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HR Service Delivery Model

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Dayyani, P. (2015) presentation of HR Service Delivery in 1st Tehran Service Design Conference, Tehran Iran,
کنفرانس طراحی خدمات

Published in: Recruiting & HR
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HR Service Delivery Model

  1. 1. HR Service Delivery Model Peyman Dayyani SHRM-SCP, SPHR, GPHR, Assoc. CIPD, MBA
  2. 2. HR's Optimal Response Business now considers in greater detail the opportunities HR professionals have to create value for employees, customers, investors, and their organization.
  3. 3. Traditional HR delivery models The High Impact HR Operating Model Federated Coordinated Generalist Advisor Static Fluid Center Community Administrative Operational Technology Experience Copyright © 2014 Deloitte Development LLC..
  4. 4. Over the past two decades, HR continues its move up the value chain toward strategic partnership Operational executor • HR function efficiency Operational excellence/Org. effectiveness • People cost/ Productivity Talent manager/ Employer brand • Talent superiority Organization Transformation • Change and culture steward Strategic Partner • Strategy architect
  5. 5. Overall Framework for Human Resource Management COMPETITIVE CHALLENGES • Globalization • Technology • Managing change • Human capital • Responsiveness • Cost containment HUMAN RESOURCES • Planning • Recruitment • Staffing • Job design •Training/developme nt • Appraisal • Communications • Compensation • Benefits • Labor relations EMPLOYEE CONCERNS • Background diversity • Age distribution • Gender issues • Educational levels • Employee rights • Privacy issues • Work attitudes • Family concerns
  6. 6. HR Operational Mode CPD = HR Content and Process development CREATION AND OHR NEEDS COME TOGETHER BUSINESS HR HR CPD OPERATIONAL HR TEAMWORK
  7. 7. Resourcing Process Performance management Process Rewarding Process Strategic Planning Process Learning Process The process to ensure business driven and well integrated HR Products and services - Where needs, creation and implementation come together - Processdevelopment BusinessHR Contentdevelopment OperationalHR Organizations Operational HR Input, requests and feedback ManagersandEmployees Process Clusters Corporate
  8. 8. What is an HR Delivery Model? There are many ways an HR function can be structured to deliver efficient services. There are three main models local authorities could consider implementing, either uniquely or in combination, to maximize the productivity of HR.
  9. 9. HR Delivery Model 1.Centralized The majority of HR support is provided by a central HR team. Low-level administrative activity takes place within individual business units.
  10. 10. HR Delivery Model 2. Decentralized Most HR support is located within individual departments. A small central HR team is responsible for leading on strategy and policy development.
  11. 11. HR Delivery Model 3. Account Management HR professionals work closely with individual business units and are accountable to departmental directors. They have a link to a small central HR team to ensure consistency, quality and strategic direction.
  12. 12. Service Strategy Development Define: –collates information from all existing services as well as every proposed service (this includes any services in the conceptual phase). The scope covers all the services the organization would provide if it had unlimited resources, capabilities and time.
  13. 13. Service Strategy Development Analyze: – The analyze exercise is performed to find the perspectives, plans, patterns and positions. This information is used to guide the analysis and the desired outcomes of service portfolio management. Understanding their options helps senior management to make informed investment decisions, with regards to service initiatives. – Service investments are split among three strategic categories: • Run the Business (RTB) – centered on maintaining service operations • Grow the Business (GTB) – intended to grow the organization’s scope of services • Transform the Business (TTB) – moves into new market spaces
  14. 14. Service Strategy Development • Approve: –the two previous activities lead to a good understanding of what the future holds. This exercise is concerned with completing the final draft of the portfolio.
  15. 15. Financial management for HR services The aims for any HR services organization should include: – „To be able to fully account for the spend on HR services and to be able to assign these costs to the services delivered to the organization – To assist management decisions on HR investment by providing detailed cost analysis regarding changes to HR Services
  16. 16. The activities of financial management Budgeting is the predicting the expected future requirements for funds to deliver the agreed upon HR services to the service customers. Budgets are typically created on an annual basis. The activity requires careful monitoring of agreed budgets against the actual spend (accounting).
  17. 17. HR accounting enables the HR organization to account fully for the way it’s money is spent (the practices allow identification of costs by department, employees, service and/or activity). The activity is not simple and this is one area that should involve some outside expertise usually provided from within the Finance Department. Types of accounting methods include: – „Direct cost vs. indirect cost – „Fixed cost vs. variable cost – „Cost unit (chargeable unit)
  18. 18. Service Portfolio The three categories of the service portfolio are: –Service pipeline (proposed or in development) –Service catalogue (live or available for deployment) – Retired services (decommissioned services)
  19. 19. The six Rs • The six Rs 1. Renew: these services meet functional fitness criteria, but fail technical fitness. An example may be a service whose fulfillment elements include a mainframe system and frame relay network that still supports business critical processes, where the strategic direction of the organization is to retire the mainframe platform and source an MPLS (multi protocol label switching) WAN. 2. Replace: these services have unclear and overlapping business functionality. 3. Retain: largely self contained, with well defined asset, process and system boundaries. These services are relevant and aligned with the organizations service strategy.
  20. 20. 4. Refactor: often services that meet the technical and functional criteria of the organization have confused or inconsistent process or system boundaries. In these cases, the service can often be refactored to include only the core functionality, with other common services used to provide the remainder. 5. Retire: services that do not meet minimum levels of technical and functional fitness. Retirement is an often overlooked investment; this is potentially one of the largest hidden costs in a service provider’s organization, particularly in a large organization with a long history. 6. Rationalize: often organizations discover they are offering services that are composed of multiple releases that come from the same operating system, or multiple versions of the same software. These services need to be rationalized.
  21. 21. Alphabet Soup –HRO Human Resources Outsourcer –PEO Professional Employer Organization –ASO Administrative Services Organization –BPO Business Process Outsourcer
  22. 22. The connections that make High- Impact HR work
  23. 23. © Institute for Employment Studies HR function map in new model Corporate HR Shared service Business partnerCentres of expertise transfers from line management
  24. 24. HR service within Leading Organizations
  25. 25. HR Model to achieve excellence: HRBP-SSO-COE integration Centers of Expertise World class delivery on PEOPLE STRATEGY SSO to be a world-class operations ONE HR HR Business Partners Integrated HR IS infrastructure Shared Services
  26. 26. Three Tiers HR Service Delivery Model
  27. 27. Typical Tiered HR Service Delivery Model
  28. 28. The Multi-Tier Approach to HR Service Delivery There are many versions of the multi-tier model, the most common being a three-tier approach:
  29. 29. Tier 0: Employees and managers answer their own HR questions and complete transactions via a portal and self-service systems. According to Gartner key performance indicators (KPIs) from the same 2008 paper mentioned above, 66 percent of HR inquiries/events should be able to be handled in Tier 0, although this author has seen most employers reach 80 to 90 percent Tier 0 usage when deploying the model “best-in-class” (more on that later).
  30. 30. Requirements Manager Self-service Example
  31. 31. Manager self-service Manager insights
  32. 32. Manager self-service Manager insights
  33. 33. Manager self-service Manager insights
  34. 34. Employee self-services • Personal Records • Personal Site • Personal CV • Benefits Administration • Benefits Enrollment • Travel and Expanse Management • Personal Development Plan • Learning Marketplace • Performance Management
  35. 35. Employee Personal Profile
  36. 36. Employee Self Service Employee Kiosk
  37. 37. Employee’s Self Service Learning Assistant
  38. 38. Tier 1: With widespread adoption of Tier 0, only 28 percent, according to the same Gartner KPIs, of employee inquiries rollover to Tier 1 – the HR shared services center or help desk – with a majority of those inquiries being resolved on the first call.
  39. 39. Top 10 Technology Enablers 1. ERP 2. Data Analysis and Reporting Tools 3. Workflow 4. Document Imaging 5. Data Warehouse 6. ePayment 7. Employee Self-Service 8. EDI 9. Manager Self-Service 10.Financial Consolidation Tool
  40. 40. What’s Help Desk? Help Desk, provides first level support & assistance to the Managers and Employees for immediate troubleshooting. Service maintains a library of complaint/problems with there likely solutions that can be suggested to the managers and employees on line.
  41. 41. Help Desk HR Help Desk 360 Degree View of Employee’s HR Related Data Action Links into HR Secured Cases IT Help Desk Asset Management Change Management Defect/Fix Mgmt ITIL Certified Customer Support Customer Service Focused Tied into Order Capture for upsell/cross-sell Tied into SFA
  42. 42. HR Help Desk Organizational Challenges  Employees default to who they know  Manual processes and spreadsheet call tracking  Inconsistent processes and answers across the organization  Slow resolution time due to lack of centralized knowledge base  Lack of security, accountability and insight  Ineffective use of talented HR resources Why didn’t my pay adjustment show up? How do I change my beneficiaries? How do I modify my withholdings? Am I eligible for 401-K matching? Employees Can I go negative in my vacation accrual? I need to arrange a personal leave of absence Can you correct my department number? How do I terminate an employee?
  43. 43. HR Operations Transactions The following HCM processes can be supported by HR Help Desk:  Workforce Management – Personal Information and Job data  Employee Movement Management  Position Management  Benefits Administration  Compensation Administration  Recruitment  On-boarding and Off-boarding  Payroll Administration  Pension Administration  Absence Management  Records Management  Labor Relations Management  Training  Recognition and Rewards Management  Temporary Employment Services Agency (TESA)  Seasonal employment  Seasonal employment  Wellness  Strategic Business Planning  Organization Development and Design  HR Client Consultancy Services  Grievance Tracking
  44. 44. Call Center Role in Employee Relations Inquiries
  45. 45. Transaction Input Channels Utilized
  46. 46. • On average,1.17% of the employee population calls the HR call center on any given day (range 0.3%X3.0%). • On average, each call center rep handles 17 calls per day (range 3 –38) • Note: This is a much lower number of calls than can reasonably be handled in a typical environment, suggesting that in many organizations call center reps are performing Other duties in to addition handling calls. This is substantiated by multiple verbatim comments.
  47. 47. Call Center Metrics Used
  48. 48. HR Help Desk Goals Employee Satisfaction  How can I enable employees to resolve their own questions?  How can I improve the operational efficiency of the HR department? Call Tracking & Management  How can I track the number of calls that are submitted against a specific issue?  How can I ensure a quick and accurate answer to questions? Visibility / HIPAA Security  How can I make sure that only specific people can see sensitive or secure data?  How can I ensure that personal employee data is secure? Reduce Costs / Call  How can I make sure that my specialist are not answering basic questions?  What is the best way to route calls to the right person, the first time? Receive Inquiry Close Case Diagnose Issue
  49. 49. Notes & Attachments Tasks Case History Related Cases Notes Libraries Relates Actions History Call/CTI Email Self Service Human Resources Case Solution Related Actions Chat MCF / Unified Agent Desktop Employee Self Service Integrations PeopleSoft HR HelpDesk Action Links HR Help Desk Module Overview Example
  50. 50. Tier 2: In this model, then, the time that centers of excellence spend doing administrative work associated with employee inquiries is reduced from 70 to 80 percent, to as low as six percent according to the Gartner KPIs.
  51. 51. Tier 3: Design HR programs and policies, identify best practices, design, develop and execute new HR programs There are new requirements that may demand n COEs • Risk Management & Compliance • Inclusion & Engagement • Workforce Metrics & Measurement • HR Effectiveness • HR Controller
  52. 52. The Tiered Model to Deliver Shared Services
  53. 53. Workforce Technologies Impact on Number of Employees Served per HR Staff –Worldwide
  54. 54. HR 1.0
  55. 55. HR 2.0
  56. 56. HR 3.0

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