Expanding the Functionality


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Expanding HRSS centers to include complex HR operations

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Expanding the Functionality

  1. 1. Expanding the Functionality of HRSS Centers to Include Complex HR Operations April 2012, Carrie Collins, PHR1 Copyright © 2011 Lawson. All rights reserved.
  2. 2. What is It?2
  3. 3. Shared Services Defined The consolidation and sharing of services by Driven by concept different units or locations to that HR can operate help: more effectively when -Achieve economies of scale it is organized and -Enhance consistency across managed according organization -Improve quality to its two primary -Leverage technology investments responsibilities – -Manage labor costs transactional and -Provide greater value to the strategic business And of course in today’s economy – “doing more with less” Source: Mercer
  4. 4. The Model Companywide consistent policies and processes, from which standardized, automated transaction processing can be achieved Organizations that have deployed self - Use of employee and manager service applications, in some cases under a A central self-service portal umbrella and further that have moved knowledge base applications to a service center approach, augmented by from a Web call center technology and a knowledge portal base that couples person-specific content with transactional services, have achieved Service Delivery Excellence. A call center, internal or CedarCrestone Annual HR Tech Survey Most often, but outsourced, for not always, a fielding queries single HCM and handling software other tasks by platform phone, e-mail and chat Business Week Research
  5. 5. Common Functions  Inquiries  Services Provided  General HR policy  Relocation Services  Payroll  Expatriate Services  Benefits  Employee Feedback  Compensation Surveys  Compensation  Transaction Processing Administration  Employee Data  Incentive Program Management Administration  Payroll Transactions  General Communication  Training Registration  Ad Hoc Reporting  Tuition Reimbursement  New Hire/Termination Processing  Benefits Processing  Open Enrollment
  6. 6. Tiered Escalation Approach to Resolve HR Inquiries Tier 0 Tier 1 Tier 2 Tier 3 Self Service Service Desk Case Resolution Policy (HRSD) (HRSD, COE, HRBP) (COE) HR Portal Cross HR Operating Model Case Management  General Inquiries – Payroll Policies and Procedures – Compensation  Issue Management  Appeals –Payroll – Benefits – Leave Management Frequently Asked Questions – Wellness  Exceptions – – Reports Performance Management System –Compensation Employee Information – –Benefits Testing – Referral Program – Earnings Statement – Vacation Balance  Employee Data Changes – Benefits Enrollment and  Leave Management – Changes Complex / Escalation  Recruiting Application Process Submit Online Inquiry / Request to HR Service  Executive Compensation  Manager Request to Post a Center Position  Report Requests Rewards Administration  Knowledge Center Access – Rewards Vendor  Labor Relations Requests – Current Merit Information Resource Links  Employee Records Request  Employee Related – Knowledge Center Emergencies  Employment Verifications – PAS / Performance Management  Harassment Notification  Mortgage Verifications Feedback reviewed and actioned to enhance HR portal knowledge repository and customer experience across tiers 6
  7. 7. Why Change It?
  8. 8. What’s not working with the model as deployed Implementation When HR functions moved to this model they often did not make significant changes in roles HR skill set The model requires capabilities that HR, as a whole, does not have Transactional services Baseline transactional services are often not being delivered flawlessly Line managers Line managers need to have the skills and tools to manage their employees and are not getting the support they need from HR Geographic focus The current model often does not account for delivering operational services, that require specialist knowledge, in person Mercer 8
  9. 9. Three hypotheses about the next generationHR model 1. There will be fewer HR Business Partners in the future 2. COEs will let go of transactional work to focus on design 3. Line managers and employees will get better support from HR and how they get that support will change Mercer 9
  10. 10. Shared Services will be key to achieving better support The bulk of HR’s administrative, transactional and operational work will be in Shared Services Most HR resources will be in Shared Services Case/Geography Managers will be embedded locally as operational executors –reporting into shared services Primary customer is the manager and employee, secondary customer is the COEMercer 10
  11. 11. What’s Next?11
  12. 12. Sourcing Mix If it’s done, someone’s doing it in a “shared services” model. In particular, LOA administration and onboarding support appear to be gaining prevalence in shared services scope.12
  13. 13. Centralized Employee Relations Almost half have centralized employee relations, with 18% being part of shared services scope. Centralized employee relations functions tend to include a fairly wide breadth of services. (Source: 2010 SSI mini-survey, 27 respondents)13
  14. 14. How to Choose?14
  15. 15. Prioritization of Processes/ActivitiesBenefits• Level Of Transactional Activities High Priority/ Initial Focus• Strategic Value Longer Term• Activities Dispersed Through Organization• Activity Spend (or Activity Headcount)• Fragmentation of Activity (Touches/FTEs) Low Priority Lower Value Ease of Implementation • Standardization of Systems • Business Unit Specificity • Degree of ES effort underway • Business / Security Risks • Process Maturity 15
  16. 16. and Some tips on process….Design 1. Document, Document, 2. Gap Analysis 3. Make Your Case 4. Internal Controls
  17. 17. Q&A April 2012, Carrie Collins17 Copyright © 2011 Lawson. All rights reserved.
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