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A Call for Divergent Leadership

Originally written for the AppliTrack “Hire Greatness Today” publication

Full many a flower is born to blush unseen,
And waste its sweetness on the desert air. (Gray)

English poet Thomas Gray wrote “Elegy Written in a Country Churchyard” to honor the millions who had died before him, the poor, the hapless, the unrecognized, those who lived and died with little notice from others. In his poem he openly declares a profound respect and appreciation for them, realizing unfortunately that many had natural abilities of greatness that could not reach fruition because they lacked either the finances or the education.

There are many potential teachers and administrators who have that innate ability to lead, to guide, to bring out the best in others, but they are not tapped: they go unrecognized because they may not be the same color or may not be deemed the brightest or may not have right economic background to be discovered. Yet, they are “there,” many already in the classrooms or lower echelons of administrative leadership, but they go under-appreciated and under-valued because they may be slightly different. The innate, raw talent, the ability to motivate, the industry and ethics to serve others, the listener who has the Joban patience to weigh before passing judgment, the administrator/teacher who can listen and explain and accept questioning and challenges but smile — these are the people with the leadership skills that could revitalize an entire administrative staff, change the direction of a school climate or culture, who can recognize and utilize the talents of the members of his or her staff and team, and who can sometimes dust the surface of a former principal’s desk and take charge himself or herself and thrive in the process. The unrecognized, those possessing the natural but untapped resources that go under-utilized, those who for any number of inexcusable excuses remain hidden, beautiful flowers in the desert lost because of displacement — that truly diverse group of men and women who could make a difference in young people’s lives and in their communities, either dwindle into mediocrity or leave a profession that never lends them a voice or listens if they find one to discover potential greatness in some other occupation that values character more than color, gender, religion, etc.

A key word in all levels of education today is diversity, commonly used in current professional academic articles somewhere within the body. Teachers are taught and administratively directed to embrace, interact, and internalize their diverse student populations in every way: culturally, sociologically, socioeconomically, sexually and religiously. That would be in the classroom. What about the rooms of the administration in district offices? Are they practicing the ideas that they mandate their teachers to follow? Do they assist or resist systematic, authentic integration of diversity in the hiring of administrative personnel in K-12? Are they practitioners of what they preach?

When I was small, I remember a little chorus that we used to sing in children’s church: “Jesus loves the little children. All the children of the world. Red and yellow, black and white, they are precious in His sight. Jesus loves the little children of the world.” Too young and innocent to understand the complexity of a world composed of multiple nationalities (then it was predominantly black and white to me), I did not appreciate the words to that song. Years later, when I recall that tune, it means so much more: not merely for its implications of religiosity, but because I now understand that the world is fabricated of infinite variations of ethnicities, languages and dialects, religions and rituals, regions, politics, gender roles, and cultural values. I have grown to value the differences in all those areas, the varieties offering the proverbial “spice of life.” Those varieties should be celebrated, understood, and unitive, not divisive; such is the purpose of education. Administrative leadership must abide by those same principles and purpose.

According to The National Center for Education Statistics (NCES), “During the 2011-12 school year, there were an estimated 115,540 principals of K-12 schools in the United States; 89,810 were public school principals and 25,730 were private school principals. Among public school principals, 80 percent were non-Hispanic White, 10 percent were non-Hispanic Black or African American, 7 percent were Hispanic, and 3 percent were another race/ethnicity… The percentage of public school principals who were female was 52 percent overall, 64 percent in primary schools, 42 percent in middle schools, 30 percent in high schools, and 40 percent in combined schools.” (Bitterman, Goldring, Gray, & Broughman, 2013)

As the population of the United States changes, with the increasing numbers of minorities (African American and Hispanic), eventually and statistically the white population will become the minority. As that ethnic transformation occurs and as it becomes increasingly evident in teachers’ classrooms, the traditional and still prevailing color of the principal in charge of those students remains predominantly white. The balance between the classroom population and the occupants of the principals’ offices should possibly be of concern. What can be done? What must HR do? Human Resources must strive to increase district initiatives and revise district strategic plans to accommodate possibilities. They must offer incentives in recruitment and build stronger partnerships with local universities and businesses. Designing programs to keep graduating minority students in their area, increasing the number of student internships, and building supportive internal leadership programs, in essence they can “grow their own.” They can scour universities nationwide, identifying and soliciting a broader variety of candidates. They can renew and cement current relationships with politicians, parents, and stakeholders, demonstrating mutual support, collaboration, and community interest and involvement.

I am not suggesting racism here. I am, however, suggesting the particularly myopic vision of school leadership of the past, often not intentional but simply mirrored, should lend itself to a certain color blindness in the future. Potential academic leaders of color, regardless of color, should be solicited and groomed for future positions in the higher echelons of leadership in public schools. The faces of the administrative team in the main office should somewhat reflect the teachers before their classes and the students populating their classrooms. Too, I am not suggesting racial quotas, affirmative action either: the best leaders should lead, but the best leaders must also be cognizant of the homogeneity of color in administrative meetings. The best leaders strive to create a culture of good followers, and among those strong followers must be those capable of good leadership. Those prospective leaders should be encouraged and mentored and invited onto the administrative team. The exceptionality of the great leader proves true not only in his or her ability to lead but also his or her ability to inspire and create new leaders.

The leadership colors of the future are “red and yellow, black and white.” That must be the goal, and what better way can we present leaders ensure and invest in future leadership than to hone the skills of potential leaders through mentorship? Let them follow us now to lead into a more reflective and appropriate “stained glass” future.

Work Cited
Bitterman, A, Goldring, R., Gray, L., & Broughman, S. (2013, August). Characteristics of Public and Private Elementary and Secondary School Principals in the United States: Results From the 2011-12 Schools and Staffing Survey. NCES 2013-313, U.S. Department of Education, Institute of Education Sciences, 3. Retrieved from http://nces.ed.gov/pubs2013/2013313.pdf.

Friday Feature – History Contains

History tells us what we have done. That is why Escape Online includes an audit trail on the History tab. Almost every record — from vendor requisitions to employees to journal entries — has a history record. The record contains some valuable nuggets of information. Here is an example from a fixed asset record:

Great information, huh?

So great, that we are going through each activity with history records and giving you the ability to tap into this vital knowledge. We have already implemented searching for fixed assets and stores items.

The really cool thing about the search is how we are using what I like to call keywords.

The History Contains field supports free typing of multiple keywords. What I mean by that is that you can enter more than one word, separated by a comma to focus your search. Using the example above, I could enter “room,047” (no spaces) to find all assets that have a history record for a room change for 047.

That’s fun! Let’s try another one. I could enter “room,changed,compaq” to find all Compaq computers that changed rooms. See, how I have focused my search not on Compaq computers in a particular room, but computers that have moved. Wow! This is powerful!

That’s why we are rolling it out in reports and activities. In the upcoming release, you will be able to search User records using the System02 report. In releases scheduled for next year, you will be able to search for employee, invoice and journal entry history records.

That’s historic.

Friday Feature – Show Me the Records

Last week, I told you about the Show Tabs task. Escape Online has another feature that I think complements the tab selection very well. It is the Active Setup Records field on the first tab of the Employee record. Let’s continue with our example from last week to show the true power of this field. We had only the Employee, Credential and Education tabs showing.

We can see from the tabs that there are four Credential records and six Education records. But, remember, we have a whole host of tabs hidden. How do we know how many records are on those tabs?

We look at the Active Setup Records field. Tada!

The Active Setup Records field is the last field in the Employee Information category on the right side of the Employee tab. The field names all of the tabs that have active date-based records. (It does not consider the Leave, Authorizations, Flex, Education, Attachments, History, Seniority and Notes tabs because they are not date-based setup records.)

You can go to this field and hover over it to see the list. Or, you can use the lookup (press F4) and see the list of records.

This is a fabulous time saver!

You don’t have to have hidden tabs to see the power of this little field. It can be used any time.

Friday Feature – Customizing Your Employee Tab View

If you are one of the users with access to the entire Employee record, then you have access to the almost two dozen tabs that encompass the vast amounts of data Escape Online tracks for each employee. That’s a lot of data. Even if you don’t have access to payroll setup, you still see about a dozen tabs.
This is awesome that all of the information is in a single record and you can click around to get any data you want, but there may be times when you want to focus only on certain tabs. For example, maybe you want to review just the Retirement tab for a list of employees with dual retirement. Or, maybe you want to review only the Pay Cycle, Assignment, Addon, Contributions and Deductions tabs for a list of employees with a particular benefit provider. Or, maybe you want to review the Credentials and Education records for a list of teachers.

Escape Online has got you covered, allowing you to select which tabs you want to view!

From the Employee Management list or the form, there is a task called Show Tabs. All you have to do is click that task and you will see the Filter Form Tabs dialog. Then, use the lookup to select the tabs you want to see. (The lookup will only display the tabs for which you have permissions.)

For the filter to take effect, you will need to open a record. If you are on an open record, you will need to reopen that record or go to the next record for the tab selection to take effect.

The tabs selected will remain in effect until you exit the activity. Nice! A new search will not change your selection. Even nicer!

In this case, I think a picture is worth a thousand words. Based on what I just showed you above, your list of tabs in the Employee Management activity would go from this:

To this:

But, you are not stuck with that. No siree, Bob. If you want to change your tab selection, use the Show Tabs task again and select a new set of tabs.

Now, that’s some awesome on-the-fly customization.

Friday Feature – Example of a JE that a Site User Might Enter

Last week, we talked about the setup for letting site users enter journal entries. This week, let’s look at an example of how this would work in the real world.
I have to admit that we have some customers that think that Admin (site) users should never be able to enter journal entries, but we also have customers that think this is the wave of the future: delegation, empowerment, and local control. The following is a perfect example of how an organization can have their Business Office (Fiscal) users focus on the power tasks and let the Admin users fix problems for themselves.

In this example, the Admin user entered a requisition for instructional supplies using an unrestricted account. Of course, the requisition goes through the approval process, supplies are received, and the invoice is paid to vendor. Perfect! Except, the Admin user realizes that the supplies could have been paid for with the First 5 Project grant. Oops!

There are two options to fix this problem:

Admin users can email the Business Office, writing an explanation of what happened and what they need changed, which the Business Office then needs to wade through to determine what they need to do.
Admin users can fix the problem themselves.

If you let the Admin users fix it themselves, the process is hassle-free! The Admin user enters a journal entry, crediting the unrestricted account originally charged and debiting their special grant account. Of course, the journal entry can only be for their location and must go through approval process, allowing the Business Office user to approve the journal entry instead of having to create and submit it.

Check it out. The only fields the Admin user has to fill in are the comment and the accounts.

After the Admin user saves/submits, Escape Online does the heavy lifting, adding the cash accounts and the transaction type.

Now the Business Office can see the account movement and with a click of the mouse approve the journal entry.

That’s it. The work is done. No emails that can be misunderstood. No missed phone calls. No hassles. Just everyone doing their job as they know best.

Friday Feature – Journal Entries by Site Users

One thing you learn pretty quickly in life is that you cannot do everything yourself. You have to delegate. School business has been embracing this philosophy as much as the public sector. One of the most recent examples of this is the numerous requests we had from customers to give site users (Admin role) the ability to create journal entries for their own sites.
We brainstormed the concept, asked customers for their feedback, and came up with a pretty slick way to help you help yourselves to a hearty dose of delegation. The idea has two components: access and simplicity.

How to give access seemed pretty straightforward, because Escape Online is built with the hierarchy of school business in mind. First, departments are in charge of their journal entry access. So, if the Purchasing Department wants everyone to be able to enter journal entries, but the Food Services Department does not, they just have to set the Available to All flag for the journal entries as they see fit.

Second, most districts already have a lot of Admin (or site) users set up for access to a single location (site). Thus, the Admin users have a simple set of activities, usually requisitions and accounts and a few others that are restricted to that location. If the Available to All flag in the Department record is set to YES, then a Journal Entry activity will also be displayed on the Admin user’s activity tree.

This means that if you want to give site users the ability to create journal entries for only those locations specified in their User record, all you have to do is flip the flag for journal entries in the Department record.

That brings us to the simplicity. When we first created Escape Online 5, we understood that site users are not power users. They need simpler software that meets their needs without overwhelming them. So, in Vendor Requisitions, site users see a different, simplified form. We thought, “Why don’t we do the same thing for journal entries?” So, we did.

For Admin users only, we made two changes to the Journal Entry form. First, the Location field defaults to the first location listed in the User record and is required, and if they try to use the lookup, only locations listed in the User record will be shown. Second, there is a single Change column, instead of the Debits and Credits columns other users see. Simple!

Stay tuned! Next week we will discuss real-life examples and routing for approvals.

An Outstanding Educator in Front of Them, Every Day

Originally written for the AppliTrack “Hire Greatness Today” publication

As we get into the swing of another school year, it is useful to ask ourselves: what is our true work as K-12 HR Leaders? Is it to process I-9s? To ensure compliance with FLSA? To attend job fairs, manage position control, and ensure there’s a substitute in every classroom every day?

As you all know, the answer is “Yes.” Yes, to all of the above, and yes to so much more. There is no shortage of tasks that the HR office must do to ensure that it meets its two most basic functions — which are to ensure the district’s compliance with employment law and to ensure that positions are filled. But there is a deeper ideal, a more salient reason why we exist — and that is to ensure that every child has an outstanding educator in front of them, every day. And because each school district employee is, at any given moment, an educator — we must not lose sight that our most important responsibility is to ensure excellence in every single hire we make and to unabashedly address performance concerns when they arise.

The many callings of an HR Leader

Let’s talk today about the first of these two important callings: to ensure that each hire we make is a quality hire. Given the reality of lean HR departments, we all struggle to make time for this. Few HR departments are seeing an increase in staffing unless it’s correlated to an increase in enrollment, and even in those rapidly growing school districts, the HR office all-too-frequently still falls behind. All of us are tackling far more legislative mandates and numerous new initiatives than ever before. We also face moral issues around pay and workload, hiring challenges when leadership vacancies occur, and the need to deepen our commitment to diversity and equity with a changing workforce and a changing student population.

But for many HR leaders, the greatest challenge faced in ensuring an outstanding workforce is far more basic: it is that district leadership often does not equate our role with this mission. In other words, while we’re tacitly held accountable for the quality of the workforce, we’re not always authorized to do much about it. Many superintendents are not clear on what the purpose of HR is, beyond ensuring compliance and position control.

Ask yourself these two important questions:

1. What steps do you take, as an HR professional, to ensure that every new hire is top-drawer?

2. And what systems are in place to ensure that a marginal candidate is not hired into any position in your school district?

Most of us, if we answer those questions honestly, will find that our response is wanting. Why? Because in far too many organizations (not limited to K-12 by any means) hiring decisions are fully decentralized — meaning that once minimum qualifications are met, a hiring manager (rather than HR) makes the ultimate decision as to whether or not a candidate gets an offer. Those of us in HR recognize that this is problematic; even a gifted principal is fallible when it comes to making a hire. Indeed, some of the most otherwise-capable principals I know are not particularly strong when it comes to hiring. And sometimes food services managers, custodial coordinators, and special education directors, to name a few, are stymied by a lack of quality candidates applying for their vacancies. Given this, they are often more apt to make a mediocre hire than to not make one at all.

So, if our most sacred role is to ensure excellence in every hire we make — how do we translate this into actuality, given the context of our current organization?

Let’s start with two things we know are true:

1. In any organization with more than a few hundred employees, it is unlikely that HR leadership can be intimately involved in every new hire.

2. HR leaders very rarely hold veto power over hiring decisions. Likely, when presented with a poor-quality recommendation to hire, their best option is to try and persuade the hiring manager to think differently. Once in a while, the art of persuasion might work, but most of the school principals I know have already checked the item off their to-do list once they send a recommendation to HR — and they’re none too excited to have their decision-making questioned at that point.

And let’s add two things that we know are true but that we might not be prepared to say too loudly:

3. Many of your principals and managers, as well as members of the senior staff, aren’t particularly skillful when it comes to hiring.

4. “Who you know” is notoriously endemic in the world of school hiring. It is much easier for a principal to hire last year’s student teacher, or the convivial long-term substitute, than it is to hire an unknown teacher from another state who might potentially be a significant change agent. This is even more true in the days leading up to the start of school, when time is limited and the plate is full.

New Year resolutions for HR Leaders

Still, despite these limitations, we are accountable in HR to ourselves and to our organization to ensure quality hiring. So as we re-enter our own school workplaces this fall, let me suggest some of the following resolutions for the coming year.

a. If you sit on the Executive Team of your district, request time on the agenda to facilitate a discussion around, “How do we prevent managers from making poor hiring decisions?” Allow this to be a collaborative discussion on the executive team. The truth is, none of your peers want to make a bad hiring decision either — and they will look to your for some good ideas. Which brings me to my second point…

b. Make sure you have some good ideas to offer. Your peers on the Executive Team probably care deeply about this, but this is your area of expertise. Are there any objective criteria such as testing or electronic reference data that your district uses in making hires? If not, research some. Do all hires get vetted before an offer is made? If so, under what circumstances can a manager’s recommendation be turned down?

c. Bring some data with you. Many districts are surprised when they find out how many teacher hires are made out of current substitute and student teacher pools. If you find that that’s a high number in your district, it begs the question: how do we ensure excellence in the hiring of substitutes and the placement of student teachers, knowing that many of them will ultimately be recommended for full-time hires? In most districts, there is very little if any vetting of candidates for these positions. What’s particularly wonderful about this group of employees is that, unlike teacher hiring, substitute hiring tends to be very centralized, and often student-teacher placement is centralized, too. So likely, you in HR already have a great deal of clout to determine the entry considerations for substitutes and student teachers.

d. Don’t just start the conversation; bring it to fruition. You don’t need to single-handedly come up with the solution, but you need to be dogged about making sure that a solution comes forth and is blessed by the leadership of the district. Of course, Step 1 pre-supposes that HR sits on the Executive Team. If that is not the case in your district, that’s actually a problem you’ll want to take on, too, but maybe not this week. You don’t, however, have to wait for a seat at the table to begin the conversation. Most Executive Teams invite other senior staff to present and discuss topics of importance. If this is the case in your district — get on the agenda anyway.

Ultimately, your best bet to ensuring a systemic approach to ensuring excellence in the hiring process is to recognize that as an HR leader, your job is to facilitate the conversation and to project-manage the outcome. Indeed, it is every district leader’s responsibility — not yours alone — to ensure that every hire is a good one. But bringing the issue to the table and ensuring that the conversation does not die before it takes hold — yeah, that’s your role. It’s a sacred mission, and we are the stewards who will make sure it happens.

Friday Feature – The Incredible Rate 1 Amount

Calculating pay for employees is never easy, but it really gets complex when employees are substitutes, working random days, and getting paid different amounts. When pay is like this, outside of a traditional position or assignment, we call it addon pay. In addons, the pay is controlled mainly by the Rate 1 Amount. To show you how this works, let’s look at how you can set up flexible rules that ultimately set a pay amount.

At the top of the cascading logic is the System Addon record. This is where you define how much authority you are going to give to the person setting up the pay for an employee.

First, you have to define the calcuation. We can see that the Rate 1 Option is set to daily, meaning the employee will be paid daily based on a salary schedule.

Next, we have to define a salary schedule. In this addon, we can see that the Salary Schedule/Cell fields contain question marks. This means that the payroll technician gets to define these at the employee level.

Let’s assume the payroll tech is going to choose the Substitute Teachers salary schedule. We see that this schedule has two rates. (System Managers can also set either one these fields to a particular salary schedule or cell, preventing the payroll technician from changing the fields at the employee payroll setup level.)

Finally, let’s a close look at the employee’s payroll setup. We can see that the payroll technician chose the first salary rate from the Substitute Teachers salary schedule and the Rate 1 Amount reflects that.

What makes this so incredible is that the Rate 1 Amount always shows the pay based on the set up. You don’t have to go to the System Addon or to the Salary Schedule to know what an employee is going to be paid. It is right there, allowing you to determine an employee’s pay rate quickly. (See the Friday Feature – Quickly Determining Salary Rates for more ideas about how to use this incredibly awesome feature.)

Friday Feature – Coordinating Deposits

You will notice that sometimes I make references to customer requests. This Friday Feature is all about a single customer request that resulted in a straightforward solution that all customers can enjoy.
Here’s the problem:

We have run into some problems with making deposits and want to know if there is any way to fix it. If two people are inputting deposits for the same district, the receipts will all combine together when you press “Go.” Is there any way to avoid this? We would like each district to start inputting their own deposits, but we do not want them to have to call every other district to make sure someone else is not in their first. Any insight you can give me would be greatly appreciated.

Now, I am sure that this XCOE customer (XCOE is Escape’s cloud solution for California’s smaller COEs) is not the only Escape customer to have more than one user entering AR receipts for invoices and creating deposits, but they spoke up and Escape Customer Care brainstormed an idea.

Here’s the solution: a simple addition to the search form that allows you to limit your list of receipts to only those receipts created by a particular user.

The beauty of this solution is that it works perfectly with search favorites, where you could literally make this field default to your user ID.

I don’t mean to sound like a cheerleader for Escape, but when I read the release notes for version 14.02, this feature really struck a chord. Sometimes, it is the little things in life that make a big difference.

Friday Feature – ACH Sequencing

I am part of the sandwich generation, which means that I have to watch my money closely and manage numerous bank accounts. I am not alone. I am sure that you have several employees who want to deposit their pay in several accounts, specifying the importance of each account. That is what the Sequencing field in the ACH record is all about. Let’s look at a LIVE example of an employee with four accounts.

Escape Online uses the sequences to prioritize the deposits. Sequence 6 is deposited first, then sequence 7, then sequence 8 and finally sequence 9, which is set to 100%, meaning that whatever is leftover gets deposited into that account. (The pay technician that set this up started with sequence 6, leaving room for additional sequences.)

If the employee’s regular pay is $3,550.00, Escape Online is going to follow the sequence like this:

$100.00 to the sequence 6 account.
$50.00 to the sequence 7 account.
$3,000.00 to the sequence 8 account.
$400.00 (100% of the remainder) to the sequence 9 account.

That seems perfect, but what if the employee does not receive enough pay for all of the sequences, like on a retro or for additional pay on a supplemental pay cycle? Escape Online is going to continue to honor these sequences. (For the sake of this example, let’s say the Primary Pay Cycle Only flag is set to NO for all sequences.)

If the employee’s supplemental pay is $356.41, Escape Online is going to follow the sequence like this:

$100.00 to the sequence 6 account.
$50.00 to the sequence 7 account.
$206.41 to the sequence 8 account.
$0.00 to the sequence 9 account.

I like it! And, so does this employee, as you can tell.

Seriously. Look at the ACH tab label. It has a 78 next to it. That means that over the course of this employee’s 46-year career with this district, they have had 78 updates to their ACH deposit records.

Now that is a dedicated money manager with Escape Online doing its part to help along the way!

Friday Feature – HRA Delay Posting

I like HRA To Dos because they are handy-dandy reminders of what needs to be done. Well, I have to say that I like the Delay Posting feature in HRA Items even better because it actually goes out and does it for me! (I also have to say that this is one of the most fantastic features suggested by San Joaquin COE!) Check it out!

Let’s say you have an employee who is moving their home residence. They tell you well in advance, in fact, several months before they move. Now say that you enter an HRA for the change in their employee demographics. Of course, you want the address change to take effect on the day of the move, not on the day the HRA is approved, which most likely will be only a few days after you submit the HRA.

All you have to do is enter the move date (10/1/2014) in the Delay Posting Until field on the HRA and the Employee record will not be updated with the new address until that date or when the HRA is approved, whichever is later.

For goodness sake, that is so easy. If I hadn’t just moved to the best place ever, I might want to move again just to use this awesome feature!

Friday Feature – HRA To Dos

Now we come to one of the most unique features of HRA routing and approvals: the To Do task list. Seeing that I am a To-Do-list-person myself, with daily, weekly and annual lists posted on my desk at work and refrigerator at home, I can see the clear benefit to such a feature, and so can our customers using HRAs.
In addition to all the automated processes or updates that can be done with HRAs, To Dos allow you to send reminders about tasks that have to be done outside of Escape Online. One of the LIVE customers uses To Dos to remind users to print forms. (There is no getting away from paper, not just yet!) In the HRA Setup webinar hosted by Terri (and available in Online Resources), To Dos were used to notify the IT and HR departments about tasks related to terminating employees. Let’s take a look.

We can see below a list of tasks called Terminate. Every time this task list is specified in a workflow step, these three tasks will be added to the HRA and a user or workflow role (group) will be notified that this task must be completed.

Next, we see how easy it is to specify that To Do task list in a workflow step. Below the workflow step shows that the Terminate To Do list will be added to the Employee Separation HRA item when the item is submitted.

Finally, let’s see how it works when a user submits an Employee Separation HRA. Below is the HRA from Terri’s webinar. This shows the To Do Task list within an Employee Separation HRA. We can see that there are three tasks: collect assets, terminate logins, and conduct an exit interview. Each one has notifications. (Remember, a To-Do does not have approvals.)

Each task must be completed before the HRA package is set to complete, ensuring that all of the HRA item approvals/postings and To Do tasks associated with an HR process are completed before the process can be considered complete.

Using electronic task lists is a great way to reduce paper and post-it notes!

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