Clients do not come first. Employees come first. If you take care of your employees, they will take care of your clients. Discover how to design service models with employees at the heart.

1. SUCCESS
CONNECT
CONSUMER-ORIENTED
SERVICE DELIVERY MODELS …
LEVERAGING THE BEST OF
CLOUD, AI AND AUTOMATION,
AND BUSINESS PROCESS
August 2017

2. Copyright © 2017 Accenture. All rights reserved. 2
SO WE HAVE AN
OPPORTUNITY
TO CREATE
SOMETHING
GENUINELY
DIFFERENT…
TO SHIFT FOCUS
FROM PROCESS
TO EXPERIENCE.
FROM STANDARDS
TO A HUMAN-LED
SERVICE.

3. “SIMPLE CAN BE
HARDER THAN
COMPLEX: YOU
HAVE TO WORK
HARD TO GET
YOUR THINKING
CLEAN TO MAKE
IT SIMPLE.”
- STEVE JOBS
FRAMEWORKS AND
PRACTICES

4. TO UNDERSTAND YOUR
MOMENTS THAT MATTER WE
MUST ENGAGE WITH YOUR
EMPLOYEES, PUTTING
THEM AT THE HEART OF
DESIGN
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JOINING1
MY ONBOARDING2
MY RECOGNITION6
MY TIME-OFF
8
MY PERSONAL INFORMATION3
7
MY CAREER GROWTH4
5 MY ROLE MOVE
MY HEALTH
9
MY PAY AND
BENEFITS
MY EXIT

5. APPLYING FILTERS TO IDENTIFY
YOUR MOMENTS THAT MATTER
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Special
Emotional
Personal
Sensitive
Confidential
Urgent
Complex
EMPLOYEE
FILTERS
BUSINESS
FILTERS
MOMENTS
THAT
MATTER
Transactions
Queries
Pain points
Satisfaction
Attrition
& Exit

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DESIGNING SERVICES
FOR PEOPLE
DATA
MANAGEMENT
RECRUITMENT
PAYROLL
LEARNING IT HELP DESK
PERFORMANCE
MANAGEMENT &
COMPENSATION
I would like to explore
new roles
I am starting work soon and
I want to hit it out of the park
I would like to explore
flexible work options
I an having my first child.
What do I do?
I want to submit an
idea
I need to travel
internationally for work
I need access to tools
and resources for my job
I have a big meeting coming
up and need to plan logistics
HUMAN RESOURCE ORIENTED SERVICES EMPLOYEE CENTRIC SERVICES
• Maximize time with customers
• Employee-tailored; Manager-tailored
• Resolution-focused, addressing intent
• Personal empathy for sensitive situations
KEY PRINCIPLES
• On-demand, any where and any time
• Proactive interactions and advice/counsel
• Differentiated for Moments that Matter
• Balancing digital and human channels
Designing great employee experiences started with transforming the traditional transaction- and function-
orientation of HR services, to orienting around services and treating employees as consumers.

7. PRIORITIZE AND INVEST IN
YOUR MOMENTS THAT MATTER
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We rethink and redesign selected activities to improve outcomes including increased NPS/Cstat, reduced
administrative burden, reduced cycle time, and reduced total cost to serve.
SELECT KEY EVENTS/PROCESSES
THAT HAVE SHARED IMPORTANCE TO
EMPLOYEE /MANAGER AND THE BUSINESS.
Criteria can include:
• Volume of transactions
• Known pain-points
• Work day/non-work day
• Labor intensive
• Manager involvement
TOP EVENTS/
PROCESSES
TYPICALLY INCLUDE
• Onboarding
• Transfers
• Offboarding
• Maternity Leave
• Payroll
EMPLOYEE /
MANAGER
PERSPECTIVE
• Joining the company
• Changing roles or assignments
• Moving on
• Having a Child
• Payroll
REDESIGN PROCESS REGARDLESS OF BACK OFFICE SILOS
HUMAN
RESOURCES
FINANCE &
ACCOUNTING
PROCUREMENT FACILITIES
STORES /
FACTORIES
TECHNOLOGY &
COMMUNICATION

8. SERVICE / PROCESS PERSONAL / HUMANTECHNOLOGY / DIGITAL
PRIORITIZE WHAT MATTERS
MOST TO EMPLOYEES
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How services are structured and delivered is changing in today’s digital world – requiring an experience-led approach to
identify the Moments that Matter and design and deliver seamless experiences across channels.
EXPERIENCE CHANNELSPERSONA
Employees
Managers / Leaders
Alumni
Retirees
Candidates / New Joiners
Extended Workforce
Customers / Future Joiners
Self-Service Web VoiceMail ChatMobile Social Text HumanAvatar
Joining
Leaving
Transferring
Having a Child
Travel
IT Upgrade
> 70% of services Exception, differentiation
Meeting Planning
• Personalize, modernize, and optimize to drive better experiences
and create the business case for more complex, higher-touch,
differentiated experiences
• Use analytics to enable predictive experiences
• Social and mobile enables employees to connect, collaborate, and
crowdsource
• Differentiate and design integrated
experiences for Moments that Matter
• Direct access to a person for high touch
needs (personal advocate)
• Coordination across functions (e.g., HR,
Finance, Facilities) and channels

9. BALANCE HI-TECH AND HI-TOUCH
IN THE SERVICE MODEL REDESIGN
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The new Employee Services Model provides for an expanded line-of-sight with the right balance of hi-tech and hi-touch
channels, anchored on delivering against spoken and unspoken expectation of the Consumer.
STORES /
FACTORIES
HUMAN
RESOURCES
FINANCE &
ACCOUNTING
PROCUREMENT TECHNOLOGY &
COMMUNICATION
FACILITIES
Employment Lifecycle
Workplace Support
Personal Support
Reporting & Analytics
MAIL WEB TEXT CHAT VOICE SELF-SERVICE
PERSONAL &
RELEVANT
“Make the experience
relevant to me”
INTUITIVE
“Should be easy to figure
out like Amazon.com”
ACCESSIBLE
ON DEMAND
“Need it to be available
when I have time”

10. MOMENTS THAT MATTER EXAMPLE:
JOINING THE COMPANY
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Onboarding is an opportunity to create a signature experience that distinguishes, yet requires
that employee data processes are timely, accurate, and coordinated across functions.
HR
• New hire orientation
• Employee set up
• Benefits enrollment
• Payroll set up
• New hire / job training
• Sign-on bonus
Finance
• Cost center mapping
• Signing authority
• Expense management
Procurement
• Contingent labor
vendor
• Corp credit card
IT
• Security profile/ role
• Authority levels
• Personal computer
• System access
• Mobile phone
• Log-on details
Facilities
• Building access
• Security card
• Cube / Office
• Supplies
• Parking space
• Health and safety
Stores
• Orientation
• Uniforms
• Workplace
schedule
• Store discounts
END-TO-END SERVICES ACROSS FUNCTIONS
SERVICE IS
TRIGGERED
END OF
SERVICE
Employee: ”I want a smooth and transparent onboarding that reaffirms why I chose
this company, connects me to my colleagues, and gets me oriented and contributing”
Hiring Manager: “I need to
onboard a new joiner to my team”
CHANNEL STRATEGY

11. USE DATA & ANALYTICS TO DRIVE THE
EXPERIENCE, ANTICIPATING EMPLOYEE NEEDS
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TRIGGER EXAMPLES INSIGHTS (TACTICAL TO STRATEGIC)
CORRELATION
WILL BE SPECIFIC
TO EACH
ORGANIZATION’S
WORKFORCE
CHANGE OF PERSONAL ADDRESS
BENEFIT CHANGE
TAX WITHHOLDING
UNEXPECTED CHANGE IN NET PAY
NEW EARNING OR DEDUCTION
DEDUCTION LIMITATION REACHED
SEARCHING FOR MATERNITY LEAVE POLICY HAVING A CHILD (BIRTH OR ADOPTION)
3-5 YEARS TENURE WITHOUT MANAGER TITLE LIKELY ATTRITION IN NEXT 6 MONTHS

12. MOVE FROM CALL TRIAGE TO A TRUSTED ADVISOR
IN THE CONTACT CENTER FOR HI TOUCH SERVICES
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BUILD TRUST WITH EMPLOYEES
Trusted advisors empathize with consumers and, with the consumer’s permission, inquire as to the core reason for
the contact—allowing the trusted advisor to more completely understand the work or personal event(s) behind the
consumer outreach.
IMPROVE END-TO-END EMPLOYEE EXPERIENCE
Trusted advisors anticipate what help the consumer will need and present themselves as single point of contact.
Enabling workflow, activities will cross traditional HR silos and reach out of HR to provide the consumer with an end-
to-end service—including light transactional work.
ADDRESS EMPLOYEE ISSUES, NOT SYMPTOMS
Having established a trusted relationship with the consumer, the advisor will leverage his/her experience and tools to
solve for the spoken and/or unspoken intent of the contact—solving for root cause rather than symptoms.

13. “CLIENTS DO NOT
COME FIRST.
EMPLOYEES COME
FIRST. IF YOU TAKE
CARE OF YOUR
EMPLOYEES, THEY
WILL TAKE CARE
OF YOUR CLIENTS”
- Richard Branson
MIGRATING TO
EMPLOYEE SERVICES

14. To find out more about how Accenture can help with your Talent
and HR Business Process Services visit:
www.accenture.com/HRbpo
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