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HR Service Delivery Model
Peyman DayyaniSHRM-SCP, SPHR, GPHR, Assoc. CIPD, MBA
HR's Optimal Response
Business now considers ingreater detail the opportunitiesHR professionals have to createvalue for employees, customers,investors, and their organization.
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..
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
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
HR Operational Mode
CPD = HR
Content and
Process
developmentCREATION AND OHR NEEDS COME TOGETHER
BUSINESS
HR
HR CPDOPERATIONAL
HR
TEAMWORK
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 -
Pro
cess d
evelo
pm
en
t
Bu
sin
es
s H
R
Co
nte
nt
develo
pm
en
t
Op
era
tio
na
l H
R
Org
an
iza
tio
ns
Op
era
tio
nal
HR
Input, requests and feedback
Ma
na
ge
rs a
nd
Em
plo
ye
es
Process Clusters
Co
rpo
rate
What is an HR Delivery Model?
There are many ways an HR functioncan be structured to deliver efficientservices. There are three mainmodels local authorities couldconsider implementing, eitheruniquely or in combination, tomaximize the productivity of HR.
HR Delivery Model
1. Centralized
The majority of HR support isprovided by a central HR team.Low-level administrative activitytakes place within individualbusiness units.
HR Delivery Model
2. Decentralized
Most HR support is located withinindividual departments. A smallcentral HR team is responsible forleading on strategy and policydevelopment.
HR Delivery Model
3. Account Management
HR professionals work closely withindividual business units and areaccountable to departmental directors.They have a link to a small central HRteam to ensure consistency, quality andstrategic direction.
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.
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
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.
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
The activities of financial managementBudgeting is the predicting the expectedfuture requirements for funds to deliver theagreed upon HR services to the servicecustomers. Budgets are typically created on anannual basis. The activity requires carefulmonitoring of agreed budgets against theactual spend (accounting).
HR accounting enables the HR organization toaccount fully for the way it’s money is spent (thepractices allow identification of costs by department,employees, service and/or activity). The activity isnot simple and this is one area that should involvesome outside expertise usually provided from withinthe Finance Department.
Types of accounting methods include:
– „Direct cost vs. indirect cost
– „Fixed cost vs. variable cost
– „Cost unit (chargeable unit)
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)
The six Rs
• The six Rs1. 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.
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.
Alphabet Soup
–HRO Human Resources Outsourcer
–PEO Professional Employer Organization
–ASO Administrative Services Organization
–BPO Business Process Outsourcer
The connections that make High-Impact HR work
© Institute for Employment Studies
HR function map in new model
Corporate HR
Shared service
Business partnerCentres of expertise
transfers fromline management
HR service within Leading Organizations
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
Three Tiers HR Service Delivery Model
Typical Tiered HR Service Delivery Model
The Multi-Tier Approach to HR Service Delivery
There are many versionsof the multi-tier model,the most common beinga three-tier approach:
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).
Requirements Manager Self-serviceExample
Manager self-service Manager insights
Manager self-service Manager insights
Manager self-service Manager insights
Employee self-services
• Personal Records• Personal Site• Personal CV• Benefits Administration• Benefits Enrollment• Travel and Expanse Management • Personal Development Plan• Learning Marketplace• Performance Management
Employee Personal Profile
Employee Self ServiceEmployee Kiosk
Employee’s Self ServiceLearning Assistant
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.
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
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.
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
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
absenceCan you
correct my
department
number?
How do
I terminate
an employee?
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
Call Center Role in Employee Relations Inquiries
Transaction Input Channels Utilized
• 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.
Call Center Metrics Used
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
InquiryClose
Case
Diagnose
Issue
Notes & Attachments
Tasks
Case History
Related Cases
Notes
Libraries
Relates Actions
History
Call/CTI
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
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.
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
The Tiered Model to Deliver Shared Services
Workforce Technologies Impact on Number of Employees Served per HR Staff –Worldwide
HR 1.0
HR 2.0
HR 3.0
