESS MAPPING

Skills and Certifications are used in the Rule Sets to ensure a schedule has the employeeswith necessary skills or certifications scheduled for a day These rule sets are primarily usedduring the following portions of the scheduling process:

 Evaluate & Post Schedule

 Changes to a Posted Schedule

 Staffing Changes

University of Dayton Product Design Doc WFS Page

38 of 87

Skills and Certifications can also be used in Genies for determining which employees have acertain skill or certification or if a person’s certification is going to expire soon For moreinformation on Genies, go to the Genie section of this document.

5.10 WORKLOAD SETUP

The Workload Planner lets the user track and edit the staffing plans in Workforce Scheduler.For each location to which the user has access, it displays the number of workers that arerequired for each job, as well as for each shift or schedule zone The Workload Plannerdisplays the headcount requirement by Workload shift set or by Schedule zone set for jobs in

a location

For both locations, workload will be measured by zone set and not shift set, as this provides

a more accurate measure of coverage and better represents the way coverage is handled atboth locations

The following are recommended zones for the pilot units

Pilot Unit Marycrest     Exceptions (if not using Coverage Counting)

Name Descripti on Start Time End Time   Start Time End Time

6a-10a 6a-10a 6:00a 10:00a   All shifts*  

10a-2p 10a-2p 10:00a 2:00p      

2p-6p 2p-6p 2:00p 6:00p      

6p-10p 6p-10p 6:00p 10:00p      

10p-12a 10p-12a 10:00p 12:00a      

 Note on Exceptions: since all shifts will cross over the zones above, they’ll be set up

as exceptions for purpose of coverage counting