Employee Relations Shared Services


Published on

Direct Route to HR Transformation

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Employee Relations Shared Services

  1. 1. Employee Relations Shared Services: The Direct Route to HR Transformation Cara Pawlisch AVP, Human Resources The Hanover Insurance Group
  2. 2. AgendaER Shared Services DefinedER Shared Services DefinedThe Case for ER Shared ServicesThe Case for ER Shared ServicesBenefits of ER Shared ServicesBenefits of ER Shared ServicesOrganizational Readiness for ERSSOrganizational Readiness for ERSS ER Case Escalation Model ER Case Escalation Model Case Studies Case Studies Keys to Success with ER Shared Services Keys to Success with ER Shared Services 2
  3. 3. ER Shared Services Defined• A shared services function staffed by ER professionals/experts that provides consultation and “resolution services” directly to managers and employees on workplace and work-related issues.• A higher impact, lower cost design for the HR function.• A key lever in HR transformation.• A powerful source of real-time workforce trend and issue data. 3
  4. 4. ER Shared Services Defined• Common ER Scopes of Services include: – Performance Issues – Behavioral Issues – Involuntary Terminations – Leaves and Return-to-Work – Job Modifications and Accommodations – HR Policy Interpretation and Application – Employee Complaint Resolution – Formal Investigations – Crisis Management• Cases: 70% managers / 20% employees / 10% others 4
  5. 5. The Case for ER Shared ServicesDecentralized ER• Inconsistency • Risk Exposure• Lack of Expertise • Cost• Inefficiency • Lack of focus on• Business Partner organizational Distraction performance 5
  6. 6. Benefits of ER Shared Services Cost “Safe” & Additional Reduction Consistency Efficiency Unbiased Impact• Lowers cost of • Drives policy • Drives • Issues raised • HRBP capacity ER-related and protocol efficiency in earlier gain service delivery consistency issue • “Unbiased” • Reduces risk• Lowers overall • Allows for resolution resource for exposure HR cost consistent • Improves “time issue resolution • Drives common• Reduction of training of to market” for ethics / values delivery costs in managers on policy or paradigm other functions ER matters protocol • Improved crisis • Improves changes management consistency in • Manager treatment of development employees 6
  7. 7. Organizational Readiness for ERSS• Commitment at the top of HR• Part of a larger plan for “HR transformation”• Managers ready for increasing independence and accountability on HR matters• Agreement on future role of HRBP and plan to get there• Realistic timeframes• Understanding of the complexity of the change and impact on the organization• Leadership agreement on move to “consistency” 7
  8. 8. ER Shared Services Escalation Model • Formal Investigations • Policy and protocol development • New work stream integration Tier 4 (insourced) • Consulting to managers and employees Tier 3 • Analytics • Client relationship management (insourced) • Low complexity ER cases Tier 2 • “How do I?” questions (insourced) • Reporting Tier 1 • Routine HR questions (insourced or outsourced) • Transactions Tier 0 • Online tools and resources (insourced or outsourced) 8
  9. 9. Case Study: Fortune 200 Company Year 1 Year 2 Year 3• Benchmarking • Pilots • Enterprise-wide • Outsourced Tier • Realigned along• Change • Change strategy rollout 0 and Tier 1 business lines management • ER process and • Established • HR policy/ • Upgrades in with HR protocol work “Client practice metrics and leadership • Resource Relationship consistency reporting• Scope of commitment Manager” role clean-up • New work Services and team • Refined case • Established streams• Staffing selection management “Service and projections technology Operations”• Team and job • BP reductions function design • Established “Partnership Council” 9
  10. 10. Case: The Hanover Insurance Group Year 1 Year 2• Definition of “HR • Business unit alignment • Approach to trending Generalist” SoS • New “Case Taxonomy” and reporting• Agreement on • Transition of resources • New case management Scope of Services • Tracking of Tier 2 cases system• Socialization of • Tightened connection to • Tier 0 “clean-up” “Escalation Model” outsourced Tier 1 • Refinement of Scope of• Team skill Services development • Training of outsourced Tier 1 resources 10
  11. 11. Keys to Success with ER Shared Services• Commitment to the operating model at the top• Agreement on the vision of the role of the HRBP• Engage HRLT and HRBPs actively in the change process; expect lengthy resistance• Understand this is a process and protocol initiative• Plan and design for “flexible consistency” in policy/practice application• Align by business unit• Understand impact to the role of the manager• Select the right ER consultants at start-up; plan for fluctuations on staffing• Determine metrics and analytics approach early• Select a robust and user-friendly ER case management system• Expect and plan for new work streams 11
  12. 12. Questions? Thank you. Cara PawlischAVP, Human Resourcescpawlisch@hanover.com