HR Manager demands IT employee automate system to approve all requests, accidentally exposing sensitive data: 'That decision was automated away by your request'

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    HR & Payroll manager asked to automate their decisions away LOC In my first job, I worked in IT as an access and permissions administrator at a large company with significant technological debt. The environment included custom software dating back to the Windows 9x and even DOS era. Initially, the work was quite tedious, involving a lot of back-and-forth communication between multiple departments. We had to ensure that each employee had the necessary training and documentation to access
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    data in the scope requested by their manager. Additionally, we needed approval from the manager of the department related to the system role in question. On top of that, the company's excessive paper-only bureaucratic workflow made the work go at a snail's pace. A single SAP account for a blue collar worker required at least three forms signed by different people.
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    The heads of departments responsible for signing those papers didn't feel any urgency to send them to us quickly. A good example of this is when I, myself waited over two weeks after being hired in the IT department before my first account was set up. Until then I only had. a guest account that allowed me to access the main internal website with the company's procedures, regulations, and other basic information.
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    Up to this point each signed form had to be physically delivered to us, which was agonizingly slow given that the company had multiple branches. We decided to automate away the paperwork. Our first step was to allow the use of scanned documents. It was a partial success: while it eliminated the courier delays, management still required us to sign the physical copies afterward, which we mass-stamped at the end of each month.
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    The next step was to introduce a fully electronic workflow. We faced significant resistance from upper management, so we had to settle on a system that mostly replicated the existing paper processes. Despite this it was a game changer. We created presets that managers could select and customize as needed, using data from these customizations to create better-fitting presets. We also developed workflows that automatically generated and assigned subtickets for necessary approvals and tracked how l
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    Some time after we rolled out the new system, the HR/Payroll manager made a big fuss. She was furious that her team was still waiting weeks to get their permissions and questioned whether all our work had been for nothing. That really struck a chord with me. Inside, I was overjoyed, but I did my best to keep a neutral expression. At that time, we were working on summary reports with burndown and bottleneck charts, and I already knew that tickets requesting HR/Payroll access were spending over mo
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    The manager immediately went on the defensive, claiming she couldn't keep up with the amount of tickets. She then requested a change: she wanted any request from her employee to be automatically approved within the relevant scope of their sub-department. For example, a request for an HR worker to have full HR access and limited payroll access would be automatically approved for HR access but not for payroll, and vice versa.
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    I was sceptical but weren't exactly in a position to argue. I asked my boss to join the discussion and explained that the goal was to prevent overly permissive approvals that could lead to unauthorized access. I tried to convince her to brainstorm together potential edge cases before making a blanket. approval, but she was already set on her decision and wasn't interested in discussing details. My boss shrugged and said it would be her responsibility.
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    He told her to write up an official document, outlining the change, and we would proceed with the implementation. The only request we had was to include a line that each such request would still be created, assigned to as normal and marked as "automatically approved by (name of the main HR/Payroll manager) decision". I uploaded the scan into our system and, anticipating that it would eventually backfire, made a photocopy to keep it handy in the top drawer of my desk, the original copy went to th
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    A few weeks later she stormed into our room. The speed with which she flung open the door made it clear she was furious. She demanded to know why we had granted full access to payroll data to her subordinate. I think it was the only time I ever heard anyone yell in the company. I calmly reminded her of her request to automatically approve in- department access requests. She wasn't having it, explaining that one of her low- ranking subordinates from the Payroll sub-department had accessed the sal
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    "Well, yeah, to a human, but that decision was automated away by your request." I handed her a copy of the document she had signed, which instructed us to automatically approve any and all such tickets without exception. Immediately afterward, she asked us to roll back the change while she wrote up another document to cancel the previous one. In the following days, she meticulously reviewed all those tickets and requested us to reduce access for several users. I have to admit, she did a thorough
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    In the end, we managed to distill a subset of permissions that could be approved automatically and proceeded to implement a similar approach with other departments. P.S. I don't know whether that Payroll employee managed to get the raise, but I'm sure they weren't fired, as we didn't receive any tickets to block or remove any accounts from that department in the following months.
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    djtodd242 16 hr. ago Once at the dawn of time (early 90s) I saw a spreadsheet of all of the salaries in the company I worked for at the time. I really wish I hadn't.
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    SheiB123 15 hr. ago • I found a list of the salaries of all my boss's direct reports that he left on the copier. I discovered I made significantly less than my co- workers who had similar or reduced responsibilities and had the same tenure. I took it to my boss, told him I saw the disparity and he needed to address it quickly. He said there was nothing he could do about it and it was what it was.
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    I updated my resume and started taking days off, going on interviews. When he asked why I was taking time off, I told him I was looking for a company that valued me and paid me appropriately. He got very pale and left my office. I continued interviewing. A few days later, I received an off schedule VERY large raise.
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    Educated Rat 15 hr. ago • I work for the government. You can literally look up pay scales for any position in my agency. Being able to see pay is good for people, and keeps people from being paid under what they should. Keeping pay scales a secret only serves the interests of the company, not the worker.
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    tynorex 15 hr. ago • In a past life I took over part of the duties for a departed coworker. In clearing out his office, I noted that he had left his paystubs. Gave me great insight into how much I was getting shafted. I wish I could say I left or did something about it, but it was my first major job and I didn't value myself.
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    fauxfire76 14 hr. ago I loathe the culture in the US that keeps people from discussing salary. I won't talk about how much I make to people outside the company but I will flat out tell people I work with, how much I make. If it means more people end up getting paid what they're worth, then great!
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    crashtestpilot 14 hr. ago What is great about this story is not that it is EPIC. Which it is. But it also has a beginning, middle, and end, and wraps up any questions we had about the Payroll person. Happy ending!
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    MosiTheLion OP. 12 hr. ago Thank you! This memory lay dormant for years, resurfacing occasionally as an anecdote. I always wanted to write it down in a consistent form, but it seemed like a lot of work. Fortunately, I had my message history with friends where I shared the story as it unfolded, so it was relatively easy, though time- consuming, to piece it together.
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    BrobdingnagLilliput 13 hr. ago . edited 12 hr. ago We faced significant resistance from upper management, so we had to settle on a system that mostly replicated the existing paper processes PRO TIP: Automation and process improvement are orthogonal. If you don't have an executive directing you to develop a new process and a business analyst to gather requirements and a project manager to report on progress, the first attempt at automating a business process should ALWAYS replicate the existing p
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    Change is hard for people. If you automate AND change a process, people will blame your you and your automation tool for any issues that arise from the process change. Their their executives will try to interfer with the tool. You need executive-level political cover if you're doing both at once.
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    MosiTheLion OP. 12 hr. ago Yes, you're right, and that's exactly what we ended up doing. It's just that the first attempt was intended to be the last for the foreseeable future. Once the system was set up, only a tiny team of two and a half people was tasked with maintaining it: one project owner, one developer, and me, sort of. I wasn't even officially part of that team. I had just become so involved in the project that I ended up learning how to program along the way. Before that, my experienc
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    So, while I worked there, I focused on improving the areas that personally affected me as a permissions administrator, making small enhancements to workflows to ease my work along preparing reporting services for my boss. I didn't have the time to focus the bigger picture, and the sole dedicated developer was fully occupied with general maintenance.
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    virgilreality 15 hr. ago Learning is an inherently painful process. Sounds like she learned a lot form this.
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    MosiTheLion OP. 14 hr. ago She learned a lot from that experience, but perhaps not enough. Some time later she forgot to inform us that an optional certified training program our company was sending us on had exceeded the standard budget and required us to sign a two year loyalty contract in advance. She was tasked with ensuring we signed these but forgot and went on vacation. By the time she returned, we had completed the training, and everyone received the contract afterward. It said that each
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    I was the only one who refused to sign it. She threatened to make it impossible for me to get a promotion. Since I was already considering looking for an another job, I handed my resignation that very same day. After that, she tried to negotiate by offering a contract for just the amount that exceeded the standard budget, but by then I had already received the push I needed to pursue a better paying career.
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    Saturn_Decends_223 7 hr. ago At one time I worked for a large manufacturer. I was really good with computers and picked up SAP really quick. This company used SAP for everything. I worked in maintenance but every time someone would need SAP help I found myself granted new roles. Eventually I had so much access, I could look up employee records that included salaries. I submitted a ticket saying I think I have too much access, please review and limit it. They closed the ticket saying I had just t

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