Download Shared Services Presentation to March 4, 2008

Human Resources
Arts
Administrators
March 2008
SHARED SERVICES
MOVING FORWARD
Human Resources
Concept
HR Shared Services will:
 consolidate administrative and transactional services into
one unit.
 provide one-stop personalised service to our clients
 Use technological tools to
– increase the effectiveness of HR services
– Facilitate availability of self-service
HumanResources
Shared Services VS COE
Shared Services:
Transactional activities
 Processing and client service
 Dissemination of general information
 Standardised
COE (Center of Expertise)
 Expert role
 Strategic partnership with University and clients
 Policy design, interpretation and governance
HumanResources
HR Transactional Role
Characteristics:
Transactional activities are those which are:
 high volume,
 rule based,
 Can be standardised or automated
 Deal with the maintenance and distribution of employee
data and/or
 dissemination of information on HR services, systems,
data, files, processes or, in some cases, policies.
Human Resources
HRSU clients
 Individuals rather than employee groups.
- Employees
- Administrators
- Pensioners
 Client interactions will
- involve exchange of information or provision of
services
- Outcome driven
Human Resources
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
Human Resources
What Shared Service is NOT
 Another centralisation exercise
 A cost cutting exercise
 A big IT project
 Worth doing because it is fashionable
 Perfect
Human Resources
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
HumanResources
Why change?
Current state
Unconnected access points
providing differentiated
services and standards
Future state
Connected and efficient network
providing consistent services
and standards
Human Resources
BASIC STRUCTURE
Human Resources
Shared Services Structure
Human Resources
Areas of Responsibility
SUPPORT/REPORTS
-Reporting
-Data Warehouse
-Web-Site
-HR Desktop support
Human Resources
Project Structure
•
AVP HR as Project Director
•
Advisory Committee
•
Task Force
Alison Verkade
Project Manager
John D’Agata
Pensions and Benefits
Diana Dutton
Academic Personnel
Christine Halse
Pensions and Benefits
Kathleen Tobin
Pensions and Benefits
Shirley Whyte
ISR
Fabiana Rassier
Admin Coordinator
•
Sub Groups
•
There are over 90 people who have participated in the project
Human Resources
How do we get there?
 Step 1 - WHAT
– Units affected
– Transactional VS strategic
– What to move
 Step 3 – WHO
–
–
–
–
Positions
Number
Profiles
Training
 Step 2 – HOW
–
–
–
–
–
Structure
How services perceived
How fast /often
Process mapping
Automation
 Step 4 – WHERE
– Physical location
– Set-up
– Equipment
Human Resources
Implementation
 Phased
- All transactional and operational tasks
 Ongoing
- Automation
- Process review
- Training
- Measurements
- Adjustments
 Patience, patience, patience!!!!!
Human Resources
Project Plan
 Model – September
 Service frequency metrics - November
 Activities and service
• ID and map - December
• Document – February
 Staffing levels/ Positions - December
 Client service measurements - March
 Service Center - March
 Staffing and Training – April/May
 Set-up – May
 Open doors – JUNE 2008
Human Resources
Sub-groups
Documentation and communication
Service center
HR Automation
Benchmarking, best practices
Process Review
Training and staffing
WEB Site
Human Resources
Communication
 HR
– Town halls
– Managers’ meetings
– Monthly updates
– Web site
 Community
- Communication plan
- Presentations, info sessions, mailings and other
means
 APOS
– Monthly updates
Human Resources
Documentation
 User documentation
– Systems
– Process step by step
– Training documentation
 Electronic and paper
 User experts will build the documents
 Talisma
Human Resources
Service center
 Mandate:
– To propose the possible Service Centre model,
staffing needs and tasks to be performed within the
unit.
Human Resources
Service center
 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
Human Resources
Call Tracking
Developed in house
Tracks answered calls (time, duration, reason, source of call,confidentialty)
Aids in determining technological and personnel needs for service center
Human Resources
Call Tracking
October Statistics
500
450
400
350
300
250
200
150
100
50
0
Calls
Number of calls: 2480
Average talk time: 3:08 minutes
Total talk time: ~130 hours
120
Walk Ins
Number of calls: 653
Average talk time: 2:45 minutes
Total time: ~29 hours
100
80
60
40
20
0
Human Resources
Software Considerations
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
Human Resources
HR Automation
 Automate tasks using today’s technology to bring
better service to the McGill Community.
Human Resources
HR Automation -Process
1-Identify tasks which would could be automated
2-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
Human Resources
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
Human Resources
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
Human Resources
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)
Human Resources
Benchmarking and Best Practices
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
Human Resources
Benchmarking and Best Practices
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
Human Resources
Process Review
 Group Mandate
To consolidate all the HR processes that McGill 2000+
has process mapped
 Find Quick Hits and Consolidation
Human Resources
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
Human Resources
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:
–
–
–
–
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Hiring
Appointment Forms
Imaging
Employee Records Maintenance
Benefits Statement Production
- Position Verification
- Retirement
- Pay Run
- Leaves
- Academic Tenure Stream
Human Resources
Staffing and Training
 Group Mandate
– Develop position descriptions and identify types of
positions required
– Establish training programs
Human Resources
Staffing and Training
Develop position descriptions
 Guiding principles
– Client service focus
– First-to-last ownership
– Broader focus
– Dedicated Teams
– World Class service
Human Resources
Staffing and Training

Training

Three areas:
– Client service
– On-the-job
– Technical skills

Focus:
– Unit start-up
– Long term development and training
Human Resources
In Summary

What this means to HR


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Greater efficiency
More flexibility
Increase services without increasing costs
What this means to the community


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
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Single point of contact
Client service focus
Standard and consistent service delivery
Increased self service
Fast track for administrators
Human Resources
Questions and
Comments