Frequently Asked Questions

This initiative will achieve excellence by delivering strategic, people-centric services and transforming the university’s human resources and payroll services, business processes, and systems.

Please email any questions about the project to transformhrp@rutgers.edu.

The project will be implemented in phases with functionality prioritized. The launch of Phase 1 is scheduled for July 1, 2025.

The Rutgers community will have access to a single, reliable source of information for human resources and payroll, enabling self-service functionality and support.

The CAN is a group of Change Agents who will advocate for the HR/Payroll Transformation Initiative, and the adoption of new processes and the HCM system within their own teams. The goal of the Change Agent Network is to advocate for the HRP Transformation, encourage users to embrace the change, reduce risk to the project, and to ultimately promote project success.

The following functions are included in Phase 1 with a target GO LIVE of July 2025.

• Core HCM
• Payroll​
• Strategic Workforce Planning​
• Benefits ​
• Compensation ​
• Absence management​
• Time & Labor

Below is a depiction of how Phase 1 of the HR/Payroll Transformation Initiative has been structured to maximize the time and efforts of the team.

There are dedicated workstreams (e.g., data warehouse and reporting, conversion) that are identifying and documenting data requirements to ensure there are no gaps in historical data that needs to be available to support critical business processes.

Please check out the Current Phase page to find what is included in each phase.

Our “Data Informed & Accessible” guiding principle signifies a single reliable source of information, enabling self-service functionality. This guiding principle, established by the Executive Committee proposes the elimination of all data feeds supporting third-party applications that will be replaced in HCM, as well as any third-party applications that do not have a regulatory, compliance or policy requirement justifying continuation”. As a result, data will be delivered through report functionality from HCM or via Fusion Data Intelligence (FDI) with a focus on self-service capabilities.

We are currently assessing data usage (reporting, local systems, third-party systems) to determine the phase-out timelines.

The HR/Payroll Transformation Initiative follows the UFA PMO Project Governance model. This model contains a well-defined structure to address and escalate decision-making, while project management processes and resources enable strong project governance and support an inclusive model for program execution.

The Design Review Board (DRB) is a cross-universitywide committee established to assess and evaluate the design specifications for implementing Oracle HCM (Human Capital Management) Cloud. The primary purpose of the DRB is to ensure the proposed specifications meet the general guidelines and objectives of Rutgers University.

Interactive Design and Prototype (IDP) workshops are critical building blocks for the HR / Payroll Transformation Initiative. The purpose of the IDP workshops is to review and confirm future state HCM Cloud configuration design and prototype sample configuration. The DRB are participants of the IDP workshops and help to drive the decisions and gather knowledge during the sessions.

A current state business process review assesses the current state of an organization’s processes, while a future state business process review outlines how the organization wants the processes to look in the future.

• Current-state review (“as-is” analysis) – examines the existing state of a process to identify issues, inefficiencies, and bottlenecks. The goal is to understand how the process works and identify opportunities for improvement.
• Future-state review (“to-be” analysis) – outlines the desired state of a process. The future state process should be more efficient, effective, and aligned with business objectives. It takes into consideration what’s possible with new technology, processes, or capabilities.

Position Management is the process, structure, and technology used to oversee and control an organization’s workforce in terms of the positions and roles employees hold in the organization. HCM full position management for all employees will be implemented in Phase 1 in July 2025.

As policies are introduced/updated, the new university review and approval process will be adhered to.