HRDi Overview 2011

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  • Five (5) basic phases Measurement is a baseline for change – now where you are and where you need to be
  • Timeline Start immediately Assessment is shortest phase but the baseline is required Principles: HR employee involvement Business support Data-based analysis and decision making Creativity and Alignment are key
  • Examples of findings from two different clients First Chart: we found there was significantly more “Non-HR” being conducted by HR and how their HR team was spending their time We put a dollar amount and FTE count to the figure to show Business Leaders how much they were ultimately spending in HR to conduct “their” work Psuedo-Supervisory like attendance tracking and safety form completion Facilitating and recording operational meetings We pinpointed several levels in the HR team where lower valued work was being conducted by higher paid resources: A Director was administering compensation plans Directors and HR Managers were handling routine policy questions Second Chart: we found the areas where most people touched a process (Respondents) and processes that required significantly more headcount to deliver a service Every location handled college recruitment and selection differently and there was no national / centralized plan All locations handled Payroll differently and via several different payroll systems
  • Examples of results from actual transformational work Centralized Transaction Center – Company wanted to drive toward a “One Corporation” philosophy to ensure employee experiences were consistent across all offices and facilities while reducing HR costs Total Rewards Strategy – A private company was competing with public companies for talent and couldn’t compete with LTI plans and other benefits; repositioned compensation and benefits as a “Total Rewards Strategy” with pay, benefits, work environment and career. Recruitment and Selection Process – A company streamlined their selection process through automated on-line assessments so Recruiters could spend their time sourcing and selecting those that were pre-qualified; less reliance on search firms to source able applicants; new assessments and aligned behavioral interview process identified the best qualified candidates based on competencies needed for the business
  • Examples of results from actual transformational work Centralized Transaction Center – Company wanted to drive toward a “One Corporation” philosophy to ensure employee experiences were consistent across all offices and facilities while reducing HR costs Total Rewards Strategy – A private company was competing with public companies for talent and couldn’t compete with LTI plans and other benefits; repositioned compensation and benefits as a “Total Rewards Strategy” with pay, benefits, work environment and career. Recruitment and Selection Process – A company streamlined their selection process through automated on-line assessments so Recruiters could spend their time sourcing and selecting those that were pre-qualified; less reliance on search firms to source able applicants; new assessments and aligned behavioral interview process identified the best qualified candidates based on competencies needed for the business
  • HRDi Overview 2011

    1. 1. Transforming HR Service Delivery to Drive Optimal Value for your Business
    2. 2. HR Direct Inc.: Our Business <ul><li>HR Direct Inc. provides business-focused HR support to quickly and cost effectively transform our clients’ HR service delivery to drive optimal value for their business. </li></ul><ul><li>Service Offer </li></ul><ul><ul><li>An on-demand HR assessment of current activities and costs associated with developing and delivering human capital solutions to your business. </li></ul></ul><ul><li>Value </li></ul><ul><ul><li>Discover and evaluate data from existing HR team on WHAT they are delivering and HOW they are delivering it to assess HR’s service delivery approach and effectiveness. </li></ul></ul>
    3. 3. Benefits to You <ul><li>Comprehensive assessment of HR’s current state activities and cost </li></ul><ul><li>Self-reported input and involvement from everyone in HR </li></ul><ul><li>Ability to measure, analyze, improve and control key processes </li></ul><ul><li>Cost information on HR processes for business case development </li></ul><ul><li>Holistic view of Human resources and categorized across four types of activities (Strategic, Consultative, Administrative and Other) </li></ul>
    4. 4. When to Engage Us <ul><li>Assuming a new role as a key leader in a company </li></ul><ul><li>Building business rationale for an investment in new technology </li></ul><ul><li>Identifying areas in HR to reduce cost </li></ul><ul><li>Pinpointing areas to realign resources to add greater value </li></ul><ul><li>Achieving a baseline of costs before a major project / transformation </li></ul>
    5. 5. Our Services <ul><li>HR Direct Inc. provides clients with the valued flexibility on how to take full advantage of our services to best match their unique HR and budgetary needs. </li></ul><ul><li>Self-Service : Innovative HR Service Delivery Assessment (SDA) </li></ul><ul><li>Assisted Service : Comprehensive HR Heuristics Reporting </li></ul><ul><li>Full Service : HR Consulting and Facilitation support through implementation </li></ul>
    6. 6. HR Service Delivery Transformation Approach Measure
    7. 7. HR Service Delivery Assessment Assessment Project Launch HR Leaders HR Team Communication Conduct Survey Configure tool Open survey Collect Data Quality check Close survey Analyze Data & Create Reports Analyze data Develop standard reports Develop ad hoc reports Conceptual redesign Deliver Reports Report out to HRLT Begin action planning
    8. 8. Example: Actual Findings
    9. 9. Example: Actual Findings Large amount of “Administrative” time and compensation on transactional work. Fragmented processes in Recruiting and Payroll driving higher costs and less value.
    10. 10. Example: Proven Results <ul><li>Centralized Transaction Center </li></ul><ul><li>Significant annual cost savings </li></ul><ul><li>Improved quality and consistency </li></ul><ul><li>Better leveraged HR professional time </li></ul><ul><li>Total Rewards Strategy </li></ul><ul><li>Higher perceived employee benefits </li></ul><ul><li>Integrated & Efficient Recruitment and </li></ul><ul><li>Selection Process </li></ul><ul><li>Significant cost savings </li></ul><ul><li>More strategic vendor management </li></ul><ul><li>Reduced hiring cycle time </li></ul><ul><li>Higher retention and proficiency </li></ul><ul><li>Lower business operating costs </li></ul><ul><li>More time for Front-line Supv.’s to manage team </li></ul><ul><li>More “consultative / strategic” HRBP’s focused on driving employee productivity </li></ul><ul><li>Higher key talent retention </li></ul><ul><li>Reduced benefit costs </li></ul><ul><li>Higher acquisition of key industry talent </li></ul><ul><li>Faster time-to-role proficiency for new employees </li></ul><ul><li>Reduced recruiting costs </li></ul>
    11. 11. Example: Proven Results <ul><li>Comprehensive Workforce Planning Process </li></ul><ul><li>A talent plan aligned with future organizational needs </li></ul><ul><li>Better resource management / utilization of employees </li></ul><ul><li>Developmentally-focused L&D strategy </li></ul><ul><li>More developmental opportunities for employee learning </li></ul><ul><li>Lower overall employee training costs </li></ul>HR Direct Inc. <ul><li>Ability to take on new business </li></ul><ul><li>Fewer RIF’s </li></ul><ul><li>Higher employee morale </li></ul><ul><li>Higher key talent retention </li></ul><ul><li>Ability to take on new clients </li></ul><ul><li>Stronger pipeline for critical roles </li></ul><ul><li>Reduced training costs </li></ul>
    12. 12. HR Research & Reports <ul><li>HR organizations spend as much as 70%-80% of their time dealing with administrative activities and employee/manager questions and issues. </li></ul><ul><ul><ul><ul><li>Gartner Report, October, 2008 </li></ul></ul></ul></ul><ul><li>In a survey of Senior Business Leaders, 46% said their company’s HR capabilities are adequate but need improvement. </li></ul><ul><ul><ul><ul><li>“ Aligned at the Top” survey, Deloitte Touche Tohmatsu and the Economist Intelligence Unit, 2007. </li></ul></ul></ul></ul><ul><li>Value v. cost discussions are difficult to quantify without a clear and transparent cost/price structure for HR services. </li></ul><ul><ul><ul><ul><li>“ HR Shared Service Centres”, Hewitt, 2007 </li></ul></ul></ul></ul><ul><li>“ HR transformation is not about doing HR; it is about building business success.”* </li></ul>* Dave Ulrich, 2009
    13. 13. Clients & Testimonials Elkay Manufacturing (consumer goods) Hallmark Services Corporation (professional services) McCain Foods USA (food manufacturing and distribution) McCain Foods Canada (food manufacturing and distribution) United Stationers Inc. (wholesale distributor of business products)

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