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Copyright © 2018. All Rights Reserved. The University of Hong Kong 1
Lunch Seminar for SMARTER Leaders (Light)
Updates on SMARTER@HKU Programme
November 13, 2018
Copyright © 2018. All Rights Reserved. The University of Hong Kong 2
Updates on
SMARTER@HKU
Programme
Copyright © 2018. All Rights Reserved. The University of Hong Kong 3
SMARTER@HKU
Modernisation of Professional Services
Key Driver to become Asia’s Global University by 2025
Reduce Bureaucracy Increase Efficiency Increase Satisfaction Generate Savings
Benefits
Copyright © 2018. All Rights Reserved. The University of Hong Kong 4
Smarter Operating Model, Process Reengineering, Category ManagementApril – July
2018
August – October 2018
Detailed Project Charters (clear goals, timelines, benefits
& resources required business case)
November
2018
• Business Cases
• Resources based on strength of business case
SMARTER@HKU
Detailed benefits* from each TF Total Programme Benefit
[work in progress: $200M in 2 years from July 2018]
*Each targeted benefit will be tracked as implemented
Benefits:
save time, quality, $ savings, save effort
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Smarter Operating
Model
Smarter Organisation
& Management
Smarter Useof the Market
Smarter Space Management
Wave I
IT Organisation& Processes
Subsequent waves
FinanceOrganisation& Processes
HROrganisation& Processes
FacilitiesManagement
Category Management
Procurement Organisation
Organisation & Management
Student Services Organisation& Processes
StudentResidences
StaffQuarters
Space Utilisation
Performance Environment
Campus Catering
Sustainability
12+2 Building Blocks to build excellence
in HKU’s professional services
Copyright © 2018. All Rights Reserved. The University of Hong Kong 6
Updates on
Building Blocks
Copyright © 2018. All Rights Reserved. The University of Hong Kong 7
HR Organisation and Processes
Save TimeQuality of Service Save Cost
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Human Resources Organisation and Processes
Improvement Initiatives Value to be realised Launched
• Smarter Operating Model Improved service level to customers Reduced time and effort through the optimised organisation
• Talent Acquisition System Speed up the selection and interview process Reduced effort on administrative work Improve the overall experience of applicant and hiring department
✔
• Professoriate Appointment Process Streamlining
Reduced overall lead time Improved candidate offer acceptance rate Reduced effort on administrative work
• Professional Service Appointment Process Streamlining
Reduced overall lead time Improved candidate offer acceptance rate Reduced effort on administrative work
• On-Boarding Process Enhanced staff satisfaction Improving consistency across the on-boarding process
Sep 2018 Nov 2018 onward
Optimised Organisation Structure
Macro Organisation Design Micro Organisation Design and Transformation
(Phased Approach)
Prepare Project Charter
and Business Case
Nov 2018
Copyright © 2018. All Rights Reserved. The University of Hong Kong
20 2018 2019 2020
Area Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb March April May June
Ke
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ge m
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R
Pro
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OD
W/F
Ch
ange
Mgt
Ap
po
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ent
Co
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ensa
tio
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nd
B
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its
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orm
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M
gtO
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In
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HROP Programme plan – Detail to June 2020
Professoriate appointment process changes implemented (TBC)
Decision with I.T. on e-Committee system implementation (Estimate 9 months to complete)
Decision to be reached with I.T. on casual helper system changes (Estimate 4-6 months to complete)
Changes of maternity and paternity leave policies announced
SMT direction on P4P
First Draft of handbook and terms of service is announced
Christmas and NY Chinese NY EasterEAG EAG EAG EAG EAG
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
SGTF & EVP
EAG EAGChristmas and NY Chinese NY Easter
SGTF & EVP
Process and baseline information definedOptimisation opportunities and new ways of working defined
New ways of working validated with stakeholders
Macro org structure consolidated
Micro org structure consolidated and finialised
New J.D.’s created and validated
Gaps identified and converted into initiatives and plan
Transition initiatives implemented into valid roadmap
Change roadmap, and engagement initiatives identified
Transition executed
Sustainable change reviewed & next steps recommended
Phase 1 Phase 2
Change and engagement plan in placeIdentified stakeholders engaged and met Execution of communication plan
Feedback loops
Change and engagement strategy defined
Feedback loops Feedback loops
Change roadmap, and engagement initiatives identified
Process and baseline information definedOptimisation opportunities defined
New ways of working validated with stakeholders
Macro org structure consolidated
Micro org structure consolidated and finalized
New J.D.’s created and validated
Gaps identified and converted into initiatives and plan
Transition initiatives implemented into valid roadmap
Sustainable change reviewed
Process and baseline information defined
Optimisation opportunities defined
Phase 3 activities continue
Professional appointment changes implemented (TBC)
Oboarding process changes implemented (TBC)
Policies changes of medical benefits for old staff announced
Changes of life insurance benefits announced (TBC) Changes in insurance coverage & sick leave announced
Overtime comparison complete with recommendations made
PRD & PRSD Review: Completed Benchmarking
Updated Code of
Conduct issued
Decision point on HCMS system
Changes to MPF finalised and announced
Website updated for HR policy and guidelines
9
Today
U.A.T. complete for Honorary appointments sub system
Honorary appointment subsystem rolled out)
Revised casual/ temp. workers policy in place
PRSD Review: Completed Benchmarking
Performance mgmt disciplinary procedures defined
Decision point on E-filing system
Copyright © 2018. All Rights Reserved. The University of Hong Kong 10
IT Organisation and Processes
Quality of Service
Save Time
Save Cost
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Information Technology Organisation and Processes
Improvement Initiatives Value to be realised Launched
• Smarter Operating Model Improved service level to customers Reduced time and effort through the optimised organisation
• Incident Management Process Streamlining
Reduced effort in managing incidents reported by users ✔
• Network Point Installation Process Streamlining
Shorten the lead time of network point installation
• Virtual PCs Reduced effort in PC support
• Cloud-based Website Content Management System
Reduced effort in Website support ✔
• Audio-Visual Standards Reduced cost (bulk purchase discount) Enhanced user experience with standard equipment and settings
✔
• Facilities Booking System Reduced effort in managing facilities booking
• University-wide ITS Cloud Deployment
Reduced effort in server system management Free up departmental space for server hosting
Sep 2018 Nov 2018 onward
Optimised Organisation Structure
Macro Organisation Design Micro Organisation Design and Transformation
(Phased Approach)
Prepare Project Charter
and Business Case
Nov 2018
Copyright © 2018. All Rights Reserved. The University of Hong Kong 12
Save TimeQuality of Service Save Cost
Finance Organisation and Processes
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Finance Organisation and Processes
Improvement Initiatives Value to be realised Launched
• Smarter Operating Model Improved service level to customers Reduced time and effort through the optimised organisation
• Research Grant and Project Costing Process
Reduced effort in administering and monitoring of research budget and expenditure, and data reconciliation
• Matching Fund Process Reduced effort in administering, monitoring and reporting of the matching fund for research and non-research related projects
• Fixed Asset Disposal Process Free up space Shorten the overall lead time
Sep 2018 Nov 2018 onward
Optimised Organisation Structure
Macro Organisation Design Micro Organisation Design and Transformation
(Phased Approach)
Prepare Project Charter
and Business Case
Nov 2018
Copyright © 2018. All Rights Reserved. The University of Hong Kong 14
Facilities Management
… are more than just cleaning
Copyright © 2018. All Rights Reserved. The University of Hong Kong 15
Facilities Management
Target State Value to be realised
• Centralised fragmented FM services by introducing University IFM (Integrated FM services)
• HKU Departments migrate their FM resources (services contracts / resources / finance) to the central IFM resources
Reduce burden from departments in general tasks / ease the administration
KPI driven contract to enable continuous improvement
Provide single point of contact regarding most FM
Cost saving a result of economies of scale
Partnership with IFM Operator(s)
Engage with University Users
and prepare tender documentIFM tendering, Award
Contract and Transition
June 2019Dec 2018
IFM Implementation and
Partnership Evaluation
July 2019 onward
Copyright © 2018. All Rights Reserved. The University of Hong Kong 16
Procurement
Cost SavingsEfficiency Gains
From Fragmented to Standardised
Copyright © 2018. All Rights Reserved. The University of Hong Kong 17
Procurement
Target State Value to be realised
• Smarter Operating Model
• Consolidated purchase for products / services
• Consolidated suppliers
• Frame contracts
• eProcurement tool
• Optimise workflow
Reduced duplicated tendering / procurement efforts
Enabled technology to improve ease of purchasing
Cost savings from consolidated purchases
Standardised / Improved quality of goods and services
Better understanding of spending pattern to enable continuous improvement
Category Management + e-Procurement Tool
Conduct 20+ workshops across
Faculties to validate procurement
behaviour, identify key pain points
Develop improvement opportunities,
Define implementation roadmap
Dec 2018Sep 2018
Implement Selected Categories
Jan 2019 onward
Copyright © 2018. All Rights Reserved. The University of Hong Kong 18
Campus Catering
Parent Caterer Model
Wider food
choices
Better quality
Higher consistency in service
Copyright © 2018. All Rights Reserved. The University of Hong Kong 19
Campus Catering
Target State Value to be realised
• Self sustaining operation
• Lot Model – Coordinated and holistic approach
• Enhance diversity and quality at affordable price
Synergy
KPI to gauge performance
Proactive against change
New catering experience
Phase approach : Lot 1 (2018 – 10 outlets) + Potential Lot 2 (2020)
July 9, 2018 March 2019 March 2019 onward
Award contract to Sodexo (Hong
Kong) Limited - provide services in
10 outlets across the campus under
a five-plus-two-year contract.
10 outlets with new catering
concept, commencing from
September 2018 by stage
Establish Contract Management
framework; Review of Lot 1, Process,
Bid Commitments and Deliverables
Copyright © 2018. All Rights Reserved. The University of Hong Kong 20
Engagement and Communications
Copyright © 2018. All Rights Reserved. The University of Hong Kong 21
“Will the changes
cause any disruption
to my department’s
day to day
operations?”
“How will my role
change as a result of
planned organisation
changes and new
processes? Will I lose
my job?”
“I really don’t
understand what’s
going to change
so it doesn’t mean
anything to me
yet”
“What’s the reason
we’re changing? I
can’t stand behind
this project until I’m
convinced.”
“My manager
has not changed
her behavior, so
why should I?”
“I will do the
minimum possible
and see what
happens”
“How will I be able
to support this
project on top of
my current
responsibilities?”
“With so much
going on, I do not
know what I’m
meant to be
doing.”
“I’ve been doing
things this way for
a long time and it
has worked so far,
I do not see any
need for change”
Common objections or barriers to change
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Make it Known Make it Real Make it Happen Make it StickMake it Clear
Communicate the change vision and case for change
and begin to create ownership of the solution
Translate the change vision into reality for people in
the organization and define what it means for
them
Move the organization towards the end state and
equip people to work in new ways
Ensure there is capability in the organization to
sustain the change
Align leaders around the strategic aims, ambition
and scale of change
Change Leadership
Engagement and Communications
Impact and Measurements of Change
Workforce Development and Transition
Clear Aware Ready Willing Able
22
A proven approach to help move people
through the change journey
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Phase 3Phase 2Phase 1
Programme level Proactive engagement with Stakeholders to ensure:
• Deep understanding of SMARTER objectives, timeline and outcomes
• 2-way discussion to identify opportunities and issues that are central to SMARTER success; the transformation of Professional Services @ HKU
• Collaborative input to programme design and execution for optimal outcomes
Task Force level
Within each Task Force, change and engagement is central to the design and implementation of new ways of working. Focus areas include:
• Supporting process design and optimisation
• Organisation Design to incorporate new processes, accountabilities and ways of working
• Workforce Transition to equip staff for new processes and roles
• Change Management to enable the adoption of new ways of working
Phase 4
Our Change & Engagement team
operates at 2 Levels
Copyright © 2018. All Rights Reserved. The University of Hong Kong
PublicPublic in general
24
University Leadership Council, SMT
SMARTER@HKU ProgrammeEAG, SG, PMO, Task Force Leaders, Task Force Members
Faculty LeadershipDeans, Department heads, Faculty Secretaries
Professional Services LeadershipDirectors of in-scope functions and other professional services
StudentsStudent Union, Students
StaffStaff Unions, Academic staff and Professional Services staff
Our key stakeholder groups
Copyright © 2018. All Rights Reserved. The University of Hong Kong
Communications for Stakeholders
Reports toExecutive Action Group
Reports to SMT
Reports to Steering Group Members
Monthly Highlights to Task Force Members and
Faculty Secretaries
Copyright © 2018. All Rights Reserved. The University of Hong Kong
26
Implementation Launch Ceremony in Oct 2017
Engage Task Force Members
v
v
v
Copyright © 2018. All Rights Reserved. The University of Hong Kong
27
Roadshows in Aug & Oct 2017
Introduce colleagues to SMARTER@HKU with interactive tours,
talks, displays, videos, Idea Wall and quiz
At Sassoon Road CampusAt Centennial Campus
Copyright © 2018. All Rights Reserved. The University of Hong Kong
28
Professional Services Award 2017
Celebration Gathering in Mar 2018Recognise colleagues for their outstanding contribution in professional services
Work SMARTER Days in Aug 2018
Colleagues learn about how SMARTER@HKU relates to their work
Copyright © 2018. All Rights Reserved. The University of Hong Kong
29
Promote SMARTER@HKU to Staff and Public
v
Website: www.smarter.hku.hk
Emails to all Staff and Students
Copyright © 2018. All Rights Reserved. The University of Hong Kong
30
Publicity around Campus
HKU website
SMARTER posters around campus
v
Videos on U-Vision
eNotices
v
Copyright © 2018. All Rights Reserved. The University of Hong Kong
31
Recent Communications
vvv
vvv
Introducing New Campus Catering Model
Copyright © 2018. All Rights Reserved. The University of Hong Kong
32
Recent Communications (cont’d)
Rollout of Talent Acquisition System and New IT Developments
Copyright © 2018. All Rights Reserved. The University of Hong Kong
33
Professional Services Award 2018
Nominate colleagues for Individual Award or Team Award
Copyright © 2018. All Rights Reserved. The University of Hong Kong 34
Professional Services Award
• As part of the HKU Excellence Awards
• Recognise outstanding contribution
• Develop an improvement culture
Copyright © 2018. All Rights Reserved. The University of Hong Kong
35
vvv
Professional Services Award 2017 Celebration Gathering
vvv
Copyright © 2018. All Rights Reserved. The University of Hong Kong 36
Next Steps
How can you contribute to the programme ?
Staff Appointment and On-boarding Process
Research Grant
and Matching Fund
Fixed Asset Disposal
Smarter Operating Model