The GEMS Survey - What We Said

The GEMS team recently conducted a survey to collect quantitative and qualitative information from HR Users and Self-Service Users that were involved in Release 1. This article will help us understand what the GEMS Survey is all about, how it will be conducted and more importantly what the GEMS team have learned from the results of the survey.

What is the GEMS Survey and Why Do We Need It?

As part of the project's communication effort, the GEMS Survey is an activity that collect feedbacks from GEMS users to understand how well GEMS is being accepted in our real-life work environment and determine areas in which the implementation approach can be improved for Release 2.

How was it conducted?

Survey Approach

Equipped with User Feedback Forms, our local Change Network Agents were tasked at engaging the respective HR Users and Self-Service Users in our department, ensured that we complete the forms and collect it back. Once all completed feedback forms are collected, the Change Agents will return it to the Change Management Team to process the results.

 

 

Type of Feedback Forms

There were two type of feedback forms specifically designed to capture the perspective of a HR User and a Self-Service User. There can be cases in which a HR User or a Self-Service User plays a dual role of being a Line Manager (otherwise known as a Departmental Manager) in GEMS. Line Managers were also taken into account when the feedback forms were developed to ensure the thoroughness and accuracy of the survey.

A brief explanation on the different sections that was included in the feedback forms are provided below: Background Information This section aims at finding out a little bit about us prior to filling up the form. Questions include, but not limited to, our department, position and the computer literacy level.   General Usability (Line Managers inclusive) This section determines how much we utilize the available functions of GEMS since 'Go-Live' day.   GEMS Support This section determines our awareness and usage level of the various support that GEMS has provided since 'Go-Live' day (16th April 2009).   Effectiveness of GEMS to HR Users This section aims at understanding the effectiveness of GEMS to our real work environment.   Improvements This section provides us with an opportunity to raise any areas of which GEMS can be improved on.   Contact Details (optional) This section allows us to choose if we would like to be contacted in the future for further clarification (if any).

Survey Results for R1

A total of 350 users from the various GEMS rolled-out department participated in the User Feedback survey out of which 126 were HR Users and 224 were Self-Service Users.

The table below shows the breakdown of users by departments: DEPARTMENTS No. of Users (Including Line Managers) HR Users Self-Service Users PSD 60 48 PSC 34 34 PMO 7 25 MSD 5 27 IPA 7 23 Audit 4 59 Energy Division 9 8

How well is GEMS accepted in our real-life work environment as

HR Users

The survey result suggests that a high percentage of HR Users that have all been trained and provided access to GEMS were not fully utilizing the system because they lack the confidence and understanding of the type of information that they needed to check in GEMS. In addition, the GEMS Quick Guides were a popular choice of support over the various support mechanisms available (eg. GEMS Trainers Network and the GEMS Help Desk).

 

Self Service Users

Approximately 70 percent of Self Service Users have attended the GEMS Road Show, logged into GEMS and updated their own personal information. Those that did not attend the road show provided the collective reason that they were not aware a road show took place in their department at the point in time. This would suggest a requirement to ensure communication efforts on future road shows are handed out more effectively in each deployment site to increase the awareness of the event.

 

Line Managers

Survey results suggested that at least 90% of Line Managers have not submitted any online requests using the Manager Self-Service functions. This is partially due to the fact that:

1. there has not been a need to submit any online requests through GEMS

2. the existing offline manual process of submitting by hard copy letters and memos were still being practiced in the departments

In terms of support, a majority of the Line Managers have not requested for a coaching session from their local Trainers Network with the popular reason that they have difficulty in finding a time to arrange for one.

 

Learning Points From the Survey Results

This section provides a brief description of several mitigation strategies that the GEMS team has drawn up to address key issues that were identified in the survey results:

1. More Management Emphasis on GEMS Training

   In the Training Approach for GEMS, the Trainers Network agents are positioned as local subject matter experts for their respective departments. After Go Live, they would provide front line support to their managers and HR users as they have been trained in the end to end process within GEMS. It is therefore important that the training aspect of the GEMS training approach are improved by the following methods:

    

   1. More encouragement to actively manage the coaching sessions by the Trainers Network to ensure that Line Managers and HR Users are well skilled to use GEMS.

   2. Regular GEMS training clinics to be held for users in each department so that users are provided with more clarity on the new processes implemented. This will result in users having more confidence in using the system.

   3. Provide the Trainers Network with a training environment to conduct their coaching and training clinics for users in their departments.

    

2. Increase Transparency on Offline Processes

   There are instances where a Line Manager or HR User needs to perform some manual work to complete an online GEMS transaction (eg. a Line Manager may need the clerical staff to assist in obtaining relevant documents to verify a work request). More clarity on such offline processes that support GEMS transactions needs to be provided therefore it is important that a standardized set of guidelines are to be established for all departments to adhere to.

    

   Currently the Public Service Department has established a Manual Prosedur Kerja (MPK) Committee to look at the development of such guidelines.

    

3. Greater Coordination and Support for Line Departments

   The transition of HR processes to GEMS requires greater coordination to ensure that rolled-out departments are fully aware of what is required from each department and that the departmental staff data are up-to-date and accurate. The proposed resolution is to regularly engage rolled-out departments through site visits to ensure that the administrative sections are utilizing GEMS and providing the users with the opportunity to obtain answers to queries raised regarding the supporting processes.

    

4. Establish a Communication Campaign for Senior Managers

   One of the most pertinent issues to address is the adoption of GEMS by the Senior Managers from each department. Senior Managers can act as sponsors for the adoption of GEMS by:

    

   1. Using GEMS for all HR transactions when GEMS is fully released

   2. Encourage the adoption of GEMS by promoting the importance of data management of staff records in their respective departments.

   3. Work closely with their administration staff and Public Service Department to establish clear guidelines which will allow their staff to handle all offline and GEMS processes.

The Communications Campaign targeted at Senior Managers would include the following:

1. Senior Management Briefings on the functionality of GEMS.

2. Senior Management Coaching to use GEMS by the Trainers Network.

3. Creating a GEMS handbook for Senior Managers which include details such as GEMS functionality, processes and what Senior Managers can expect from the system.
    

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