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Knowledge Based Advisory Services

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How they help contribute to the creation of sustainable competitive advantage

How they help contribute to the creation of sustainable competitive advantage

Published in: Business, Technology

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  • 1. HOW KNOWLEDGE BASED ADVISORYSERVICES HELP CONTRIBUTE TOTHE CREATION OF SUSTAINABLECOMPETITIVE ADVANTAGECAMPBELL FISHERMANAGING PARTNER & SOLICITOR DIRECTORFCB GROUPJASON COLLINSHR SHARED SERVICESTELSTRA
  • 2. INTRODUCTIONCAMPBELL FISHER – FCB GROUP▶ HR Shared Services Models▶ Tier 2 – Tier 3 Advisory Services▶ Creating sustainable competitive advantage through aligned HR capability▶ Outsourced CapabilityJASON COLLINS▶ HR Direct – a Telstra Case Study on best practice
  • 3. A LITTLE ABOUT FCB GROUPESTABLISHED IN 1993…▶ Australia’s leading workplace relations law firm▶ Provider of specialist HR consulting and cloud based technology solutions - featured in Australian Anthill Magazines Smart 100 Index as one of Australias most innovative products▶ Three offices – Sydney; Melbourne; Perth▶ 60 staff supporting our specialist service delivery▶ Clients – mostly large public and private corporates
  • 4. SHARED SERVICES CENTRE OF EXCELLENCE MODEL
  • 5. TIERS OF HR SHARED SERVICE Tier 0 Tier 1 Tier 2 Tier 3 Administrative Self Service Subject Expert Policy Expert Service
  • 6. WHY CENTRALISE AN ADVISORY SERVICE?TIER 2 – TIER 3▶ A centralised model allows the capture of metrics in relation to systemic people issues which then guide preventative workforce programs enhancing employee engagement and controlling labour cost base▶ Consistency of advice and support outcomes to line management▶ Responsiveness of advisory service to business needs▶ Technology provides common access to workplace knowledge and tools and overcomes geographic barriers▶ Australia moving to national system of Workplace and WHS laws
  • 7. SUPPORT FUNCTIONS RECOVERING FROM THE GFCFCB’S CLIENT EXPERIENCE▶ Many businesses look to cut support function cost (and capability) as an initial response to economic pressure on their business model▶ As the economy recovers and business model volumes improve support function capability is generally not built back to pre economic downturn levels▶ This results in support function capability becoming stressed and its focus becoming reactionary to operational needs with limited contribution to creating sustainable competitive advantage to the organisations business model▶ The subsequent result is that the cost of capability is disproportionate to the value it contributes to a business modelHOW DO YOU BREAK THIS CYCLE AND REAPPOINT CAPABILITY TO VALUE CREATING ACTIVITIES?
  • 8. WHAT IS HR PARTNER? – A BESPOKE SERVICEDELIVERY MODELTIER 2 & 3 KNOWLEDGE BASED ADVISORY SERVICE▶ Capability formalised in integrated model July 2009▶ Integrates telephone advisory services with FCB’s cloud based technology solution – enableHR and CRM metrics reporting software▶ 6500 enterprises currently engaged with technology solution▶ Call volumes vary from 800 to 2500 per month dependent upon client demand profile▶ 98% of calls answered first time
  • 9. TELEPHONE ADVISORY SERVICES▶ Objectives: • Painless, practical, timely advice to line managers • Every interaction builds capability of line manager to manage their HR/IR or WH&S • Scope of advice broad & tailored to client: Workplace Awards NES HR Issues WH&S Fair Work Act Coverage and Performance Policy and consultation compliance entitlements Management Independent Contracts Redundancy/Termination Hazard identification Contractors FWO Inspections / Leave Policy issues Incidents and Accidents Union Relations More…. More… More… More…▶ Ability to leverage online technology • access customised online web enabled HR Tool – shared source of truth • provide detailed reporting metrics for proactive training/advocacy
  • 10. SINGLE SHARED Board & C Suite SupportSOLUTION Online Business Tool Dashboard Manager Support Electronic Folders Advisory Team Customised Employee File Customised Dynamic Contracts Integration HR Processes / Workflows Employee Details Legal Advice & Employee Documents Templates and Letters Employee Notes & Representation Contractor Management WHS Processes & Reminders Practice Policies SHARED CONTENT ACCESS to IP & TOOLS Organisational Specific Industrial Framework Awards EBA’s Wages NES ER Communications HR/WR/WHS Dashboard Consulting Reporting
  • 11. 1300-dedicated# Client Calls Client Call identification Call Auto-Routed to Advisory Line through tailored telco dedicated Client Advisory configuration Team Sophisticated data integration between advisory system and Advisor records notes, identifies immediate Caller accesses employee client system provides complete solutions for implementing, or elevates to file, notes and records to current date, historical record case file status for ongoing advice orthrough technology interface of employee file, activity escalation to senior client resource in accordance with protocol. undertaken, advice given and notes. Metrics and Management Reporting generated in accordance with SLA
  • 12. IN A STRONG ECONOMY… External ServiceProviders $$ Strategic Tactical Operational
  • 13. WELCOME GFC… External ServiceProviders $$ Strategic Tactical Operational
  • 14. ECONOMIC CONDITIONS STRENGTHEN… External ServiceProviders $$ Strategic Tactical Operational
  • 15. Advisor Employee File HR Leader/Line manager
  • 16. THE KEY INGREDIENTS TO SUCCESSFULOUTSOURCING MODELS▶ Long term partnering relationship between client and provider▶ Strong stakeholder engagement prior to finalisation of commercial structures▶ Alignment of organisation’s objectives, service delivery performance measurement and commercial structure▶ Joint commitment to proactive exchange of IP▶ Agreed, clear and strongly articulated escalation protocols▶ Recognition that minimising the cost of delivery of capability is not necessarily the major contributor to business model performance
  • 17. HR DIRECT: A CASE STUDY PRESENTED BY JASON COLLINS Highly engaged team, winning culture, outstanding performanceTELSTRA TEMPLATE 4X3 BLUE BETA | TELPPTV4
  • 18. THE HR DIRECT VISION AND MISSIONVision – Leading the way with every interaction buildingcapability today to achieve the goals of tomorrowMission – Painless access to HR Gurus for insights and supporton immediate HR needs while developing people managercapability.Leveraging cool technology in a fun challenging place to work,we partner with the HR community to create a great customerexperience. 21
  • 19. HR DIRECT – FAST FACTS (THE BASICS)How HR Direct started: Hours of Operation:•Commenced with a pilot in Retail in Oct 2009 •8am-6pm (AEST) Monday to Friday•Rolled out progressively to each BU over 18 •24/7 service for emergency mattersmonth period•Fully servicing all of Telstra since 23rd May 2011 How to contact us: (Multiple Channels)The core service offer:1. General HR policy and process advice; and2. Case management (including conduct and performance, bullying and discrimination, and complex cases*) Our shift structure: 8am -10am (Extreme Shift) •HR Consultants andOur 5 office locations: HR Advisors roster 10am -1pm themselves for 1 shift Brisbane per day (2 extreme 1pm - 4pm shifts per week) •Senior HR Advisors roster themselves 2 4pm – 6pm (Extreme Shift) shifts per week Our Technology: •Every interaction in HR Direct is recorded in the Employee Interaction Centre (EIC); a functional component of SAP. Each interaction is categorised in Erina Adelaide terms of type of matter and severity (Low, Med, High) Melbourne Sydney •Phone calls, emails PRESENTATIONrouted by Web CCDATE | 22 & fax are TITLE | PRESENTER NAME |
  • 20. HR DIRECT – VOLUME OF INTERACTIONSEIC Activities by Type - FY11-12 BY QUARTER Employee Interaction Centre (EIC) Activities - YTD 741 ADVICE CASE 591 10,607 1,877 545 12,484 3595 3778 Interactions YTD Case 3234 Advice Q1 Q2 Q3EIC Activities vs Client Satisfaction – FY 11-12 Client Satisfaction 2000 4.4 1600 4.3 1200 4.2 800 4.1 YTD Net Promoter Score +40 400 4EICActivities 0 3.9 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 23
  • 21. CUSTOMER SATISFACTION AND METRICS Customer Satisfaction Target Information: Questions 1. Customer Sat Surveys are sent weeklyQ1 ‘Accessible and 4.2 via email to People Managers for all ‘closed’ matters Responsive’ 2. Each question is rated on a scale outQ2 ‘Met my needs’ 4.2 of 5 3. The Net Promoter Score is calculatedQ3 ‘Left me knowing more’ 4.2 by subtracting the % of detractors (ratings 1, 2 and 3) from the % ofQ4 ‘Advocacy for HR 4.2 promoters (rating of 5) Direct’ Overall Customer Satisfaction: 4.2 Service Metrics Target How do weQueries closed in less than 1 80% keep learningday in HR Direct?Cased closed in less than 21 65%days 1. Business Experiences (ride-ons) in BU’sInteractions answered first 95% 2. Monthly Learning Forumstime 3. Case Mgt Training with HR Legal 4. Case discussions in weekly team meetings 24
  • 22. HR DIRECT TECHNOLOGY PLOT 25
  • 23. SOME CUSTOMER AND EMPLOYEETESTIMONIALS- Great experience. I have not had the support like this from any other job I have had.”- “The HR person I dealt with was excellent, the best service I have ever had in my life from anyone…“- “As stated in the past the HR Direct … is the area with the BEST customer service in Telstra as I consider myself the Customer when I call them”“HR Direct is simply the best group I have ever worked in and everyone in the-team is such a source of knowledge and energy. While there are peaks (andtroughs) overall it is an amazing place to be and full of such knowledgeable andpractical people. Everyone in it strives to make it a great team (from the topleadership to the frontline team members). I believe it should be examined re: acase study on how to set up a highly motivated and high achieving team andteam culture. Thank you for allowing us to be different!!”Employee Engagement Survey - 2011 26
  • 24. QUESTIONS? CAMPBELL FISHER MANAGING PARTNER & SOLICITOR DIRECTOR JASON COLLINS HR SHARED SERVICES TELSTRA