Barry University Adopts the Cloud and Simplifies Adjunct Hiring
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Barry University Adopts the Cloud and Simplifies Adjunct Hiring



Colleges and universities are facing unprecedented pressures—declining budgets, plummeting student numbers, and the ballooning use of adjunct faculty. Savvy institutions are rethinking their ...

Colleges and universities are facing unprecedented pressures—declining budgets, plummeting student numbers, and the ballooning use of adjunct faculty. Savvy institutions are rethinking their antiquated systems in order to face these pressures head on. Institutions like Barry University are looking for applications that streamline processes, are mobile at the core, improve accountability, and put reporting in the hands of their user communities.

Join The Chronicle of Higher Education and Workday for a discussion on Barry’s quest for a new solution and the untenable situation in which they found themselves with their adjunct population. Key discussion areas include:

- Researching alternatives to their existing 30-year-old ERP solution
- Involvement in Workday’s Design Partner program
- Total cost of ownership analysis
- How to reduce internal handoffs in their adjunct hiring process
- Up-to the-minute research on the adjunct faculty issue that plagues higher education



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  • Barry University is a private, Catholic institution with a history of academic excellence in the Dominican tradition. Founded in 1940 in Miami, Florida, the University enrolls 2,747 full-time undergraduate students and 3,748 graduate students.Founded in 1940 by the Adrian Dominican Sisters, Barry University's growth throughout the years has been shaped by their core values. Originally founded as Barry College for Women, Barry has grown into a coeducational university that is one of the leading centers for education in South Florida.
  • Current ERP not supportive of Barry's Strategic Agenda30 yr+ system - purchased '81 and went live in '83 - personnel only (positions and benefits handling were never quite right)Expensive bolt-ons are required to provide self-service, workflow and mobile solutions.Current system is "optimized" for storage and processing of large scale data transactions requiring expensive reporting solutions to pull data out and clunky document management systems to hold related documentation.3rd party vendor partnerships left us stuck using (or trying to implement) unsupported partner tools that were dropped as mainstream solutions.System required many complex customizations to supplement missing functionality.  These customizations complicate upgrades because of the regression testing required.“Native” system modules acting more like distant relatives – they are related but not integrated.Faced with costly hardware acquisitions for next major upgrade of the system
  • Focus Group Results from two key initiatives called for change…Re-Branding InitiativeStrategic Pricing and Positioning Study
  • HR forced to use manual processes, excel spreadsheets and multiple reports to keep up with new compliance and regulatory requirements.
  • Specific Pain PointsApplications are paper basedResumes and letters are delivered to email boxes where employment specialists have to review them manually to determine the position applied for and whether or not the qualifications meet the requirements.Onboarding of new hires is completely paper based.  Documents and forms are often hand delivered or mailed through the postal service and are then reviewed, converted to electronic format and application data is entered into the ERP system.No easy way for HR to be alerted about classes not meeting enrollment targets, etc.Contracting process in academic units is tedious, error prone and slow and not the best use of staff time.Contracts are issued and mailed with return envelopes for signatures.  Signed contracts are returned to the departments and then walked over to the provost’s office with another return envelope so that the provost's office can return a fully executed contract to the adjunct.Fully executed contracts are often delayed before they are delivered to HR for final processing and payroll.Lack of internal controls or the ability to highlight outliers.Poor experience for the applicant does not give a good first impression of the institution's ability to run strategic operations.Payroll team often under attack because of mistakes with pay. Concerns about a dated security model that does not provide for any granularity in how permissions are granted to roles.
  • Approx 300-400 hired annually to cover program needs.Adjunct Processing TodayApprox 300-400 adjuncts are hired yearly.Improvement: HR successfully centralized most of the major components in the hiring process that requires current knowledge of labor laws and regulatory requirements.Improvement: Some academic units work with an "offer letter" system that cuts back on the paperwork needed before a contract is fully executed.  In those areas they rely on standard rates by course.  The provost is involved with any review of exceptions to the rule.Frustrations: Most of the processes are paper based, fraught with delays and are error prone.Frustrations: Employment gaps of 60-90 days require paperwork for updated background checks and other regulatory needs. Opportunities for Change…Delays in hiring limit the adjunct's ability to prepare in advance for class and communicate with students.Hiring process is reliant on sneaker-net handoffs for delivery of documents to academic departments, Provost's office and/or HRLast Minute Hires difficult No easy way to provide birds eye view of adjunct files and insight into overall adjunct performanceSystems and Processes don't allow for proper forecasting of demands/needsNo central pool of qualified adjunct applicants
  • The Workday Decision for Barry University…Gartner Research and analyst calls prompted on-site demos and deep dive sessionsThe promise of a truly unified and integrated system with intelligent reporting capabilitiesStakeholder desire to work strategically instead of pushing paperLess "administrivia" and more time to focus on student successFlexible reporting capabilities in the hands of end users for strategic decision makingIntuitive design with mobile ready self-service capabilitiesInnovation and responsiveness to user base for new featuresEfficiency improvements in many paper driven and manual processesFinancial Reporting flexibility - deep analysis at the finger tips.  Improved security, scalability, reliability with zero to no footprint on premise.
  • Less PaperShift efforts away from transaction processing to strategic decision makingStreamlined Processes with better controls and intelligent workflowIn a perfect world...Strategic Talent ManagementPerformance ManagementFoster Stronger Worker EngagementIncrease accountability through transparency of goals and outcomesAssessment of goal completion and performance for holistic employee reviewsApplicant Tracking.   No need to retype data.  Applicant supplied details will be used to create the employment record.Position BudgetingFlexibility to implement new requirements in a timely manner (eg. healthcare reform mandates that require us to track credit hours for benefit purposes)No contracts.  Provisional hires would be asked to complete their application online.  Maintenance of a qualified applicant pool to easily identify candidates with qualifications to teach for multiple programs.  Hiring managers in the academic schools can "hire" from the pool of those qualified to fill the position they are trying to hire for and assign qualified applicants to courses needing instructors.Easy access to actionable data points with workflow and intelligent error trapping to capture data entry errors or possible fraud.Streamlined and efficient process for new applicants with self-service options for checking status, etc.A fully integrated system capable of applying predefined rules for course payment prorations, etc.Deans and administrators would have a more holistic view of "adjuncts" -- length of service, expertise, peformanceevaluatons, etc.Repurposing of existing staff for strategic initiativesReduced IT Infrastructure CostsBetter end user adoption and usability of the system for self serviceAutomation of people related processesFlexible and Adaptive Platform to suit our needs…
  • Part time faculty members represent the largest and fastest growing segment of the post secondary instructional workforce in the US
  • The overall costs related to the recruitment and attrition of online faculty/adjuncts is extensive. While the payment for teaching one online course can range from $2,000 to $5,000 or higher, the financialbottom line associated with faculty/adjuncts can be ten times the amount or greater than the actual payment when calculating direct, opportunity and indirect costs.RecruitmentMarketing, search firms, nob fairs, etc.Interview ProcessTravel expenses HiringSalary and benefits package (discussions, negotiation)Financial incentives for teaching maximum/overload student enrollmentsRelocation costsSeparation Costs (for faculty/adjunct who decide to leave the institution)Severance payA lump sum or continuation of pay for a specified period of timeBenefitsMay continue benefits for a specified period of time or until the individual attain another jobUnemployment insurance rates

Barry University Adopts the Cloud and Simplifies Adjunct Hiring Barry University Adopts the Cloud and Simplifies Adjunct Hiring Presentation Transcript

  • Barry University Adopts the Cloud and Simplifies Adjunct Hiring Thursday, January 23, 2014 WORKDAY CONFIDENTIAL
  • Introducing Our Speakers Yvette Brown VP for Technology and CIO Barry University Lawrence Fitch Senior Value Manager Education and Government Workday Eileen Smith Director, Product Marketing Workday
  • Barry University Adopts the Cloud and Simplifies Adjunct Hiring Yvette A-M Brown, CIO
  • About Barry University  Private Catholic institution sponsored by the Adrian Dominican sisters of Adrian, Michigan  2,747 traditional undergraduate students; 3,748 graduate students; 2,030 adult and continuing education students  54 buildings on 80 acres; 122 acre campus  5 miles from the ocean in sunny Miami Shores, Florida  122 acres and 17 locations throughout Florida and the Caribbean, including seven Schools and two Colleges with numerous liberal arts and professional disciplines
  • Today’s Outline  Current Day ERP Reality  Key Decision Making Drivers  Hiring Pain Points  Adjunct Hiring at Barry  Our Workday Journey  The promise of a new [work]day at Barry…
  • Current Day ERP Reality  30 year old ERP incapable of supporting Barry’s Strategic Initiatives  Complex Customizations & Integrations prevent timely upgrades  Expensive Bolt-Ons Lacking in Functionality  Clunky Reporting Tools  “Native” system modules are not integrated  Outdated System Architecture
  • The Word on the Street “We are struggling with a 30 year old system” “We have a hodge podge of things across the campus” “There should be a collaboration up front when trying to determine how to hire someone into a budget” “There is not a single canned report in the system” “We are the paper factory” “There is not a common reporting tool across the campus" “We have the perfect storm for not doing right by adjuncts" “The adjunct hiring process makes me nuts” “It is a challenge just to get timesheets filled out” “We have process issues that create consternation”
  • Key Decision Making Drivers…  Large Number of Disparate Systems  Extensive Manual Processes for HR and Payroll Organizations  Insufficient Reporting Tools for HR, Payroll and Finance  Limited Visibility into Organization prevents Strategic Talent Management  Multiple Timekeeping Methodologies
  • Hiring Pain Points  Employment Applications are paper based  Onboarding of new hires is paper based  Significant effort required to generate contracts  No ability to enforce internal controls  Payroll staff often blamed for mistakes  Too many people involved with the handling of sensitive employee data  A poor applicant experience gives new employees the wrong first impression…
  • Adjunct Hiring at Barry  Hiring delays prevent advance preparation  Hiring process involves multiple handoffs for delivery of documents between academic departments, Provost’s office, Payroll and HR  Last minute hires are problematic  No easy way to provide a birds eye view of adjunct files and insight into overall adjunct performance  Systems and processes don't allow for proper forecasting of demands/needs  No central pool of qualified adjunct applicants
  • The Move to Workday…  Gartner Research and analyst calls prompted on-site demos and deep dive sessions with key stakeholders  The addition of the student system promised a truly unified and integrated system with intelligent reporting capabilities  Workday’s pace of innovation and responsiveness to their client base was appealing  The Solution fit well with our long term cloud migration strategy  Less “administrivia” means more focus on Student Success  The value assessment engagement with Workday provided a very compelling business case to make the financial commitment
  • The promise of a new [work]day at Barry…  Strategic Talent Management  Online Applicant Tracking with electronic approvals  Position Budgeting for improved forecasting  Elimination of "paper" contracts  Easy access to actionable data  Visibility into the organization at multiple levels  Repurposing of existing staff for strategic initiatives  Unified HR, Payroll and Finance Architecture with reduced complexity  Elimination of redundant platforms and data entry
  • Adjunct Faculty Contracting in Higher Education Lawrence Fitch Senior Value Manager Workday
  • Percent of Total Instructional Staff Adjunct Faculty Numbers Are On the Rise State funding for higher education drops by 18.4% Source: “Here's the News: The Annual Report on the Economic State of the Profession, 2012 – 2013”,
  • 3 out of every 4 instructional staff positions (76%) are filled on an adjunct basis.
  • Adjunct faculty hiring processes are lengthy and extremely manual. WORKDAY CONFIDENTIAL
  • 60% 57% 50% 40% 30% 20% 17% 10% 0% 4% 6% 7% Longer than 5 years 5 year Less than a year 9% Single term Three years One year
  • 45% Manual Correction in Taxation Resulted in Overpayment 25% Contract Rate Changed 12% Contract Submitted in Error Assignment Should Have Been Cancelled 5% Incorrect Contract Rate 5% Contract Not Terminated 4% 3% Contract Not Ended at Semester End 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
  • 90% 80% 80% 70% 60% 57% 50% 40% 30% 25% 20% 10% 9% 0% Best in Class WORKDAY CONFIDENTIAL Median Laggards Higher Education
  • 38% Less than 2 weeks Less than 3 weeks 27% Between 2 and 3 weeks 18% 2 weeks 17% 0% WORKDAY CONFIDENTIAL 5% 10% 15% 20% 25% 30% 35% 40%
  • 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 47% 45% 38% 34% 32% 21% Received copying services Gained library privileges WORKDAY CONFIDENTIAL Access to office Did not receive a space syllabus Received curriculum guidelines 21% Never received curriculum guidelines Never obtained office space
  • Key Benefits of Workday for Adjunct Faculty Complete visibility into the adjunct hiring process Elimination of isolated processes ensures visibility into adjunct hiring across the academic enterprise. Elimination of manual forms and the associated manual processes Online data capture and automated workflows combine to speed the adjunct hiring process. Value-added adjunct payroll processing Immediate payroll visibility ensures that adjuncts are set up to be paid correctly from day one. Quicker access to institutional resources Greater insight into current adjunct faculty to improve decision making Faster processing of adjunct contracts ensures quicker access to resources necessary to ensure adjuncts are prepared to teach. Accelerated access to adjunct performance metrics to support future staffing requirements.
  • + Complete Visibility + Elimination of Processes + Improved Payroll + Quicker Access = Greater Student Outcome Greater Insight
  • Workday Higher Education Customers Have Realized the Value Of Managing Adjunct Faculty More Effectively  Achieved an integrated talent management system to develop and manage current adjunct faculty talent  HR staff now spend more time on research and analysis of job roles and descriptions  Ability to make better-informed decisions about hiring, staffing, reallocations, succession planning, and career development
  • Questions?