Arts Administrators

March 2008

SHARED SERVICESSHARED SERVICESMOVING FORWARDMOVING FORWARDH

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ConceptConcept

HR Shared Services will: HR Shared Services will: consolidate administrative and transactional services into consolidate administrative and transactional services into

one unit. one unit.

provide one-stop personalised service to our clients provide one-stop personalised service to our clients

Use technological tools to Use technological tools to – increase the effectiveness of HR servicesincrease the effectiveness of HR services– Facilitate availability of self-serviceFacilitate availability of self-service

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Shared Services:Shared Services:Transactional activities Transactional activities Processing and client service Processing and client service Dissemination of general informationDissemination of general information StandardisedStandardised

COE (Center of Expertise)COE (Center of Expertise) Expert roleExpert role Strategic partnership with University and clientsStrategic partnership with University and clients Policy design, interpretation and governancePolicy design, interpretation and governance

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Shared Services VS COE

Characteristics:Characteristics:Transactional activities are those which are:Transactional activities are those which are: high volume,high volume, rule based, rule based, Can be standardised or automated Can be standardised or automated

Deal with the maintenance and distribution of employee Deal with the maintenance and distribution of employee data and/ordata and/or

dissemination of information on HR services, systems, dissemination of information on HR services, systems, data, files, processes or, in some cases, policies.data, files, processes or, in some cases, policies.

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HR Transactional Role

HRSU clientsHRSU clients

Individuals rather than employee groupsIndividuals rather than employee groups. . - Employees- Employees- Administrators- Administrators- Pensioners- Pensioners

Client interactionsClient interactions willwill- involve exchange of information or provision of - involve exchange of information or provision of

servicesservices- Outcome driven - Outcome driven

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What Shared Service is

A central access point for client service Provides more services without increasing cost Standard service delivery Provision of service in a way that meets the client’s

needs

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What Shared Service is NOT

Another centralisation exercise A cost cutting exercise A big IT project Worth doing because it is fashionable Perfect

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Why change?

Client service Fewer silos and broader focus Coordination and amalgamation Eliminate duplication and hand-offs First to last process ownership Automation/simplification of complex processes Ability to measure

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Current stateUnconnected access points

providing differentiated services and standards

Why change?Future state

Connected and efficient network providing consistent services and standards

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BASIC STRUCTUREH

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Shared Services StructureH

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Areas of Responsibility

SUPPORT/REPORTS -Reporting-Data Warehouse-Web-Site-HR Desktop support

Project Structure• AVP HR as Project DirectorAVP HR as Project Director

• Advisory CommitteeAdvisory Committee

• Task ForceTask Force

Alison VerkadeAlison Verkade Project ManagerProject Manager

John D’AgataJohn D’Agata Pensions and BenefitsPensions and Benefits

Diana DuttonDiana Dutton Academic PersonnelAcademic Personnel

Christine HalseChristine Halse Pensions and BenefitsPensions and Benefits

Kathleen TobinKathleen Tobin Pensions and BenefitsPensions and Benefits

Shirley WhyteShirley Whyte ISRISR

Fabiana RassierFabiana Rassier Admin CoordinatorAdmin Coordinator

• Sub GroupsSub Groups

• There are over 90 people who have participated in the projectThere are over 90 people who have participated in the project

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Step 1 - WHATStep 1 - WHAT– Units affectedUnits affected– Transactional VS strategicTransactional VS strategic– What to moveWhat to move

Step 2 – HOWStep 2 – HOW– StructureStructure– How services perceivedHow services perceived– How fast /oftenHow fast /often– Process mappingProcess mapping– AutomationAutomation

Step 3 – WHOStep 3 – WHO– PositionsPositions– NumberNumber– Profiles Profiles – TrainingTraining

Step 4 – WHEREStep 4 – WHERE– Physical locationPhysical location– Set-upSet-up– EquipmentEquipment

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Phased - All transactional and operational tasks

Ongoing- Automation- Process review- Training- Measurements- Adjustments

Patience, patience, patience!!!!!

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Project Plan

Model – Model – September September Service frequency metricsService frequency metrics - - NovemberNovember Activities and serviceActivities and service

• ID and map - ID and map - DecemberDecember• Document – Document – FebruaryFebruary

Staffing levels/ Positions - Staffing levels/ Positions - DecemberDecember Client service measurements - Client service measurements - MarchMarch Service Center - Service Center - MarchMarch Staffing and Training – Staffing and Training – April/MayApril/May Set-up – Set-up – MayMay Open doors – JUNE 2008Open doors – JUNE 2008

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Sub-groups

Documentation and communicationDocumentation and communication

Service centerService center

HR AutomationHR Automation

Benchmarking, best practicesBenchmarking, best practices

Process ReviewProcess Review

Training and staffingTraining and staffing

WEB SiteWEB Site Hu

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Communication HR

– Town halls– Managers’ meetings– Monthly updates– Web site

Community- Communication plan- Presentations, info sessions, mailings and other means

APOS– Monthly updates

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Documentation

User documentation– Systems– Process step by step– Training documentation

Electronic and paper User experts will build the documents Talisma

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Mandate:– To propose the possible Service Centre model,

staffing needs and tasks to be performed within the unit.

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Structure– 3 service teams

• 2 employee/pensioner• 1 Administrator

Staffing Needs – Number of service representatives

Tasks – Identify/recommend areas of responsibility– Process for providing services

Physical set up - Location

- Equipment

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Developed in house

Tracks answered calls (time, duration, reason, source of call,confidentialty)

Aids in determining technological and personnel needs for service center

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CallsNumber of calls: 2480Average talk time: 3:08 minutesTotal talk time: ~130 hours

Walk InsNumber of calls: 653Average talk time: 2:45 minutesTotal time: ~29 hours

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October Statistics

Contact Center Anywhere•Currently in use at ICS, NCS, etc.•Comprehensive solution offered by Oracle

Talisma Knowledge Base System•Currently in use at ICS •Allows for FAQs, topic specific articles, multiple search utilities

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HR Automation

Automate tasks using today’s technology to bring better service to the McGill Community.

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HR Automation -Process

1-Identify tasks which would could be automated2-What are the benefits and savings that would be

created by automating them?

Originally identified 29 tasks which would benefit from automation

Narrowed down list of 29 items to 9 projects

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HR Automation

Payroll Journals automation Pensions Mail ballots Automation of ROEs Employment confirmation letters Tax Exemption Forms on Minerva Change Bank Deposit info on Minerva Online Benefit enrolment Staff Tuition Waiver BoG Letters

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HR Automation List

For example: Payroll Journals automation ~6500 entries done manually Estimate to automate 80% Prototype

Pensions Mail ballots ~8500 each year Manually tabulated Estimate to automate 5000 Prototype

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KnowledgeBase Software

Knowledge database

database for knowledge management.

Provides the means for the computerized collection, organization, and retrieval of knowledge

Centralized repository for information

Views (restricted + unrestricted)

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Objectives Fall

– Establish “as is” picture of HR Winter

– In collaboration with the Service Center…• Establish key performance indicators• Survey community• Establish service level agreements• Determine best tracking and volume monitoring for ongoing

metrics Post Implementation

– Re-survey community – Seek out and identify best practices

Benchmarking and Best PracticesH

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Progress to date Establish “as is” picture of HR

• 120 HR Processes and Sub Processes mapped

• Central Repository• Used by Process Review

Team Collect Contact Data (email,

telephone, walk-in)• email• NCS/HR

Professional Societies and Network

Design and conduct a satisfaction survey

Best Practices• Shared Services• Team Charter and Ground

Rules

Benchmarking and Best PracticesH

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Process Review

Group Mandate

To consolidate all the HR processes that McGill 2000+ has process mapped

Find Quick Hits and Consolidation

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Process Review How is this being done?

Collect process maps

Map consolidated process

Involve Experts

Build one page step by step

Completed Processes given to:- The Automation subgroup- The Documentation subgroup

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Process Review Progress to date:

– Maternity Leave - Tuition Fee Assistance– BoG Letters (2 different processes) - Employment Confirmation– Subpoenas - User security– Minerva Add-ons & enhancement - Seniority– Academic Tenure Stream Contract– Casual POPS Requisition Maintenance– Creating or Updating PDFs for Casuals

In progress:– Hiring - Position Verification– Appointment Forms - Retirement

– Imaging - Pay Run– Employee Records Maintenance - Leaves – Benefits Statement Production - Academic Tenure

Stream

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Staffing and TrainingH

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Group Mandate

– Develop position descriptions and identify types of positions required

– Establish training programs

Staffing and TrainingH

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Develop position descriptions

Guiding principles – Client service focus– First-to-last ownership– Broader focus – Dedicated Teams– World Class service

Staffing and TrainingH

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Training

Three areas:– Client service– On-the-job– Technical skills

Focus:– Unit start-up– Long term development and training

In SummaryH

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What this means to HR Greater efficiency More flexibility Increase services without increasing costs

What this means to the community Single point of contact Client service focus Standard and consistent service delivery Increased self service Fast track for administrators

Questions and Comments

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