Barry University Adopts the Cloud and Simplifies Adjunct Hiring

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Information about Barry University Adopts the Cloud and Simplifies Adjunct Hiring

Published on February 4, 2014

Author: Workday



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

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


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