The document discusses the evolution of HR service delivery models, highlighting a shift towards strategic partnerships and operational excellence. It outlines three primary HR delivery models: centralized, decentralized, and account management, and emphasizes the importance of service strategy development and financial management for HR services. Additionally, it introduces a multi-tiered HR service delivery approach to improve efficiency in operations and employee relations.

1. HR Service Delivery Model
Peyman Dayyani
SHRM-SCP, SPHR, GPHR, Assoc. CIPD, MBA

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. 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. 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. 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. HR Operational Mode
CPD = HR
Content and
Process
development CREATION AND OHR NEEDS COME TOGETHER
BUSINESS
HR
HR CPD
OPERATIONAL
HR
TEAMWORK

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Alphabet Soup
–HRO Human Resources Outsourcer
–PEO Professional Employer
Organization
–ASO Administrative Services
Organization
–BPO Business Process Outsourcer

22. The connections that make High-
Impact HR work

23. © Institute for Employment
Studies
HR function map in new model
Corporate HR
Shared service
Business partnerCentres of expertise
transfers from
line management

24. HR service within Leading
Organizations

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

27. Three Tiers HR Service Delivery Model

28. Typical Tiered HR Service Delivery
Model

29. 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:

31. 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).

32. Requirements Manager Self-service
Example

33. Manager self-service
Manager insights

34. Manager self-service
Manager insights

35. Manager self-service
Manager insights

36. Employee self-services
• Personal Records
• Personal Site
• Personal CV
• Benefits Administration
• Benefits Enrollment
• Travel and Expanse Management
• Personal Development Plan
• Learning Marketplace
• Performance Management

37. Employee Personal Profile

38. Employee Self Service
Employee Kiosk

39. Employee’s Self Service
Learning Assistant

41. 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.

42. 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

43. 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.

44. 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

45. 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?

46. 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

47. Call Center Role in Employee Relations
Inquiries

48. Transaction Input Channels Utilized

49. • 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.

50. Call Center Metrics Used

51. 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

53. 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

54. 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.

55. 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

56. The Tiered Model to Deliver Shared
Services

57. Workforce Technologies Impact on Number of
Employees Served per HR Staff –Worldwide

58. HR 1.0

60. HR 2.0

62. HR 3.0