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HRDi Overview 2011
- 1. Transforming HR Service Delivery to Drive Optimal Value for your Business
- 6. HR Service Delivery Transformation Approach Measure
- 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
- 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.
- 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)
Editor's Notes
- 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