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That's what the team in charge of making the transition was hoping for.In early March, work began on implementing a reorganization of ATA's structure."We weren't too pressured, because we knew if we needed two more weeks they would give it to us," King said."But it still was a lot of work for this group of people on top of normal responsibilities, and the successful transition was due to their dedication to making it happen." And while there are still some small issues that everyone expects to come up as time goes by, Eldridge said he's happy with the way his team performed."For instance, we had to get all these organization codes into People Soft HR first, because you can't hook people to them if they're not already there." Approver groups for timecards were the biggest hurdle, according to King.
Not the least important was modifying the time reporting and approval system to be ready for the changes.When everything was moved over April 23, King said they only had a handful of supervisors call with approver issues, and those were promptly corrected.Another major area the team looked at was role-based security.Because some employee roles changed in the reorganization, access had to be changed for them in several AEDC systems.King said everyone on the transition team realized the importance of this effort and was committed to getting the work done and making sure there were no problems the day everything switched over, even though ATA management made sure team members knew April 23 was not a firm date for the transition if it meant things would be rushed.